Podcasts about enterprise cloud

Amazon Web Services recently held their re:Inforce conference, as the company attempts to partner with customers to deliver a securre environment. Following the shared responsibility model concept that was the focus last year, it seems that the company is emphasizing that security is a job for everyone in the modern cloud. We also saw product announcements from AWS, including enhancements to Nitro that control access to the underlying infrastructure. Time Stamps: 0:00 - Cold Open 0:54 - Welcome to the Rundown 1:47 - Veeam Looks to Cyber-Resiliency 6:21 - Enthusiasm for AI in the Enterprise is Waning 10:44 - Microsoft to Improve Security after Recall Delay 14:16 - Oracle, Microsoft, and OpenAI Join Forces 17:33 - Pure Storage Confirms Unauthorized Access 19:53 - Google Shares the Scope of Enterprise Cloud at Cloud Field Day 25:16 - Announcements from AWS re:Inforce 37:33 - The Weeks Ahead 39:56 - Thanks for Watching Hosts: Stephen Foskett: https://www.twitter.com/SFoskett Krista Macomber, Research Director of Cybersecurity at The Futurum Group: https://www.linkedin.com/in/krista-macomber/ Follow Gestalt IT Website: https://www.GestaltIT.com/ Twitter: https://www.twitter.com/GestaltIT LinkedIn: https://www.linkedin.com/company/Gestalt-IT Tags: #Rundown, @Veeam, @Microsoft, @OpenAI, @Oracle, @PureStorage, @SnowflakeDB, @Google, @GoogleCloud, @AWSCloud, @TheFuturumGroup, @GestaltIT, @SFoskett, @Krista_Lee, @TechFieldDay,

Many Cisco enterprise customers have decades of Catalyst routing and security capabilities functioning at branch locations. As distributed sites grow in complexity, networking teams must rethink how to manage and secure these locations more efficiently with automation and policy management. Listen in as we discuss how Cisco SD-Routing is the ideal solution to gain full lifecycle management and simplified security deployments of your routing environments. Resources www.cisco.com/c/en/us/products/c…ng-faq-cte-en.html Cisco Guests: Deepak Kothari, Leader,Product Manager, Enterprise Cloud & SD-WAN, Cisco Madhu Manusanipalli, Technical Marekting Engineer, Cisco Cisco Champion Hosts: Alan Gardner(www.linkedin.com/in/alangard/) CEO, Current Technologies Computer Learning Center Liam Keegan (www.linkedin.com/in/liamjkeegan/) Advisor Kenny Paula, Information Security Professional - College Instructor. East Penn Mfg and Reading Area Community College Moderator Danielle, Customer Voices and Cisco Champion Program

What will be the adoption patterns for AI within the Enterprise? Will it follow the early days of Cloud Computing, or will new and different patterns emerge? SHOW: 810SHOW TRANSCRIPT: Cloudcast #810 SHOW VIDEO: https://youtube.com/@TheCloudcastNET CLOUD NEWS OF THE WEEK - http://bit.ly/cloudcast-cnotwCHECK OUT OUR NEW PODCAST - "CLOUDCAST BASICS"SHOW NOTES:WHAT WERE THE PATTERNS FOR ENTERPRISE IT AND CLOUD?Shadow ITHigh-scalability or Short-term Projects (and experimentation)Migration via “Cloud First” initiativesDifficult stuff came lastWHAT'S DIFFERENT ABOUT AI vs. CLOUD?CPU to CPU was easier to calculate vs. CPU + GPUHave we learned any lessons about how to value people's productivity?Does Enterprise AI need a Crawl, Walk, Run scenario? Do they need to be sequential and linked? Are Enterprise AI use-cases well defined? How long is the Enterprise willing to fail at experiments? What's the Enterprise tolerance for GenAI “flaws” (e.g. hallucinations, lack of citations, etc.)Will GenAI rejuvenate Predictive AI projects in the Enterprise? FEEDBACK?Email: show at the cloudcast dot netTwitter: @cloudcastpodInstagram: @cloudcastpodTikTok: @cloudcastpod

The cloud revolutionised how businesses operate, but managing dynamic, complex environments presents new and unique challenges.While digital transformation has brought significant benefits, the reality is that organisations now require innovative solutions to effectively navigate intricate, hybrid, multi-cloud environments.Evolven Software, driven by a mission to simplify complexity and mitigate risk, empowers large organisations to overcome the challenges of governing extensive hybrid ecosystems. By harnessing the power of AI/ML, Evolven enables a more secure, streamlined, and efficient cloud journey with fewer outages or compliance gaps.In this episode of the EM360 Podcast, industry veteran Tom Croll, advisor at Lionfish Tech Advisors, speaks to Sasha Gilenson, Founder and CEO of Evolven Software, to discuss: The current state of enterprise cloud architectures and the challenges in managing hybrid multi-cloud environments.Why managing risk in hybrid multi-cloud environments demands a new paradigm.The unique challenges large organizations face in maintaining visibility, control, and governance across their landscapes.How Evolven's AI/ML-driven solution empowers enterprises to overcome this complexity, enhance security, and optimize performance.

