(upbeat music) >> Welcome back to Vegas. It's theCUBE live at AWS re:Invent 2022. We're hearing up to 50,000 people here. It feels like if the energy at this show is palpable. I love that. Lisa Martin here with Dave Vellante. Dave, we had the keynote this morning that Adam Selipsky delivered lots of momentum in his first year. One of the things that you said that you were looking in your breaking analysis that was released a few days ago, four trends and one of them, he said under Selipsky's rule in the 2020s, there's going to be a rush of data that will dwarf anything we have ever seen. >> Yeah, it was at least a quarter, maybe a third of his keynote this morning was all about data and the theme is simplifying data and doing better data integration, integrating across different data platforms. And we're excited to talk about that. Always want to simplify data. It's like the rush of data is so fast. It's hard for us to keep up. >> It is hard to keep that up. We're going to be talking with an alumni next about how his company is helping organizations like Cisco Meraki keep up with that data explosion. Please welcome back to the program, Matthew Scullion, the CEO of Matillion and how Hoshang Chenoy joins us, data scientist at Cisco Meraki. Guys, great to have you on the program. >> Thank you. >> Thank you for having us. >> So Matthew, we last saw you just a few months ago in Vegas at Snowflake Summits. >> Matthew: We only meet in Vegas. >> I guess we do, that's okay. Talk to us about some of the things, I know that Matillion is a data transformation solution that was originally introduced for AWS for Redshift. But talk to us about Matillion. What's gone on since we've seen you last? >> Well, I mean it's not that long ago but actually quite a lot. And it's all to do with exactly what you guys were just talking about there. This almost hard to comprehend way the world is changing with the amounts of data that we now can and need to put to work. And our worldview is there's no shortage of data but the choke points certainly one of the choke points. Maybe the choke point is our ability to make that data useful, to make it business ready. And we always talk about the end use cases. We talk about the dashboard or the AI model or the data science algorithm. But until before we can do any of that fun stuff, we have to refine raw data into business ready, usable data. And that's what Matillion is all about. And so since we last met, we've made a couple of really important announcements and possibly at the top of the list is what we call the data productivity cloud. And it's really squarely addressed this problem. It's the results of many years of work, really the apex of many years of the outsize engineering investment, Matillion loves to make. And the Data Productivity Cloud is all about helping organizations like Cisco Meraki and hundreds of others enterprise organizations around the world, get their data business ready, faster. >> Hoshang talk to us a little bit about what's going on at Cisco Meraki, how you're leveraging Matillion from a productivity standpoint. >> I've really been a Matillion fan for a while, actually even before Cisco Meraki at my previous company, LiveRamp. And you know, we brought Matillion to LiveRamp because you know, to Matthew's point, there is a stage in every data growth as I want to call it, where you have different companies at different stages. But to get data, data ready, you really need a platform like Matillion because it makes it really easy. So you have to understand Matillion, I think it's designed for someone that uses a lot of code but also someone that uses no code because the UI is so good. Someone like a marketer who doesn't really understand what's going on with that data but wants to be a data driven marketer when they look at the UI they immediately get it. They're just like, oh, I get what's happening with my data. And so that's the brilliance of Matillion and to get data to that data ready part, Matillion does a really, really good job because what we've been able to do is blend so many different data sources. So there is an abundance of data. Data is siloed though. And the connectivity between different data is getting harder and harder. And so here comes the Matillion with it's really simple solution, easy to use platform, powerful and we get to use all of that. So to really change the way we've thought about our analytics, the way we've progressed our division, yeah. >> You're always asking about superpowers and that is a superpower of Matillion 'cause you know, low-code, no-code sounds great but it only gets you a quarter of the way there, maybe 50% of the way there. You're kind of an "and" not an "or." >> That's a hundred percent right. And so I mentioned the Data Productivity Cloud earlier which is the name of this platform of technology we provide. That's all to do with making data business ready. And so I think one of the things we've seen in this industry over the past few years is a kind of extreme decomposition in terms of vendors of making data business ready. You've got vendors that just do loading, you've got vendors that just do a bit of data transformation, you've got vendors that do data ops and orchestration, you've got vendors that do reverse ETL. And so with the data productivity platform, you've got all of that. And particularly in this kind of, macroeconomic heavy weather that we're now starting to face, I think companies are looking for that. It's like, I don't want to buy five things, five sets of skills, five expensive licenses. I want one platform that can do it. But to your point David, it's the and not the or. We talk about the Data Productivity Cloud, the DPC, as being everyone ready. And what we mean by that is if you are the tech savvy marketer who wants to get a particular insight and you understand what a Rowan economy is, but you're not necessarily a hardcore super geeky data engineer then you can visual low-code, no-code, your data to a point where it's business ready. You can do that really quick. It's easy to understand, it's faster to ramp people onto those projects cause it like explains itself, faster to hand it over cause it's self-documenting. But, they'll always be individuals, teams, "and", "or" use cases that want to high-code as well. Maybe you want to code in SQL or Python, increasingly of course in DBT and you can do that on top of the Data Productivity Cloud as well. So you're not having to make a choice, but is that right? >> So one of the things that Matillion really delivers is speed to insight. I've always said that, you know, when you want to be business ready you want to make fast decisions, you want to act on data quickly, Matillion allows you to, this feed to insight is just unbelievably fast because you blend all of these different data sources, you can find the deficiencies in your process, you fix that and you can quickly turn things around and I don't think there's any other platform that I've ever used that has that ability. So the speed to insight is so tremendous with Matillion. >> The thing I always assume going on in our customers teams, like you run Hoshang is that the visual metaphor, be it around the orchestration and data ops jobs, be it around the transformation. I hope it makes it easier for teams not only to build it in the first place, but to live with it, right? To hand it over to other people and all that good stuff. Is that true? >> Let me highlight that a little bit more and better for you. So, say for example, if you don't have a platform like Matillion, you don't really have a central repository. >> Yeah. >> Where all of your codes meet, you could have a get repository, you could do all of those things. But, for example, for definitions, business definitions, any of those kind of things, you don't want it to live in just a spreadsheet. You want it to have a central platform where everybody can go in, there's detailed notes, copious notes that you can make on Matillion and people know exactly which flow to go to and be part of, and so I kind of think that that's really, really important because that's really helped us in a big, big way. 'Cause when I first got there, you know, you were pulling code from different scripts and things and you were trying to piece everything together. But when you have a platform like Matillion and you actually see it seamlessly across, it's just so phenomenal. >> So, I want to pick up on something Matthew said about, consolidating platforms and vendors because we have some data from PTR, one of our survey partners and they went out, every quarter they do surveys and they asked the customers that were going to decrease their spending in the quarter, "How are you going to do it?" And number one, by far, like, over a third said, "We're going to consolidate redundant vendors." Way ahead of cloud, we going to optimize cloud resource that was next at like 15%. So, confirms what you were saying and you're hearing that a lot. Will you wait? And I think we never get rid of stuff, we talk about it all the time. We call it GRS, get rid of stuff. Were you able to consolidate or at least minimize your expense around? >> Hoshang: Yeah, absolutely. >> What we were able to do is identify different parts of our tech stack that were just either deficient or duplicate, you know, so they're just like, we don't want any duplicate efforts, we just want to be able to have like, a single platform that does things, does things well and Matillion helped us identify all of those different and how do we choose the right tech stack. It's also about like Matillion is so easy to integrate with any tech stack, you know, it's just they have a generic API tool that you can log into anything besides all of the components that are already there. So it's a great platform to help you do that. >> And the three things we always say about the Data Productivity Cloud, everyone ready, we spoke about this is whether low-code, no-code, quasi-technical, quasi-business person using it, through to a high-end data engineer. You're going to feel at home on the DPC. The second one, which Hoshang was just alluding to there is stack ready, right? So it is built for AWS, built for Snowflake, built for Redshift, pure tight integration, push down ELT better than you could write yourself by hand. And then the final one is future ready, which is this idea that you can start now super easy. And we buy software quickly nowadays, right? We spin it up, we try it out and before we know it, the whole organization is using it. And so the future ready talks about that continuum of being able to launch in five minutes, learn it in five hours, deliver your first project in five days and yet still be happy that it's an enterprise scalable platform, five years down track including integrating with all the different things. So Matillion's job holding up the end of the bargain that Hoshang was just talking about there is to ensure we keep putting the features integrations and support into the Data Productivity Cloud to make sure that Hoshang's team can continue to live inside it and do all the things they need to do. >> Hoshang, you talked about the speed to insight being tremendously fast, but if I'm looking at Cisco Meraki from a high level business outcome perspective, what are some of those outcomes that a Matillion is helping Cisco Meraki to achieve. >> So I can just talk in general, not giving you like any specific numbers or anything, but for example, we were trying to understand how well our small and medium business campaigns were doing and we had to actually pull in data from multiple different sources. So not just, our instances of Marketo and Salesforce, we had to look at our internal databases. So Matillion helped us blend all of that together. Once I had all of that data blended, it was then ready to be analyzed. And once we had that analysis done, we were able to confirm that our SMB campaigns were doing well but these the things that we need to do to improve them. When we did that and all of that happened so quickly because they were like, well you need to get data from here, you need to get data from there. And we're like, great, we'll just plug, plug, plug. We put it all together, build transformations and you know we produced this insight and then we were able to reform, refine, and keep getting better and better at it. And you know, we had a 40X return on SMB campaigns. It's unbelievable. >> And there's the revenue tie in right there. >> Hoshang: Yeah. >> Matthew, I know you've been super busy, tons of meetings, you didn't get to see the whole keynote, but one of the themes of Adam Selipsky's keynote was, you know, the three letter word of ETL, they laid out a vision of zero ETL and then they announced zero ETL for Aurora and Redshift. And you think about ETL, I remember the days they said, "Okay, we're going to do ELT." Which is like, raising the debt ceiling, we're just going to kick the can down the road. So, what do you think about that vision? You know, how does it relate to what you guys are doing? >> So there was a, I don't know if this only works in the UK or it works globally. It was a good line many years ago. Rumors of my death are premature or so I think it was an obituary had gone out in the times by accident and that's how the guy responded to it. Something like that. It's a little bit like that. The announcement earlier within the AWS space of zero ETL between platforms like Aurora and Redshift and perhaps more over time is really about data movement, right? So it's about do I need to do a load of high cost in terms of coding and compute, movement of data between one platform, another. At Matillion, we've always seen data movement as an enabling technology, which gets you to the value add of transformation. My favorite metaphor to bring this to life is one of iron. So the world's made of iron, right? The world is literally made of iron ore but iron ore isn't useful until you turn it to steel. Loading data is digging out iron ore from the ground and moving it to the refinery. Transformation of data is turning iron ore into steel and what the announcements you saw earlier from AWS are more about the quarry to the factory bit than they are about the iron ore to the steel bit. And so, I think it's great that platforms are making it easier to move data between them, but it doesn't change the need for Hoshang's business professionals to refine that data into something useful to drive their marketing campaigns. >> Exactly, it's quarry to the factory and a very Snowflake like in a way, right? You make it easy to get in. >> It's like, don't get me wrong, I'm great to see investment going into the Redshift business and the AWS data analytics stack. We do a lot of business there. But yes, this stuff is also there on Snowflake, already. >> I mean come on, we've seen this for years. You know, I know there's a big love fest between Snowflake and AWS 'cause they're selling so much business in the field. But look that we saw it separating computing from storage, then AWS does it and now, you know, why not? It's good sense. That's what customers want. The customer obsessed data sharing is another thing. >> And if you take data sharing as an example from our friends at Snowflake, when that was announced a few people possibly, yourselves, said, "Oh, Matthew what do you think about this? You're in the data movement business." And I was like, "Ah, I'm not really actually, some of my competitors are in the data movement business. I have data movement as part of my platform. We don't charge directly for it. It's just part of the platform." And really what it's to do is to get the data into a place where you can do the fun stuff with it of refining into steel. And so if Snowflake or now AWS and the Redshift group are making that easier that's just faster to fun for me really. >> Yeah, sure. >> Last question, a question for both of you. If you had, you have a brand new shiny car, you got a bumper sticker that you want to put on that car to tell everyone about Matillion, everyone about Cisco Meraki, what does that bumper sticker say? >> So for Matillion, it says Matillion is the Data Productivity Cloud. We help you make your data business ready, faster. And then for a joke I'd write, "Which you are going to need in the face of this tsunami of data." So that's what mine would say. >> Love it. Hoshang, what would you say? >> I would say that Cisco makes some of the best products for IT professionals. And I don't think you can, really do the things you do in IT without any Cisco product. Really phenomenal products. And, we've gone so much beyond just the IT realm. So you know, it's been phenomenal. >> Awesome. Guys, it's been a pleasure having you back on the program. Congrats to you now Hoshang, an alumni of theCUBE. >> Thank you. >> But thank you for talking to us, Matthew, about what's going on with Matillion so much since we've seen you last. I can imagine how much worse going to go on until we see you again. But we appreciate, especially having the Cisco Meraki customer example that really articulates the value of data for everyone. We appreciate your insights and we appreciate your time. >> Thank you. >> Privilege to be here. Thanks for having us. >> Thank you. >> Pleasure. For our guests and Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage.

>>Hey everyone. Welcome back to Chicago. The Cube is excited to be live on day two of Ansible Fest, 2022. Lisa Martin and John Fur. You're here having some great conversations, a lot of cube alumni, a lot of wisdom from the Ansible community coming at you on this program this week. You know, John, we've been, we've been hearing stories about the power and the capabilities and the collective wisdom of the Ansible community. You can feel it here. Yeah, there's no doubt about that. It's, Ansible is nothing, as Stephanie Chair said yesterday, if not a community and the significant contributions that it makes over and over again, or it's fuel. >>I mean the power of the community is what drives Ansible is gonna drive the future of, I think, cloud in our next generation modern application environment. And it's collective intelligence. It's a production system at the end of the day. And I think these guys have harnessed it. So it should be a really great segment to talk about all the contributor work that's been done. So I'm looking forward to it. >>We've got two great alumni here to talk about the contributor work, how you can get involved. Please welcome back to the cube. Carol Chen, principal community architect at Red Hat. Adam Miller joins us as well, fresh from the keynote stage senior principal software engineer at Red Hat. Guys, great to have you on the cube. Great to be here. Yeah, thank you. So we, we talked, we enjoyed your keynotes, Adam, and what you were talking about on stage, the Ansible contributor summit. That's, you guys have been doing what, this is the seven you've had seven so far in just a couple of years. >>Well, we had seven virtual contributor summits. >>Seven virtual. This is the first Monday was the first in person in. >>First in person since the pandemic and actually the 15th contributor summit overall >>15th overall. Talk about the contributor summits, what the contributors are able to do and the influence that it's having on Ansible Red Hat and what people are able to do with cloud. At the Edge automation. Yeah. >>So our community contributors have always had ways to influence and contribute to the project. But the contributor Summit is really a place where we can get people together, preferably in the same place so that we can, you know, have a really great dynamic conversations and interactions. But we also want to make sure that we don't leave out people who have been constantly online joining us. So this year we are so happy to be here in Chicago in person. We've had about 60 to 70 here joining us. And at first I thought maybe we'll have one third of the attendees joining online because about 30 to 40 people signed up to join online. But in the end, we have more than 100 per people watching our live stream. So that's more than half of the attendees overall, were joining us online. So that really shows where, you know, the contributors are interested in participating for >>Develop. Right. Yeah, it's been, it's been interesting. It's been since 2019, since the in-person Ansible Fest in Atlanta. Now we're in Chicago, we had the pandemic. Couple interesting observations from our side that I wanna get your reaction to Adam Carol. And that is one Ansible's relevance has grown significantly since then. Just from a cloud growth standpoint, developer open source standpoint, and how people work and collaborate has changed. So your contributor based in your community is getting more powerful in scope, in my opinion. Like in, as they become, have the keys to the kingdom in the, in their respective worlds as it gets bigger and larger. So the personas are changing, the makeup of the community's changing and also how you guys collaborate is changing. Can you share your, what's going on with those two dynamics? Cause I think that power dynamic is, is looking really good. How are you guys handling >>That? Yeah, so I mean, I, I had the opportunity to represent the community on stage yesterday as part of the keynote and talk to this point specifically is one of the things that we've seen is the project has had the opportunity to kind of grow and evolve. There's been certain elements that have had to kind of decompose from a technology perspective. We actually had to kind of break it apart and change the architecture a little bit and move things into what are called Ansible collections, which, you know, folks here are very familiar with No One Love. And we've seen a lot of community work in the form of working groups coalesce around those organically. However, they've done so in kind of different ways. They, they pick tools and collaboration platforms that are popular to their subject matter expertise audience and things like that. So we find ourselves in a place where kind of the, the community itself had more or less segmented naturally in a way. And we needed to find ways to, you know, kind of ke that >>Fragmentation by demographics or by expertise or both as >>A Mostly, mostly expertise. Yeah. And so there was a open source technology called Matrix. It is a open source, standardized, federated messaging platform that we're able to use to start to bridge back some of those communities that have kind of broken off and, and made their their own home elsewhere on the internet. So now we're able to, for example, the right, the docs organization, they had a, a group of people who was very interested in contributing to the Ansible documentation, but they'd already self-organized on Discord. And what was interesting there is the existing team for the Ansible documentation, they were already on internet Relay Chat, also known as irc. And Matrix allowed us to actually bring those two together and bridge that into the other matrix cha chat channels that we had. So now we're able to have people from all over the world in different areas and different platforms, coalesce and, and cross. It's like a festival cross pollinate. Yeah. >>And you're meeting the contributors exactly where they are and where they want to be, where they're comfortable. >>Yes. Yeah, we always say we, we reach out to where they are. So, >>And, and, and much in the way that Ansible has the capability to reach out to things in their own way, Right. And allow that subject matter expertise to, you know, cause the technology has the potential and possibility and capability to talk to anything over any protocol. We're able to do, you know, kind of the same thing with Matrix, allowing us to bridge into any chat platform that it has support for bridging and, and we're able to bring a lot of people >>Together. Yeah. And how's that, how's the feedback been on that so far? >>I, I think it has been very positive. For example, I want to highlight that the technical writers that we have contributing via Discord is actually a group from Nigeria. And Dave also participated in the contributor summit online virtually joining us in, in, you know, on the matrix platform. So that, that bridge that really helps to bring together people from different geographical regions and also different topics and arenas like that. >>So what were some of the outcomes of the contributor summit? The, the first in person in a while, great. That you guys were able to do seven virtually during the pandemic. That's hard. It's hard to get people together. You, there's so much greatness and innovation that comes when we're all together in person that just can't replicate by video. You can do a lot. Right. But talk about some of the outcomes from Monday. What were some of the feedback? What were some of the contributions that you think are really going to impact the community? >>I think for a lot of us, myself included, the fact that we are in person and meeting people face to face, it helps to really build the connections. And when we do talk about contribution, the connection is so important that you understand, well this person a little bit about their background, what they've done for the SPO project and or just generally what, what they're interested in that builds the rapport and connection that helps, you know, further, further collaboration in the future. Because maybe on that day we did not have any, you know, co contributions or anything, but the fact that we had a chance to sit together in the same place to discuss things and share new ideas, roadmaps is really the, the kind of a big step to the future for our community. Yes, >>Yes. And in a lot of ways we often online the project has various elements that are able to function asynchronously. So we work very well globally across many time zones. And now we were able to get a lot of people in the same place at the same time, synchronously in the same time zone. And then we had breakout sessions where the subject matter, you know, working groups were able to kind of go and focus on things that maybe have been taking a little while to discuss in, in that asynchronous form of communication and do it synchronously and, you know, be in the same room and work on things. It's been, it's been fantastic >>Developers there, like they, they take to asynchronous like fish to water. It's not a problem. But I do want to ask if there's any observations that you guys have had now that we're kind of coming out of that one way, but the pandemic, but the world's changed. It's hybrid, hybrid work environment, steady state. So we see that. Any observations on your end on what's new that you observed that people are gravitating to? Is there a pattern of styles is or same old self-governing, or what's new? What do you see that's coming out of the pandemic that might be a norm? >>I I think that even though people are excited to get back in person, there are, things have changed, like you said, and we have to be more aware of, there are people who think that not be in person, it's okay. And that's how they want to do it. And we have to make sure that they, they are included. So we, we did want to make a high priority for online participation in this event. And like I said, even though only 4 30, 40 people signed up to join us online initially, so that it was what we were expecting, but in the end, more than 100 people were watching us and, and joining participation in >>Actually on demand consumption be good too, >>Right? Yeah. So, you know, I think going forward that is probably the trend. And as, as much as we, we love being in person, we, we want this to continue that we, we take care of people who are, has been constantly participating online and contributing you >>Meaning again, meaning folks where they are, but also allowing the, the, those members that want to get together to, to collaborate in person. I can only imagine the innovation that's gonna come even from having part of the back, Right. >>And, and not to continue to harp on the matrix point, but it, it's been very cool because Matrix has the ability to do live video sessions using open source another to open source technology called jy. So we're able to actually use the same place that we normally find ourselves, you know, congregating and collaborating for the project itself in an asynchronous and, you know, somewhat synchronous way to also host these types of things that are, are now hybrid that used to be, you know, all one way or all the other. Yeah. And it's been, it's >>Been incredible. Integration is, the integration is have been fascinating to watch how you guys do that. And also, you know, with q we've been virtual too. It's like, it's like people don't want another microsite, but they want a more of a festival vibe, a hub, right? Like a place to kind of check in and have choice, not get absolutely jammed into a, you know, forum or, you know, or whatever. Hey, if you wanna be on Discord, be on Discord, right? Why >>Not? And we still, you know, we do still have our asynchronous forms of >>Work through >>Our get GitHub. We have our projects, we have our issues, we have our, you know, wiki, we have various elements there that everybody can continue to collaborate on. And it's all been, it's all been very good. >>Speaking of festivals, octoberfest that's going on, not to be confused with Octoberfest, that was last month. Talk about how the Ansible project and the Ansible community is involved in Octoberfest. Give us the dates, Carol. So >>YesTo Fest is a annual thing in October. So October Octoberfest, I think it's organized by Digital Ocean for the past eight or nine years. And it's really a, a way to kind of encourage people to contribute to open source projects. So it's not anal specific, but we as an Ansible project encourage people to take this opportunity to, you know, a lot of them doing their first contributions during this event. And when, when we first announced, we're participating in Octoberfest within the first four days of October, which is over a weekend actually. We've had 24 contributions, it, 24 issues fixed, which is like amazing, like, you know, just the interest and the, the momentum that we had. And so far until I just checked with my teammates this morning that we've had about 35 contributions so far during the month, which is, and I'm sorry, I forgot to mention this is only for Ansible documentation. So yeah, specifically. And, and that's also one thing we want to highlight, that contributions don't just come in code in, you know, kind of software side, but really there's many ways to contribute and documentation is such a, a great way for first time users, first time contributors to get involved. So it's really amazing to see these contributions from all over the world. And also partly thanks to the technical writers in Nigeria kind of promoting and sharing this initiative. And it's just great to see the, the results from that. Can >>You double click on the different ways of contribution? You mentioned a couple documentation being one, code being the other, but what is the breadth of opportunities that the contributors have to contribute to the project? >>Oh, there's, there's so many. So I actually take care more of outreach efforts in the community. So I helped to organize events and meetups from around the world. And now that we're slowly coming out of the pandemic, I've seen more and more in person meetups. I was just talking to someone from Minneapolis, they're trying to get, get people back together again. They have people in Singapore, in Netherlands from pretty much, you know, all corners of the globe wanting to form not just for the Ansible project, but the local kind of connection with the re people in the region, sometimes in their own language, in their local languages to really work together on the project and just, >>You know, you to create a global Yeah. Network, right? I mean it's like Ansible Global. >>Exactly. >>Create local subnets not to get all networking, >>Right? >>Yeah. >>Yeah. One, one quick thing I want to touch on Theto Fest. I think it's a great opportunity for existing contributors to mentor cause many people like to help bring in new contributors and this is kind of a focal point to be able to focus on that. And then to, to the the other point we, you know, it, it's been, it's been extremely powerful to see as we return these sub communities pop up and, and kind of work with themselves, so on different ways to contribute. So code is kind of the one that gets the most attention. I think documentation I think is a unsung hero, highly important, great way. The logistical component, which is invaluable because it allows us to continue with our adoption and evangelization and things like that. So specifically adoption and evangelize. Evangelization is another place that contributors can join and actually spawn a local meetup and then connect in with the existing community and try to, you know, help increase the network, create a new subject. Yeah. >>Yeah. Network affects huge. And I think the thing that you brought up about reuse is, is part of that whole things get documented properly. The leverage that comes out of that just feeds into the system that flywheel. Absolutely. I mean it's, that's how communities are supposed to work, right? Yep. Yes. >>That's what I was just gonna comment on is the flywheel effect that it's clearly present and very palpable. Thank you so much for joining John, me on the program, talking about the contributors summit, the ways of contribution, the impacts that are being made so far, what Octoberfest is already delivering. And we're, we still have about 10 days or so left in October, so there's still more time for contributors to get involved. We thank you so much for your insights and your time. Thank >>You. Thank you so much for having us. >>Our pleasure. For our guests and John Purer, I'm Lisa Martin. You're watching The Cube Live from Chicago, day two of our coverage of Red Hat Ansible Summit 22. We will see you right n after this short break with our next guest.