אורן יונגר, שותף בקרן הון סיכון גלובלית GGV Capital שהשקיעה בין היתר בחברות Zendesk  Airbnb, HashiCorp, Slack, Square ובסטארטאפים הישראלים Torq, Wing Security, Orca Security, Pecan, Monte Carlo Data, Snappy, Descope . הקרן מנהלת 9.2 מיליארד דולר ומאז הקמתה הונפקו 56 חברות בהן השקיעה.  GGV מתמקדת בהשקעות בשלבים מוקדמים – Seed, Series A, Series B וממשיכה להשקיע עד שלבי Pre-IPO . תחומי ההתמקדות העיקריים של הקרן הם Enterprise/Cloud ,Social/Internet ו Smart Tech-.בתחום האנטרפרייז, משקיעי GGV מתמקדים באבטחת סייבר, כלים למפתחים, דאטה, SaaS עבור עסקים קטנים ובינוניים וחברות API-First . לפני הצטרפותו לקרן GGV בשנת 2018 שימש אורן מנהל אבטחת מידע ב-Clicktale ובבית ההשקעות IBI וכן יועץ אבטחה ופרטיות בדלויט. בשרותו הצבאי אורן ניהל את תחום אבטחת מידע ביחידת מודיעין בפיקוד העורף. במקביל לניהול בקרן, אורן שותף בהקמת InvestInData, המאגדת עשרות מנהלים בכירים בתפקידי דאטה בנושאי השקעות ושל SVCI, סינדיקט של כ-60 מנהלי אבטחת מידע מובילים בעמק הסיליקון שמבצעים יחד השקעות בסטרטאפים מבטיחים. אורן הוא בעל תואר שני במינהל עסקים מאוניברסיטת שיקגו ובוגר תואר ראשון במדעי המחשב ממכללת תל אביב יפו.  חברת הסטארטאפ Monte Carlo פיתחה ומנהלת פלטפורמת ״data observability" לניטור נתונים ושמירה על מהימנותם. החברה הוקמה ב-2019 על ידי בר מוזס וליאור גביש וגייסה 236 מיליון דולר בארבעה סבבים בשווי שהגיע ל-1.6 מיליארד דולר. בשנים האחרונות רשמה החברה צמיחה של מאות אחוזים במכירות ומספר לקוחותיה. בשנים האחרונות רשמה החברה צמיחה של מאות אחוזים במכירות ומספר לקוחותיה וכיום משרתת חברות כגון Fox, JetBlue, Affirm, SoFi, GitLab OpenTable, PepsiCo ומאות חברות פרטיות וציבוריות נוספות. בר מוזס משמשת מנכ"לית מונטה קרלו מאז הקמת החברה. לפני כן היא שימשה סמנכ"לית בסטארטאפ Gainsight ויועצת בהנהלת Bain & Co. בר היא בעלת תואר ראשון במתמטיקה ומדעי החישוב מאוניברסיטת סטנפורד. היא שרתה בחיל האויר וקיבלה אות הצטיינות.   (*) ללינקדאין שלי: https://www.linkedin.com/in/guykatsovich/ (*) לאינסטגרם שלי: https://www.instagram.com/guykatsovich/ (*) עקבו אחרינו ב"עוד פודקאסט לסטארטאפים" וקבלו פרק מדי שבוע: ספוטיפיי:https://open.spotify.com/show/0dTqS27ynvNmMnA5x4ObKQ אפל פודקאסט:https://podcasts.apple.com/podcast/id1252035397 גוגל פודקאסט:https://bit.ly/3rTldwq עוד פודקאסט - האתר שלנו:https://omny.fm/shows/odpodcast ה-RSS פיד שלנו:https://www.omnycontent.com/.../f059ccb3-e0c5.../podcast.rssSee omnystudio.com/listener for privacy information.

Console Connect's CTO, Paul Gampe, explains why Network-as-a-Service (NaaS) is poised to play a major role in the future of enterprise networking. What will it take to deliver secure, reliable, and scalable connectivity to the cloud? In this Executives at the Edge episode, host Pascal Menezes explores these topics and more with Paul Gampe of... Read More The post Network-as-a-Service: The Enterprise Cloud Revolution appeared first on MEF.

A cloud-native security platform that provides comprehensive protection for cloud-based applications, including Microsoft 365, Google Workspace, and Slack, Avanan differs from traditional security solutions that require cumbersome installations and configurations, instead offering a seamless integration with existing cloud environments and advanced threat detection and response capabilities that don't disrupt workflows. Visit https://avanan.com for more.

Companies are shifting to cloud as part of a broader IT modernization journey. Yet, the complexity of designing, deploying and managing enterprise cloud can be daunting. How can companies navigate these challenges and maximize value creation? Vincent Leung from Kyndryl shared how enterprises can fast track cloud transformation to realize their growth aspirations.  Background music by fiftysounds

Hello and welcome to the new episode of the Risk Management Show brought to you by Global Risk Community. We spoke with Fausto Lendeborg, a Co-Founder & CCO at Secberus and CSA Advisory member. We discussed the following topics. Importance of risk-based approach; Federating risk to the right owner; Reducing time for fraud investigations and more... If you want to be our guest, or you know some one who would be a great guest on our show, just send your email to info@globalriskconsult.com with a subject line “Global Risk Community Show” and give a brief explanation of what topic you would like to to talk about and we will be in touch with you asap.

Paul Puckett, Director of the Army's Enterprise Cloud Management Agency joins Tech Transforms to shed some light on one of government technology's most used buzzwords: Zero Trust. Listen in as Carolyn and Tracy learn what it really means to remove implicit trust and how agencies are prioritizing user experience and data protection. Episode Table of Contents[01:03] The Enterprise Cloud Management Agency [10:41] The Context of Zero Trust [19:55] A Zero Trust Reference Architecture [29:28] Protecting the Data that Falls to the Zero Trust Architecture [39:00] The Traditional Dogma [50:07] Data Sharing on Zero Trust Episode Links and Resources Episode Links and Resourceshttps://www.linkedin.com/in/paulbp3/ (Paul Puckett) https://www.army.mil/ecma (ECMA) https://www.whitehouse.gov/wp-content/uploads/2022/01/M-22-09.pdf (White House Memo on Zero Trust) https://csrc.nist.gov/publications/detail/sp/800-207/final (Zero Trust Architecture)

Our anchors begin today's show with CNBC's Mike Santoli looking ahead to the impact of tomorrow's inflation numbers on high-growth tech trading, and Morgan Stanley Head of Global Auto Research Adam Jonas offers his thoughts on a potential car from Apple. Then, Etsy CEO Josh Silverman and Code.org Co-Founder and CEO Hadi Partovi join after signing a new letter alongside 500 other corporate leaders calling on governors to expand access to computer science classes in schools across the country. Later, data management company NetApp CEO George Kurian offers his outlook for macro and foreign exchange crosswinds affecting the enterprise cloud space.