(upbeat music) >> Man: We're good. >> Hey everyone. Welcome back to theCube's live coverage of AWS Summit NYC. We're in New York City, been here all day. Lisa Martin, John Furrier, talking with AWS partners ecosystem folks, customers, AWS folks, you name it. Next up, one of our alumni, rejoins us. Please welcome Anshu Sharma the co-founder and CEO of Skyflow. Anshu great to have you back on theCube. >> Likewise, I'm excited to be back. >> So I love how you guys founded this company. Your inspiration was the zero trust data privacy vault pioneered by two of our favorites, Apple and Netflix. You started with a simple question. What if privacy had an API? So you built a data privacy vault delivered as an API. Talk to us, and it's only in the last three and a half years. Talk to us about a data privacy vault and what's so unique about it. >> Sure. I think if you think about all the key challenges we are seeing in our personal lives when we are dealing with technology companies a lot of anxiety is around what happens to my data, right? If you want to go to a pharmacy they want to know not just your health ID number but they want to know your social security number your credit card number, your phone number and all of that information is actually useful because they need to be able to engage with you. And it's true for hospitals, health systems. It's true for your bank. It's true for pretty much anybody you do business with even an event like this. But then question that keeps coming up is where does this data go? And how is it protected? And the state of the art here has always been to keep kind of, keep it protected when it's in storage but almost all the breaches, all the hacks happen not because you've steal somebody's disc, but because someone enters through an API or a portal. So the question we asked was we've been building different shapes of containers for different types of data. You don't store your logs in a data warehouse. You don't store your analytical data in a regular RDBMS. Similarly, you don't store your passwords and usernames you store them in identity systems. So if PI is so special why isn't it a container that's used for storing PII? So that's how the idea of Pii.World came up. >> So you guys just got a recent funding, a series B financing which means for the folks out there that don't know the inside baseball, must people do, means you're doing well. It's hard to get that round of funding means you're up and growing to the right. What's the differentiator? Why are you guys so successful? Why the investment growth, what's the momentum driver? >> So I think in some ways we took one of the most complex problems, data privacy, like half the people can't even describe like, does data privacy mean like I have to be GDPR compliant or does it actually mean I'm protecting the data? So you have multiple stakeholders in any company. If you're a pharma company, you may have a chief privacy officer, a data officer, this officer, that officer, and all of these people were talking and the answer was buy more tools. So if you look around behind our back, there's probably dozens of companies out there. One protecting data in an API call another protecting data in a database, another one data warehouse. But as a CEO, CTO, I want to know what happens to my social security number from a customer end to end. So we said, if you can radically simplify the whole thing and the key insight was you can simplify it by actually isolating and protecting this data. And this architecture evolved on its own at companies like Apple and other places, but it takes dozens of engineers for those companies to build it out. So we like, well, the pattern will makes sense. It logically kind is just common sense. So instead of selling dozens of tools, we can just give you a very simple product, which is like one API call, you know, protect this data... >> So like Stripe is for a plugin for a financial transaction you plug it into the app, similar dynamic here, right? >> Exactly. So it's Stripe for payments, Twilio for Telephony. We have API for everything, but if you have social security numbers or pan numbers you still are like relying on DIY. So I think what differentiated us and attracted the investors was, if this works, >> It's huge. every company needs it. >> Well, that's the integration has become the key thing. I got to ask you because you mentioned GDPR and all the complexities around the laws and the different regulations. That could be a real blocker in a wet blanket for innovation. >> Anshu: Yes. >> And with the market we're seeing here at, at your Summit New York, small event. 10,000 people, more people here than were at Snowflake Summit as an example. And they're the hottest company in data. So this small little New York event is proven that that world is growing. So why should this wet blanket, these rules slow it down? How do you balance it? 'Cause that's a concern. If you checking all the boxes you're never actually building anything. >> So, you know, we just ran into a couple of customers who still are struggling with moving from the data center to AWS Cloud. Now the fact that here means they want to but something is holding them back. I also met the AI team of Amazon. They're doing some amazing work and they're like, the biggest hindrance for them is making customers feel safe when they do the machine learning. Because now you're opening up the data sets to more people. And in all of those cases your innovation basically stops because CSO is like, look you can't put PII in the cloud unprotected. And with the vault architecture we call it privacy by architecture. So there's a term called privacy by design. I'm like what the, is privacy by design, right? >> John: It's an architecture. (John laughing) >> But if you are an architecture and a developer like me I was like, I know what architecture is. I don't know what privacy by design is. >> So you guys are basically have that architecture by design which means foundational based services. So you're providing that as a service. So other people don't have to build the complex. >> Anshu: Exactly. >> You know that you will be Apple's backend team to build that privacy with you you get all that benefit. >> Exactly. And traditionally, people have had to make compromises. If you encrypt the data and secure it, then you can't use it. Using a proprietary polymorphic encryption technology you can actually have your cake and eat it to. So what that means for customers is, if you want to protect data in Snowflake or REDshare, use Skyflow with it. We have integrations to databases, to data lakes, all the common workflow tools. >> Can you give us a customer example that you think really articulates the value of what Skyflow is delivering? >> Well, I'll give you two examples. One in the FinTech space, one in the health space. So in the FinTech space this is a company called Nomi Health. They're a large payments processor for the health insurance market. And funnily enough, their CTO actually came from Goldman Sachs. He actually built apple card. (John laughing) Right? That if we all have in our phones. And he saw our product and he's like, for my new company, I'm going to just use you guys because I don't want to go hire 20 engineers. So for them, we had a HIPAA compliant environment a PCI compliant environment, SOC 2 compliant environment. And he can sleep better at night because he doesn't have to worry what is my engineer in Poland or Ukraine doing right now? I have a vault. I have rules set up. I can audit it. Everything is logged. Similarly for Science 37, they run clinical trials globally. They wanted to solve data residency. So for them the problem was, how do I run one common global instance? When the rules say you have to break everything up and that's very expensive. >> And so I love this. I'm a customer. For them a customer. I love it. You had me at hello, API integration. I love it. How much does it cost? What's it going to cost me? How do I need to think about my operationalizing? 'Cause I know with an API, I can do that. Am I paying by the usage, by the drink? How do I figure out? >> So we have programs for startups where it's really really inexpensive. We get them credits. And then for enterprises, we basically have a platform fee. And then based on the amount of data PII, we charge them. We don't nickel and dime the customers. We don't like the usage based model because, you don't know how many times you're going to hit an API. So we usually just based on the number of customer records that you have and you can hit them as many time as you want. There's no API limits. >> So unlimited record based. >> Exactly. that's your variable. >> Exactly. We think about you buying odd zero, for example, for authentication you pay them by the number of active users you have. So something similar. >> So you run on AWS, but you just announced a couple of new GTM partners, MuleSoft and plan. Can you talk to us about, start with MuleSoft? What are you doing and why? And the same with VLA? >> Sure. I mean, MuleSoft was very interesting customers who were adopting our products at, you know, we are buying this product for our new applications but what about our legacy code? We can't go in there and add APIs there. So the simplest way to do integration in the legacy world is to use an integration broker. So that's where MuleSoft integration came out and we announced that. It's a logical place for you to swap out real social security numbers with, you know, fake ones. And then we also announced a partnership with SnowFlake, same thing. I think every workload as it's moving to the cloud needs some kind of data protection with it. So I think going forward we are going to be announcing even more partnerships. So you can imagine all the places you're storing PII today whether it's in a call center solution or analytics solution, there's a PII story there. >> Talk about the integration aspect because I love the momentum. I get everything makes secure the customers all these environments, integrations are super important to plug into. And then how do I essentially operate you on my side? Do I import the records? How do you connect to my environment in my databases? >> So it's really, really easy when you encrypt the data and use Skyflow wall, we create what is called a format preserving token, which is essentially replacing a social security number with something that looks like an SSN but it's not. So that there's no schema changes involved. You just have to do that one time swap over and then in terms of integrations, most of these integrations are prebuilt. So Snowflake integration is prebuilt. MuleSoft integration is prebuilt. We're going to announce some new ones. So the goal is for off the table in platforms like Snowflake and MuleSoft, we prebuilt all the integrations. You can build your own. It takes about like a day. And then in terms of data import basically it's the same standard process that you would use with any other data store. >> Got to ask you about data breaches. Obviously the numbers in 2021 were huge. We're seeing so much change in the cyber security landscape ransomware becoming a household word, a matter of when but not if... How does Skyflow help organizations protect themselves or reduce the number of breaches so that they are not the next headline? >> You know, the funny thing about breaches is again and again, we see people doing the same mistakes, right? So Equifax had a breach four years ago where a customer portal, you know, no customer support rep should have access to a 100 million people's data. Like is that customer agent really accessing 100 million? But because we've been using legacy security tools they either give you access or don't give you access. And that's not how it's going to work. Because if I'm going to engage with the pharmacy and airline they need to be able to use my data in multiple different places. So you need to have fine grain controls around it. So I think the reason we keep getting breaches is cybersecurity industry is selling, 10s of billions of dollars worth of tools in the name of security but they cannot be applied at a fine grain level enough. I can't say things like for my call center agent that's living in Phoenix, Arizona they can only verify last four digits, but the same call center worker in Philippines can't even see that. So how do you get all that granular control in place? Is really why we keep seeing data breaches. So the Equifax breach, the Shopify breach the Twitter breaches, they're all the same. Like again and again, it's either an inside person or an external person who's gotten in. And once you're in and this is the whole idea of zero trust as you know. Once you're in, you can access all the data. Zero trust means that you don't assume that you actually isolate PII separately. >> A lot of the cybersecurity issues as you were talking about, are people based. Somebody clicking on something or gaining access. And I always talk to security experts about how do you control for the people aspect besides training, awareness, education. Is Skyflow a facilitator of that in a way that we haven't seen before? >> Yeah. So I think what ends up happening is, people even after they have breaches, they will lock down the system that had the breach, but then they have the same data sitting in a partner database, maybe a customer database maybe a billing system. So by centralizing and isolating PII in one system you can then post roles based access control rules. You can put limitations around it. But if you try to do that across hundreds of DS bases, you're just not going to be able to do it because it's basically just literally impossible, so... >> My final question for you is on, for me is you're here at AWS Summits, 10,000 people like I said. More people here than some big events and we're just in New York city. Okay. You actually work with AWS. What's next for you guys as you got the fresh funding, you guys looking for more talent, what's your next mountain you're going to climb? Tell us what's next for the company. Share your vision, put a plug in for the company. >> Well, it's actually very simple. Today we actually announced that we have a new chief revenue officer who's joining us. Tammy, she's joined us from LaunchDarkly which is it grew from like, you know, single digits to like over nine digits in revenue. And the reason she's joining Skyflow is because she sees the same inflection point hitting us. And for us that means more marketing, more sales, more growth in more geographies and more partnerships. And we think there's never been a better time to solve privacy. Literally everything that we deal with even things like rove evade issues eventually ties back into a issue around privacy. >> Lisa: Yes. >> AWS gets the model API, you know, come on, right? That's their model. >> Exactly. So I think if you look at the largest best companies that have been built in the last 20 years they took something that should have been simple but was not. There used to be Avayas of the world, selling Telephony intel, Twilio came and said, look an API. And we are trying to do the same to the entire security compliance and privacy industry is to narrow the problem down and solve it once. >> (indistinct) have it. We're going to get theCube API. (Lisa laughing) That's what we're going to do. All right. >> Thank you so much. >> Awesome. Anshu, thank you for joining us, talking to us about what's new at Skyflow. It sounds like you got that big funding investment. Probably lots of strategic innovation about to happen. So you'll have to come back in a few months and maybe at next reinvent in six months and tell us what's new, what's going on. >> Last theCube interview was very well received. People really like the kind of questions you guys asked. So I love this show and I think... >> It's great when you're a star like you, you got good market, great team, smart. I mean, look at this. I mean, what slow down are we talking about here? >> Yeah. I don't see... >> There is no slow down on the enterprise. >> Privacy's hot and it's incredibly important and we're only going to be seeing more and more of it. >> You can talk to any CIO, CSO, CTO or the board and they will tell you there is no limit to the budget they have for solving the core privacy issues. We love that. >> John: So you want to move on to building? >> Lisa: Obviously that must make you smile. >> John: You solved a big problem. >> Thank you. >> Awesome. Anshu, thank you again. Congrats on the momentum and we'll see you next time and hear more on the evolution of Skyflow. Thank you for your time. >> Thank you. >> For John furrier, I'm Lisa Martin. You're watching theCube live from New York City at AWS Summit NYC 22. We'll be right back with our next guest. So stick around. (upbeat music)

(upbeat music) >> Hey, everyone. Welcome back to New York City. Lisa Martin and John Furrier with theCUBE here live covering the AWS Summit NYC 2022. There's about 15 different summits going on this year, John, globally. We're here with about 10,000 attendees. Just finished the keynote and two guests from SoftwareONE. Please welcome David Torres, the director of cloud services and Asim Khan, a North American AWS services delivery lead at SoftwareONE. Welcome, guys. >> Thank you for having us. >> Thank you for having us. >> Talk to us, David, kick us off. Give the audience an overview of SoftwareONE. What do you guys do? And then tell us a little bit about the AWS partnership. >> Sure, so SoftwareONE, we are one of Microsoft and VMware's largest resellers. We help customers with our IT asset management services, managing their on-premises license real estate, but we're definitely a company that's undergoing a transformation. And when I say that, essentially we're focused on three key pillars with our go to market, supporting the hyperscalers. So we do support AWS, Azure, GCP at modernization because we do see this with a lot of our customers, you know, they're moving from on premises to AWS. They have a lot of technical debt and they're looking at options to modernize that, and mission critical workloads like SAP, Windows, Oracle, and we offer, you know, a suite of professional services, managed services, migrations, quite quite a bit of services. >> Asim, can you kind of double click on the services that SoftwareONE delivers to customers? Maybe some key use cases? >> Yeah, sure. I think in the Amazon space, I would say we're currently focusing in the area of funding programs that Amazon currently has, for example, the Migration Acceleration Program, which is a map with supporting customers basically with the entire cloud journey that they might have, or helping them define that cloud journey. And then we can help the customer in any phase of that journey as well to basically take them a step step above. So that's what our area of focus is right now to basically help enable customers. >> So on the Microsoft, AWS, you mentioned Microsoft, I mean, they've had the enterprise business for years and, you know, developers was their, you know, ecosystem. Back in the day, "Developers, developers, developers" as Steve Ballmer once said, and that was their crown jewel. But then, you know, .NET now has Linux. They got a lot more open source. So those enterprises, their customers are changing. A lot of them are on AWS. So talk about that dynamic of the shift to AWS. And now that Azure's out there, what's the relationship of those hyperscale? How do you guys navigate those waters? >> Sure, I mean, it's always the concept of work backwards from the customer, right? What are the business outcomes they're trying to drive and, you know, define a strategy from that. And it's still a function of change management for a lot of customers, people, process and tools. So, you know, in a lot of cases, our customers are evaluating what's a skillset of our people, do we need to upskill them, the tools that we're using, how do we use those on the multiple clouds, right? And then the processes. So for us, you know, we have some customers that prefer one cloud over another. We have customers that run cross multiple clouds. They deploy different workloads. And then we have some customers that transformation and modernization are really big top of stack for them. So in some cases, those customers are going to AWS and, you know, we're helping them kind of with that journey. It's interesting, Amazon literally won the developer cloud market early on, going back 15 years. >> Absolutely. >> But not all developers, enterprise developers who, you know, in the enterprises, they're stuck in their ways, but are changing. This is a digital transformation moment 'cause cloud native applications, the modernization piece, is developer centric. >> Absolutely. >> That's key, the developers. So I'm interested in your perspective and reaction to what's going on in that developer market right now with DevOps exploding in a great way, the goodness of the cloud coming more and more to the table. >> Sure, no, absolutely, great question. So I think with enterprise developers, you know, we see just the businesses driving a lot of the outcomes, right? So the modernization aspect of needing to get to market faster, needing to deploy applications faster, having a more efficient operating model, more automation. And for your point on the .NET modernization, you know, we work with customers too as well. We made an acquisition a couple years ago, a company, InterGrupo. They actually specialize in this in .NET modernization. So we know we're seeing some customers that are moving to Linux, right? And they want to go .NET Core and, you know, they're kind of standardizing on Linux. So we kind of see a, you know, wide spectrum, but yeah, maybe. >> Where are your customer conversations as things have changed so much in accelerated dramatically in the last couple of years? >> Sure. >> Obviously we've talked about the developers, but talk to me about, you know, business imperatives for businesses in every industry to digitally transform, number one, to survive the last couple of years, but, two, to be at a competitive advantage. >> Sure, no, so I think with businesses, you know, obviously, 2017, innovation, 2022, it's a little bit different, right? There's obviously macro conditions, you have COVID. So, you know, we're seeing where customers are essentially really doing their due diligence, right, when they make their choices more than ever before. And they're trying to maximize, right, their spend and their ROI when they move to cloud and that involves, you know, the licensing advisory, what they can move, what they can modernize, migrations, and just the roadmap and what strategy. But what I see is, it's the business outcomes, what they're trying to drive, and, you know, we're seeing some trends too with maybe a more conservative segments like healthcare, public sector, right, utilities that they are really investing and moving towards the cloud. >> Asim, I got a question from Twitter, a DM, I want to ask. You guys are on the front line. So you see the customers, which is really great 'cause it's primary data. You guys are right there. And you're not biased. You work with whatever hyperscaler. So it's really good. So the question that came up was, "Can you ask them the following, 'What's going on in the data warehouse front, cloud warehouse front, you got Redshift competing with Synapse, Azure Synapse, Google BigQuery, and then you got Snowflake and Databricks out there?'" So you got this new data provider, but it's not a data warehouse. And you got data refactoring on AWS, for instance as well. So, you know, this whole new level of data analytics with how you're doing cloud data. And you call it a data warehouse, I guess for categorically, but it's really not a warehouse. It's a data lake and you got lake front foundation. What are you guys seeing on the front lines with customers as they try to squint through how to deal with the data and which cloud to work with? >> That is a good question. I mean, I've been in the industry a long time. I've worked for some major financial institutions as well and data or big data was big for that industry. (John chuckles) So I've seen how the trends have changed, but from our perspective, because we are an agnostic services company, as you mentioned, we basically can work with any hyperscaler, we initially see what the business needs are for the customer. If the customer is already, for example, using Amazon, we initially want to have the customer use native tooling available within that hyperscaler space. If the customer is open for us to give them any recommendations, of course, we look at the business needs. We look at what type of data is going to be stored. What the industry is. Based on all of those inputs is when we basically give the right recommendation, it could be a third party data warehousing solution. It could be an area one. It all depends on what the business needs of the customer are. >> So for example, and most companies do this they build on say AWS, who is one of the first big clouds. And then they go, "Hey, we got customers over there at Azure, that's Microsoft they got thousands and thousands of customers. Snowflake's done, and they have marketplaces as well." So you guys are kind of agnostic it sounds like. Whatever the architecture is on the stack that they choose. >> Correct, so that's what makes us special. I think we are one of those services companies which is quite unique in the industry. And I don't say that just because I work for SoftwareONE, (John chuckle) that is a fact that gives us a very unique perspective of giving the customer the right piece of advice because we've seen it all and we've done it all. So that's, I think what puts us unique and regarding technology, all the different hyperscalers, they might have a very similar backend technology stack, but what the front end services each hyperscaler is building are very unique. Amazon being the leader in this space, they've been ahead of the curb by a few years, they will always have certain solutions which are above the rest. So I mean, I've always been an Amazon person, so I'm slightly biased, but, hey, I mean, I'm not complaining about that. >> The good news is the customer has choices. >> Right, absolutely. And we do see customers that want to be agnostic, right, >> Yeah. >> With their technology choices. Actually, that's a good segue about our partnership with AWS. We recently signed a strategic collaboration agreement between both parties. So there's going to continue to be big investment from us, scaling out our professional services, our practice areas, and then also key focus area for a fin ops. >> Is that your number one area? >> It's one of the areas, yeah. >> Okay, what your top three practice areas? >> Top three, mission critical workloads. So enterprise workloads like SAP, Microsoft, Oracle, two, app modernization, and, three, definitely fin ops and the hyperscalers, right? Because we see a lot of customers that have already heavily adopted cloud, they're struggling with that cloud financial management aspect. >> So if they're struggling, what are some of the key business outcomes that they come to you, to SoftwareONE, and say, "Help us figure this out. We have to achieve A, B, C." >> Sure, so depending on the maturity of the customer and where they are in the journey, if they're already very heavily adopting cloud, you know, AWS or Azure, we see in a lot of cases that the customers are unsure if they're getting the most out of their cloud spend, and they're looking at their operations, and their governance, and, you know, they're coming to us and basically asking us, "Hey, we feel like our cloud spend is a little bit out of control. Can you help us?" And that's where we can come in, you know, provide the advice, the guidance, the advisory but also give them the tooling, right, to have visibility into their cloud spend and make those conditions. And we also offer a managed fin op service that will end to end do this for the customers to help to manage their resale, their invoicing, their marketplace buy, as well as their cloud spend. >> So obviously the engagement varies customer to customer. What's a typical timeframe? Like how long does it take you to really get in there with a customer, understand the direction they need to go, and create the right plan? >> Sure, again, comes back to the cloud journey. You know, if the customer is still, you know, very much on prem and maybe more, you know, conservative, it may start with licensing assessments just to give them an idea of what it would cost to move those workloads, right? Then it turns into migration modernization, you know, it can be an anywhere from one to six months, you know, of just consulting, right, to get the customer ready. And then we help 'em, you know, obviously with their migration plan. But if they're already heavily adopting cloud, you know, we do remediation work, we do optimization. Obviously, SAP, that's a longer cycle, so. (chuckles) >> So I got to ask you guys, what is the PyraCloud? SoftwareONE as a platform PyraCloud. What is that? >> I might want to answer that. >> Sure. (chuckles) >> It's pronounced PyraCloud. >> How do you pronounce it? >> PyraCloud. >> PyraCloud, okay. I like PyraCloud better. (chuckles) >> With the Y in there. It's basically our spend insight platform. It gives customers an a truly agnostic single pane of glass view into their entire cloud enterprise spend. What I mean by that is with a single login, the customer has access to looking at their enterprise spend on AWS, on Azure, as well as GCP. And in the future, of course, we're going to add other hyperscalers in there as well. Because of the single pin of glass view, the customer has a true or the customer leadership, or, for example, the CTO has a single pane of glass view into the entire spend. We allow the customer to basically have an enterprise level tagging strategy, which is across all the hyperscalers as well as then allowing a certain amount of automated cost management as well, which is again agnostic and enterprisewide. >> Can you share an example of a customer for whom you've given them this single pane of glass through PyraCloud, and by how much they've been able to reduce costs or optimize costs? >> Yes, mostly the customers who would be a very good fit for PyraCloud would be a slightly more mature customer who already has a large amount of spend, or who is already very mature in their different hyperscalers. And usually what we've seen once a customer is mature in the cloud over a certain period of time, controlling costs does become difficult, even though you might have automation in place, but to get to that automation, you have to go through a certain amount of time of basically things breaking and you fixing them. So this is where per cloud becomes very helpful to help control that. And building a strategy, which once in place is repetitive and helps you manage costs and spend in the cloud year after year then. >> One of the things I want to get your guys reaction before we wrap up is this show here has got 10,000 people which is a big number, post COVID, events are coming back but in the past five years, or six years, or seven years, since like 2015, a lot's changed. What's changed the most? Shared to the audience what you think is the biggest step function change that's happening right now? Is it that data's now prime time? Everyone's got a lot of data, hasn't figured out the consequences with it. Is it scale? Is it super cloud? Is it the ecosystem because this is not stopping ,the growth in the enterprise on the digital transformation is expanding, even though GDPs down, and gas prices are high, and inflation, this isn't stopping. Now, some of the unicorns might be impacted by the headwinds, the big overfunded valuations but not the ecosystem. What's changed? What's the big change? >> Well, I think what I see is this cloud is becoming the defacto operating model and customers are working backwards from that as their primary goal, right, to operate in the cloud. And as I mentioned before, they really are doing due diligence, right, to really understand the best approach for seeing kind of maybe some of the challenges other customers have had when they first moved to AWS, so. And I'm, you know, seeing industries that maybe five years ago, you know, were not about moving to cloud, like healthcare. I can tell you a lot of our healthcare customers, they're trying to get to cloud as fast as possible. >> It's a wake up call. >> It's a wake up call. >> Absolutely. Absolutely. >> Asim, what's your reaction? >> In my point of view with what's happened these last few years with a lot of companies having their employees work from home and being remotely, I think end user compute was one of the big booms which happened about two years ago. We support a lot of customer in that space as well. And then overall, I think we actually saw that there was much more business focus with employees working for home for some reason. And we saw that internally in our own organization as well. And with that focus, the whole area of being more lean and agile in the cloud space, I think became much more prevalent for all the enterprises. Everybody wanted to be spend conscious, availing the different tools available in the cloud arena, like autoscaling like using, for example, containerization, using such solutions to basically be more resilient and more lean to basic control costs. >> So necessity is the mother of all inventions >> It is. >> That got forced. So you got wake up call and then a forcing function to like, okay, but exposes the consequences of a modern application, modern environment because they didn't, they're out of business. So then it's like, okay, this is actually working, (chuckles) why don't we like kill that project that we've doubled down on, move it over here." So I see that same pattern. What do you guys see? >> Yeah, no, I mean, we see that pattern as well. Just modernization, efficiency. You could just move faster, more elasticity, you know, and, again, the wake up call, you know, for organizations that people couldn't go to data centers, right? (chuckles) >> Yeah. (chuckles) >> We actually have a customer, that was literally the reason they made the move, right, to AWS. >> And I would add one more thing to that particular point. With the time available, I think customers were able to actually now re-architect their applications slightly better to be able to avail, for example, no server type of solutions or using certain design principles which were much more cost lean in the cloud. That's what we saw. I think customers spent that time available over the past couple of years to be much more cloud centric, I would say. >> Yeah, the forced March was really an accelerant and a catalyst in a lot of ways for good, and there's definitely some silver linings there. Guys, we're out of time. But thank you so much for joining John >> Oh, awesome. >> And me talking about SoftwareONE, what you guys are doing, helping customers, what you're doing with AWS and the hyperscalers. We appreciate your time and your insights. >> Thank you. >> Awesome. Thank you for having us. >> Thanks for having us. >> Really appreciate it. >> All right, for our guests and John Furrier, I'm Lisa Martin. You're watching theCUBE live from New York City at AWS Summit at NYC. Stick around, John and I will be right back with our next guest. (upbeat music) (upbeat music continues)

(bright upbeat music) >> Welcome back to theCUBE's coverage of VeeamON 2022. We're here at the Aria in Las Vegas. This is day two, Dave Vallante with David Nicholson. You know with theCUBE, we talked about the cloud a lot and the company that started the cloud, AWS. Jeanna James is here. She's the Global Alliance Manager at AWS and a data protection expert. Great to see you. Thanks for coming on theCUBE again. >> Thanks so much for having me, Dave. It's great to be here in person with everyone. >> Yes, you know, we've done a few events live more than a handful. Thanks a lot to AWS. We've done a number. We did the DC Summits. Of course, re:Invent was huge out here last year. That was right in between the sort of variant Omicron hitting. And it was a great, great show. We thought, okay, now we're back. And of course we're kind of back, but we're here and it's good to have you. So Veeam, AWS, I mean, they certainly embrace the cloud. What's your relationship there? >> Yeah, so Veeam is definitely a strong partner with AWS. And as you know, AWS is really a, you know, we have so many different services, and our customers and our partners are looking at how can I leverage those services and how do I back this up, right? Whether they're running things on premises and they want to put a copy of the data into Amazon S3, Amazon S3 Infrequent Access or Amazon S3 Glacier Deep Archive, all of these different technologies, you know Veeam supports them to get a copy from on-prem into AWS. But then the great thing is, you know, it's nice to have a copy of your data in the cloud but you might want to be able to do something with it once it gets there, right? So Veeam supports things like Amazon EC2 and Amazon EKS and EKS Anywhere. So those customers can actually recover their data directly into Amazon EC2 and EKS Anywhere. >> So we, of course, talked a lot about ransomware and that's important in that context of what you just mentioned. What are you seeing with the customers when you talk to them about ransomware? What are they asking AWS to do? Maybe we could start unpacking that a bit. >> Yeah, ransomware is definitely a huge topic today. We're constantly having that conversation. And, you know, five years ago there was a big malware attack that was called the NotPetya virus. And at that time it was based on Petya which was a ransomware virus, and it was designed to go in and, you know, lock in the data but it also went after the backup data, right? So it hold all of that data hostage so that people couldn't recover. Well, NotPetya was based on that but it was worse because it was the seek and destroy virus. So with the ransomware, you can pay a fee and get your data back. But with this NotPetya, it just went in, it propagated itself. It started installing on servers and laptops, anything it could touch and just deleting everything. And at that time, I actually happened to be in the hospital. So hospitals, all types of companies got hit by this attack. And my father had been rushed to the emergency room. I happened to be there. So I saw live what really was happening. And honestly, these network guys were running around shutting down laptops, taking them away from doctors and nurses, shutting off desktops. Putting like taping on pictures that said, do not turn on, right? And then, the nurses and staff were having to kind of take notes. And it was just, it was a mess, it was bad. >> Putting masks on the laptops essentially. >> Yeah, so just-- >> Disinfecting them or trying to. Wow, unplugging things from the network. >> Yes, because, you know, and that attack really demonstrated why you really need a copy of the data in the cloud or somewhere besides tape, right? So what happened at that time is if you lose 10 servers or something, you might be able to recover from tape, but if you lose a hundred or a thousand servers and all of your laptops, all in hours, literally a matter of hours, that is a big event, it's going to take time to recover. And so, you know, if you put a copy of the backup data in Amazon S3 and you can turn on that S3 Object Lock for immutability, you're able to recover in the cloud. >> So, can we go back to this hospital story? 'Cause that takes us inside the disaster potential. So they shut everything down, basically shut down the network so they could figure out what's going on and then fence it off, I presume. So you got, wow, so what happened? First of all, did they have to go manual, I mean? >> They had to do everything manually. It was really a different experience. >> Going back to the 1970s, I mean. >> It was, and they didn't know really how to do it, right? So they basically had kind of yellow notepads and they would take notes. Well, then let's say the doctor took notes, well, then the nurse couldn't read the notes. And even over the PA, you know, there was an announcement and it was pretty funny. Don't send down lab work request with just the last name. We need to know the first name, the last name, and the date of birth. There are multiple Joneses in this hospital so yeah (giggles). >> This is going to sound weird. But so when I was a kid, when you worked retail, if there was a charge for, you know, let's say $5.74 and, you know, they gave you, you know, amount of money, you would give them, you know, the penny back, count up in your head that's 75, give them a quarter and then give them the change. Today, of course, it works differently. The computer tells you, how much change to give. It's like they didn't know what to do. They didn't know how to do it manually 'cause they never had the manual process. >> That's exactly right. Some of the nurses and doctors had never done it manually. >> Wow, okay, so then technically they have to figure out what happened so that takes some time. However they do that. That's kind of not your job, right? I dunno if you can help with that or not. Maybe Amazon has some tooling to do that, probably does. And then you've got to recover from somewhere, not tape ideally. That's like the last resort. You put it on a Chevy Truck, Chevy Truck Access Method called CTAM, ship it in. That takes days, right? If you're lucky. So what's the ideal recovery. I presume it's a local copy somewhere. >> So the ideal-- >> It's fenced. >> In that particular situation, right? They had to really air gap so they couldn't even recover on those servers and things like that-- >> Because everything was infected on on-prem. >> Because everything was just continuing to propagate. So ideally you would have a copy of your data in AWS and you would turn on Object Lock which is the immutability, very simple check mark in Veeam to enable that. And that then you would be able to kick off your restores in Amazon EC2, and start running your business so. >> Yeah, this ties into the discussion of the ransomware survey where, you know, NotPetya was not seeking to extort money, it was seeking to just simply arrive and destroy. In the ransomware survey, some percentage of clients who paid ransom, never got their data back anyway. >> Oh my. >> So you almost have to go into this treating-- >> Huge percentage. >> Yeah, yeah, yeah. >> Like a third. >> Yeah, when you combine the ones where there was no request for ransom, you know, for any extorted funds, and then the ones where people paid but got nothing back. I know Maersk Line, the shipping company is a well studied example of what happened with NotPetya. And it's kind of chilling because what you describe, people running around shutting down laptops because they're seeing all of their peers' screens go black. >> Yes, that's exactly what's happening. >> And then you're done. So that end point is done at that point. >> So we've seen this, I always say there are these milestones in attacks. I mean, Stuxnet proved what a nation state could do and others learned from that, NotPetya, now SolarWinds. And people are freaking out about that because it's like maybe we haven't seen the last of that 'cause that was highly stealth, not a lot of, you know, Russian language in the malware. They would delete a lot of the malware. So very highly sophisticated island hopping, self forming malware. So who knows what's next? We don't know. And so you're saying the ideal is to have an air gap that's physically separate. maybe you can have one locally as well, we've heard about that too, and then you recover from that. What are you seeing in terms of your customers recovering from that? Is it taking minutes, hours, days? >> So that really de depends on the customers SLAs, right? And so with AWS, we offer multiple tiers of storage classes that provide different SLA recovery times, right? So if you're okay with data taking longer to recovery, you can use something like Amazon S3 Glacier Deep Archive. But if it's mission critical data, you probably want to put it in Amazon S3 and turn on that Object Lock for immutability sake. So nothing can be overwritten or deleted. And that way you can kick off your recoveries directly in AWS. >> One of the demos today that we saw, the recovery was exceedingly fast with a very small data loss so that's obviously a higher level SLA. You got to get what you pay for. A lot of businesses need that. I think it was like, I didn't think it was, they said four minutes data loss which is good. I'm glad they didn't say zero data loss 'cause there's really no such thing. So you've got experience, Jeanna, in the data protection business. How have you seen data protection evolve in the last decade and where do you see it going? Because let's face it, I mean when AWS started, okay, it had S3, 15 years ago, 16 years ago, whatever it was. Now, it's got all these tools as you mentioned. So you've learned, you've innovated along with your customers. You listened to your customers. That's your whole thing, customer obsession. >> That's right. >> What are they telling you? What do you see as the future? >> Definitely, we see more and more containerization. So you'll see with the Kasten by Veeam product, right? The ability to protect Amazon EKS, and Amazon EKS Anywhere, we see customers really want to take advantage of the ability to containerize and not have to do as much management, right? So much of what we call undifferentiated heavy lifting, right? So I think you'll see continued innovation in the area of containerization, you know, serverless computing. Obviously with AWS, we have a lot going on with artificial intelligence and machine learning. And, you know, the backup partners, they really have a unique capability in that they do touch a lot of data, right? So I think in the future, you know, things around artificial intelligence and machine learning and data analytics, all of those things could certainly be very applicable for folks like Veeam. >> Yeah, you know, we give a lot of, we acknowledge that backup is different from recovery but we often fall prey to making the mistake of saying, oh, well your data is available in X number of minutes. Well, that's great. What's it available to? So let's say I have backed up to S3 and it's immutable. By the way my wife keeps calling me and saying she wants mutability for me. (Jeanna laughs) I'm not sure if that's a good thing or not. But now I've got my backup in S3, begs the question, okay, well, now what do I do with it? Well, guess what you mentioned EC2. >> That's right. >> The ability exists to create a restore environment so that not only is the data available but the services are actually online and available-- >> That's right-- >> Which is what you want with EKS and Kasten. >> So if the customer is running, you know, Kubernetes, they're able to recover as well. So yes, definitely, I see more and more services like that where customers are able to recover their environment. It might be more than just a server, right? So things are changing. It's not just one, two, three, it's the whole environment. >> So speaking of the future, one of the last physical theCUBE interviews that Andy Jassy did with us. John Furrier and myself, we were asking about the edge and he had a great quote. He said, "Oh yeah, we look at the data center as just another edge node." I thought that was good classic Andy Jassy depositioning. And so it was brilliant. But nonetheless, we've talked a little bit about the edge. I was interviewing Verizon last week, and they told me they're putting outposts everywhere, like leaning in big time. And I was saying, okay, but outpost, you know, what can you do with outpost today? Oh, you can run RDS. And, you know, there's a few ecosystem partners that support it, and he's like, oh no, we're going to push Amazon. So what are you seeing at the edge in terms of data protection? Are customers giving you any feedback at this point? >> Definitely, so edge is a big deal, right? Because some workloads require that low latency, and things like outpost allow the customers to take advantage of the same API sets that they love in, you know, AWS today, like S3, right? For example. So they're able to deploy an outpost and meet some of those specific guidelines that they might have around compliance or, you know, various regulations, and then have that same consistent operational stance whether they're on-prem or in AWS. So we see that as well as the Snowball devices, you know, they're being really hardened so they can run in areas that don't have connected, you know, interfaces to the internet, right? So you've got them running in like ships or, you know, airplanes, or a field somewhere out in nowhere of this field, right? So lots of interesting things going on there. And then of course with IoT and the internet of things and so many different devices out there, we just see a lot of change in the industry and how data is being collected, how data's being created so a lot of excitement. >> Well, so the partners are key for outposts obviously 'cause you can't do it all yourself. It's almost, okay, Amazon now in a data center or an edge node. It's like me skating. It's like, hmm, I'm kind of out of my element there but I think you're learning, right? So, but partners are key to be able to support that model. >> Yes, definitely our partners are key, Veeam, of course, supports the outpost. They support the Snowball Edge devices. They do a lot. Again, they pay attention to their customers, right? Their customers are moving more and more workloads into AWS. So what do they do? They start to support those workloads, right? Because the customers also want that consistent, like we say, the consistent APIs with AWS. Well, they also want the consistent data protection strategy with Veeam. >> Well, the cloud is expanding. It's no longer just a bunch of remote services somewhere out there in the cloud. It's going to data centers. It's going out to the edge. It's going to local zones. You guys just announced a bunch of new local zones. I'm sure there are a lot of outposts in there, expanding your regions. Super cloud is forming right before our eyes. Jeanna, thanks so much for coming to theCUBE. >> Thank you. It's been great to be here. >> All right, and thank you for watching theCUBE's coverage. This is day two. We're going all day here, myself, Dave Nicholson, cohost. Check out siliconangle.com. For all the news, thecube.net, wikibon.com. We'll be right back right after this short break. (bright upbeat music)

[Music] thecube's coverage of red hat summit 2022 thecube has been covering red hat summit for a number of years of course the last two years were virtual coverage now the red hat summit is one of the industry's most premier events and and typically red hat summits are many thousands of people i think the last one i went to was eight or nine thousand people very heavy developer conference this year red hat has taken a different approach it's a hybrid event it's kind of a vip event at the westin in boston with a lot more executives here than we would normally expect versus developers but a huge virtual audience my name is dave vellante i'm here with my co-host paul gillin paul this is a location that you and i have broadcast from many times and um of course 2019 the summer of 2019 ibm acquired red hat and um we of course we did red hat summit that year but now we're seeing a completely new red hat and a new ibm and you wouldn't know ibm owned red hat for what they've been talking about at this conference we just came out of the keynote where uh in the in the hour-long keynote ibm was not mentioned once and only appeared the logo only appeared once on the screen in fact so this is uh very much red hat being red hat not being a subsidiary at ibm and perhaps that's justified given that ibm's track record with acquisitions is that they gradually envelop the acquired company and and it becomes part of the ibm board yeah they blue wash the whole thing right it's ironic because ibm think is going on right across the street arvin krishna is here but no presence here and i think that's by design i mean it reminds me of when you know emc owned vmware you know the vmware team didn't want to publicize that they had an ecosystem of partners that they wanted to cater to and they wanted to treat everybody equally even though perhaps behind the scenes they were forced to do certain things that they might not have necessarily wanted to because they were owned by another company and i think that you know certainly ibm's done a good job of leaving the brand separate but when they talk about the con the conference calls ibm's earnings calls you certainly get a heavy dose of red hat when red hat was acquired by ibm it was just north of three billion dollars in revenue obviously ibm paid 34 billion dollars for the company actually by today's valuations probably a bargain you know despite the market sell-off in the last several months uh but now we've heard public statements from arvind kushner that that red hat is a 5 billion plus revenue company it's a little unclear what's in there of course when you listen to ibm earnings you know consulting is their big business red hat's growing at 21 but when i remember paul when red hat was acquired stu miniman and i did a session and i said this is not about cloud this is about consulting and modernizing applications and sure there's some cloud in there with openshift but from a financial standpoint ibm was able to take red hat and jam it right into its application modernization initiatives so it's hard to tell how much of that 5 billion is actually you know legacy red hat but i guess it doesn't matter anymore it's working ibm mathematics is notoriously opaque they if the business isn't going well it'll tend to be absorbed into another number in the in the earnings report that that does show some growth so we've heard uh certainly ibm talks a lot about red hat on its earnings calls it's very clear that red hat is the growth engine within ibm i'd say it's a bit of the tail wagging the dog right now where red hat really is dictating where ibm goes with its hypercloud strategy which is the foundation not only of its technology portfolio but of its consulting business and so red hat is really in the driver's seat of of hybrid cloud and that's the future for ibm and you see that very much at this conference where uh red hat is putting out its uh series of announcements today about improvements to his hybrid cloud the new release of route 9 red hat enterprise linux 9 improvements to its hybrid cloud portfolio it very much is going its own way with that and i sense that ibm is going to go along with wherever red hat chooses to go yeah i think you're absolutely right if by the way if you go to siliconangle.com paul just published a piece on red hat reds hats their roll out of their parade which of course is as you pointed out led by enterprise linux but to your point about hybrid cloud it is the linchpin of of certainly ibm strategy but many companies hybrid cloud strategies if you think about it openshift in particular it's it's the modern application development environment for kubernetes you can get kubernetes you can buy eks you can get that for free in a lot of places but you have to do dozens and dozens of things and acquire dozens of services to do what openshift does to get the reliability the recoverability the security and that's really red hat's play and they're the the thing about red hat combining with linux their linux heritage they're doing that everywhere it's going to open shift everywhere red hat everywhere whether it's on-prem in aws azure google out to the edge you heard paul cormier today saying he expects that in the next several years hardware is going to become one of the most important you know factors i agree i think we're going to enter a hardware renaissance you've seen the work that we've done on arm i think 2017 was when red hat and arm announced kind of their initial collaboration could have even been before that today we're hearing a lot about intel and nvidia and so affinity with all of these alternative processes i think they did throw in today in the keynote power and so i think i heard that that was the other ibm branding they sort of tucked that in there but the point is red hat runs everywhere so it's fundamental to building out hybrid cloud and that is fundamental to a lot of company strategies and red hat has been all over kubernetes with openshift it's i mean it's a drum beat here uh the openshift strategy is what really makes hybrid cloud possible because kubernetes is what makes it possible to shift workloads seamlessly from platform to platform you make an interesting point about hardware we have seen kind of a renaissance in hardware these last couple of years as these specific chipsets and uh and even full-scale processors have come to market we're seeing several in the ai area right now where startups are developing full-blown chipsets and and systems uh just for ai processing and nvidia of course that's that's really kind of their stock and trade these days so uh a a company that can run across all of those different platforms a platform like like rel which can run all across those different platforms is going to have a leg up on on anybody else and the implications for application development are considerable when you when you think about we talk about a lot about these alternative processes when flash replaced the spinning disk that had a huge impact on how applications are developed developers now didn't have to wait for that that disc to spin even though it's spinning very fast it's mechanical compared to electrons forget it and and the second big piece here is how memory is actually utilized the x86 you know traditional x86 you know memory everything goes through that core processor intel for years grabbed more and more function and you're seeing now that function become dispersed in fact a lot of people think we're moving from a processor-centric world to a connect centric world meaning connecting all these piece parts alternative processors memory controllers you know storage controllers io network interface cards smartnics and things like that where the communication across those resources is now where a lot of the innovation is going you see you're seeing a lot of that and now of course applications can take advantage of that especially now at the edge which is just a whole new frontier the edge certainly is part of that equation when you look at machine learning at training machine learning models the cpu actually does relatively little work most of it is happening in gpus in these parallel processes that are going on and the cpu is kind of acting as a traffic cop and you see that in the edge as well it's the same model at the edge where more of the intelligence is going to be out in discrete devices spread across the network and the cpu is going to be less of a uh you know less of a engine of intelligence at the same time though we've got cpus with we've got 100 core cpus are on the horizon and there are even 200 and 300 core cpus that we may see in the next uh in the next couple of years so cpus aren't standing still they are evolving to become really kind of super traffic cops for all of these other processors out in the network and on the edge so it's a very exciting time to be in hardware because so much innovation is happening really at the microprocessor level well we saw this you and i lived through the pc era and we saw a whole raft of applications come about as a result of the microprocessor the shift of the microprocessor-based economy we're going to see so we are seeing something similar with mobile and the edge you know just think about some of the numbers if you think about the traditional moore's law doubling a number of transistors every let's call it two years 18 to 24 months pat gelsinger at intel promises that intel is on that pace still but if you look at the apple m1 ultra they increased the transistor density 6x in the last 15 months okay so where is this another data point is the historical moore's law curve is 40 that's moderating to somewhere down you know down in the low 30s if you look at the apple a series i mean that thing is on average increasing performance at 110 a year when you add up into the combinatorial factors of the cpu the neural processing unit the gpu all the accelerators so we are seeing a new era the thing i i i wanted to bring up paul is you mentioned ai much of the ai work that's done today is modeling that's done in the cloud and when we talk about edge we think that the future of ai is ai inferencing in real time at the edge so you may not even be persisting that data but you're going to create a lot of data you're going to be operating on that data in streams and it's going to require a whole new new architectural thinking of hardware very low cost very low power very high performance to drive all that intelligence at the edge and a lot of that data is going to stay at the edge and and that's we're going to talk about some of that today with some of the ev innovations and the vehicle innovations and the intelligence in these vehicles yeah and in talking in its edge strategy which it outlined today and the announcements that are made today red hat very much uh playing to the importance of being able to run red hat enterprise linux at the edge the idea is you do these big machine learning models centrally and then you you take the you take what results from that and you move it out to smaller processors it's the only way we can cope with it with the explosion of data that will be uh that these sensors and other devices will be generating so some of the themes we're hearing in the uh announcements today that you wrote about paul obviously rel9 is huge uh red hat enterprise linux version nine uh new capabilities a lot of edge a lot of security uh new cross portfolio capabilities for the edge security in the software supply chain that's a big conversation especially post solar winds managed ansible when you think about red hat you really i think anyway about three things rel which is such as linux it powers the internet powers everything uh you think of openshift which is application development you think about ansible which is automation so itops so that's one of the announcements ansible on azure and then a lot of hybrid cloud talk and you're gonna hear a lot of talk this week about red hat's cloud services portfolio packaging red hat as services as managed services that's you know a much more popular delivery mechanism with clients because they're trying to make it easy and this is complicated stuff and it gets more complicated the more features they add and the more the more components of the red hat portfolio are are available it's it's gonna be complex to build these hybrid clouds so like many of these so thecube started doing physical events last summer by the way and so this is this is new to a lot of people uh they're here for the first time people are really excited we've definitely noticed a trend people are excited to be back together paul cormier talked about that he talked about the new normal you can define the new normal any way you want so paul cormier gave the uh the the intro keynote bidani interviewed amex stephanie cheris interviewed accenture both those firms are coming out stephanie's coming on with the in accenture as well matt hicks talked about product innovation i loved his reference to ada lovelace that was very cool he talked about uh serena uh ramyanajan a famous mathematician who nobody knew about when he was just a kid these were ignored individuals in the 1800s for years and years and years in the case of ada lovelace for a century even he asked the question what if we had discovered them earlier and acted on them and been able to iterate on them earlier and his point tied that to open source very brilliantly i thought and um keynotes which i appreciate are much shorter much shorter intimate they did a keynote in the round this time uh which i haven't seen before there's maybe a thousand people in there so a much smaller group much more intimate setting not a lot of back and forth but uh but there is there is a feeling of a more personal feel to this event than i've seen it past red hat summits yeah and i think that's a trend that we're going to see more of where the live audience is kind of the on the ground it's going to the vip audience but still catering to the virtual audience you don't want to lose them so that's why the keynotes are a lot tighter okay paul thank you for setting up red hat summit 2022 you're watching the cube's coverage we'll be right back wall-to-wall coverage for two days right after this short break [Music] you

(upbeat music) >> Hey, welcome back to theCUBE's cover of DockerCon Mainstage, I'm John Furrier, host of theCUBE. We're here with Shubha Rao, Senior Manager, Product Manager at AWS, in the container services. Shubha, thanks for coming on theCUBE. >> Hi, thank you very much for having me, excited to be here. >> So obviously, we're doing a lot of coverage with AWS recently, on containers, cloud native, microservices and we see you guys always at the events. But tell me about what your role is in the organization? >> Yeah, so I lead the product management and developer advocacy team, in the AWS Container Services group, where we focus on elastic containers. And what I mean by elastic containers, is that, all the AWS opinionated, out of the box solutions that we have for you, like, you know, ECS and App Runner and Elastic BeanStalk. So where we bring in our services in a way that integrates with the AWS ecosystem. And, you know, my team manages the product management and speaking to customers and developers like you all, to understand how we can improve our services for you to use it more seamlessly. >> So, I mean, I know AWS has a lot of services tha t have containers involved with them and it's a lot of integration within the cloud. Amazon's as cloud native as you're going to get at AWS. If I was a new customer, where do I start with containers if you had to give me advice? And then, where I have a nice roadmap to grow within AWS. >> Yeah, no, that's a great question a lot of customers ask us this. We recommend that the customers choose whatever is the best fit for their application needs and for their operational flexibilities. So, if you have an application which you can use, pretty abstract and like end to end managed by AWS service, we recommend that you start at the highest level of abstraction that's okay to use for your application. And that means something like App Runner, where you can bring in a web application and run it like end to end. And if there are things that you want to control and tweak, then you know, we have services like ECS, where you get control and you get flexibility to tweak it to your needs. Be it needs of like, integrations or running your own agents and running your own partner solutions or even customizing how it scales and all the, you know, characteristics related to it. And of course we have, if there are a lot of our customers also run kubernetes, so that is a requirement for you, if your apps are already packaged to run, you know, easily with the kubernetes ecosystem, then we have, yes, for you. So, like application needs, the operational, how much of the operations do you want us to handle? Or how much of it do you want to actually have control over. And with all that, like the highest level of abstraction so that we can do the work on your behalf, which is the goal of AWS. >> Yeah, well, we always hear that all that heavy lifting, undifferentiated heavy lifting, you guys handle all that. Since you're in product management, I have to ask the question 'cause you guys have a little bit longer view, as you have think about what's on the roadmap. What type of customer trends are you seeing in container services? >> We see a lot of trends about customers who want to have the plugability for their, you know, services of choice. And our EKS offerings actually help in that. And we see customers who want an opinionated, you know, give me an out of the box solution, rather than building blocks. And ECS brings you that experience. The new strengths that we are seeing is that a lot of our customer workloads are also on their data centers and in their on-prem like environments. Be it branch offices or data centers or like, you know, other areas. And so we've recently launched the, anywhere offerings for you. So, ECS anywhere, brings you an experience for letting your workloads run and management that you control, where we manage the scaling and orchestration and the whole like, you know, monitoring and troubleshooting aspects of it. Which is the new trend, which seems to be something that our customers use as a way to migrate their applications to the cloud in the long term or just to get, you know, the same experience and the same, like, constructs that they're familiar with, come onto their data centers and their environments. >> You know, Shubha, we hear a lot about containers. It's becoming standard in the enterprise now, mainstream. But customers, when we talk to them, they kind of have this evolution, they start with containers and they realize how great it is and they become container full, right. And then you start to see kind of, them trying to evolve to the next level. And then you start to see EKS come into the equation. We see that in cloud native. Is EKS a container? Or is it a service? How does that work with everything? >> So EKS is a Amazon managed service, container service, where we do the operational set up, you know, upgrades and other things for the customer on their behalf. So basically, you get the same communities APIs that you get to use for your application but we handle a little bit of the integrations and the operations selected to keeping it up and running with high availability. in a way that actually meets your needs for the applications. >> And more and more people are dipping their toe in the water, as we say, with containers. What are some of the things you've seen customers do when they jump in and start implementing that kind of phase one containers? Also, there's a lot of head room beyond that, as you mentioned. What's the first couple steps that they take? They jump in,, is it a learning process? Is it serverless? Where is the connection points all come together? >> Great, so, I want to say that, no one solution that we have, fits all needs. Like, it's not the best case, best thing for all your use cases, and not for all of your applications. So, how it all comes together is that, AWS gives you a ecosystem of tools and capabilities. Some customers want to really build the, you know, castle themselves with each of the Lego block and some customers want it to be a ready made thing. And I want, you know, one of the things that I speak to customers about is, is to rethink which of the knobs and controls do they really need to have, you know because none of the services we have is a one way door. Like, there is always flexibility and, you know ability to move from one service to the other. So, my recommendation is to always like, start with things where Amazon handles many of the heavy lifting, you know, operations for you. And that means starting with something like, serverless offerings, where, like, for example, with Lambda and Forget, we manage the host, we manage the patching, we manage the monitoring. And that would be a great place for you to use ECS offering and, you know, basically get an end to end experience in a couple of days. And over time, if you have more needs, if you have more control, you know, if you want to bring in your own agents and whatever else you have, the option to use your own EC2 Instances or to take it to other, like, you know, parts of the AWS ecosystem, where you want to, you know, tweak it to your needs. >> Well, we're seeing a lot of great traction here at DockerCon. And all the momentum around containers. And then you're starting to get into trust and security supply chain, as open source becomes more exponentially in growth, it's growing like crazy, which is a great thing. So what can we expect to see from your team in the coming months, as this rolls forward? It's not going away anytime soon. It's going to be integrated and keep on scaling. What do we expect from the team in the next month or so? Couple of months. >> Security and, you know, is our number one job. So you will continue to see more and more features, capabilities and integrations, to ensure that your workloads are secure. Availability and scaling are the things that we do, you know, as keep the lights on. So, you should expect to see all of our services growing to make it like, more user friendly, easier, you know, simpler ways to get the whole availability and scaling to your needs, better. And then like, you know, very specifically, I want to touch on a few services. So App Runner, today we have support for public facing web services. You can expect that the number of use cases that you can meet with app runner is going to increase over time. You want to invest into making it AWS end to end workflow experience for our customers because, that's the easiest journey to the cloud. And we don't want you to actually wait for months and years to actually leverage the benefits of what AWS provides. ECS, we've already launched our, like, you know, Forget and Anywhere, to bring you more flexibility in terms of easier networking capabilities, more granular controls in deployment and more controls to actually help you plug in your preferred, you know, solution ties. And in EKS, we are going to continue to keep the communities, you know, versions and, you know, bring simpler experiences for you. >> A lot of nice growth there, containers, EKS, a lot more goodness in the cloud, obviously. We have 30 seconds left. Tell us what you're most excited about personally. And what should the developers pay attention to in this conference around containers and AWS? >> I would say that AWS has a lot of offerings but, you know, speak to us, like, come to us with your questions or, you know, anything that you have, like in terms of feature requests. We are very, very eager and happy to speak to you all. You know, you can engage with us on the container store map, which is on GitHub. Or you can find, you know, many of us in events like this, AWS Summits and, you know, DockerCon and many of the other meetups. Or find us on LinkedIn, we're always happy to chat. >> Yeah, always open, open source. Open source meets cloud scale, meets commercialization. All happening, all great stuff. Shubha, thank you for coming on theCUBE. Thanks for sharing. We'll send it back now to the DockerCon Mainstage. I'm John Furrier with theCUBE. Thanks for watching. (upbeat music)