C'était donc ça le monde d'après ! L'histoire d'un monde que l'on espérait meilleur après la pandémie, après les premiers mois de confinement en 2020 : un monde prospère d'un point de vue économique, quand les restrictions seraient levées, mais aussi un monde plus respectueux de l'environnement, plus solidaire entre riches et pauvres, entre pays développés et pays moins développés.  Au lieu de cela, qu'avons-nous ? Une guerre impliquant l'une des grandes puissances de la planète, une inflation généralisée et qui crève les plafonds en Europe et aux États-Unis, des crises alimentaire et énergétique, des pénuries de biens et de main d'œuvre.  Sans faire de catastrophisme, que prévoir pour les prochaines semaines et les prochains mois ? La Chine panse ses plaies du zéro-Covid, la récession guette les États-Unis, les Occidentaux bataillent contre l'inflation. De nombreux pays confrontés aux problèmes énergétiques réactivent leurs centrales à charbon et activent des sanctions toujours plus fortes contre la Russie, engagée dans un combat militaire sans merci en Ukraine. Ont-ils raison d'aller si loin ? Qui va gagner la partie ?     NOTRE PREMIÈRE INVITÉE  Agathe Demarais, directrice des prévisions mondiales de l'Economist Intelligence Unit (EIU), le Centre de recherche indépendant du magazine The Economist. Membre du réseau d'expert·es du World Economic Forum. Son livre, Backfire, qui porte sur les effets secondaires des sanctions américaines, paraîtra fin 2022 aux Presses Universitaires de Columbia.    NOTRE ENTRETIEN EXCLUSIF  Dans la seconde partie de l'émission, vous pourrez entendre un long entretien exclusif accordé par les dirigeants de Huawei en Afrique. Philippe Wang, vice-président exécutif de Huawei Northern Africa, et Colin Hu, président Enterprise & Cloud de Huawei Northern Africa, dévoilent leur stratégie pour les années à venir. Le cloud, la protection des données, la cybersécurité, les villes intelligentes, la couverture réseau. Ils répondent aussi aux critiques qui visent le groupe et aux accusations d'espionnage.  NOS REPORTAGES Ça repart en Chine ! Pour la première fois en 4 mois, l'activité manufacturière et les services sont en augmentation. Une reprise liée à la baisse des contaminations et à la levée des restrictions sanitaires. Le « sommet des multinationales » s'est tenu à Qingdao sur la côte est du pays. Pour cette troisième édition, il a beaucoup été question de robots. Reportage de notre correspondant Stéphane Lagarde.  C'est la pépite du numérique en Tunisie. « Go My Code » s'est spécialisée dans les cours de codage informatique et connaît un succès qui dépasse désormais les frontières tunisiennes. Casablanca, Abidjan, Dakar, Lagos, Le Caire, et bientôt Kigali, Accra ou encore Nairobi. La société du secteur de la EdTech souhaite accélérer sa conquête du continent africain. C'est à Tunis que tout a commencé. Notre correspondante Amira Souilem s'est glissée sur les bancs de cette école un peu particulière pour tenter de déceler les raisons de ce succès.  NOTRE DERNIER ENTRETIEN Inetum est l'une des plus importantes sociétés de service du numérique français. Avec 27.000 employés dans le monde et un chiffre d'affaires de 2,2 milliards d'euros en 2020, elle vient de changer d'actionnaire de référence. Bain Capital a succédé au qatari Mannaï. C'est une nouvelle étape dans le développement de cette entreprise qui compte renforcer sa présence en Afrique. Son PDG Vincent Rouaix est interrogé par Olivier Rogez.  Retrouvez-nous sur Facebook et Twitter.

C'était donc ça le monde d'après ! L'histoire d'un monde que l'on espérait meilleur après la pandémie, après les premiers mois de confinement en 2020 : un monde prospère d'un point de vue économique, quand les restrictions seraient levées, mais aussi un monde plus respectueux de l'environnement, plus solidaire entre riches et pauvres, entre pays développés et pays moins développés.  Au lieu de cela, qu'avons-nous ? Une guerre impliquant l'une des grandes puissances de la planète, une inflation généralisée et qui crève les plafonds en Europe et aux États-Unis, des crises alimentaire et énergétique, des pénuries de biens et de main d'œuvre.  Sans faire de catastrophisme, que prévoir pour les prochaines semaines et les prochains mois ? La Chine panse ses plaies du zéro-Covid, la récession guette les États-Unis, les Occidentaux bataillent contre l'inflation. De nombreux pays confrontés aux problèmes énergétiques réactivent leurs centrales à charbon et activent des sanctions toujours plus fortes contre la Russie, engagée dans un combat militaire sans merci en Ukraine. Ont-ils raison d'aller si loin ? Qui va gagner la partie ?     NOTRE PREMIÈRE INVITÉE  Agathe Demarais, directrice des prévisions mondiales de l'Economist Intelligence Unit (EIU), le Centre de recherche indépendant du magazine The Economist. Membre du réseau d'expert·es du World Economic Forum. Son livre, Backfire, qui porte sur les effets secondaires des sanctions américaines, paraîtra fin 2022 aux Presses Universitaires de Columbia.    NOTRE ENTRETIEN EXCLUSIF  Dans la seconde partie de l'émission, vous pourrez entendre un long entretien exclusif accordé par les dirigeants de Huawei en Afrique. Philippe Wang, vice-président exécutif de Huawei Northern Africa, et Colin Hu, président Enterprise & Cloud de Huawei Northern Africa, dévoilent leur stratégie pour les années à venir. Le cloud, la protection des données, la cybersécurité, les villes intelligentes, la couverture réseau. Ils répondent aussi aux critiques qui visent le groupe et aux accusations d'espionnage.  NOS REPORTAGES Ça repart en Chine ! Pour la première fois en 4 mois, l'activité manufacturière et les services sont en augmentation. Une reprise liée à la baisse des contaminations et à la levée des restrictions sanitaires. Le « sommet des multinationales » s'est tenu à Qingdao sur la côte est du pays. Pour cette troisième édition, il a beaucoup été question de robots. Reportage de notre correspondant Stéphane Lagarde.  C'est la pépite du numérique en Tunisie. « Go My Code » s'est spécialisée dans les cours de codage informatique et connaît un succès qui dépasse désormais les frontières tunisiennes. Casablanca, Abidjan, Dakar, Lagos, Le Caire, et bientôt Kigali, Accra ou encore Nairobi. La société du secteur de la EdTech souhaite accélérer sa conquête du continent africain. C'est à Tunis que tout a commencé. Notre correspondante Amira Souilem s'est glissée sur les bancs de cette école un peu particulière pour tenter de déceler les raisons de ce succès.  NOTRE DERNIER ENTRETIEN Inetum est l'une des plus importantes sociétés de service du numérique français. Avec 27.000 employés dans le monde et un chiffre d'affaires de 2,2 milliards d'euros en 2020, elle vient de changer d'actionnaire de référence. Bain Capital a succédé au qatari Mannaï. C'est une nouvelle étape dans le développement de cette entreprise qui compte renforcer sa présence en Afrique. Son PDG Vincent Rouaix est interrogé par Olivier Rogez.  Retrouvez-nous sur Facebook et Twitter.