>>From around the globe. It's the cube covering Fortinet security summit brought to you by Fortinet. >>Welcome back to the cube. Lisa Martin here at the Fordham het championship security summit. Napa valley has been beautiful and gracious to us all day. We're very pleased to be here. I'm very pleased to welcome a first-timer to the cube. Rupesh Chuck Chuck Xi, VP a T and T cybersecurity and edge solutions at, at and T cybersecurity. Refresh. Welcome. >>Thank you. Thank you so much for having me, Lisa, I'm looking forward to our conversation today. >>Me too. First of all, it's we're in Napa we're outdoors. It's beautiful venue, no complaints, right? We're at a golf PGA tournament. Very exciting. Talk to me about the at and T Fordanet relationship. Give me, give me an, a good insight into the partnership. >>Sure, sure. So, as you said, you know, beautiful weather in California, Napa it's my first time. Uh, so it's kind of a new experience for me going back to your question in terms of the relationship between eight P and T and Ford in that, uh, a long lasting, you know, 10 plus years, you know, hand in hand in terms of the product, the technology, the capabilities that we are brought together in the security space for our customers. So a strategic relationship, and I'm so thrilled to be here today as a, Fordanet invited us to be part of the championship. Tommy, >>Talk to me. So your role VP of, and T cybersecurity and edge solutions, give me an, a deep dive into what's in your purview. >>Sure, sure. So I, uh, sort of, you know, run the PNL or the profit and loss center for product management for all of at and T cybersecurity and ed solutions and the whole concept behind putting the teams together is the convergence in networking and security. Um, so, you know, we are supporting the entire customer continuum, whether it's a fortune 50, the fortune 1000 to mid-market customers, to small businesses, to, you know, government agencies, you know, whether it's a local government agency or a school district or a federal agency, et cetera. And my team and I focus on bringing new product and capabilities to the marketplace, you know, working with our sales team from an enablement perspective, go to market strategy. Um, and the whole idea is about, uh, you know, winning in the marketplace, right? So delivering growth and revenue to the business, >>Competitive differentiation. So we've seen so much change in the last year and a half. I know that's an epic understatement, but we've also seen the proliferation at the edge. What are some of the challenges that you're seeing and hearing from customers where that's concerned >>As you stated, right. There's a lot happening in the edge. And sometimes the definition for edge varies when you talk with different people, uh, the way we look at it is, you know, definitely focused on the customer edge, right? So if you think about many businesses, whether I am a, a quick serve restaurant or I'm a banking Institute or a financial services or an insurance agency, or I'm a retail at et cetera, you know, lots of different branches, lots of different transformation taking place. So one way of approaching it is that when you think about the customer edge, you see a lot of virtualization, software driven, a lot of IOT endpoints, et cetera, taking place. So the cyber landscape becomes more important. Now you're connecting users, devices, capabilities, your point of sale system to a multi-cloud environment, and that, you know, encryption of that data, the speed at which it needs to happen, all of that is very important. And as we think ahead with 5g and edge compute and what that evolution revolution is going to bring, it's going to get even more excited because to me, those are kind of like in a playgrounds of innovation, but we want to do it right and keep sort of, you know, cyber and security at the core of it. So we can innovate and keep the businesses safe. >>How do you help customers to kind of navigate edge cybersecurity challenges and them not being synonymous? >>That's a great, great question. You know, every day I see, you know, different teams, different agendas, different kinds of ways of approaching things. And what I tell customers and even my own teams is that, look, we have to have a, a blueprint and architecture, a vision, you know, what are the business outcomes that we want to achieve? What the customer wants to achieve. And then start to look at that kind of technology kind of convergence that is taking place, and especially in the security and the networking space, significant momentum on the convergence and utilize that convergence to create kind of full value stack solutions that can be scaled, can be delivered. So you are not just one and done, but it's a continuous innovation and improvement. And in the security space, you need that, right. It's never going to be one and done. No >>We've seen so much change in the last year. We've seen obviously this rapid pivot to work from home that was overnight for millions and millions of people. We're still in that too. A fair amount. There's a good amount of people that are still remote, and that probably will be permanently there's. Those that are going to be hybrid threat landscape bloated. I was looking at and talking with, um, 40 guard labs and the, the nearly 11 X increase in the last 12 months in ransomware is insane. And the ransomware as a business has exploded. So security is a board level conversation for businesses I assume in any. >>Absolutely. Absolutely. I agree with you, it's a board level conversation. Security is not acknowledged the problem about picking a tool it's about, you know, the business risk and what do we need to do? Uh, you mentioned a couple of interesting stats, right? So we've seen, uh, you know, two things I'll share. One is we've seen, you know, 440 petabytes of data on the at and T network in one average business day. So 440 petabytes of data. Most people don't know what it is. So you can imagine the amount of information. So you can imagine the amount of security apparatus that you need, uh, to Tofino, protect, and defend and provide the right kind of insights. And then the other thing that VOC and along the same lines of what you were mentioning is significant, you know, ransomware, but also significant DDoSs attacks, right? So almost like, you know, we would say around 300% plus said, DDoSs mitigations that we did from last year, you know, year over year. >>So a lot of focus on texting the customer, securing the end points, the applications, the data, the network, the devices, et cetera. Uh, the other two points that I want to mention in this space, you know, again, going back to all of this is happening, right? So you have to focus on this innovation at the, at the speed of light. So, you know, artificial intelligence, machine learning, the software capabilities that are more, forward-looking have to be applied in the security space ever more than ever before, right. Needs these do, we're seeing alliances, right? We're seeing this sort of, you know, crowdsourcing going on of action on the good guys side, right? You see the national security agencies kind of leaning in saying, Hey, let's together, build this concept of a D because we're all going to be doing business. Whether it's a public to public public, to private, private, to private, all of those different entities have to work together. So having security, being a digital trust, >>Do you think that the Biden administrations fairly recent executive order catalyst of that? >>I give it, you know, the president and the, the administration, a lot of, you know, kudos for kind of, and then taking it head on and saying, look, we need to take care of this. And I think the other acknowledgement that it is not just hunting or one company or one agency, right? It's the whole ecosystem that has to come together, not just national at the global level, because we live in a hyper connected world. Right. And one of the things that you mentioned was like this hybrid work, and I was joking with somebody the other day that, and really the word is location, location, location, thinking, network security, and networking. The word is hybrid hybrid hybrid because you got a hybrid workforce, the hybrid cloud, you have a hybrid, you have a hyper-connected enterprise. So we're going to be in this sort of, you know, hybrid for quite some time are, and it has to >>Be secure and an org. And it's, you know, all the disruption of folks going to remote work and trying to get connected. One beyond video conference saying, kids are in school, spouse working, maybe kids are gaming. That's been, the conductivity alone has been a huge challenge. And Affordanet zooming a lot there with links to us, especially to help that remote environment, because we know a lot of it's going to remain, but in the spirit of transformation, you had a session today here at the security summit, talked about transformation, formation plan. We talk about that word at every event, digital transformation, right? Infrastructure transformation, it security. What context, where you talking about transformation in it today? What does it transformation plan mean for your customers? >>That's a great question because I sometimes feel, you know, overused term, right? Then you just take something and add it. It's it? Transformation, network, transformation, digital transformation. Um, but what we were talking today in, in, in the morning was more around and sort of, you know, again, going back to the network security and the transformation that the customers have to do, we hear a lot about sassy and the convergence we are seeing, you know, SD van takeoff significantly from an adoption perspective application, aware to experiences, et cetera, customers are looking at doing things like internet offload and having connectivity back into the SAS applications. Again, secure connectivity back into the SAS applications, which directly ties to their outcomes. Um, so the, the three tenants of my conversation today was, Hey, make sure you have a clear view on the business outcomes that you want to accomplish. Now, the second was work with a trusted advisor and at and T and in many cases is providing that from a trusted advisor perspective. And third, is that going back to the one and done it is not a one and done, right? This is a, is a continuous process. So sometimes we have to be thinking about, are we doing it in a way that we will always be future ready, will be always be able to deal with the security threats that we don't even know about today. So yeah, >>You bring up the term future ready. And I hear that all the time. When you think of man, we really weren't future ready. When the pandemic struck, there was so much that wasn't there. And when I was talking with 49 earlier, I said, you know, how much, uh, has the pandemic been a, uh, a catalyst for so much innovation? I imagine it has been the same thing that >>Absolutely. And, you know, I remember, you know, early days, February, March, where we're all just trying to better understand, right? What is it going to be? And the first thing was, Hey, we're all going to work remote, is it a one week? Is it a two week thing? Right? And then if you're like the CIO or the CSO or other folks who are worried about how am I going to give the productivity tools, right. Businesses in a one customer we work with, again, tobacco innovation was said, Hey, I have 20,000 call center agents that I need to take remote. How do you deliver connectivity and security? Because that call center agent is the bloodline for that business interacting with their end customers. So I think, you know, it is accelerated what would happen over 10 years and 18 months, and it's still unknown, right? So we're still discovering the future. >>There's a, there will be more silver linings to come. I think we'll learn to pick your brain on, on sassy adoption trends. One of the things I noticed in your abstract of your session here was that according to Gardner, the convergence of networking and security into the sassy framework is the most vigorous technology trend. And coming out of 2020, seeing that that's a big description, most vigorous, >>It's a big, big description, a big statement. And, uh, we are definitely seeing it. You know, we saw some of that, uh, in the second half of last year, as the organizations were getting more organized to deal with, uh, the pandemic and the change then coming into this year, it's even more accelerated. And what I mean by that is that, you know, I look at sort of, you know, three things, right? So one is going back to the hybrid work, remote work, work from anywhere, right. So how do you continue to deliver a differentiated experience, highly secure to that workforce? Because productivity, human capital very important, right? The second is that there's a back and forth on the branch transformation. So yes, you know, restaurants are opening back up. Retailers are opening back up. So businesses are thinking about how do I do that branch transformation? And then the third is explosive business IOT. So the IOT end points, do you put into manufacturing, into airports in many industries, we continue to see that. So when you think about sassy and the framework, it's about delivering a, a framework that allows you to protect and secure all of those endpoints at scale. And I think that trend is real. I've seen customer demand, we've signed a number of deals. We're implementing them as we speak across all verticals, healthcare, retail, finance, manufacturing, transportation, government agencies, small businesses, mid-sized businesses. >>Nope, Nope. Not at all. Talk to me about, I'm curious, you've been at, at and T a long time. You've seen a lot of innovation. Talk, talk to me about your perspectives on seeing that, and then what to you think as a silver lining that has come out of the, the acceleration of the last 18 months. >>She and I, I get the question, you know, I've been with at and T long time. Right. And I still remember the day I joined at T and T labs. So it was one of my kind of dream coming out of engineering school. Every engineer wants to go work for a brand that is recognized, right. And I, I drove from Clemson, South Carolina to New Jersey Homedale and, uh, I'm still, you know, you can see I'm still having the smile on my face. So I've, you know, think innovation is key. And that's what we do at, at and T I think the ability to, um, kind of move fast, you know, I think what the pandemic has taught us is the speed, right? The speed at which we have to move the speed at which we have to collaborate the speed at which we have to deliver, uh, to agility has become, you know, the differentiator for all of us. >>And we're focusing on that. I also feel that, uh, you know, there have been times where, you know, product organizations, technology organizations, you know, we struggle with jumping this sort of S-curve right, which is, Hey, I'm holding onto something. Do I let go or not? Let go. And I think the pandemic has taught us that you have to jump the S-curve, you have to accelerate because that is where you need to be in, in a way, going back to the sassy trend, right. It is something that is real, and it's going to be there for the next three to five years. So let's get ready. >>I call that getting comfortably uncomfortable, no businesses safe if they rest on their laurels these days. I think we've learned that, speaking of speed, I wanna, I wanna get kind of your perspective on 5g, where you guys are at, and when do you think it's going to be really impactful to, you know, businesses, consumers, first responders, >>The 5g investments are happening and they will continue to happen. And if you look at what's happened with the network, what at and T has announced, you know, we've gotten a lot of kudos for whatever 5g network for our mobile network, for our wireless network. And we are starting to see that, that innovation and that innovation as we anticipated is happening for the enterprise customers first, right? So there's a lot of, you know, robotics or warehouse or equipment that needs to sort of, you know, connect at a low latency, high speed, highly secure sort of, you know, data movements, compute edge that sits next to the, to the campus, you know, delivering a very different application experience. So we're seeing that, you know, momentum, uh, I think on the consumer side, it is starting to come in and it's going to take a little bit more time as the devices and the applications catch up to what we are doing in the network. And if you think about, you know, the, the value creation that has happened on, on the mobile networks is like, if you think about companies like Uber or left, right, did not exist. And, uh, many businesses, you know, are dependent on that network. And I think, uh, it will carry on. And I think in the next year or two, we'll see firsthand the outcomes and the value that it is delivering you go to a stadium at and T stadium in Dallas, you know, 5g enabled, you know, that the experience is very different. >>I can't wait to go to a stadium again and see it came or live music. Oh, that sounds great. Rubbish. Thank you so much for joining me today, talking about what a T and T is doing with 49, the challenges that you're helping your customers combat at the edge and the importance of really being future. Ready? >>Yes. Thank you. Thank you so much. Really appreciate you having me. Thanks for 49 to invite us to be at this event. Yes. >>Thank you for refresh talk. She I'm Lisa Martin. You're watching the cube at the 40 net championship security summits.

>> Narrator: From theCUBE Studios in Palo Alto and Boston connecting with thought leaders all around the world, this is theCUBEConversation. >> Hey, welcome back everybody Jeffrey here with theCUBE we're in our Palo Alto Studios the calendar has turned to late September I still can't believe it. We're still getting through the COVID issue and as we've seen in the news companies are taking all different types of tacts and how they're announcing kind of their go forward strategy with the many of them saying they're going to continue to have work from home or work from anywhere policies. And we're really excited to have our next guest from Citrix. He's Tim Minahan, the EVP of Strategy and the CMO of Citrix, Tim great to see you. >> Jeff, thanks for having me. >> Yeah so love having you guys on we had Tamara on and Amy Haworth this back in April when this thing was first starting and you know we had this light switch moment and everyone had to deal with a work from anywhere world. Now, it's been going on for over six months, people are making announcements, Google, Facebook, Twitter I'm out in the Valley so a lot of the companies here locally saying we're probably not going to have you back for a very long period of time. You guys have been in the supporting remote workers for a really long time, you're kind of like Zoom right place, right time, right market and then suddenly this light switch moment, it's a whole lot more important than it was before. We're six months into this thing what can you share that you've seen from your customers and kind of the transition that we've gone from kind of the shock and awe back in March to now we're in late September almost to October and this is going to continue for a while. >> Yeah, Jeff well, if there is any silver lining to the global crisis that we're all living through, it's that it has indeed caused organizations in all industries really to accelerate their digital transformation and to rethink how they work. And so at Citrix we've done considerable crisis scenario modeling. Engaging with our own customers, with government officials, with influencers around the globe really to determine how will the current environment change, cause companies to change their operating models and to prioritize their IT investments. And it really boils down to while there's variations by geography and sector, our modeling points to three major shifts in behavior. The first is looking for greater agility in their operations companies are adopting more variable operating models, literally in everything from their workforce strategy to the real estate strategy, to their IT strategy to allow them to scale up quickly to the next inevitable, unplanned event or opportunity. And for IT this typically means modernizing their application environment and taking that kind of one to three year cloud transition plan and accelerating it into a few months. The second thing we're seeing is because of the pandemic companies are realizing they need to prioritize employee experience to provide a consistent and secure work experience wherever work needs to get done. Whether that's in the office, whether that's on the road or increasingly whether that's at home and that goes beyond just traditional virtualization applications but it's also for delivering in a secure and unified environment. Your virtual apps alongside your SaaS apps, your web apps, your mobile apps, et cetera. And then finally, as companies rapidly move to the cloud and they adopt SaaS and they moved to these more distributed IT operating models, their attack surface from a security standpoint expands and they need to evolve their security model to one that is much more contextual and understands the behaviors and the access behaviors of individuals so if you're going to apply security policies and you'll keep your company information and application secure no matter where work is getting done. >> That's a great summary and you know there's been lots of conversation about security and increased attack surface but now you had a blog post that you published last month, September 15th, really interesting. And you talked about kind of COVID being this accelerant in work from home and we talk a lot about consumerization of IT and apps but we haven't talked a lot about it in the context of the employee experience. And you outlined some really great specific vocabulary those people need to be able to sit and think and create and explore the way they want so they can become what they can be free from the distractions at the same time you go through the plethora of I don't know how many business apps we all have to interact with every single day from Salesforce to Asana to Slack to Outlook to Google Drive to Box to et cetera, et cetera. And as you point out here the distractions in I think you said, "People are interrupted by a text, a chat or application alert every two minutes." So that there's this real battle between trying to do higher value work and less minutiae versus this increasing number of applications that are screaming for my attention and interrupting me anytime I'm trying to get something done. So how do you guys look at that and say, hey, we've got an opportunity to make some serious improvements so that you can get to that and cut the employee experience so they can deliver the higher value stuff and not just moving paper down the line. >> Yeah, absolutely Jeff, to your point you know a lot of the tools that we've introduced and adopted and the devices we've used in the like over the years certainly provide some advantages in helping us collaborate better, helping us execute business transactions and the like. However, they've also added a lot of complexity, right? As you said, typical employees use more than a dozen apps to get work done often four or more just to complete a single business process like submitting an expense or a purchase order or approving time off. They spend another 20% of their time searching for information they need to do their jobs across all of these different applications and collaboration channels and they are interrupted by alerts and texts and chats every few minutes. And that really keeps them from doing their core jobs and so Citrix is committed to delivering a digital workspace solutions that help companies transform employee experience to drive better business outcomes. And we do that in three ways. Number one is leveraging our heritage around delivering a unified and secure work environment. We bring all of the resources and employee needs together, your virtual apps and desktops, your SaaS apps, your web apps, your mobile apps, your information and your content into one unified experience. We wrapper that in a contextualized security model that doesn't get in the way of employees getting their job done but understands that employees, their behavior, their access protocols and assigns additional security policies, maybe a second level of authentication or maybe turning off certain features if they're behaving a little bit differently. But the key thing I think is that the third component we've also over the past several years infused within this unified workspace, intelligence, machine learning, workflows or micro apps that really remove that noise from your day, providing a personalized work stream to that individual employee and only offering up the individual tasks or the insights that they need to get their job done. Really guiding them through their day and automating some of that noise out of their day so they can really focus on being creative, focus on being innovative and to your point, giving them that space they need to succeed. >> Yeah, it's a great point, Tim and you know one of the hot buzz words that we hear all the time right now is artificial intelligence and machine learning. And people talk about it, it's kind of like big data where that's not really where the opportunity is in kind of general purpose AI as we've talked to people in natural language processing and video processing. It's really about application specific uses of AI to do something and I know you guys commissioned looks like a report called Work 2035. There's a nice summary that I was able to pull off the internet and there's some really positive things in here. It's actually, you know it got some good news in it about work being more flexible and new jobs will be created and productivity will get a major boost but the piece  I wanted to focus on which piggybacks on what you're just talking is the application of AI around a lot of specific tasks whether that's nudges, personal assistance, wearables that tell you to get up and stretch. And as I think and what triggered as you said, as this person is sitting at their desk trying to figure out what to do now, you've got your calendar, you've got your own tasks but then you've got all these notifications. So the opportunity to apply AI to help me figure out what I should be focusing on that is a tremendous opportunity and potential productivity enhancer, not to mention my mental health and positive attitude and engagement. >> Yeah, absolutely Jeff, and this Work 2035 project that we undertook is from a year long effort of research, quantitative research of business executives, IT executives supplemented with qualitative research with futurist work experts and the like to really begin a dialogue together with governments, with enterprises, with other technology companies about how we should be leveraging technology, how we should be changing our operating models and how we should be adapting our business culture to facilitate a new and better way to work. And to your point, some of the key findings are it's not going to be Skynet out there in the future. AI is not going to overtake all of our jobs and the like it is going to actually help us, you're going to see more of the augmented worker that really not only offers up the insights and the tasks like we just talked about when they're needed but actually helps us through decision-making helps us actually assess massive amounts of data to better engage with customers, better service healthcare to patients and the like. To your point, because of this some jobs certainly will be lost but new jobs will be created, right? And some people will need to be the coaches or trainers for these bots and robots. You'll see things like advanced data scientists becoming more in demand, virtual reality managers, privacy and trust managers. And then to your point, work is going to be more flexible we already talked about this but the ability to allow employees to perform at their best and give them all the resources they need to do so wherever work needs to happen, whether that's in the office, in the field or at home but importantly for businesses and even for employees this actually changes the dynamic of what we think about as a workforce. We can now tap into new pools of talent not just in remote locations but entire segments that had because of our traditional work hub model where I build a big office building or a call center and people have to commute there. Now they can work anywhere so you think about recent retirees that have a lot of domain expertise can get back into the workforce, stay at home parents or stay at home caregivers can actually engage and use their skills and expertise to reengage in that workforce. These are really, really exciting things and then the last thing is, it will help us improve employee engagement, improve wellness and improve productivity by having AI help us throughout our day, guiding us to the right decisions and automating tasks that typically added noise to our day so that we can focus on where we as humans are great which is some of the key decision-making, the creativity, the innovation to drive that next wave of growth for our companies. >> Yeah it's really interesting the kind of divergence that you're seeing with people in this opportunity, right? One of the benefits is that there is no script in how to move forward today, right? This has never happened before, especially at the scale so people are trying all kinds of things and you're talking about is a lot of positive uses of technology to an aide or to get blockers out of the way and help people do a better job. Unfortunately, there's this whole other track that we hear about, you know monitoring, are you in front of your desk, monitoring how many Zoom calls are you on a day, monitoring all these silly things that are kind of old school management of activity versus kind of new school managing of output. And we've done a lot of interviews on this topic, one of Darren Murph from GitLab great comments, does it now as a boss, your job should be removing blockers from your people to help them do a better job, right? That's such a different kind of mentality than managing their tasks and managing the minutiae. So really a lot of good stuff and we could go for a very long time and maybe we'll have a followup, but I want to shift gears a little bit here and talk about the other big delta that impacts both of you and I pretty dramatically and that's virtual events or the fact that basically March 15th there was no more gatherings of people, period. And you guys we've covered Citrix Synergy in the past but this year you guys have gone a different kind of tact. And again, I think what's so interesting about it is there is no right answer and everyone is trying to experiment and we're seeing all different ways to get your message to the market. But then the other really important part of events is getting leads, right? And getting engagement with your audience whether that's customers, whether that's partners, whether it's prospects, whether it's press and analysts and everything else. So I wonder if you can share with us kind of the thinking you had the benefit of kind of six months into this thing versus a couple of weeks which a few people had in early May, you know how did you kind of look at the landscape and how did you come to the conclusion that for you guys, it's this three event you've got Citrix Cloud on October 8th, Citrix Workspace Summit on October 22nd and Citrix Security Summit on October 29th. What did you think about before you came to this decision? >> Yeah, it's a great question, Jeff and certainly we put a lot of thought into it and to your point what helped clarify things for us is we always put the customer first. And so, like many other companies we did have our Big User Conference scheduled for the May timeframe, but you know considering the environment at that time and companies were just figuring out how to get their employees home and working securely and safely, how to maintain business continuity. We felt the inappropriate at time to be able to be talking about future innovations and so on and so forth. So we made the decision to kind of put an end to our Citrix Synergy for the year and instead, we went through all this scenario modeling as I mentioned and we've accelerated our focus and our investments and our partnerships to develop new innovations to help our customers achieve the three things that they prioritize which is accelerating that cloud transition, that hybrid multicloud transition plan, advancing their digital workspace and employee experience strategies and embracing a new, more contextual security framework. And so when we thought about how do we bring those announcements to market, how do we help educate our customers around these topics? It became very clear that we needed to design for digital attention spans which means it's not everything in the kitchen sink and we hope that we're bringing a whole bunch of different buying segments together and customer segments together and hope that they glean out the key insights we want. Instead, we wanted to be very focused around the cloud acceleration, the workspace and employee experience strategies and the security strategies is we created three separate summits. And even within the summits we've designed them for digital attention spans, no individual segment is going to be more than 20 minutes long. There'll be very descriptive so you can almost choose your own pathway as you go through the conference rather than having to commit a whole day or the likes you can get the information you need, it's supplemented by knowledge centers so you can go deeper if you want to and talk to some of our experts, if you want to. And it's certainly something we'll use to facilitate ongoing dialogue long after the day of event. >> Really interesting 20 minutes is the longest session. That is really progressive and again I think it's great to hear you say that you started from the perspective of the customer. I think so many people have basically started from the perspective of what did we do for the SaaS convention May five through eight in 2019 and then try to replicate that kind of almost one-to-one in a digital format which isn't really doing justice to either of the formats, I think and not really looking at the opportunity that digital affords that physical doesn't and we just getting together and grabbing a coffee or a drink or whatever in those hallways but there's a whole lot of things that you can do on a digital event that you can't do in a physical event. And we're seeing massive registration and more importantly, massive registration of new people that didn't have the ability couldn't afford it, couldn't get away from the shop whatever the reason is that that the physical events really weren't an option. So I think instead of focusing on the lack of hallway chatter spend your time focusing on the things you can do with this format that you couldn't before. And I think removing the space-time bounds of convention space availability and the limited number of rooms that you can afford, blah, blah, blah, blah, blah, and the budget this really does open up a very different way to get your message to market. >> It does, Jeff and what I'm excited about is what does it mean for the future of events overall? I think there's going to be some very valuable lessons learned for all of us in the industry and I expect just like work won't be the same when we return back to the office, post-pandemic. I don't think the events approach that companies take is going to be quite the same as it was previous and I think that'll be a good thing. There'll be a lot of lessons learned about how people want to engage, how to reach new segments, as you mentioned. And so I think you'll see a blended events strategy from companies across the industry going forward. >> Yeah. And to your point, event was part of your communication strategy, right? It was part of your marketing strategy it is part of your sales strategy so that doesn't necessarily all have to again be bundled into one week in May and can be separated. Well, Tim really, really enjoyed the conversation I have to say your blog posts had some really kind of really positive things in it in terms of the way people should be thinking about their employees not as resources but as people which is one of my pet peeves I'm not a big fan of the human resources word and I really was encouraged by some of the stuff coming out of this 2035 I think you said it's going to be an ongoing project so it'll be great to see what continues to come out because I don't know how much of that was done prior to COVID or kind of augmented after COVID but I would imagine the acceleration on the Delta is going to go up dramatically over the next several months or certainly over the next couple of years. >> Yeah, Jeff, I would say I think Winston Churchill said it best "Never waste a good crisis." And smart companies are doing that right now. I think there's going to be a lot of lessons learned there's going to be a lot of acceleration of the digital transformation and the work model transformations and the business model transformations that companies have had on the radar but haven't really been motivated to do so. And they're really accelerating those now I think that the world of work and the world of IT is going to look a heck of a lot different when we emerge from all of this. >> Yep, yep. I agree well, Tim thank you again for sharing your insight, sharing your information and is great to catch up. >> You too. >> Alright, take care. >> I know. >> He's Tim, I'm Jeff you're watching theCUBE. Thanks for watching we'll see you next time.