About TylerLifelong learner, passionate coach, obsessed with continuous improvement, avid solver of people puzzles.Links: United Airlines: https://www.united.com/ LinkedIn: https://www.linkedin.com/in/tylerslove/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Couchbase Capella database as a service is flexible, full-featured, and fully managed with built-in access via Key-Value SQL, and full-text search. Flexible JSON documents align to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling, while reducing costs. Capella has the best price-performance of any fully managed document database. Visit couchbase.com/ScreamingintheCloud to try Capella today for free, and be up and running in 3 minutes. No credit card required. Couchbase Capella make your data sing.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance query accelerator for the Oracle MySQL Database Service, although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLAP and OLTP—don't ask me to pronounce those acronyms again—workloads directly from your MySQL database and eliminate the time-consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Calling this show Screaming in the Cloud has been pretty… easy most of the time because that's mostly what I do: I shake my fist and I yell at clouds. And most companies are okay with that. Today's guest is likely a little bit on the other side of that because when I'm screaming at clouds, it's often out the window, when I'm in a plane.Today, I'm joined by Tyler Slove, who's a Senior Manager in the Enterprise Cloud and DevOps Group at United Airlines, a company I spend way too much time dealing with when we're not in the midst of a global pandemic. Tyler, thank you for joining me.Tyler: Yeah. Thanks for the invite, Corey. Really excited to be here.Corey: So, I want to talk a little bit about, first, how glad I am to finally talk to you because airlines are kind of like computers—and particularly cloud—where when you first see it, it is magic; it is transformative, it's endless possibilities, the power of flight slash instant provisioning of computer resources. Okay, so not everyone is going to find those quite the same way. What's novel today is commonplace tomorrow, and then you get annoyed because your plane is 20 minutes late as it hurls you through the sky to the other side of the planet with the miracle of flight while you're on the internet the whole way. And it's one of those problems where it is sort of definitionally, a thankless job. It is either in the background that just empowers things, or everyone's yelling at you on Twitter. So, given that you work with both sides of that, how do you find that commonality to play out in your world?Tyler: Yeah, it's an interesting thought, and I hadn't necessarily connected the dots before. Because I, like you, are just as frustrated when that flight is, like, 20 minutes delayed. It's like, “Oh, I wanted to be—[laugh]—where I wanted to be at that time.” And, you know, when you think about it, it's actually an ongoing joke I have with one of my mentors. Like, airlines should not work; when you think about the maintenance, the aircraft, the crews, the weather, legal stuff, like, it's amazing how complex they are, and it's something that's kept me interested for, you know, the first three years that I've been here.But it is similar, actually, to being in an operational role, right? You do everything right, everything's resilient, you roll through an Amazon, like, region-specific issue without any blips, and no one reaches out to you. But you know, you have one issue, and then it's you're getting out of bed at three in the morning, and everyone's got a big retrospective about why you didn't do something that could have resulted in that not happening. And I can see the parallel.Corey: We all tend to have blind spots, and I more or less had my idea of big enterprise technology fixed a while back. And it occurred to me a few years ago that this is probably no longer accurate because I'm sitting here thinking of, well, United Airlines—with whom I do extortionately large amount of travel, let's be very clear here; we're talking I think I did 140,000 miles domestically flown in 2019, the last year that was even close to normal. Protip: Don't fly that much. It really winds up doing a number on your internal clock and having any semblance of life. But I'm sitting there thinking that it's old-school technology; there's a mainframe that powers all of this, and all of the staff checking me in are using these ancient Unix green screens has always been my assumption.And that thought occurred to me as I'm staring at my iPhone, checking in automatically in the mobile app—that was very modern and working at the same time—and the penny finally dropped for me of this is probably not accurate, how I'm envisioning the technology on the back end working. And there have been announcements that United is moving an awful lot of its systems to AWS specifically. What is that—I don't want to call it modernization because that sends the wrong undertone or subtext to it, but what has that cloud transformation been like?Tyler: So, it's the marrying together of those two things without the time that you would potentially want to just rewrite the functionality that the mainframes that have gotten us to do the amount of you know flights and revenue that we do, and that are rock solid, like, we don't get the chance to shut that thing down for three months and rebuild it—or what would be, realistically, more like three years. So, it's how do we build a—Corey: Yeah, it's