>> Narrator: From around the globe, it's theCUBE with digital coverage of DockerCon LIVE 2020, brought to you by Docker and its ecosystem partners. >> Hi, I'm Stu Miniman and this is theCUBE's coverage of DockerCon LIVE 2020. Happy to welcome back to the program one of our CUBE alumni, Deepak Singh. He's the vice president of compute services at Amazon Web Services. Deepak, great to see you. >> Likewise, hi, Stu. Nice to meet you again. >> All right, so for our audience that hasn't been in your previous times on theCUBE, give us a little bit about, you know, your role and your organization inside AWS? >> Yeah, so I'm, I've been part of the AWS compute services world from, for the last 12 years in various capacities. Today, I run a number of teams, all our container services, our Linux teams, I also happen to run a high performance computing organization, so it's a nice mix of all the computing that our customers do, especially some of the more new and large scale compute types that our customers are doing. >> All right, so Deepak, obviously, you know, the digital events, we understand what's happening with the global pandemic. DockerCon was actually always planned to be an online event but I want to understand, you know, your teams, how things are affecting, we know distributed is something that Amazon's done, but you have to cut up those two pizza and send them out to the additional groups or, you know, what advice are you giving the developers out there? >> Yeah, in many ways, obviously, how we operate has changed. We are at home, maybe I think with our families. DockerCon was always going to be virtual, but many other events like AWS Summits are now virtual so, you know, in some ways, the teams, the people that get most impacted are not necessarily the developers in our team but people who interact a lot with customers, who go to conferences and speak and they are finding new ways of being effective and being successful and they've been very creative at it. Our customers are getting very good at working with us virtually because we can always go to their site, they can always come to Seattle, or run of other sites for meeting. So we've all become very good at, and disciplined at how do you conduct really nice virtual meetings. But from a customer commitment side, from how we are operating, the things that we're doing, not that much has changed. We still run our projects the same way, the teams work together. My team tends to do a lot of happy things like Friday happy hours, they happen to be all virtual. I think last time we played, what word, bingo? I forget exactly what game we played. I know I got some point somewhere. But we do our best to maintain sort of our team chemistry or camaraderie but the mission doesn't change which is our customers expect us to keep operating their services, make sure that they're highly available, keep delivering new capabilities and I think in this environment, in some ways that's even more important than ever, as customer, as the consumer moves online and so much business is being done virtually so it keeps us on our toes but it's been an adjustment but I think we are all, not just us, I think the whole world is doing the best that they can under the circumstances. >> Yeah, absolutely, it definitely has humanized things quite a bit. From a technology standpoint, Deepak, you know, distributed systems has really been the challenge of you know, quite a long journey that people have been going on. Docker has played, you know, a really important role in a lot of these cloud native technologies. It's been just amazing to watch, you know, one of the things I point to in my career is, you know, watching from those very, very early days of Docker to the Cambrian explosion of what we've seen container based services, you know, you've been part of it for quite a number of years and AWS had many services out there. For people that are getting started, you know, what guidance do you give them? What do they understand about, you know, containerization in 2020? >> Yeah, containerization in 2020 is quite a bit different from when Docker started in 2013. I remember speaking at DockerCon, I forget, that's 2014, 2015, and it was a very different world. People are just trying to figure out what containers are that they could package code in deeper. Today, containers are mainstream, it is more customers or at least many customers and they are starting to build new applications, probably starting them either with containers or with some form of server technology. At least that's the default starting point but increasingly, we also seen customers with existing applications starting to think about how do they adapt? And containers are a means to an end. The end is how can we move faster? How can we deliver more quickly? How can our teams be more productive? And how can you do it more, less expensively, at lower cost? And containers are a big part, important and critical piece of that puzzle, both from how customers are operating their infrastructure, that there's a whole ecosystem of schedulers and orchestration and security tools and all the things that an enterprise need to deliver applications using containers that they have built up. Over the last few years, you know, we have multiple container services that meet those needs. And I think that's been the biggest change is that there's so much more. Which also means that when you're getting started, you're faced with many more options. When Docker started, it was this cute whale, Docker run, Docker build Docker push, it was pretty simple, you could get going really quickly. And today you have 500 different options. My guidance to customers really is, boils down to what are you trying to achieve? If you're an organization that's trying to corral infrastructure and trying to use an existing VM more effectively, for example, you probably do want to invest in becoming experts at schedulers and understanding orchestration technologies like ECS and EKS work but if you just want to run applications, you probably want to look at something like Fargate or more. I mean, you could go towards Lambda and just run code. But I think it all boils down to where you're starting your journey. And by the way, understanding Docker run, Docker build and Docker push is still a great idea. It helps you understand how things work. >> All right, so Deepak, you've already brought up a couple of AWS services of, you know, talk about the options out there, that you can either run on top of AWS, you have a lot of native services, you know, ECS, EKS, you mentioned, Fargate there, and very broad ecosystem in space. Could you just, you know, obviously, there are entire breakout sessions to talk about , the various AWS services, but you know, give us that one on one level as to what to understand for container service by AWS. >> Yeah, and these services evolved organically and we launched the Amazon Elastic Container Service or ECS in preview in November or whenever re:Invent was that year in 2014, which seems ages ago in the world of containers but in the end, our goal is to give our customers the most choice, so that they can solve problems the way they want to solve them. So Amazon ECS is our native container orchestration service, it's designed to work with and the rest of the AWS ecosystem. So it uses VPC for networking, it uses IAM identity, it uses ALB for load balancing, other than just good examples, some examples of how it works. But it became pretty clear over time that there was a lot of customers who were investing in communities, very often starting in their own data centers. And as they migrated onto the cloud, they wanted to continue using the same tool plane but they also wanted to not have to manage the complexity of communities control planes, upgrades. And they also wanted some of the same integrations that they were getting with ECS and so that's where the Amazon Elastic Kubernetes Service or EKS comes in, which is, okay, we will manage a control plane for you. We will manage upgrades and patches for you. You focus on building your applications in Kubernetes way, so it embraces Kubernetes. It has, invokes with all the Kubernetes tooling and gives you a Kubernetes native experience, but then also ties into the broad AWS ecosystem and allows us to take care of some of the muck that many customers quite frankly don't and shouldn't have to worry about. But then we took it one step further and actually launched the same time as EKS and that's, AWS Fargate, and Fargate was, came from the recognition that we had, actually, a long time ago, which is, one of the beauties of EC2 was that customers never had, had to stop, didn't have to worry about racking and stacking and where a server was running anymore. And the idea was, how can we apply that to the world of containers. And we also learned a little bit from what we had done with Lambda. And we took that and took the server layer and took it out of the way. Then from a customer standpoint, all you're launching is a pod or a task or a service and you're not worrying about which machines I need to get, what types of machines I need to get. And the operational simplicity that comes with it is quite remarkable and quite finding not that, surprisingly, our customers want us to keep pushing the boundary of the kind operational simplicity we can give them but Fargate serves a critical building block and part of that, and we're super excited because, you know, today by far when a new customer, when a customer comes and runs a container on AWS the first time they pick Fargate, we're usually using ECS because EKS and Fargate is much newer, but that is a default starting point for any new container customer on AWS which is great. >> All right, well, you know, Docker, the company really helped a lot with that democratization, container technologies, you know, all those services that you talked about from AWS. I'm curious now, the partnership with Docker here, you know, how do some of the AWS services, you know, fit in with Docker? I'm thinking Docker Desktop probably someplace that they're, you know, or some connection? >> Yeah, I think one of the things that Docker has always been really good at as a company, as a project, is understanding the developer and the fact that they start off on a laptop. That's where the original Docker experience that go well, and Docker Desktop since then and we see a ton of Docker Desktop customers have used AWS. We also learned very early on, because originally ECS CLI supported Docker Compose. That ecosystem is also very rich and people like building Docker files and post files and just being able to launch them. So we continue to learn from what Docker is doing with Docker Desktop. We continue working with them on making sure that customizing the Docker Compose and Docker Desktop can run all their services and application on AWS. And we'll continue working with Docker, the company, on how we make that a lot easier for our customers, they are our mutual customers, and how we can learn from their simplicity that Docker, the simplicity that Docker brings and the sort of ease of use the Docker bring for the developer and the developer experience. We learn from that for our own services and we love working with them to make sure that the customer that's starting with Docker Desktop or the Docker CLI has a great experience as they move towards a fully orchestrated experience in the cloud, for example. There's a couple of other areas where Docker has turned out to have had foresight and driven some of our thinking. So a few years ago, Docker released this thing called containerd, where they took out their container runtime from inside the bigger Docker engine. And containerd has become a very important project for us as well as, it's the underpinning of Fargate now and we see a lot of interest from customers that want to keep building on containerd as well. And it's going to be very interesting to see how we work with Docker going forward and how we can continue to give our customers a lot of value, starting from the laptop and then ending up with large scale services in the cloud. >> Very interesting stuff, you know, interesting. Anytime we have a conversation about Docker, there's Docker the technology and Docker the company and that leads us down the discussion of open-source technologies . You were just talking about, you know, containerd believe that connects us to Firecracker. What you and your team are involved in, what's your viewpoint is the, you know, what you're seeing from open-source, how does Amazon think of that? And what else can you share with the audience on this topic? >> Yeah, as you've probably seen over the last few years, both from our work in Kubernetes, with things like Firecracker and more recently Bottlerocket. AWS gets deeply involved with open-source in a number of ways. We are involved heavily with a number of CNCF projects, whether it be containerd, whether it be things like Kubernetes itself, projects in the Kubernetes ecosystem, the service mesh world with Envoy and with the containerd project. So where containerd fits in really well with AWS is in a project that we call firecracker-containerd. They're effectively for Fargate, firecracker-containerd as we move Fargate towards Firecracker becomes out of the container in which you run containerd. It's effectively the equivalent of runC in a traditional Docker engine world. And, you know, one of the first things we did when Firecracker got rolled out was open-source the firecracker-containerd project. It's a go project and the idea was it's a great way for people to build VM like isolation and then build sort of these serverless container architectures like we want to do with Fargate. And, you know, I think Firecracker itself has been a great success. You see customer, you know, companies like Libvirt integrating with Firecracker. I've seen a few other examples of, sometimes unbeknownst to us, of people picking a Firecracker and using it for very, very interesting use cases and not just on AWS in other places as well. And we learnt a lot from that that's kind of why Bottlerocket is, was released the way it was. It is both a product and a project. Bottlerocket, the operating system is an open-source project. It's on GitHub, it has all the building tooling, you can take it and do whatever you want with it. And then on the AWS side, we will build and publish Bottlerocket armies, Amazon machine images, we will support them on AWS and there it's a product. But then Bottlerocket the project is something that anybody in the world who wants to run a minimal operating system can choose to pick up. And I think we've learnt a lot from these experiences, how we deal with the community, how we work with other people who are interested in contributing. And you know, Docker is one of the, the Docker open-source pieces and Docker the company are both part of the growing open-source ecosystem that's coming from AWS, especially on the container world. So it's going to be very interesting. And I'll end with, containerization has started impacting other parts of AWS, as well as our other services are being built, very often through ECS and EKS, but they're also influencing how we think about what capabilities we need to build into the broader container ecosystem. >> Yeah, Deepak, you know, you mentioned that some of the learnings from Lambda has impacted the services you're doing on the containerization side. You know, we've been watching some of the blurring of the lines between another container world and the containerization world. You know, there's some open-source projects out there, the CNCS working on things, you know, what's the latest, as you see kind of containerization and serverless and you know, where do you see them going forward? >> This is that I say that crystal balls are not my strong suite. But we hear customers, customers often want the best of both world. What we see very often is that customers don't actually choose just Fargate or just Lambda, they'll choose both. Where for different pieces of their architecture, they may pick a different solution. And sometimes that's driven by what they know, sometimes driven by what fits into their need. Some of the lines blur but they're still quite different. Lambda, for example, as a very event driven architecture, it is one process at a time. It has all these event hooks into the rest of AWS that are hard to replicate. And if that's the world you want to live in or benefit from, you're going to use lambda. If you're running long running services or you want a particular size that you don't get in Lambda or you want to take a more traditional application and convert it into a more modern application, chances are you're starting on Fargate but it fits in really well you have an existing operational model that fits into it. So we see applications evolving very interestingly. It's one reason why when we build a service mesh, we thought forward instead. It is almost impossible that we will have a world that's 100% containers, 100% Lambda or 100% EC2. It's going to be some mix of all of these. We have to think about it that way. And it's something that we constantly think about is how can we do things in a way that companies aren't forced to pick one way to it and "Oh, I'm going to build on Fargate" and then months later, they're like, "Yeah, we should have probably done Lambda." And I think that is something we think a lot about, whether it's from a developer's experience side or if it's from service meshes, which allow you to move back and forth or make the mesh. And I think that is the area where you'll see us do a lot more going forward. >> Excellent, so last last question for you Deepak is just give us a little bit as to what, you know, industry watchers will be looking at the container services going forward, next kind of 12, 18 months? >> Yeah, so I think one of the great things of the last 18 months has been that type of application that we see customers running, I don't think there's any bound to it. We see everything from people running microservices, or whatever you want to call decoupled services these days, but are services in the end, people are running, most are doing a lot of batch processing, machine learning, artificial intelligence that work with containers. But I think where the biggest dangers are going to come is as companies mature, as companies make containers, not just things that they build greenfield applications but also start thinking about migrating legacy applications in much more volume. A few things are going to happen. I think we'll be, containers come with a lot of complexity right now. I think you've, if you've seen my last two talks at re:Invent along with David Richardson from the Lambda team. You'll hear that we talk a lot about the fact that we see, we've made customers think about more things than they used to in the pre container world. I think you'll see now that the early adopter techie part has done, cloud has adopted containers and the next wave of mainstream users is coming in, you'll see more attractions come on as well, you'll see more governance, I think service meshes have a huge role to play here. How identity works or this fits into things like control tower and more sort of enterprise focused tooling around how you put guardrails around your containerized applications. You'll see it two or three different directions, I think you'll see a lot more on the serverless side, just the fact that so many customers start with Fargate, they're going to make us do more. You'll see a lot more on the ease of use developer experience of production side because you started off with the folks who like to tinker and now you're getting more and more customers that just want to run. And then you'll see, and that's actually a place where Docker, the company and the project have a lot to offer, because that's always been different. And then on the other side, you have the governance guardrails, and how is going to be in a compliant environment, how am I going to migrate all these applications over so that work will keep going on and you'll more and more of that. So those are the three buckets I'll use, the world can surprise us and you might end up with something completely radically different but that seems like what we're hearing from our customers right now. >> Excellent, well, Deepak, always a pleasure to catch up with you. Thanks so much for joining us again on theCUBE. >> No, always a pleasure Stu and hopefully, we get to do this again someday in person. >> Absolutely, I'm Stu Miniman, thanks as always for watching theCUBE. >> Deepak: Yep, thank you. (gentle music)

>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Everyone, welcome to the Cube special coverage of the AWS Summit San Francisco, North America all over the world, and most of the parts Asia, Pacific Amazon Summit is the hashtag. This is part of theCUBE Virtual Program, where we're going to be covering Amazon Summits throughout the year. I'm John Furrier, host of theCUBE. And of course, we're not at the events. We're here in the Palo Alto Studios, with our COVID-19 quarantine crew. And we got a great guest here from AWS, Dave Brown, Vice President of EC2, leads the team on elastic compute, and its business where it's evolving and most importantly, what it means for the customers in the industry. Dave, thanks for spending the time to come on theCUBE virtual program. >> Hey John, it's really great to be here, thanks for having me. >> So we got the summit going down. It's new format because of the shelter in place. They're going virtual or digital, virtualization of events. And I want to have a session with you on EC2, and some of the new things they're going on. And I think the story is important, because certainly around the pandemic, and certainly on the large scale, SaaS business models, which are turning out to be quite the impact from a positive standpoint, with people sheltering in place, what is the role of data in all this, okay? And also, there's a lot of pressure financially. We've had the payroll loan programs from the government, and to companies really looking at their bottom lines. So two major highlights going on in the world that's directly impacted. And you have some products, and news around this, I want to do a deep dive on that. One is AppFlow, which is a new integration service by AWS, that really talks about taking the scale and value of AWS services, and integrating that with SaaS Applications. And the migration acceleration program for Windows, which has a storied history of database. For many, many years, you guys have been powering most of the Windows workloads, ironic that you guys are not Microsoft, but certainly had success there. Let's start with the AppFlow. Okay, this was recently announced on the 22nd of April. This is a new service. Can you take us through why this is important? What is the service? Why now, what was the main driver behind AppFlow? >> Yeah, absolutely. So with the launcher AppFlow, what we're really trying to do is make it easy for organizations and enterprises to really control the flow of their data, between the number of different applications that they use on premise, and AWS. And so the problem we started to see was, enterprises just had this data all over the place, and they wanted to do something useful with it. Right, we see many organizations running Data Lakes, large scale analytics, Big Machine Learning on AWS, but before you can do all of that, you have to have access to the data. And if that data is sitting in an application, either on-premise or elsewhere in AWS, it's very difficult to get out of that application, and into S3, or Redshift, or one of those services, before you can manipulate it, that was the challenge. And so the journey kind of started a few years ago, we actually launched a service on the EC2 network, inside Private Link. And it was really, it provided organizations with a very secure way to transfer network data, both between VPCs, and also between VPC, and on-prem networks. And what this highlighted to us, is organizations say that's great, but I actually don't have the technical ability, or the team, to actually do the work that's required to transform the data from, whether it's Salesforce, or SAP, and actually move it over Private Link to AWS. And so we realized, while private link was useful, we needed another layer of service that actually provided this, and one of the key requirements was an organization must be able to do this with no code at all. So basically, no developer required. And I want to be able to transfer data from Salesforce, my Salesforce database, and put that in Redshift together with some other data, and then perform some function on that. And so that's what AppFlow is all about. And so we came up with the idea about a little bit more than a year ago, that was the first time I sat down, and actually reviewed the content for what this was going to be. And the team's been hard at work, and launched on the 22nd of April. And we actually launched with 14 partners as well, that provide what we call connectors, which allow us to access these various services, and companies like Salesforce and ServiceNow, Slack, Snowflake, to name a few. >> Well, certainly you guys have a great ecosystem of SaaS partners, and that's you know well documented in the industry that you guys are not going to be competing directly with a lot of these big SaaS players, although you do have a few services for customers who want end to end, Jassy continues to pound that home on my Cube interviews. But I think this, >> Absolutely. is notable, and I want to get your thoughts on this, because this seems to be the key unlocking of the value of SaaS and Cloud, because data traversal, data transfer, there's costs involved, also moving traffic over the internet is unsecure, and unreliable. So a couple questions I wanted to just ask you directly. One is did the AppFlow come out of the AWS Private Link piece of it? And two, is it one directional or bi-directional? How is that working? Because I'm guessing that you had Private Link became successful, because no one wants to move on the internet. They wanted direct connects. Was there something inadequate about that service? Was there more headroom there? And is it bi-directional for the customer? >> So let me take the second one, it's absolutely bi-directional. So you can transfer that data between an on-premise application and AWS, or AWS and the on-premise application. Really, anything that has a connector can support the data flow in both directions. And with transformations, and so data in one data source, may need to be transformed, before it's actually useful in a second data source. And so AppFlow takes care of all that transformation as well, in both directions, And again, with no requirement for any code, on behalf of the customer. Which really unlocks it for a lot of the more business focused parts of an organization, who maybe don't have immediate access to developers. They can use it immediately, just literally with a few transformations via the console, and it's working for you. In terms of, you mentioned sort of the flow of data over the internet, and the need for security of data. It's critically important, and as we look at just what had happened as a company does. We have very, very strict requirements around the flow of data, and what services we can use internally. And where's any of our data going to be going? And I think it's a good example of how many enterprises are thinking about data today. They don't even want to trust even HTTPS, and encryption of data on the internet. I'd rather just be in a world where my data never ever traverses the internet, and I just never have to deal with that. And so, the journey all started with Private Link there, and probably was an interesting feature, 'cause it really was changing the way that we asked our customers to think about networking. Nothing like Private Link has ever existed, in the sort of standard networking that an enterprise would normally have. It's kind of only possible because of what VPC allows you to do, and what the software defined network on AWS gives you. And so we built Private Link, and as I said, customers started to adopt it. They loved the idea of being able to transfer data, either between VPCs, or between on-premise. Or between their own VPC, and maybe a third party provider, like Snowflake, has been a very big adopter of Private Link, and they have many customers using it to get access to Snowflake databases in a very secure way. And so that's where it all started, and in those discussions with customers, we started to see that they wanted us to up level a little bit. They said, "We can use Private Link, it's great, "but one of the problems we have is just the flow of data." And how do we move data in a very secure, in a highly available way, with no sort of bottlenecks in the system. And so we thought Private Link was a great sort of underlying technology, that empowered all of this, but we had to build the system on top of that, which is AppFlow. That says we're going to take care of all the complexity. And then we had to go to the ecosystem, and say to all these providers, "Can you guys build connectors?" 'Cause everybody realized it's super important that data can be shared, and so that organizations can really extract the value from that data. And so the 14 of them at launch, we have many, many more down the road, have come to the party with with connectors, and full support of what AppFlow provides. >> Yeah us DevOps purists always are pounding the fist on the table, now virtual table, API's and connectors. This is the model, so people are integrating. And I want to get your thoughts on this. I think you said low code, or no code on the developer simplicity side. Is it no code, or low code? Can you just explain quickly and clarify that point? >> It's no code for getting started literally, for the kind of, it's basic to medium complexity use case. It's not code, and a lot of customers we spoke to, that was a bottleneck. Right, they needed something from data. It might have been the finance organization, or it could have been human resources, somebody else in organization needed that. They don't have a developer that helps them typically. And so we find that they would wait many, many months, or maybe even never get the project done, just because they never ever had access to that data, or to the developer to actually do the work that was required for the transformation. And so it's no code for almost all use cases. Where it literally is, select your data source, select the connector, and then select the transformations. And some basic transformations, renaming of fields, transformation of data in simple ways. That's more than sufficient for the vast majority of use cases. And then obviously through to the destination, with the connector on the other side, to do the final transformation, to the final data source that you want to migrate the data to. >> You know, you have an interesting background, was looking at your history, and you've essentially been a web services kind of guy all your life. From a code standpoint software environment, and now I'll say EC2 is the crown jewel of AWS, and doing more and more with S3. But what's interesting, as you build more of these layers services in there, there's more flexibility. So right now, in most of the customer environments, is a debate around, do I build something monolithic, and or decoupled, okay? And I think there's a world where there's a mutually, not mutually exclusive, I mean, you have a mainframe, you have a big monolithic thing, if it does something. But generally people would agree that a decoupled environment is more flexible, and more agile. So I want to kind of get to the customer use case, 'cause I can really see this being really powerful, AppFlow with Private Link, where you mentioned Snowflake. I mean, Snowflake is built on AWS, they're doing extremely, extremely well, like any other company that builds on AWS. Whether it's theCUBE Cloud, or it's Snowflake. As we tap those services, customers, we might have people who want to build on our platform on top of AWS. So I know a bunch of startups that are building within the Snowflake ecosystem, a customer of yours. >> Yeah. >> So they're technically a customer of Amazon, but they're also in the ecosystem of say, Snowflake. >> Yes. >> So this brings up an interesting kind of computer science problem, which is architecturally, how do I think about that? Is this something where AppFlow could help me? Because I certainly want to enable people to build on a platform, that I build if I'm doing that, if I'm not going to be a pure SaaS turnkey application. But if I'm going to bring partners in, and do integration, use the benefits of the goodness of an API or Connector driven architecture, I need that. So explain to me how this helps me, or doesn't help me. Is this something that makes sense to you? Does this question make sense? How do you react to that? >> I think so, I think the question is pretty broad. But I think there's an element in which I can help. So firstly, you talk about sort of decoupled applications, right? And I think that is certainly the way that we've gone at Amazon, and been very, very successful for us. I think we started that journey back in 2003, when we decoupled the monolithic application that was amazon.com. And that's when our service journey started. And a lot of that sort of inspired AWS, and how we built what we built today. And we see a lot of our customers doing that, moving to smaller applications. It just works better, it's easier to debug, there's ownership at a very controlled level. So you can get all your engineering teams to have very clear and crisp ownership. And it just drives innovation, right? 'Cause each little component can innovate without the burden of the rest of the ecosystem. And so that's what we really enjoy. I think the other thing that's important when you think about design, is to see how much of the ecosystem you can leverage. And so whether you're building on Snowflake, or you're building directly on top of AWS, or you're building on top of one of our other customers and partners. If you can use something that solves the problem for you, versus building it yourself. Well that just leaves you with more time to actually go and focus on the stuff that you need to be solving, right? The product you need to be building. And so in the case of AppFlow, I think if there's a need for transfer of data, between, for example, Snowflake and some data warehouse, that you as an organisation are trying to build on a Snowflake infrastructure. AppFlow is something you could potentially look at. It's certainly not something that you could just use for, it's very specific and focused to the flow of data between services from a data analytics point of view. It's not really something you could use from an API point of view, or messaging between services. It's more really just facilitating that flow of data, and the transformation of data, to get it into a place that you can do something useful with it. >> And you said-- >> But like any of our services-- (speakers talk over each other) Couldn't be using any layer in the stack. >> Yes, it's a level of integration, right? There's no code to code, depending on how you look at it, cool. Customer use cases, you mentioned, large scale analytics, I thought I heard you say, machine learning, Data Lakes. I mean, basically, anyone who's using data is going to want to tap some sort of data repository, and figure out how to scale data when appropriate. There's also contextual, relevant data that might be specific to say, an industry vertical, or a database. And obviously, AI becomes the application for all this. >> Exactly. >> If I'm a customer, how does AppFlow relate to that? How does that help me, and what's the bottom line? >> So I think there's two parts to that journey. And depending on where customers are, and so there's, we do have millions of customers today that are running applications on AWS. Over the last few years, we've seen the emergence of Data Lakes, really just the storage of a large amount of data, typically in S3. But then companies want to extract value out of, and use in certain ways. Obviously, we have many, many tools today, from Redshift, Athena, that allow you to utilize these Data Lakes, and be able to run queries against this information. Things like EMR, and one of our oldest services in the space. And so doing some sort of large scale analytics, and more recently, services like SageMaker, are allowing us to do machine learning. And so being able to run machine learning across an enormous amount of data that we have stored in AWS. And there's some stuff in the IoT, workload use space as well, that's emerging. And many customers are using it. There's obviously many customers today that aren't using it on AWS, potential customers for us, that are looking to do something useful with data. And so the one part of the journey is taking up all of that infrastructure, and we have a lot of services that make it really easy to do machine learning, and do analytics, and that sort of thing. And then the other problem, the other side of the problem, which is what AppFlow is addressing is, how do I get that data to S3, or to Redshift, to actually go and run that machine learning workload? And that's what it's really unlocking for customers. And it's not just the one time transfer of data, the other thing that AppFlow actually supports, is the continuous updating of data. And so if you decide that you want to have that view of your data in S3, for example, and Data Lake, that's kept up to date, within a few minutes, within an hour, you can actually configure AppFlow to do that. And so the data source could be Salesforce, it could be Slack, it could be whatever data source you want to blend. And you continuously have that flow of data between those systems. And so when you go to run your machine learning workload, or your analytics, it's all continuously up to date. And you don't have this problem of, let me get the data, right? And when I think about some of the data jobs that I've run, in my time, back in the day as an engineer, on early EC2, a small part of it was actually running the job on the data. A large part of it was how do I actually get that data, and is it up to date? >> Up to date data is critical, I think that's the big feature there is that, this idea of having the data connectors, really makes the data fresh, because we go through the modeling, and you realize why I missed a big patch of data, the machine learnings not effective. >> Exactly. >> I mean, it's only-- >> Exactly, and the other thing is, it's very easy to bring in new data sources, right? You think about how many companies today have an enormous amount of data just stored in silos, and they haven't done anything with it. Often it'll be a conversation somewhere, right? Around the coffee machine, "Hey, we could do this, and we can do this." But they haven't had the developers to help them, and haven't had access to the data, and haven't been able to move the data, and to put it in a useful place. And so, I think what we're seeing here, with AppFlow, really unlocking of that. Because going from that initial conversation, to actually having something running, literally requires no code. Log into the AWS console, configure a few connectors, and it's up and running, and you're ready to go. And you can do the same thing with SageMaker, or any of the other services we have on the other side that make it really simple to run some of these ideas, that just historically have been just too complicated. >> Alright, so take me through that console piece. Just walk me through, I'm in, you sold me on this. I just came out of meeting with my company, and I said, "Hey, you know what? "We're blowing up this siloed approach. "We want to kind of create this horizontal data model, "where we can mix "and match connectors based upon our needs." >> Yeah. >> So what do I do? I'm using SageMaker, using some data, I got S3, I got an application. What do I do? I'm connecting what, S3? >> Yeah, well-- >> To the app? >> So the simplest thing is, and the simplest place to find this actually, is on Jeff Bezos blog, that he did for the release, right? Jeff always does a great job in demonstrating how to use our various products. But it literally is going into the standard AWS console, which is the console that we use for all of our services. I think we have 200 of them, so it is getting kind of challenging to find the ball in that console, as we continue to grow. And find AppFlow. AppFlow is a top level service, and so you'll see it in the console. And the first thing you got to do, is you got to configure your Source-Connect. And so it's a connector that, where's the data coming from? And as I said, we had 14 partners, you'll be able to see those connectors there, and see what's supported. And obviously, there's the connectivity. Do you have access to that data, or where is the data running? AppFlow runs within AWS, and so you need to have either VPN, or direct connect back to the organization, if the data source is on-premise. If the data source happens to be in AWS, and obviously be in a VPC, and you just need to configure some of that connectivity functionality. >> So no code if the connectors are there, but what if I want to build my own connector? >> So building your own connector, that is something that we working with third parties with right now. I could be corrected, but not 100% sure whether that's available. It's certainly something I think we would allow customers to do, is to extend sort of either the existing connectors, or to add additional transformations as well. And so you'd be able to do that. But the transformations that the vast majority of our customers are using are literally just in the console, with the basic transformations. >> It comes bigger apps that people have, and just building those connectors. How does a partner get involved? You got 14 partners now, how do you extend the partner base contact in Amazon Partner Manager, or you send an email to someone? How does someone get involved? What are you recommending? >> So there are a couple of ways, right? We have an extensive partner ecosystem that the vast majority of these ISVs are already integrated with. And so, we have the 14 we launched with, we also pre announced SAP, which is going to be a very critical one for the vast majority of our customers. Having deep integration with SAP data, and being able to bring that seamlessly into AWS. That'll be launching soon. And then there's a long list of other ones, that we're currently working on. And they're currently working on them themselves. And then the other one is going to be, like with most things that Amazon, feedback from customers. And so what we hear from customers, and very often you'll hear from third party partners as well, who'll come and say, "Hey, my customers are asking me "to integrate with the AppFlow, what do I need to do?" And so, you know, just reaching out to AWS, and letting them know that you'd be interested in integrating, that you're not part of the partner program. The team would be happy to engage, and bring you on board, so-- >> (mumbles) on playbook, get the top use cases nailed down, listen to customers, and figure it out. >> Exactly. >> Great stuff Dave, we really appreciate it. I'm looking forward to digging in AppFlow, and I'll check on Jeff Bezos blog. Sure, it's April 22, was the launch day, probably had up there. One of the things that want to just jump into, now moving into the next topic, is the cost structure. A lot of pressure on costs. This is where I think this Migration Acceleration Program for Windows is interesting. Andy Jassy always likes to boast on stage at Reinvent, about the number of workloads of Windows running on Amazon Web Services. This has been a big part of the customers, I think, for over 10 years, that I can think of him talking about this. What is this about? Are you still seeing uptake on Windows workloads, or, I mean,-- >> Absolutely. >> Azure has got some market share, >> Absolutely. >> but now you, doesn't really kind of square in my mind, what's going on here. Tell us about this migration service. >> Yeah, absolutely, on the migration side. So Windows is absolutely, we still believe AWS is the best place to run a Windows workload. And we have many, many happy Windows customers today. And it's a very big, very large, growing point of our business today, it used to be. I was part of the original team back in 2008, that launched, I think it was Windows 2008, back then on EC2. And I remember sort of working out all the details, of how to do all the virtualization with Windows, obviously back then we'd done Linux. And getting Windows up and running, and working through some of the challenges that Windows had as an operating system in the early days. And it was October 2008 that we actually launched Windows as an operating system. And it's just been, we've had many, many happy Windows customers since then. >> Why is Amazon so peak to run workloads from Windows so effectively? >> Well, I think, sorry what did you say peaked? >> Why is Amazon so in well positioned to run the Windows workloads? >> Well, firstly, I mean, I think Windows is really just the operating system, right? And so if you think about that as the very last little bit of your sort of virtualization stack, and then being able to support your applications. What you really have to think about is, everything below that, both in terms of the compute, so performance you're going to get, the price performance you're going to get. With our Nitro Hypervisor, and the Nitro System that we developed back in 2018, or launched in 2018. We really are able to provide you with the best price performance, and have the very least overhead from a hypervisor point of view. And then what that means is you're getting more out of your machine, for the price that you pay. And then you think about the rest of the ecosystem, right? Think about all the other services, and all the features, and just the breadth, and the extensiveness of AWS. And that's critically important for all of our Windows customers as well. And so you're going to have things like Active Directory, and these sort of things that are very Windows specific, and we can absolutely support all of those, natively. And in the Windows operating system as well. We have things like various agents that you can run inside the Windows box to do more maintenance and management. And so I think we've done a really good job in bringing Windows into the larger, and broader ecosystem of AWS. And it really is just a case of making sure that Windows runs smoothly. And that's just the last little bit on top of that, and so many customers enterprises run Windows today. When I started out my career, I was developing software in the banking industry, and it was a very much a Windows environment. They were running critical applications. And so we see it's critically important for customers who run Windows today, to be able to bring those Windows workloads to AWS. >> Yeah, and that's certainly-- >> We are seeing a trend. Yeah, sorry, go ahead. >> Well, they're certainly out there from a market share standpoint, but this is a cost driver, you guys are saying, and I want you to just give an example, or just illustrate why it costs less. How is it a cost savings? Is it just services, cycle times on EC2? I mean what's the cost savings? I'm a customer like, "Okay, so I'm going to go to Amazon with my workloads." Why is it a cost saving? >> I think there are a few things. The one I was referring to in my previous comment was the price performance, right? And so if I'm running on a system, where the hypervisor is using a significant portion of the physical CPU that I want to use as well. Well there's an overhead to that. And so from a price performance point of view, I look at, if I go and benchmark a CPU, and I look at how much I pay for that per unit of that benchmark, it's better on AWS. Because with our natural system, we're able to give you 100% of the floor. And so you get a performance then. So that's the first thing is price performance, which is different from this price. But there's a saving there as well. The other one is a large part, and getting into the migration program as well. A large part of what we do with our customers, when they come to AWS, is supposed to be, we take a long look at their license strategy. What licenses do they have? And a key part of bringing in Windows workloads AWS, is license optimization. What can we do to help you optimize the licenses that you're using today for Windows, for SQL Server, and really try and find efficiencies in that. And so we're able to secure significant savings for many of our customers by doing that. And we have a number of tools that they use as part of the migration program to do that. And so that helps save there. And then finally, we have a lot of customers doing what we call modernization of their applications. And so it really embraced Cloud, and some of the benefits that you get from Cloud. Especially elasticities, so being able to scale for demand. It's very difficult to do that when you bound by license for your operating system, because every box you run, you have to have a license for it. And so tuning auto scaling on, you've got to make sure you have enough licenses for all these Windows boxes you've seen. And so the push the Cloud's bringing, we've seen a lot of customers move Windows applications from Windows to Linux, or even move SQL Server, from SQL server to SQL Server on Linux, or another database platform. And do a modernization there, that already allows them to benefit from the elasticity that Cloud provides, without having to constantly worry about licenses. >> So final question on this point, migration service implies migration from somewhere else. How do they get involved? What's the onboarding process? Can you give a quick detail on that? >> Absolutely, so we've been helping customers with migrations for years. We've launched a migration program, or Migration Acceleration Program, MAP. We launched it, I think about 2016, 2017 was the first part of that. It was really just a bringing together of the various, the things we'd learned, the tools we built, the best strategies to do a migration. And we said, "How do we help customers looking "to migrate to the Cloud." And so that's what MAP's all about, is just a three phase, we'll help you assess the migration, we'll help you do a lot of planning. And then ultimately, we help you actually do the migration. We partner with a number of external partners, and ISVs, and GSIs, who also worked very closely with us to help customers do migrations. And so what we launched in April of this year, with the Windows migration program, is really just more support for Windows workload, as part of the broader Migration Acceleration Program. And there's benefits to customers, it's a smoother migration, it's a faster migration in almost all cases, we're doing license assessments, and so there's cost reduction in that as well. And ultimately, there's there's other benefits as well that we offer them, if they partner with us in bringing the workload to AWS. And so getting involved is really just reaching out to one of our AWS sales folks, or one of your account managers, if you have an account manager, and talk to them about workloads that you'd like to bring in. And we even go as far as helping you identify which applications are easiest to migrate. And so that you can kind of get going with some of the easier ones, while we help you with some of the more difficult ones. And strategies' about removing those roadblocks to bring your services to AWS. >> Takes the blockers away, Dave Brown, Vice President of EC2, the crown jewel of AWS, breaking down AppFlow, and the migration to Windows services. Great insights, appreciate the time. >> Thanks. >> We're here with Dave Brown, VP of EC2, as part of the virtual Cube coverage. Dave, I want to get your thoughts on an industry topic. Given what you've done with EC2, and the success, and with COVID-19, you're seeing that scale problem play out on the world stage for the entire population of the global world. This is now turning non-believers into believers of DevOps, web services, real time. I mean, this is now a moment in history, with the challenges that we have, even when we come out of this, whether it's six months or 12 months, the world won't be the same. And I believe that there's going to be a Cambrian explosion of applications. And an architecture that's going to look a lot like Cloud, Cloud-native. You've been doing this for many, many years, key architect of EC2 with your team. How do you see this playing out? Because a lot of people are going to be squirreling in rooms, when this comes back. They're going to be video conferencing now, but when they have meetings, they're going to look at the window of the future, and they're going to be exposed to what's failed. And saying, "We need to double down on that, "we have to fix this." So there's going to be winners and losers coming out of this pandemic, really quickly. And I think this is going to be a major opportunity for everyone to rally around this moment, to reset. And I think it's going to look a lot like this decoupled, this distributed computing environment, leveraging all the things that we've talked about in the past. So what's your advice, and how do you see this evolving? >> Yeah, I completely agree. I mean, I think, just the speed at which it happened as well. And the way in which organizations, both internally and externally, had to reinvent themselves very, very quickly, right? We've been very fortunate within Amazon, moving to working from home was relatively simple for the vast majority of us. Obviously, we have a number of our employees that work in data centers, and performance centers that have been on the front lines, and be doing a great job. But for the rest of us, it's been virtual video conferencing, right? All about meetings, and being able to use all of our networking tools securely, either over the VPN, or the no VPN infrastructure that we have. And many organizations had to do that. And so I think there are a number of different things that have impacted us right now. Obviously, virtual desktops has been a significant sort of growth point, right? Folks don't have access to the physical machine anymore, they're now all having to work remote, and so service like Workspaces, which runs on EC2, as well, has being a critical service data to support many of our largest customers. Our client VPN service, so we have within EC2 on the networking side, has also been critical for many large organizations, as they see more of their staff working everyday remotely. It has also seen, been able to support a lot of customers there. Just more broadly, what we've seen with COVID-19, is we've seen some industries really struggle, obviously travel industry, people just aren't traveling anymore. And so there's been immediate impact to some of those industries. They've been other industries that support functions like the video conferencing, or entertainment side of the house, has seen a bit of growth, over the last couple of months. And education has been an interesting one for us as well, where schools have been moving online. And behind the scenes in AWS, and on EC2, we've been working really hard to make sure that our supply chains are not interrupted in any way. The last thing we want to do is have any of our customers not be able to get EC2 capacity, when they desperately need it. And so we've made sure that capacity is fully available, even all the way through the pandemic. And we've even been able to support customers with, I remember one customer who told me the next day, they're going to have more than hundred thousand students coming online. And they suddenly had to grow their business, by some crazy number. And we were able to support them, and give them the capacity, which is way outside of any sort of demand--. >> I think this is the Cambrain explosion that I was referring to, because a whole new set of new things have emerged. New gaps in businesses have been exposed, new opportunities are emerging. This is about agility. It's real time now. It's actually happening for everybody, not just the folks on the inside of the industry. This is going to create a reinvention. So it's ironic, I've heard the word reinvent mentioned more times now, over the past three months, than I've heard it representing to Amazon. 'Cause that's your annual conference, Reinvent, but people are resetting and reinventing. It's actually a tactic, this is going on. So they're going to need some Clouds. So what do you say to that? >> So, I mean, the first thing is making sure that we can continue to be highly available, continue to have the capacity. The worst scenario is not being able to have the capacity for our customers, right? We did see that with some providers, and that honesty on outside is just years and years of experience of being able to manage supply chain. And the second thing is obviously, making sure that we remain available, that we don't have issues. And so, you know, with all of our stuff going remote and working from home, all my teams are working from home. Being able to support AWS in this environment, we haven't missed a beat there, which has been really good. We were well set up to be able to absorb this. And then obviously, remaining secure, which was our highest priority. And then innovating with our customers, and being able to, and that's both products that we're going to launch over time. But in many cases, like that education scenario I was talking about, that's been able to find that capacity, in multiple regions around the world, literally on a Sunday night, because they found out literally that afternoon, that Monday morning, all schools were virtual, and they were going to use their platform. And so they've been able to respond to that demand. We've seen a lot more machine learning workloads, we've seen an increase there as well as organizations are running more models, both within the health sciences area, but also in the financial areas. And also in just general business, (mumbles), yes, wherever it might be. Everybody's trying to respond to, what is the impact of this? And better understand it. And so machine learning is helping there, and so we've been able to support all those workloads. And so there's been an explosion. >> I was joking with my son, I said, "This world is interesting." Amazon really wins, that stuff's getting delivered to my house, and I want to play video games and Twitch, and I want to build applications, and write software. Now I could do that all in my home. So you went all around. But all kidding aside, this is an opportunity to define agility, so I want to get your thoughts, because I'm a bit a big fan of Amazon. As everyone knows, I'm kind of a pro Amazon person, and as other Clouds kind of try to level up, they're moving in the same direction, which is good for everybody, good competition and all. But S3 and EC2 have been the crown jewels. And building more services around those, and creating these abstraction layers, and new sets of service to make it easier, I know has been a top priority for AWS. So can you share your vision on how you're going to make EC2, and all these services easier for me? So if I'm a coder, I want literally no code, low code, infrastructure as code. I need to make Amazon more programmable and easier. Can you just share your vision on, as we talk about the virtual summits, as we cover the show, what's your take on making Amazon easier to consume and use? >> It's been something we thought a lot over the years, right? When we started out, we were very simple. The early days of EC2, it wasn't that rich feature set. And it's been an interesting journey for us. We've obviously become a lot more, we've written, launched local features, which narrative brings some more complexity to the platform. We have launched things like Lightsail over the years. Lightsail is a hosting environment that gives you that EC2 like experience, but it's a lot simpler. And it's also integrated with a number of other services like RDS and ELB as well, basic load balancing functionality. And we've seen some really good growth there. But what we've also learned is customers enjoy the richness of what ECU provides, and what the full ecosystem provides, and being able to use the pieces that they really need to build their application. From an S3 point of view, from a board ecosystem point of view. It's providing customers with the features and functionality that they really need to be successful. From the compute side of the house, we've done some things. Obviously, Containers have really taken off. And there's a lot of frameworks, whether it's EKS, or community service, or a Docker-based ECS, has made that a lot simpler for developers. And then obviously, in the serverless space, Landers, a great way of consuming EC2, right? I know it's serverless, but there's still an EC2 instance under the hood. And being able to bring a basic function and run those functions in serverless is, a lot of customers are enjoying that. The other complexity we're going after is on the networking side of the house, I find that a lot of developers out there, they're more than happy to write the code, they're more than happy to bring their reputation to AWS. But they struggle a little bit more on the networking side, they really do not want to have to worry about whether they have a route to an internet gateway, and if their subnets defined correctly to actually make the application work. And so, we have services like App Mesh, and the whole mesh server space is developing a lot. To really make that a lot simpler, where you can just bring your application, and call it on an application that just uses service discovery. And so those higher level services are definitely helping. In terms of no code, I think that App Mesh, sorry not App Mesh, AppFlow is one of the examples for already given organizations something at that level, that says I can do something with no code. I'm sure there's a lot of work happening in other areas. It's not something I'm actively thinking on right now , in my role in leading EC2, but I'm sure as the use cases come from customers, I'm sure you'll see more from us in those areas. They'll likely be more specific, though. 'Cause as soon as you take code out of the picture, you're going to have to get pretty specific in the use case. You already get the depth, the functionality the customers will need. >> Well, it's been super awesome to have your valuable time here on the virtual Cube for covering Amazon Summit, Virtual Digital Event that's going on. And we'll be going on throughout the year. Really appreciate the insight. And I think, it's right on the money. I think the world is going to have in six to 12 months, surge in reset, reinventing, and growing. So I think a lot of companies who are smart, are going to reset, reinvent, and set a new growth trajectory. Because it's a Cloud-native world, it's Cloud-computing, this is now a reality, and I think there's proof points now. So the whole world's experiencing it, not just the insiders, and the industry, and it's going to be an interesting time. So really appreciate that, they appreciate it. >> Great, >> Them coming on. >> Thank you very much for having me. It's been good. >> I'm John Furrier, here inside theCUBE Virtual, our virtual Cube coverage of AWS Summit 2020. We're going to have ongoing Amazon Summit Virtual Cube. We can't be on the show floor, so we'll be on the virtual show floor, covering and talking to the people behind the stories, and of course, the most important stories in silicon angle, and thecube.net. Thanks for watching. (upbeat music)

>> Narrator: From theCUBE studios in Palo Alto and Boston, it's the theCUBE covering IBM Think. Brought to you by IBM. >> Hi everybody, this is Dave Valanti and welcome back to the IBM Think 2020 digital event experience. This is the afterglow, the after thoughts, the post halo effect. Mani Dasgupta is here. She's the Vice President of Brand and Product Marketing at IBM. Great to see you again, thanks for coming back on Mani. >> Thank you Dave, it's fantastic to be here after Think which has been super successful for us, so excited to have this chat. >> You know it's really nice, one of the silver linings of these digital events is you can actually have these kinds of conversations in an afterglow, so I want to get right into it. Mark Foster kind of set things up for the division and the service, he talked about a lot of customers. He talked about the cognitive enterprise, and he gave really three sort of arcs of his content discussion. One was the market making platforms, the second was intelligent work flows, and the third is the whole enterprise experience in humanity and he tied it in to the whole COVID-19 pandemic. I wonder if you could give us your thoughts, and maybe an example? >> Sure, absolutely, sure can. You know the cognitive enterprise is a framework that businesses can adapt as they go on forward with their business transformation journey. The market making platform is in simple terms, its how do you put yourself in the route for growth? Do you need to look for new customers, do you need to look for new markets? What's your competitive advantage? Build a platform, or create a platform which signifies competitive advantage for you. So that's the first piece of it. The second piece of it pertains to the operations of the company. How well are you run? How efficient are you? How effective are your processes? How have you been able to apply the latest and greatest in technologies? Edge, 5G, automation, artificial intelligence. How are you able to apply those technologies to make your processes work better for you? So that's the second big piece. And the third piece is keeping your customers at the core of whatever you do. So the experience of the customers, the updated and newer demands of the customers. How do you address that with the human at the center of it, right? The empathy that I was talking about when we spoke last, before and during Think. It's truly important especially in these times, every company is trying to figure out, in this scenario, how do they keep their business on the growth track? And the cognitive enterprise framework helps them on this journey. >> Was there an example that came out of Think that you can point to that is reflective of this? >> Absolutely, there were actually three great case studies that clients and colleagues who joined us during Think, we had the CEO of Yara, we had Shell and we had Frito Lay. A quick example is Frito Lay, and I bring them up because this is a brand that everybody recognizes, in fact they are now in 94% of all US households. And these are name brands like your chips, especially when we are all stuck at home during this pandemic they are a name that quite often comes to mind, Frito Lay. So a good example of what they are having to deal with. They haven't changed their transformation trajectory, they have sped it up. They have just become way more agile, teams that were in different locations are now all near shore. If you think about this scenario right now, everybody is working on Webex, everybody is getting distributed agile to work, so everybody, nobody is at a disadvantage because they are somewhere in India or they are somewhere in Mexico, or they are somewhere in the US, they are all together right now working together on the same digital platform. So actually everybody's near shore. So they have sped up their direct to consumer channel, in the past one month they have been able to quickly pivot and bring snacks.com to people, everybody across the US, that's a very good example of how you can apply the changes around you to your advantage, and make sure that this contributes to the growth and success of their business, and we had Frito join us live during Think, if you want to see it you can go live to our, now on our on demand platform and watch them. >> One of the things that Mark Foster mentioned in his remarks was that a lot of executives might have been thinking prior to COVID that they wanted to shake things up a little bit. But it's risky, you know they're kind of reticent to do that well, things have been shaken up. And now they've got you know the perfect reason to disrupt their own business. And organizations have been very tactical, focus on the customer, really trying to keep the lights on, managing cash, et cetera, but as we start to come out of this, they're beginning to think of the more midterm impacts, they're rethinking the ideal customer profile, and the value proposition in this new reality. So how should customers think about getting started on this journey of the cognitive enterprise if they haven't started already? >> You know it's, the good thing is the technology right now is available to us, even if people want to get started they can do it right now. One of the ways that we have been advising our clients to get started who haven't get started this journey, is to come together in a distributed agile framework, what we call the IBM Garage our Co-Creation Workshop, put the customer at the center of it and create an empathy map. Around what is the problem that we are trying to solve? What's the most important thing that that particular business is trying to solve? And for every business it may be a different answer, right? And so it's not prescriptive, its a place where you can come and lay out the cards on the table and figure out what's the right next step for your business, and then we can use the same model to unpack the problem into solvable components and apply technology to very quickly show results. The beauty of this is not just an MVP, this is actually solving real world problems, and it is doing it at global scale. That's the beauty of it and I think that's where we should start. >> You know a lot of these big events, the big physical events, of course we love them it's something theCUBE has been doing for 10 years, but the disappointing thing is oftentimes after the event everybody disappears, they go back to work and it's sort of forgotten. The great thing about these digital events is you can kind of continue the discussion, not unlike what we're doing now, but also you have these Think Summits, and you're going to be connecting the dots in the thread from Think all the way through until this thing ends and even beyond I would predict, that digital is here to stay, at least an event standpoint, and a hybrid, and other businesses. So give us the update on the Think Summits, how do we get more information, what are they all about? >> Absolutely, for more information is always available on our on demand platforms, so you can go onto IBM.com/think, but what you said Dave is so important. That this is not a one and done, we want to keep the conversations running, we want to keep engaging with everybody who has come last week to have an engaging discussion with us, we will continue this in June, in Europe, in different cities we have a number of Think Summits. This will be followed with other Think Summits across the globe. Now as IBM we feel we have a responsibility not just that we create content and thought leadership that is consumed by millions of people across the globe, we do it in a way that is global. So we want to make sure that you and I today are talking in English, that we are able to have our colleagues in China are able to have the same conversation in the language that they prefer, and so in Japan and so on and so forth, IBM being the truly global company that we are, we want to make sure that the conversations also have nuances that are impacting these countries in real time, in the situation that we are in, not all companies are in the same space in the curve, some are recovering, some are bouncing back, some are just getting into this scenario that's all around us. So the remedy and the routes that business will take, is also slightly different. So we want to make sure we are very customized, we want to make sure we are really very relevant to that audience. So follow us on the Think Summits across the globe, as the new dates are keeping on newer dates are getting announced on the Think platform, so that's ready to go. The one last thing I would also say Dave, is that at this time what's very important is that not all tech is created equal, and not all companies are created equal. What's the cost of bad advice and so I think it's very important to be mindful of who you engage with. And make sure that we are not taken advantage of in these kind of scenarios. Be very mindful of how how well your partner understands your business, how well your partner understands what could go wrong. And plan for it, and not just show but be there with your clients, with your customers throughout the journey, and take them back to the path of growth. >> Yeah that whole notion of business resilience and not only as a defensive move, but also something that you can lean into, really try to grow your business, there's a lot of learning going on, a lot of great content on the IBM Think Digital Experience site. Of course theCUBE.net. Mani, thanks so much for coming back on, and breaking down IBM Think, and giving us a forward look to the Think Summits. Great to have you. >> Absolutely my pleasure Dave, thank you. >> And thank you for watching everybody, this is Dave Valanti for theCUBE and we'll see you next time. (upbeat instrumental music)