a heck of a delay notice to put on the airport flight thing: “Flight delayed?” “Oh, when is it rescheduled to?” “2025.” Yeah, turns out that doesn't usually happen.Tyler: Yeah, and so we've got to do it at the same time. And there's, you know, analogies of, like, changing the tire while you're driving or changing the engine on the jet while it's flying. And we've actually—it's felt like that, but it's been in an exciting way. So, we really are able to decouple the front end from the back end or some of the core systems and then, piece-by-piece, modernize them, and do them in a way that is safe and responsible, given you know, the amount of folks that are relying on us to get to where they want to go every day.So yeah, it's been challenging for sure, but it's also the right thing to do. It's the direction we need to go where we can focus more of our engineering talent, which is scarce or limited, you know, we would rather have folks invested in improving the user experience instead of—what we have is a world-class data center, but you know, the number of people that are focused on making that what it is, I would much rather see that happen—or that investment be put into a higher up the value chain.Corey: It's also, on some level, on a baseline trying to understand how it all fits together. You look at the challenges that an airline has, you have challenges with labor, with press, with you know, the big problem of the logistics of not just the scheduling and the rest of making sure that everything flows throughout an enormous what is effectively logistics network, but also the, you know, the minor detail of keeping the planes in the sky when they're supposed to be in the sky. And it feels like on some other you flip through the list of concerns a company has, and technology in the computer sense feels like it's going to be, like, chapter 47 of that giant book. Obviously, that's not true because technology is an empowering story. It is not just the booking system; it controls, more or less, everything.At some level, I'd like to make fun of big companies saying, “Oh, we're not a”—insert whatever the company really does here—“We're a tech company.” But without technology, I don't think you, at this point, have much of an airline. How do you see yourselves in the broader sense? Are you increasingly a tech company?Tyler: We are increasingly a tech company. I think we're… we're seen as partners with the VPs of the different functional areas, right? It's not a separation of the business and IT the way that maybe we would have thought about it five or ten years ago. It's, both of us can't be successful without each other, and the functions have come to trust that we will spend the time we need to understand the problems that they're solving, and we'll bring different perspectives, we're going to bring technical solutions, but we're also going to bring, you know, potentially system or flow changes and business process improvements. And that takes some getting—that right a few times and building up that trust and spending the time you need to, like, go past, “Oh, here's a set of user stories. Just do them.” Of, like, “What are we trying to solve here? Could we just remove this process? Do we even need to do this thing anymore?” And once you prove yourself, I've never felt like we've been put in a backroom or seen as a lower priority. We're working on the same stuff together, and we win or lose together.Corey: I know a lot about the airline industry because I go to tech conferences, and when I'm at tech conferences, invariably the speaker—who's usually J. Paul Reed, but not always—decides to talk about computers, and incident response, and the rest through the lens of the airline industry, which for some reason has always been one of those neck and neck things that are just completely inseparable for those types of talks. And they talk about airline incidents, and very often it's not even, like, the horrifying headline-making stuff, but things like two aircraft passed closer to one another than they should have, and the NTSB does a full investigation. And they talk about how, “Oh, this is exactly the sort of thing you should do whenever there's a computer-related issue.” And I am curious, given that you do in fact have those investigations with the plane-facing stuff, how much of that culture carries over into the, “Hmm. We took a systems outage on the computer side.” And how much of that is similar versus how much of this is just conference-ware.Tyler: It's actually quite similar; that part of our culture permeates through. And we're actually looking at what's the right level of time to spend to get to the root cause when sometimes it's hard to explain in computers. Or there's so many variables that it's going to take us, you know, weeks or dozens of hours to really get there. But yeah, after any significant incident, we're religious about having a follow-up problem review where we get all the information that we need, and we, kind of, are expected to figure out exactly—like, replay what happened, step-by-step, and what were the controls that were in place to avoid such a thing, and were those complied with or not, et cetera. And earlier at my time in United, definitely was frustrated with how—I'm like, “I just need to get back to delivery. We've got this—this sprint is ending, and I can't spend four hours doing this.”Like, that was a… what was seen as, like, a one-time event. And I don't think that all the things that culminated in that are going to happen again, and I've done a few things that