from around the globe it's the cube with digital coverage of Red Hat summit 2020 brought to you by Red Hat last year in 2019 IBM made the biggest M&A move of the year with a 34 billion dollar acquisition of red hat it positioned IBM for the next decade after what was a very tumultuous tenure by CEO Ginni Rometty who had to shrink in order to grow unfortunately she didn't have enough time to do the grille part that has now gone toward Arvind Krishna the new CEO of IBM this is Dave Volante and I'm here with Stu minimun and this is our Red Hat keynote analysis is our 7th year doing the Red Hat summit and we're very excited to be here this is our first year doing Stu the Red Hat summit post IVM acquisition we've also got IBM think next week so what we want to do for you today is review what's going on at the Red Hat summits do you've been wall-to-wall with the interviews we're gonna break down the announcements IBM had just announced its quarter so we get some glimpse as to what's happening in the business and then we're gonna talk about going forward what the prognosis is for both IBM and Red Hat well and Dave of course our audience understands there's a reason why we're sitting farther apart than normal in our studio and you know why we're not in San Francisco where the show is supposed to be this year last year it's in Boston Red Hat summit goes coast-to-coast every year it's our seventh year doing the show first year doing it all digital of course our community is always online but you know real focus you know we're gonna talk about Dave you know you listen to the keynote speeches it's not the as we sit in our preview it's not the hoopla we had a preview with pork or mayor ahead of the event where they're not making big announcements most of the product pieces we're all out front it's open source anyway we know when it's coming for the most part some big partnership news of course strong customer momentum but a different tenor and the customers that Red Hat's lined up for me their interview all talking you know essential services like medical your your energy services your communication services so you know real focus I think Dave both IBM and right making sure that they are setting the appropriate tone in these challenging times yeah I mean everybody who we talked to says look at the employees and safety comes first once we get them working from home and we know that they're safe and healthy we want to get productive and so you've seen as we've reported that that shift to the work from home infrastructure and investments in that and so now it's all about how do we get closer to clients how do we stay close to clients and be there for them and I actually have you know business going forward you know the good news for IBM is it's got strong cash flow it's got a strong balance sheet despite you know the acquisition I mean it's just you know raise some more you know low low cost debt which you know gives them some dry powder going forward so I think IBM is gonna be fine it's just there's a lot of uncertainty but let's go back to your takeaways from the Red Hat Summit you've done you know dozens of interviews you got a good take on the company what are you top three takeaways - yeah so first of all Dave you know the focus everybody has is you know what does Red Hat do for the cloud story for IBM OpenShift especially is absolutely a highlight over 2,000 customers now from some really large ones you know last year I interviewed you know Delta you've got you know forward and Verizon up on stage for the keynote strong partnership with Microsoft talking about what they're doing so OpenShift has really strong momentum if you talk about you know where is the leadership in this whole kubernetes space Red Hat absolutely needs to be in that discussion not only are they you know other than Google the top contributor really there but from a customer standpoint the experience what they've built there but what I really liked from Red Hat standpoint is it's not just an infrastructure discussion it's not OPM's and containers and there's things we want to talk about about VMs and containers and even server lists from Red Hat standpoint but Red Hat at its core what it is it they started out as an operating system company rel Red Hat Enterprise Linux what's the tie between the OS and the application oh my god they've got decades of experience how do you build applications everything from how they're modernizing Java with a project called Korkis through how their really helping customers through this digital transformation I hear a similar message from Red Hat and their customers that I hear from Satya Nadella at Microsoft is we're building lots of applications we need to modernize what they're doing in Red Hat well positioned across the stack to not only be the platform for it but to help all of the pieces to help me modernize my applications build new ones modernize some of the existing ones so OpenShift a big piece of it you know automation has been a critical thing for a while we did the cube last year at ansible fest for the first time from Red Hat took that acquisition has helped accelerate that community in growth and they're really Dave pulling all the pieces together so it's what you hear from Stephanie shirasu ironically enough came over from IBM to run that business inside a Red Hat well you know now she's running it inside Red Hat and there's places that this product proliferate into the IBM portfolio next week when we get where it I didn't think I'm sure we'll hear a lot about IBM cloud packs and look at what's underneath IBM cloud packs there's open shift there's rel all those pieces so you know I know one of the things we want to talk about Davis you know what does that dynamic of Red Hat and IBM mean so you know open shift automation the full integration both of the Red Hat portfolio and how it ties in with IBM would be my top three well red hat is now IBM I mean it's a clearly part of the company it's there's a company strategy going forward the CEO Arvind Krishna is the architect of the Red Hat acquisition and so you know that it's all in on Red Hat Dave I mean just the nuance there of course is the the thing you hear over and over from the Red Hatters is Red Hat remains Red Hat that cultural shift is something I'd love to discuss because you know Jim Whitehurst now he's no longer a Red Hat employee he's an IBM employee so you've got Red Hat employees IBM employees they are keeping that you know separation wall but obviously there's flowing in technology and come on so come on in tech you look at it's not even close to what VMware is VMware is a separate public company has separate reporting Red Hat doesn't I mean yes I hear you yo you got the Red Hat culture and that's good but it's a far cry from you know a separate entity with full transparency the financials and and so I I hear you but I'm not fully buying it but let's let's get into it let's take a look at at the quarter because that I think will give us an indication as to how much we actually can understand about RedHat and and again my belief is it's really about IBM and RedHat together I think that is their opportunity so Alex if you wouldn't mind pulling up the first slide these are highlights from IBM's q1 and you know we won't spend much time on the the the IBM side of the business although we wanted to bring some of that in but hit the key here as you see red hat at 20% revenue growth so still solid revenue growth you know maybe a little less robust than it was you know sequentially last quarter but still very very strong and that really is IBM's opportunity here 2,200 clients using red hat and an IBM container platforms the key here is when Ginni Rometty announced this acquisition along with Arvind Krishna and Jim Whitehurst she said this is going to be this is going to be cash flow free cash flow accretive in year one they've already achieved that they said it's gonna be EPS accretive by year two they are well on their way to achieving that why we talked about this do it's because iBM has a huge services organization that it can plug open shift right into and begin to modernize applications that are out there I think they cited on the call that they had a hundred ongoing projects and that is driving immediate revenue and allows IBM to from a financial standpoint to get an immediate return so the numbers are pretty solid yeah absolutely Dave and you know talking about that there is a little bit of the blurring a line between the companies one of the product pieces that came out at the show is IBM has had for a couple of years think you know MCM multi cloud management there was announced that there were actually some of the personnel and some of the products from IBM has cut have come into Retta of course Red Hat doing what they always do they're making it open source and they're it's advanced cluster management really from my viewpoint this is an answer to what we've seen in the kubernetes community for the last year there is not one kubernetes distribution to rule them all I'm going to use what my platforms have and therefore how do I manage across my various cloud environments so Red Hat for years is OpenShift lives everywhere it sits on top of VMware virtualization environments it's on top of AWS Azure in Google or it just lives in your Linux farms but ACM now is how do I manage my kubernetes environment of course you know super optimized to work with OpenShift and the roadmap as to how it can manage with Azure kubernetes and some of the other environments so you know you now have some former IBM RS that are there and as you said Dave some good acceleration in the growth from the Red Hat numbers we'd seen like right around the time that the acquisition happened Red Hat had a little bit of a down quarter so you know absolutely the services and the the scale that IBM can bring should help to bring new logos of course right now Dave with the current global situation it's a little bit tough to go and be going after new business yeah and we'll talk about that a little bit but but I want to come back to sort of when I was pressing you before on the trip the true independence of Red Hat by the way I don't think that's necessarily a wrong thing I'll give an example look at Dell right now why is Dell relevant and cloud well okay but if Dell goes to market says we're relevant in cloud because of VMware well then why am I talking to you why don't I talk to VMware and so so my point is that that in some regards you know having that integration is there is a real advantage no you know you were that you know EMC and the time when they were sort of flip-flopping back and forth between integrated and not and separate and not it's obviously worked out for them but it's not necessarily clear-cut and I would say in the case of IBM I think it's the right move why is that every Krista talked about three enduring platforms that IBM has developed one is mainframe that's you know gonna here to stay the second was middleware and the third is services and he's saying that hybrid cloud is now the fourth and during platform that they want to build well how do they gonna build that what are they gonna build that on they're gonna build that an open shift they they're there other challenges to kind of retool their entire middleware portfolio around OpenShift not unlike what Oracle did with with Fusion when it when it bought Sun part of the reason - pod Sun was for Java so these are these are key levers not necessarily in and of themselves you know huge revenue drivers but they lead to awesome revenue opportunities so that's why I actually think it's the right move that what IBM is doing keep the Red Hat to the brand and culture but integrate as fast as possible to get cash flow or creative we've achieved that and get EPS accretive that to me makes a lot of sense yeah Dave I've heard you talk often you know if you're not a leader in a position or you know here John Chambers from Cisco when he was running it you know if I'm not number one or number two why am I in it how many places did IBM have a leadership position Red Hat's a really interesting company because they have a leadership position in Linux obviously they have a leadership position now in kubernetes Red Hat culturally of course isn't one to jump up and down and talk about you know how they're number one in all of these spaces because it's about open source it's about community and you know that does require a little bit of a cultural shift as IBM works with them but interesting times and yeah Red Hat is quietly an important piece of the ecosystem let me let me bring in some meteor data Alex if you pull up that that's that second slide well and I've shown this before in braking analysis and what this slide shows in the vertical axis shows net score net score is a measure of spending momentum spending velocity the the horizontal axis is is is called market share it's really not market share it's it's really a measure of pervasiveness the the mentions in the data set we're talking about 899 responses here out of over 1200 in the April survey and this is a multi cloud landscape so what I did here Stu I pulled on containers container platforms of container management and cloud and we positioned the companies on this sort of XY axis and you can see here you obviously have in the upper right you've got Azure in AWS why do I include AWS and the multi cloud landscape you answered that question before but yesterday because Dave even though Amazon might not allow you to even use the word multi cloud you can't have a discussion of multi cloud without having Amazon in that discussion and they've shifted on hybrid expect them to adjust their position on multi-cloud in the future yeah now coming back to this this this data you see kubernetes is on the kubernetes I know is another company but ETR actually tracks kubernetes you can see how hot it is in terms of its net score and spending momentum yeah I mean Dave do you know the thing the the obvious thing to look at there is if you see how strong kubernetes is if IBM plus red hat can keep that leadership in kubernetes they should do much better in that space than they would have on with just their products alone and that's really the lead of this chart that really cuts to the chase do is you see you see red Red Hat openshift has really strong spending momentum although I will say if you back up back up to say April July October 18 19 it actually was a little higher so it's been pushed down remember this is the April survey that what's ran from mid-march to mid April so we're talking right in the middle of the pandemic okay so everybody's down but nonetheless you can see the opportunity is for IBM and Red Hat to kind of meet in the middle leverage IBM's massive install base in its in its services presence in its market presence its pervasiveness so AKA market share in this rubric and then use Red Hat's momentum and kind of meet in the middle and that's the kind of point that we have here with IBM's opportunity and that really is why IBM is a leader in at least a favorite in my view in multi cloud well Dave if you'd look two years ago and you said what was the competitive landscape Red Hat was an early leader in the kubernetes you know multi-cloud discussion today if you ask everybody well who's doing great and kubernetes you have to talk about all the different options that amazon has Amazon still has their own container management with ACS of course IKS is doing strong and well and Amazon whatever they do they we know they're going to be competitive Microsoft's there but it's not all about competition in this space Dave because you know we see Red Hat partnering across these environments they do have a partnership with AWS they do have you know partnership with you know Microsoft up on stage there so where it was really interesting Dave you know one of the things I was coming into this show looking is what is Red Hat's answer to what VMware is really starting to do in this space so vSphere 7 rolled out and that is the ga of project Pacific so taking virtualization in containers and putting them together Red Hat of course has had virtualization for a long time with KVM they have a different answer of how they're doing openshift virtualization and it rather than saying here's my virtual environment and i can also do kubernetes on it they're saying containers are the future and where you want to go and we can bring your VMs into containers really shift them the way you have really kind of a lift and shift but then modernize them Dave customers are good you know you want to meet customers where they are you want to help them move forward virtualization in general has been a you don't want to touch your applications you want to just you know let it ride forever but the real the real driver for companies today is I've got to build new apps I need to modernize on my environment and you know Red Hat is positioning and you know I like what I'm hearing from them I like what I'm hearing from my dad's customers on how they're helping take both the physical the virtual the containers in the cloud and bring them all into this modern era yeah and and you know IBM made an early bet on on kubernetes and obviously around Red Hat you could see actually on that earlier slide we showed you IBM we didn't really talk about it they said they had 23% growth in cloud which is that they're a twenty two billion dollar business for IBM you're smiling yeah look good for IBM they're gonna redefine cloud you know let AWS you know kick and scream they're gonna say hey here's how we define cloud we include our own pram we include Cano portions of our consulting business I mean I honestly have no idea what's in the 22 billion and how if they're growing 22 billion at 23% wow that's pretty awesome I'm not sure I think they're kind of mixing apples and oranges there but it makes for a good slide yeah you would say wait shouldn't that be four billion you added he only added two or three billion you know numbers can tell a story but you can also manipulate but the point is the point is I've always said this near term the to get you know return on this deal it's about plugging OpenShift into services and modernizing applications long term it's about maintaining IBM and red-hats relevance in the hybrid cloud world which is I don't know how big it is it's a probably a trillion-dollar opportunity that really is critical from a strategy standpoint do I want to ask you about the announcements what about any announcements that you saw coming from Red Hat are relevant what do we need to know there yeah so you know one of the bigger ones we already talked about that you know multi cloud manager what Red Hat has the advanced cluster management or ACM absolutely is an era an area we should look VMware Tong's ooh Azure Ark Google anthos and now ACM from Red Hat in partnership with IBM is an area still really early Dave I talked to some of the executives in the space and say you know are we going to learn from the mistakes of multi vendor management Dave you know you think about the CA and BMC you know exactly of the past will we have learned for those is this the right way to do it it is early but Red Hat obviously has a position here and they're doing it um did hear plenty about how Red Hat is plugging into all the IBM environments Dave Z power you know the cloud solutions and of course you know IBM solutions across the board my point of getting a little blue wash but hey it's got to happen I think that's a smart move right you know we talked about you know really modernizing the applications in the environments I talked a bit about the virtualization piece the other one if you say okay how do I pull the virtualization forward what about the future so openshift serverless is the other one it's really a tech preview at this point it's built off of the K native project which is part of the CNC F which is basically how do I still have you know containers and kubernetes underneath can that plug into server list order server let's get it rid of it everything so IBM Oracle Red Hat and others really been pushing hard on this Kay native solution it is matured a lot there's an ecosystem growing as how it can connect to Asher how it can connect to AWS so definitely something from that appdev piece to watch and Dave that's where I had some really good discussions with customers as well as the the Red Hat execs and their partners that boundary between the infrastructure team and the app dev team they're hoping to pull them together and some of the tooling actually helps ansible is a great example of that in the past but you know others in the portfolio and lastly if you want to talk a huge opportunity for Red Hat IBM and it's a jump ball for everyone is edge computing so Red Hat I've talked to them for years about what they were doing in the opened stack community with network function virtualization or NFV Verizon was up on stage I've got an interview for Red Hat summit with Vodafone idea which has 300 million subscribers in India and you know the Red Hat portfolio really helping a lot of the customers there so it's the telco edge is where we see a strong push there it's definitely something we've been watching from the you know the big cloud players and those partnerships Dave so you know last year Satya Nadella was up on the main stage with Red Hat this year Scott Guthrie you know there he's at every Microsoft show and he's not the red head show so it is still ironic for those of us that have watched this industry and you say okay where are some of the important partnerships for Red Hat its Microsoft I mean you know we all remember when you know open-source was the you know evil enemy for from Microsoft and of course Satya Nadella has changed things a lot it's interesting to watch I'm sure we'll talk more at think Dave you know Arvind Krishna the culture he will bring in with the support of Jim Whitehurst comes over from IBM compared to what Satya has successfully done at Microsoft well let's talk about that let's let's talk about let's bring it home with the sort of near-term midterm and really I want to talk about the long term strategic aspects of IBM and Red Hat's future so near-term IBM is suspended guidance like everybody okay they don't have great visibility some some some things to watch by the way a lot of people are saying no just you know kind of draw draw a red line through this quarter you just generally ignore it I disagree look at cash flow look balance sheets look at what companies are doing and how they're positioning that's very important right now and will give us some clues and so there's a couple of things that we're watching with IBM one is their software business crashed in March and software deals usually come in big deals come in at the end of the quarter people were too distracted they they stopped spending so that's a concern Jim Cavanaugh on the call talked about how they're really paying attention to those services contracts to see how they're going are they continuing what's the average price of those so that's something that you got to watch you know near-term okay fine again as I said I think IBM will get through this what really I want to talk about to do is the the prospects going forward I'm really excited about the choice that IBM made the board putting Arvind Krishna in charge and the move that he made in terms of promoting you know Jim Whitehurst to IBM so let's talk about that for a minute Arvind is a technical visionary and it's it's high time that I VM got back to it being a technology company first because that's what IBM is and and I mean Lou Gerstner you know arguably save the company they pivoted to services Sam Palmisano continue that when Ginny came in you know she had a services heritage she did the PWC deal and IBM really became a services company first in my view Arvind is saying explicitly we want to lead with technology and I think that's the right move of course iBM is going to deliver outcomes that's what high-beams heritage has been for the last 20 years but they are a technology company and having a technology visionary at the lead is very important why because IBM essentially is the leader prior to Red Hat and one thing mainframes IBM used to lead in database that used to lead in storage they used to lead in the semiconductors on and on and on servers now they lead in mainframes and and now switch to look at Red Hat Red Hat's a leader you know they got the best product out there so I want you to talk about how you see that shift to more of a sort of technical and and product focus preserving obviously but your thoughts on the move the culture you're putting Jim as the president I love it I think it was actually absolutely brilliant yeah did Dave absolutely I know we were excited because we you know personally we know both of those leaders they are strong leaders they are strong technically Dave when I think about all the companies we look at I challenge anybody to find a more consistent and reliable pair of companies than IBM and Red Hat you know for years it was you know red hat being an open-source company and you know the way their business model said it it's not the you know Evan flow of product releases we know what the product is going to be the roadmaps are all online and they're gonna consistently grow what we've seen Red Hat go from kind of traditional software models to the subscription model and there are some of the product things we didn't get into too much as to things that they have built into you know Red Hat Enterprise Linux and expanding really their cloud and SAS offerings to enhance those environments and that that's where IBM is pushing to so you know there's been some retooling for the modern era they are well positioned to help customers through that you know digital transformation and as you said Dave you and I we both read the open organization by Jim lighters you know he came in to Red Hat you know really gave some strong leadership the culture is strong they they have maintained you know really strong morale and I talked to people inside you know was their concern inside when IBM was making the acquisition of course there was we've all seen some acquisitions that have gone great when IBM has blue washed them they're trying to make really strong that Red Hat stays Red Hat to your point you know Dave we've already seen some IBM people go in and some of the leadership now is on the IBM side so you know can they improve the product include though improve those customer outcomes and can Red Hat's culture actually help move IBM forward you know company with over a hundred years and over 200,000 employees you'd normally look and say can a 12,000 person company change that well with a new CEO with his wing and you know being whitehurst driving that there's a possibility so it's an interesting one to watch you know absolutely current situations are challenging you know red hats growth is really about adding new logos and that will be challenged in the short term yeah Dave I I love you shouldn't let people off the hook for q2 maybe they need to go like our kids this semester is a pass/fail rather than a grid then and then a letter grade yeah yeah and I guess my point is that there's information and you got to squint through it and I think that look at to me you know this is like Arvin's timing couldn't be better not that he orchestrated it but I mean you know when Ginny took over I mean was over a hundred million a hundred billion I said many times that I beams got a shrink to grow she just ran out of time for the Gro part that's now on Arvind and I think that so he's got the cove in mulligan first of all you know the stocks been been pressured down so you know his tenure he's got a great opportunity to do with IBM in a way what such an adela did is doing at Microsoft you think about it they're both deep technologists you know Arvind hardcore you know computer scientist Indian Institute of Technology Indian Institute of Technology different school than Satya went to but still steeped in in a technical understanding a technical visionary who can really Drive you know product greatness you know in a I would with with Watson we've talked a lot about hybrid cloud quantum is something that IBM is really investing heavily in and that's a super exciting area things like blockchain some of these new areas that I think IBM can lead and it's all running on the cloud you know look IBM generally has been pretty good with acquisitions they yes they fumbled a few but I've always made the point they are in the cloud game IBM and Oracle yeah they're behind from a you know market share standpoint but they're in the game and they have their software estate in their pass a state to insulate them from the race to the bottom so I really like their prospects and I like the the organizational structure that they put in place in it by the way it's not just Arvind Jim you mentioned Paul Cormier you know Rob Thomas has been been elevated to senior VP really important in the data analytic space so a lot of good things going on there yeah and Dave one of the questions you've been asking and we've been all talking to leaders in the industry you know what changes permanently after the this current situation you know automation you know more adoption of cloud the importance of developers are there's even more of a spotlight on those environments and Red Hat has strong positioning in that space a lot of experience that they help their customers and being open source you know very transparent there I both IBM and Red Hat are doing a lot to try to help the community they've got contests going online to you know help get you know open source and hackers and people working on things and you know strong leadership to help lead through these stormy weathers so Stuart's gonna be really interesting decade and the cube will be here to cover it hopefully hopefully events will come back until they do will be socially responsible and and socially distant but Stu thanks for helping us break down the the red hat and sort of tipping our toe into IBM more coverage and IBM think and next week this is Dave alotta for Stu minimun you're watching the cube and our continuous coverage of the Red Hat summit keep it right there be back after this short break you [Music]

if Studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cute conversation hi I'm Stu minuteman and welcome to a special cube conversation we've been talking to leaders around the industry about how they are helping their organizations and their customers in these challenging time with Kovac 19 really happy to bring back to the program one of our cube alumni he also has a new title Paul Cormier is now the president and CEO of Red Hat Paul it is great to see you we live geographically not too far apart normally we would be getting together person for summit of course that event happening digitally but thanks so much for joining us all right so Paul you have you know storied history at Red Hat you know I've sat through many keynotes where you walk through the product in portfolio looked at the acquisitions looked at the strategic direction moves taking the new job as CEO is a big move in regular times of course we're not in regular times we're in rather unique times here so let's start there what does it mean about coming into this new role in the times that we are facing you know you know as I see it considering the times here I think it's probably one of the biggest decisions I have made in my career to take on this new job only because don't as you know Stu talked a lot I've been here from certainly the beginning of our move to the enterprise in 19 years I was played 120 or so and and I think I actually think that we brought such a big value our customers I think that customers actually going to see even more value as we come out of this because than they have in the past for one thing with the combination of IBM were able to reach a wider set of customers out there if we can bring into the Linux world where all the innovations happening so I think I think our customers we've treated this our product line is an enterprise-grade product line since the beginning since day one we're literally helping our customers eat their businesses running at this point on our product lines because of you know everything we've done the victim enterprise-class you know so Paul some previous you know challenges in my my career you talk about whether financial you know whether it is natural disasters or 9/11 you know the technical industry needs to kind of rally together but you know one of the things that is different about this is the impact that has on every employee I wasn't surprised to see that the letter that you sent out to all of the associates was you know posted on the Red Hat site it didn't need to be leaked or anything like that so you know the transparency always is appreciated but bring us inside a little bit the organization you know how are you you know helping your employees and making sure that they can deal with all the personal things that they need to deal with while still being there for your customers your I mean well first of all first of all one of the things is you know we're sort of used to working remotely when the need arises even full-time for that case a big percentage of our associates are work remotely 1% of the time we've always had the philosophy in that we especially in engineering where we go after the best possible talent and the unique part of being 100 percent open-source focus is that our engineers know the other engineers that are working in our communities whether they know them better met them face to face they certainly know them very well on a professional level so a lot of our people were used to working remotely the other thing the other thing is most of Red Hat is type A personality type people so that's that's a good thing on some days and may be a tough thing on other days but but what that means is everybody works from home at some period whether it's you know they go to the office all day and wake up at midnight and do some more or that's Saturday or Sunday we're all pretty much you know set up to do that so our IT department has been you know they've been fabulous through this you know we've had you know a gazillion more hours of both VPN and video hours and it's just all work but they've had a great test bed for all these years so from from that standpoint from that technical standpoint worked very well from from the employee standpoint we've really we've really picked up the video All Hands videoconferencing from once a quarter every two weeks and so you know I had an All Hands meeting two days ago three days ago when I was announced on my new role and I committed to them we're gonna we're gonna have it all hands every two weeks come in talk we'll give you the updates etc so I think that's one thing you can't over communicate that I like this and I think the third thing that my I guess that's to say my former products for now but you know I still I still love those guys buying my form proved the products group they actually had a very great idea they're holding virtual office hours for their for their colleagues in the field once a week and we're actually holding once in the morning once later at night for the people in asia-pacific actual hours with a product managers in the engineers except for getting on videoconference to integrate and in talk with the folks out in the field about what we're doing in the products and in what's going on and what's upcoming and hear their issues as well I think this serves as two things the first thing that serves a certainly it keeps people engaged but secondly you know our people love the technology and so to some extent with everything going on around kovin and how serious it is in every country it almost gives our our people almost an escape from that to really spend an hour or two a day on this and just really have conversations with each other about the business and the products and the technology so that's become a really big hit inside as well yeah you know definitely there are some things that just get amplified you talked about you know we're used to being able to be on or join meetings you know regardless of the time of day amateur your team plenty of blue jeans and zoom meetings before this but it has taken a slightly different tone now with you know you've now got everybody at home you know and managing you know other personal relationships and things that are happening on the outside you you are still holding red hat summit at the end of April you think there's there's a real strong you know push from your team to you know balance and make sure that you're there for your customers but it's it's not going to be as much of the hoopla there's not that you know the slag and the announcements that are going on why is it important to still bring the community together and you know meet with your partners and customers you know rather than push it off to later this year you know it's a great question you know I said anyone know that when I stand up on stage for my keynote at the summit every year even though I'm so many year I don't know me son it's 1314 something like that even when even it's such a rush because we really do stand there you know Jim talked about this on our internal handoff where he said you know remember Paul and I on a ballroom with one of the first summits at some hotel we look behind the curtain and I said to him there's 300 people out there and you know last year in Boston I looked out and said wow there's 10,000 people here it's amazing so it really started as a as a way to really talk to an interact with both our customers and our community as well but it turned into a celebration and not just a celebration of internal RedHat people a celebration of the whole ecosystem and partners and customers and upstream people of how far open-source and linux has come and we didn't think that celebration part this year was really appropriate considering where we were but but we all still have a job to do we're all doing him remotely and as I said we're running made our customers business so we felt it was really important to put this out there to have our customers understand where we're going in the coming year the new some of the new products that we have coming and how we can help them and so that's really more of the tone this year and we feel that still important we all have a big job right now in coming out of this we're even going to have bigger jobs and how we re-entry into this and balance that so that's really the focus this year how we can continue to help with the technology we brought to the enterprise for the last 19 years yeah Paul the last question I have for you you know I think back to summit last year Satya Nadella was on stage Jenny Jenny Rometty was up on stage of course Red Hat you know tightly tied into you know abroad community and ecosystem network out there so as the leader of Red Hat you know how are you you know in contact and working with you know the communities and the partner ecosystem to both manage through and be ready for the other side of today I mean in one regard especially with many it's almost more at this point I mean that the partners in the ecosystems are really important many of the partners especially the smaller partners they look to us for leadership so so we still have communication with them and partly the summit is is for them as well well some of the larger partners like that you mentioned Microsoft a certainly IBM and an Amazon and Google and others we actually communicate almost more now that we're all working from home because as I said earlier the same goes outside as it does in inside you just can't and over communicate this environment and you know as you know sue the tech industry looks like this giant industry but it really is kind of a small industry and a lot of us know each other from for many years and so that communication is going on we're comparing notes actually in many cases we're comparing notes maybe even more than we might have in the past well no what are you guys doing at your company the plan for this is and I've actually seen some of the partners who focus on proprietary technologies even become a more bit more open on those discussions now so I think maybe that could be if there's any good outcome of this that could be one of the outcomes that's slightly positive all right well Paul thank you so much for the update congratulations on your new role we absolutely are looking forward to the summit at the end of the month thanks again always great to see you soon thanks very much all right be sure to check out the cube dotnet where you can see the the preview of Red Hat summit as well as the guests that we will have there we will have Paul Stephanie Matt Hicks lots of the Red Hat executives their customers and partners I'm Stu minimun and thank you for watching the cube [Music]

>> Announcer: From the CUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Welcome to this special CUBE conversation. I'm John Furrier here in Palo Alto, California. In our remote studio, we have a quarantine crew here during this COVID-19 crisis. Here talking about the crisis and the impact to business and overall work. Joined by a great guest Dustin Kirkland, CUBE alumni, who's now the chief product officer at Apex Clearing. This COVID-19 has really demonstrated to the mainstream world stage, not just inside the industry that we've been covering for many, many years, that the idea of at-scale means something completely different, and certainly DevOps and Agile is going mainstream to survive, and people are realizing that now. No better guest than have Dustin join us, who's had experiences in open source. He's worked across the industry from Ubuntu, Open Stack, Kubernetes, Google, Canonical. Dustin, welcome back to the CUBE here remotely. Looking good. >> Yeah, yeah, thanks, John. Last time we talked, I was in the studio, and here we are talking over the internet. This is a lot of fun. >> Well, I really appreciate it. I know you've been in your new role since September. A lot's changed, but one of the things why I wanted to talk with you is because you and I have talked many times around DevOps. This has been the industry conversation. We've been inside the ropes. Now you're starting to see, with this new scale of work-at-home forcing all kinds of new pressure points, giving people the realization that the entire life with digital and with technology can be different, doesn't have to be augmented with their existing life. It's a full-on technology driven impact, and I think a lot of people are learning that, and certainly, healthcare and finance are two areas, in particular, that are impacted heavily. Obviously, people are worried about the economy, and we're worried about people's lives. These are two major areas, but even outside that, there's new entrepreneurs right now that I know who are working on new ventures. You're seeing people working on new solutions. This is kind of bringing the DevOps concept to areas that quite frankly weren't there. I want to get your thoughts and reaction to that. >> Yeah, without a doubt, I mean, the whole world has changed in 30 short days. We knew something was amiss in China. We knew that there was a lot of danger for people. The danger for business, though, didn't become apparent until vast swathes of the work force got sent home. And there's a number of businesses and industries that are coping relatively well with this. Certainly those who have previously adopted, or have experienced, doing work remotely, doing business by video, teleconference, having resources in the cloud, having people and expertise who are able to continue working at nearly 100% capacity in 100% remote environments. There's a lot of technology behind that, and there are some industries, and in particular, some firms, some organizations, that were really adept and were able to make that shift almost overnight. Maybe there were a couple bumps along the way, some VPN settings needed to be tweaked, and Zoom settings needed to be changed a little bit, but for many, this was a relatively smooth transition, and we may be doing this for a very long time. >> Yeah, I want to get your thoughts, before we get into some of the product stuff that you guys are working on and some other things. What's your general reaction to people in your circles, inside industry and tech industry, and outside, what are you seeing a reaction to this new scale, work from home, social distancing, isolation, what are your observations? >> Yeah, you know, I think we're in for a long haul. This is going to be the new normal for quite some time. I think it's super important to check on the people you care about, and before we get into dev and tech, check on the people you care about, especially people who either aren't yet respecting the social distancing norms and impress upon them the importance that, hey, this is about you, this is about the people you care about, it's about people you don't even know, because there are plenty of people who can carry this and not even know. So definitely check on the people that you care about. And reach out to those people and stay in touch. We all need one another more than ever, right? I manage a team, and it's super important, I think, to understand how much stress everyone is under. I've got over a dozen people that report to me. Most of them have kids and families. We start out our weekly staff meeting now, and we bring the kids in. They're curious, they want to know what's going on. First five, 10 minutes of our meeting is meet the family. And that demystifies some of what we're doing, and actually keeps the other 50 minutes of the meeting pretty quiet in our experience. But it's really humanized an aspect of work from home that's always been a bit taboo. We laugh about the reporter in Korea whose kid and his wife came in during the middle of a live on-air interview. There's certainly, I've worked from home for almost 12 years, like, those are really uncomfortable situations. Until about a month ago, when that just became the norm. And from that perspective, I think there's a humanization that we're far more understanding of people who work from home now than ever before. >> It's funny, I've heard people say, you know, my wife didn't know what I did until I started working at home. And comments to seeing people's family, and saying, wow, that's awesome, and just bringing a personal connection, not just this software mechanism that connects people for some meeting, and we've all been on those meetings. They go long, and you're sitting there, and you're turning the camera off so you can sneeze. All those things are happening. But when you start to think about, beyond it being a software mechanism, that it's a social equation right now. People have shared experiences. It's been an interesting time. >> Yeah, and just sharing those experiences. We do a think internal on our Slack channel every day. We try to post a picture. We call it hashtag recess, and at recess we take a picture of walking the dogs, or playing with the kids, or gardening, or whatever it is, going for a run. Again, just trying to make the best of this, take advantage of, you know, it's hard working from home, but trying to take advantage of some of those once in a lifetime opportunities we have here. And my team has started pub quiz on Fridays, so we're mostly spread across, in the U.S., so we're able to do this at a reasonable hour, but the last couple of Fridays, we've jumped on a Zoom, downloaded a pub trivia game, most of us a crack a beer, or glass of wine, or a cocktail, and you know, it's just, it actually puts a punctuate mark on the end of the week, puts a period on the end of the week. Because that's the other thing about this, man, if you don't have some boundaries, it's easy to go from an eight or nine hour normal day to 10, 12, 14, 16 hour days, Saturday bleeds into Sunday bleeds into Monday, and then the rat race takes over. >> You got to get the exercise. You have a routine. That's my experience. What's your advice for people who are working at home for the first time? Do you have any best practices? >> I actually had a blog post on this about two weeks ago and put up almost a shopping list of some of the things that I've assembled here in the work from home environment. It's something I've been doing since 2008, so it's been there for a good long while. It's a little bit hard to accumulate all the technology that you need, but I would say, most important, have a space, some kind of space. Some people have more room or less, but even just a corner in a master bedroom with a standup desk, some space that is your own, that the family understands and respects. The other best practice is set some time boundaries. I like to start my day early. I'll try to break more a little bit for that recess, see the family some, and then knock off at a reasonable hour, so establish those boundaries. Yeah, I've got a bunch of tips in that blog post I can shoot you after this, but it's the sort of thing that, be a bit understanding, too, of other people in this situation for the first time, perhaps. So you know, offer whatever help and assistance you can, and be understanding that, man, things just aren't like they used to be. >> That's great advice. Thanks for the insights. Want to get to something that I see happening, and this always kind of happens when you see these waves where there's a downturn, or there's some sort of an event. In this case it's catastrophic in the way it vectored in like this and the impact that we just discussed. But what comes out of it is creativity around entrepreneurial activity, and certainly reinvention, businesses reforming, retrenching, resetting, whatever word, pivot, digital transformation, there's plenty of words for it. But this is the time where people can actually get a lot done. I always comment, in my last interview I did, you know, Shakespeare wrote Macbeth when he was sheltering in place, and Isaac Newton invented calculus, so you can actually get some work done. And you're starting to see people look at the new technology and start disrupting old incumbent markets, because now more than ever, things are exposed. The opportunity of recognition becomes clearer. So I wanted to get your thoughts on this. You're a product person, you've got a lot of product management skills, and you're currently taking this DevOps to financial market with fintech and your business, so you're applying known principles and software and tech and disrupting an existing industry. I think this is going to be a common trend for the next five years. >> Yeah, so on that first note, I think you're exactly right. There will be a reckoning, and there will be a ton of opportunities that come out of this for the already or the rapidly transformed digital native, digital focused business. There will be some that survive and thrive here. I think you're seeing a lot of this with the popularity of Zoom that has spiked recently. I think you're going to see technologies like DocuSign being used in places that, some of those places that still require wet signatures, but you just can't get to the notary and sign a, I don't know, a refi on your mortgage or something like that. And so I think you're going to see a bunch of those. The biggest opportunities are really around our education system. I've got two kids at home, and I'm in a pretty forward thinking school district in Austin, Texas, you know, but that's not the norm where our teachers are conducting classes and assignments over Zoom. I've got a kindergartener and a second grader. There's somewhat limits to what they can do with technology. I think you're going to see a lot of entrepreneurial solutions that develop in that space, and that's going to go from K through 12, and then into college. You think about how universities have had to shift and cancel classes, and what's happening with graduation. I've got a six and an eight year old, and I've been told I need to save $200,000 apiece for each of them to go to college, which is just an astounding number, especially to someone like me, who went to an inexpensive public university on a scholarship. Saving that kind of money for college, and just thinking about how much more efficient our education system might be with a lot more digital, a lot more digital education, digital testing and classes, while still maintaining the college experience, what that's going to look like in 10 years. I think we're going to see a lot of changes over these next 18 months to our educational system. >> Dustin, talk about the event dynamics. Physical events don't exist currently. Certainly, when they do come back, they should, and they will, the role of the virtual space is going to be highlighted and new opportunities will emerge. You mentioned education. People learn, not just for school, whether they're kids, whether they're professionals, learning and collaboration, work tools are going to reshape. What's your take on that marketplace, because we got to do virtual events. You can't just replicate a physical event and move it to digital. It's a complex system. >> Yeah, you're talking about an entire industry. We saw the Google Events, Google Next, Google IO, the Microsoft Events, just across the, I'm here in Austin, Texas, all of South by Southwest was canceled, which is just, it's breathtaking. When does that come back, and what does it look like? Is it a year or two or more from now? Events is where I spend my time, and when I get on a plane, and I fly somewhere, I'm usually going to a conference or trade show. Think about the sports industry. People who get on a plane, they go to an NFL game. John, I don't have all the answers, man, but I'm telling you, that entire industry is rapidly, rapidly going to evolve. I hope and pray that one day we're back to a, I can go back to a college football game again. I hope I can sit in a CUBE studio at a CUBE Con or an Open Stack or some other conference again. >> Hey, we should do a rerun, because I was watching the Patriots game last night, Tom Brady beating the Chiefs, October from last year. It was one of the best games of the season, went down to the wire, and I watched it, and I'm like, okay, that's Tom Brady, he's still in the Patriot uniform on the TV. Do we do reruns? This is the question. Right now, there's a big void for the next three months. What do we do? Do we replay the highlights from the CUBE? Do we have physical get togethers with Zoom? What's your take on how people should think about these events? >> Yeah, you know, the reruns only go so far, right? I'm a Texas Aggie, man. I could watch Johnny Football in his prime anytime. But I know what happened, and those games are just not as exciting as something that's a surprise. I'm actually curious about e-sports for the first time. What would it look like to watch a couple of kids who are really good at Madden Football on a Playstation go at it? What would other games that I've never seen look like? In our space, it's a lot more about, I think, podcasts and live content and staying connected and apprised of what's going on, making-- Oh, we locked up there for a second. It's, I think it's going to be really interesting. I'm still following you guys. I certainly see you active on social media. I'm sort of more addicted than ever to the live news, and in fact, I'm ready to start seeing some stuff that doesn't involve COVID-19, so from that perspective, man, keep churning out good content, and good content that's pertinent to the rest of our industry. >> That's great stuff. Well, Dustin, take a minute to explain what you're doing at Apex Clearing, your mission, and what are you guys excited about. >> Yeah, so Apex Clearing, we're a fintech. We're a very forward-focused, digitally-focused fintech. We are well positioned to continue servicing the needs of our clients in this environment. We went fully remote the first week of March, long before it was mandatory, and our business shifted pretty seamlessly. We worked through a couple of hiccups, provisioning extra VPN IP addresses, and upgrading a couple of service plans on some of the softwares, the service we buy, but besides that, our team has done just a marvelous job transitioning to remote. We are in the broker, dealer, and registered advisor space, so we provide the clearing services, which handles stock trades, equity trades, in the back end, and the custodial services. We actually hold, safeguard, the equities that our correspondents, we call our clients correspondents, their retail customers end up holding. So we've been around in our current form since about 2012. This was a retread of a previous company that was bought and retooled as Apex Clearing in 2012. Very shortly after that, we helped Robinhood, Wealthfront, Betterment, a whole bunch of really forward-looking companies reinvent what it meant to buy and sell and trade securities online, and to hold assets in a robo advisor like Betterment. Today, we are definitely well-known, well-respected for how quickly and seamlessly our APIs can be used by our correspondents in building really modern e-banking and e-brokerage experiences. >> So you guys-- >> So that went-- >> Are you guys like a DevOps platform-- >> We're more like software as a service for fintech and brokerage. So our products are largely APIs that our correspondents use their own credentials to interact with, and then using our APIs, they can open accounts, which means get an account number from the systems that allows them to then fund that account, connect via ACH and other bank connectivity platforms, transfer cash into those accounts, and then start conducting trades. Some of our correspondents have that down to a 60-second experience in a mobile app. From a mobile app, you can register for that account, if you need to, take a picture of an IED, have all of that imported, add your tax information, have that account number associated with your banking account, move a couple hundred dollars into that banking account, and then if the stock market's open, start buying and selling stock in that same window. >> Great, well, I wanted to talk about this, because to the earlier bigger picture, I think people are going to be applying DevOps principles, younger entrepreneurs, but also, reborn, if you will, professionals who are old school IT or whatever, moving faster. And you wrote a blog post I want to get your thoughts on. You wrote it on April second. How we've adapted Ubuntu's time-based release cycles to fintech and software as a service. What is that all about? What's the meaning behind this post? You guys are doing something new, unique, or-- >> To this industry and to many of the people around me, even our clients and customers around me, this is a whole new world. They've never seen anything like it. To those of us who have been around Linux, open source, certainly Ubuntu, Open Stack, Kubernetes, it's just standard operating procedures. There's nothing surprising about it, necessarily. But either it's some combination of the financial services world, just the nature of proprietary software, but also the concept of software as a service, SaaS, which is very different than Ubuntu or Kubernetes or Open Stack, which is released software, right. We ship software at the end of an Ubuntu cycle or a Kubernetes cycle. It's very different when you're a software as a service platform, and it's a matter of rolling out to production some changes, and those changes then going live. So, I wrote a post mainly to give some transparency, largely to our clients, our correspondents. We've got a couple hundred customers that use the Apex platform. I've met with many of them in a sort of one-on-many, one-to-one, one-on-many basis, where I'll show up and deliver the product road map, a couple of product managers will come and do a deep dive. Part of what we communicate to those customers is around, now, around our release cycles, and to many of them, it's a foreign concept that they've just never seen or heard before, and so I put together the blog post. We shared it internally, and educated the teams, and it was well-received. We shared it externally privately with a number of customers, and it was well-received, and a couple of them, actually a couple of the Silicon Valley based customers said, hey, why don't you just put this out there on Medium or on your blog or under an Apex banner, because this actually would be really well-received by others in the family, other partners in the family. So I'm happy to kind of dive into a couple of the key principles here, and we can sort of talk through it if you're interested, John. >> Well, I think the main point is you guys have a release cycle that is the speed of open source to SaaS, and fintech, which again, proprietary stuff is slower, monolithic. >> Yeah, the key principle is that we've taken this, and we've made it predictable and transparent, and we commit to these cycles. You know, most people maybe familiar with Ubuntu releasing twice a year, right, April and October, Ubuntu has released every April and October since 2004. I was involved with Ubuntu between 2008 and 2018 as an engineer, an engineering manager, and then a product manager, and eventually a VP of product at Canonical, and that was very much my life for 10 years, oriented around that. In that time, I spent a lot of time around Open Stack, which adopted a very similar model. Open Stack's released every six months, just after the Ubuntu release. A number of the members of the technical team and the committee that formed Open Stack came out of either Ubuntu or Canonical or both, and really helped influence that community. It's actually quite similar in Kubernetes, which developed independent, generally, of Ubuntu. Kubernetes releases on a quarterly basis, about every three months, and again, it's the sort of thing where it's just a cycle. It happens like clockwork every three months. So when I joined Apex and took a look at a number of the needs that we had, our correspondents had, our relationship managers, our sales team, the client-facing people in the organization, one of the biggest items that bubbled straight to the top is our customers wanted more transparency into our road maps, tighter commitments on when we're going to deliver things, and the ability to influence those. And you know what, that's not dissimilar from any product managers plight anywhere in the industry. But what I was able to do is take some of those principles that are common around Ubuntu and Kubernetes and Open Stack, which by the way, are quite familiar. We use a lot of Ubuntu and Kubernetes inside of Apex, and many of our correspondents are quite familiar with those cycles, but they'd never really seen or heard of a software as a service, a SaaS vendor, using something like that. So that's what's new. >> You've got some cycles going now. You've got schedules, so just looking here, just to get this out there, 'cause I think it's data. You did it last year in October, November, mid-cycle in January of this year. You've got a couple summits coming up? >> Yeah, that's right, we've broken it down into three cycles per year, three 16-week cycles per year. So it's a little bit more frequent than the twice a year Ubuntu, not quite as frenetic as the quarterly Kubernetes cycles. 16 weeks time three is 48. That leaves us four weeks of slack, really to handle Thanksgiving and Christmas and end of year holidays, Chinese New Year, whatever might come up. I'll tell you from experience, that's always been a struggle in the Ubuntu and Open Stack and Kubernetes world, it's hard to plan around those cycles, so what we've done here is we've actually just allocated four weeks of a slush fund to take care of that. We're at three 16-week cycles per year. We version them according to the year and then an iterator. So 20A, 20B, 20C are our three cycles in 2020, and we'll do 21A, B, and C next year. Each of those cycles has three summits. So to your point about we get together, back in the before everyone stopped traveling, we very much enjoyed twice a year getting together for CUBE con. We very much enjoyed the Open Stack summits and the various Ubuntu summits. Inside of a small company like ours, these were physical. We'd get together in Dallas or New York or Chicago or Portland, which is the four places we have offices. We were doing that basically every six weeks or so for one of these summits. Now they're all virtual. We handle them over Zoom. When they were physical, we'd do the summit in about three days of packed agendas, Tuesday, Wednesday, Thursday. Now that we've gone to virtual, we've actually spread it a little bit thinner across the week, and so we've done, we've poked some holes in the day, which has been an interesting learning experience, and I think we're all much happier with the most recent summit we did, spreading it over the course of the week, accounting for time zones, giving ourself, everyone, lunch breaks and stuff. >> Well, we'll have to keep checking in. I want to certainly collaborate with you on the virtual digital, check your progress. We're all learning, and iterating, if you will, on the value that you can do with these digital ones. Try to get that success with physical, not always easy. Appreciate, and you're looking good, looking good and safe. Stay safe, and great to check in with you, and congratulations on the new opportunity. >> Yeah, thanks, John. >> Appreciate it. Dustin Kirkland, chief product officer at Apex Clearing. I'm John Furrier with the CUBE, checking in with a remote interview during this time when we are getting all the information of best practices on how to deal with this new at-scale, the new shift that is digital, that is impacting, and opportunities are there, certainly a lot of challenges, and hopefully, the healthcare, the finance, and the business models of these companies can continue and get back to work soon. But certainly, the people are still sheltered in place, working hard, being creative, be the coverage here in the CUBE. I'm John Furrier, thanks for watching. (bright electronic music)

>> Announcer: Live from San Diego, California, it's theCUBE! Covering KubeCon and CloudNativeCon. Brought to you by Red Hat, the Cloud Native Computing Foundation, and its ecosystem partners. >> Welcome back, this is theCUBE's fourth year of coverage at KubeCon CloudNativeCon, we're here in San Diego, it's 2019, I'm Stu Miniman, my host for this afternoon is Justin Warren, and happy to welcome two guests from the newly minted platinum member of the CNCF, NetApp, sitting to my right is Matt Baldwin, who is the director of cloud native and Kubernetes engineering, and sitting to his right is Rob Esker, who does product and strategy for Kubernetes, and is also a forward member on the CNCF, thank you both for joining us. >> Thank you. >> Thanks for having us. >> All right, so Matt, maybe start with you, NetApp, companies that know, I've got plenty of history with NetApp there, what I've been hearing from NetApp for the last few years is, the core of NetApp has always been software, and it is a multicloud world. I've been hearing this message since before the cloud native and Kubernetes piece was going. Of course there's been some acquisitions, and NetApp continuing to go through its transformations, if you will. So help us understand NetApp's positioning in this ecosystem. >> In Kubernetes? >> Yes. >> Okay, so, what we're doing is, we're building a product that allows you to manage cloud-native workloads on top of Kubernetes, so we've solved the infrastructure problem, and that's kind of the old problem we're bored to death talking about that problem, but what we try to do is try to provide a single pane of glass to manage on-premise workloads and off-premise workloads, and so that's what we're trying to do, we're trying to say, it's now more about the app taxonomy in Kubernetes, and then what type of tooling do you build to manage that application in Kubernetes, and so that's what we're building right now, that's where we're headed with the hybrid multicloud. >> There's a piece of it, though, that does draw from the historical strengths of NetApp, of course. So we're building, we are essentially already in market a capability that allows you to deploy Kubernetes, in an agnostic way, using pure open unmodified Kubernetes, on all of the major public clouds, but also on-prem. But over time, and some of this is already evident, you'll see it married to the storage and data management capabilities that we draw from the historical NetApp, and that we're starting to deploy into those public clouds. >> With the idea that you should be able to take a project, so a project being in a namespace, namespace having an application in it, so you have multiple deployments, I should be able to protect that namespace, or that project, I should be able to move that, and that data goes with it, so that we're very data-aware, that's what we're trying to do with our software is, make it very data-aware and have that align with apps inside of Kubernetes. >> Yeah, so Rob, maybe step back for a second, one of the things we've heard a few times at this show before, and it was talked about in the keynote this morning, is that it is project over company when it comes to the CNCF. Project over company, so it's about the ecosystem, the CNCF tries not to be opinionated, so it's okay for multiple projects to fit in a space. NetApp moving up to a platinum sponsor level, participated here, NetApp's got lots of histories in participating and driving standards, helping move where the industry's going, where does NetApp see its position in participating in the foundation and participating in this ecosystem? >> Yeah, so great question, and actually, I love it, it's one of my favorite topics, so, I think the way we look at it is, oftentimes projects, to the extent they become ubiquitous, define a standard, a defacto standard, so not necessarily ratified by some standards body, and so we're very interested in making sure that in the scenario where you want to employ this standard, from a technology integration perspective, our capabilities can operate as an implementation behind the standard. So you get the distinguishing qualities of our capabilities, our products and our services, vis-a-vis, or in the context of the standard, but we're not trying to take you down a walled garden path in a proprietary journey, if you will. We would rather compel you to work with us on the basis of the value, not necessarily operating off a proprietary set of interfaces. So Kubernetes, broadly perceive it as a defacto standard at this point, there's still some work to be done on rounding out the edges, a lot of it underway this week, it's definitely the case that there's an appeal to making this more offerable by, pardon the expression, mere mortals, and we think we can offer some help in that respect as well. >> Yeah, where is its usability? I mean, that's the reason I started stacked on cloud, was that there was a usability problem with Kubernetes. I had a usability problem with Kubernetes. That's what we're trying, that's how I'm looking at the landscape, and I look at all the projects inside of the CNCF, and I look at my role is, our role is to, how do we tie these together, how do we make these so they're very very usable to the users, and how we're engaging with the community is to try to align this, basically pure upstream projects, and create a usability layer on top of that. But we're not going to, we don't want to ever say we're going to fork any of these projects, but we're going to contribute back into these projects. >> So that's one concern that I have heard from some customers, which speaking of which, some of them yesterday, one of the concerns they had was that, when you add that manageability onto the base Kubernetes layer, that often, various vendors become rather opinionated about which way we think this is a good way to do that, and when you're trying to maintain that compatibility across the ecosystem, so some customers say, "Well I actually don't want to have to be too closely welded "to any one vendor, 'cause part of the benefit "of Kubernetes is I can move my workloads around." So how do you navigate what is the right level of opinion to have, and which part should actually just be part of a common standard? >> Think it needs to be along the lines of best practices, is how we do it. So, let's take network policy, for example, applying a sane, default network policy to every namespace. Defining a sane, default pod security policy, building a cluster in a best practices fashion, with security turned on, hardening done, where you would've done this already as a user, so we're not locking you in in any way there. So that's, we're not trying, I'm not trying to curate any type of opinion of the product, what we're trying to do is harmonize your experience across all this ecosystem, so that you don't ever have to think about, "I'm building a cluster on top of Amazon, "so I got to worry about how do I manage this on Amazon." I don't want you to have to think about those providers anymore. And then on top of those, on top of that infrastructure, I want to have a way that you're thinking about managing the applications on those environments in the exact same way, so I'm scaling, or I'm protecting an application on-premise, in the identical way I'm doing it in the cloud. >> So if it's the same everywhere, what's the value that you're providing that means that I should choose your option than something else? >> So, we do have, this is where we have controllers that live inside of the clusters, that manage this stuff for the users. So, you could rebuild what we're doing, but you would have to roll it all by hand. But you could, we don't stand in the way of your operations either, so if we go down, you don't go down, type of idea. But we do have controllers, we're using CRDs, and so our app management technology, our controllers are just watching for a workload to come into the environment, and then we show that in the interface, but you can just walk away as well, if you wanted to. >> There's also a constellation of other services that we're building around, this experience, that do draw, again, from some of the storage and data management capabilities, so staple sets, your traditional workloads that want to interact with or transact data against a block or a shared file system. We're providing capabilities for sophisticated qualities of persistence that can exist in all of those same public clouds, but moreover, over time, we're going to be, and on-premise as well, we're going to be able to actually move, migrate, place, cache, per policy, your persistent data, with your workloads, as you move, migrate, scale, burst, whatever the model is, as you move across and between clouds. >> How far down that pathway do you think we are, 'cause one criticism of Kubernetes is that a lot of the tooling that we're used to from more traditional ways of operating this kind of infrastructure, isn't really there yet, hence the question about, we actually need to make this easier to use. How far down that pathway are we? >> I'd argue that the tooling that I've built has already solved some of those problems. So I think we're pretty far down the path. Now, what we haven't done is open sourced all of my tooling, right, to make it easier on everybody else. >> Rob, NetApp's got strong partnerships across the cloud platforms, I had a chance to interview George at the Google Cloud event, I know you partner of the year, I believe, on some of these stuff, help us understand how some of the things Matt and the team are building interact with the public clouds, you look at Anthos, and Azure Arc, and of course Amazon has many different ways you can do your container and management piece there. Talk a little bit about that relationship and how, both with those partners and then across those partners, work. >> Yeah, it's, how much time do we have, so there's certainly a lot of facets to that, but drawing from the Google experience, we just announced the general availability of Cloud Volumes ONTAP, so the ability to stand up and manage your own ONTAP instance in Google's cloud. Likewise, we announced the general availability of the Cloud Volume service, which gives you the managed push button as a service experience of shared file system on demand, at Google, I believe it was either today or yesterday, in London, I guess maybe I'll blame that on the time zone conversion, not knowing what day it was, but the point is, that's now generally available. Some of those capabilities are going to be able to be connected to our ability from MKS, to deploy a on-demand Kubernetes cluster, and deploy applications from a marketplace experience, in a common way, not just with Google but Azure, with Amazon, and so frankly the story does differ a little bit from one cloud to the next, but the endeavor is to provide common capabilities across all of them. It's also the case that we do have people that are very opinionated about, I want to live only in the Google or the Microsoft or the Amazon ecosystem, we're trying to deliver a rich experience for those folks as well, even if you don't value the agnostic multicloud experience. >> Yeah, and Matt, I'm sure you have a viewpoint on this, but it's that skillset that's really challenging. I was at the Microsoft show, and you've got people, it's not just about .NET, they're embracing and open to all of these environments, but people tend to have the environments that they're used to, and for multicloud to be a reality, it needs to be a little bit easier for me to go between them, but it's still, we're making progress but there's work to do. >> Matt: Yeah, what's the question? >> Yeah, so, I know you're building tools and everything, but what more do we need to do, where are some of the areas that you're hopeful for, but where are the areas that we need to go further? >> So for me it's coming down to the data side. I need to be able to say that, when I turn on data services, inside of Kubernetes, I need to be able to have that workload go anywhere, because as a developer, I'm running a production, I'm running an Amazon, but maybe I'm doing tests locally on my bare metal environments, right, I want to be able to maybe sink down some of my data that I'm working with in production down to my test environment. That stuff's missing, there's no one doing that right now, and that's where we're headed, that's the path, that's where we're headed. >> Yeah, I'm glad you brought that up, actually, 'cause one of the things that I feel like I heard a little bit last year but it is highlighted more this year, is we're talking a little bit more to the application developers because, Kubernetes is a piece of the infrastructure, but it's about-- >> It's the kernel. >> Yeah, it's the kernel there, so, how do we make sure we're spanning between what the app developer needs and still making sure that infrastructure is taken care of, because storage and networking are still hard. >> It is, yeah, I mean I'm approaching, I'm thinking more along the lines of, I'm trying to think more about app developers, personally, than infrastructure at this point. For me, so I can give you a cluster in three minutes, right, so I don't really have to worry about that problem. We also put Istio on top of the clusters, so it's like we're trying to create this whole narrative that you can manage that environment on day one, day two type operations. But, and that's for an IT manager, right, so inside of our product, how I'm addressing this is you have personas, and so you have this concept, you have an IT manager, they can do these things, they can set limits, but for the developer, who's building the applications or the services and pushing those up into the environment, they need to have a sense of freedom, and so on that side of the house, I'm trying not to break them out of their tooling, so part of our product ties into Git, so we have cd, so you just do a git push, git commit to a branch, and we can target multiple clusters. But at no point did the developer actually draft DAML, or anything, we basically create the container for you, create the deployment, bring it online, and I feel like there's these lines, and the IT guys need to be able to say, "I need to create the guardrails for the devs, "but I don't want to make it seem like "I'm creating guardrails for the devs, "'cause the devs don't like that." So that's how I'm balancing it. >> Okay, 'cause that has always been the tension, in that there's a lot of talk about DevOps, but you go and talk to application developers, and they don't want to have anything to do with infrastructure, they just want to program to an API and get things done, they would like this infrastructure to be seamless. >> Yeah, and what we do, also what I'm giving them is service dashboards, because as a developer, you know, because now you're in charge of your QA, you're writing your tests, you're pushing it through CI, it's going to CD. You own your service and production, right? And so we're delivering dashboards as well for services that the developers are running, so they can dig in and say, "Oh, here's an issue," or "Here's where the issue's probably going to be at, "I'm going to go fix this." And we're trying to create that type of scenario for a developer, and for an IT manager. >> Slightly different angle on it, if I'm understanding the question correctly, part of the complexity of infrastructure is something we're also trying to provide a deterministic sort of easy button capability for, perhaps you're familiar with NetApp's Nason ATI product, which we kind of expand that as hybrid cloud infrastructure. If the intention is to make it a simple, private cloud capability, and indeed, our NetApp Kubernetes service operates directly off of it, it's a big part of actually how we deliver cloud services from it. So the point is that, if you're that application developer, if you want the effective NKS on-prem, the endeavor with our NetApp ATI product is to give you that sort of easy button experience, because you didn't really want to be a storage admin or a network admin, you didn't want to get into the, be mired in the details of infra, so that's obviously work in progress, but we think we're definitely headed down the right direction. >> It does seem that a lot of enterprises want to have the cloudlike experience, but they want to be able to bring it home, we're seeing that a lot more. >> Yeah, so this turnkey on-premise, turnkey cloud on-premise, and, with NKS we can, the same auto-scaling, so take the dynamic nature of Kubernetes, so I have a base cluster size of say four worker nodes, right, but my workload's going to maybe need to have more nodes, so my auto-scaler's going to increase the size of my cluster and decrease the size, right? Pretty much everybody only can do that in the public cloud. I can do that in public cloud and on-premise, now. And so that's what we're trying to deliver, and that's pretty cool stuff, I think. >> Well there's a lot of advantages to enterprises operating in that way, because people out here, I can go and buy them or hire them, and say "Hey, we need you to operate this gear," and you've already done it elsewhere, you can do it in cloud, you can do it on-site, I can now run my operations the same across, no matter where my applications live, which saves me a lot of money on training costs, on development costs, and generally it makes for a much more smooth and seamless experience. >> So Rob, if you could, just love your takeaway on NetApp's participation here at the event, and what you want people to take away from the show this year. >> So it's certainly the case that we're doing a lot of great work, we like people to become aware of it. NetApp of course is not, I think we talked about this in perhaps other contexts, not strictly a storage and data management company only. We do draw from the strengths of that as we're providing full stack capabilities, in a way that are interconnected with public cloud, things like our NetApp Kubernetes service as really the foundational glue in many ways, to how we deliver the application runtime, but over time we'll build a constellation of data-centric capabilities around that as well. >> Matt, I would just love to get your viewpoint as someone that built a company in this ecosystem, there's so many startups here, give us kind of that founder viewpoint of being in this sort of ecosystem. >> Of the ecosystem... So this is, I came into the ecosystem at the beginning. I would have to say that it does feel different at this point, I'm going to speak as Matt, not as NetApp. And so my thinking has always been it feels a lot like, you're a big fan of that rock band, right, and you go to a local club, and we all get to know each other at that local club, and there's maybe 500 of us or 1000 of us, and then that band gets signed to Warner Brothers, and goes to the top, and now there's 20,000 people or 12,000 people. That's how it feels to me right now. I think, but what I like about it is that, it just shows the power of the community is now at a point where it's drawing in cities now, not just a small collection of a tribe of people. And I think that's a very powerful thing with this community, and like all the, what are they called, the Kubernetes Summits that they're doing, we didn't have any of those back when we first got going, I mean it was tough to fill the room, and now we can fill the room, and it's amazing, and what I like seeing is people moving past the problem of Kubernetes itself, and moving into what other problems can I solve on top of Kubernetes, so you're starting to see all these really exciting startups doing really neat things, and I really like, like this vendor hall I really like, 'cause you get to see all the new guys, but there's a lot of neat stuff going on, and I'm excited to see where the community goes in the next five years, but it's, we've gone from zero to 60 insanely fast, 'cause you guys were at the original KubeCon, I think, as well. >> It's our fourth year doing theCUBE at this show, but absolutely, we've watched it since the early days. I'm not supposed to mention OpenStack at this show, but we remember talking to JJ and some of the early people there, and we interviewed Craig McLuckie back in his Google days, and the like, so we've been fortunate to be on here since really day zero here, and definitely great energy, congrats so much on the progress, I really appreciate the updates on everything going, as you said, we've reached a certain state, and adding more value on top of this whole environment. >> Yeah, we're in junior high now, right, and we were in grade school for a few years. >> All right, well Matt and Rob, thank you so much for the update, hopefully not an awkward dance tonight for the junior people. For Justin Warren, I'm Stu Miniman, back with more coverage here from KubeCon CloudNativeCon 2019 in San Diego. Thank you for watching theCUBE. (techno music)