I feel are going to mitigate the risk moving forward, but actually, I've changed my perspective on this now. So, we are forcing—or not even forcing; we're simulating major incidents and then doing that type of a problem review so that we can learn ahead of time and we can make it a heck of a lot more fun [laugh] and open and transparent conversation. So hey, me or someone from my team gets behind the curtain and, like, creates some simulation of a major issue in one of our pre-production environments, and then the team that's responsible for the operations and whatnot of that response.And we look at what alerts went off? What alerts do we expect to go off that didn't? What was maybe a leading indicator that we aren't yet looking at? And kind of so we're calling that a game day, and we took that, you know, from—AWS has influenced our thinking on that, or they contributed to it. And it's a really good way to build those relationships, when there's not a lot on the line, you're not coming around what could be a customer-impacting negative experience, which is, you know, really what drives us to do good work is to make sure that never happens.And it does happen, but you know, we're getting more and more resilient. And this is a way to turn that on its head and be able to take the positive of that, and get the spirit, and get people to collaborate better because they—like, “Hey, I did that fun thing together. Now, when we're in the heat of it, we're going to collaborate better, we're going to be, kind of, more open with the information we're sharing because we understand each other's people and their intentions, and you know, where someone's coming from.” So, yeah, we were pretty excited about that.Corey: I have to admit I'm a little on the envious side about how your timing has worked out. Because back in 2008, when the cloud was still a new thing and some of the early adopters were diving in, the experience really sucked. I mean, this was before CloudFormation and other ways of managing systems. And by migrating over the last few years, so many of those sharp edges have been smoothed, and established patterns and processes, and understanding of how cloud interplays with enterprise IT has evolved dramatically. What has been your experience migrating to AWS? What's worked well and what hasn't?Tyler: Yeah, so the migration itself has been very deliberate. So, we were focused on AWS from the beginning, and it was—we believe that they're a leader, that they're going to give us what we need, but also we didn't want to fragment our engineers across multiple platforms and have them have to pick a team. Like, “Am I going to choose to learn how to build stuff in AWS, or GCP?” So, from just a transformation, and to get everybody on the same page, and upskill the organization, we're focused on AWS. And there's definitely, like, some learning curve, or moving into an environment where there used to be a centralized team that handled a lot of stuff for you and made it magic—like, as an engineer; I just have to make sure that my app builds, and then I can send it to someone, and they're going to deploy it, and it's going to work and then you know, we… shifting the responsibility to, okay, we actually believe that if—we could do that; we could just have the same function that did that in the on-prem world, do that for you in the cloud world, but our belief is that we come up with better software when the engineer understands and can control the entire workload and that it's like, “Hey, I can configure my app to take advantage of this particular portion of the underlying infrastructure.”And that became very clear with, like, Lambda or things like that, where it's… you know, there's only so many configurations, and it doesn't make sense to try to get someone else to do that for you. So, there's mindset changes that had to happen. There's also just, like, proving it out. Like, is this going to be more reliable than our data center, which is extremely reliable? And there have been issues in the cloud, like, where we have something running parallel, and we have a cloud issue and it didn't impact on-prem.So, how do we learn from that? And then how do we kind of continue on and figure out, how do we build resilient workloads in the cloud? How do we make sure that we cover our bases on not just getting it running, but like, getting it running the right way, and then doing the testing that we need to do—like I mentioned earlier on the game days—to really be confident in it so that we can ultimately move away from needing to have any sort of backup in the data center.Corey: I was poking around in an AWS account recently, and it looked like there were seven different ways of managing the systems that have been brought to bear in that account, and different design philosophies, competing approaches. And the sad part is that this was my personal AWS account. No one else has ever built anything in that account except for me. And if I have that problem as one person—admittedly a strange person—I can't imagine what the governance story around something like AWS looks like for an organization that has thousands of people working in your IT org. How do you wind up managing the way to build things appropriately?I can't fathom—even though I am a fan of ClickOps—just letting everyone loose with admin rights in the AWS console. There has to be some form of gating approach. Is that done through patterns? Is that done through some sort of internal platform that abstracts away for folks? How are you managing this?Tyler: Yeah, so this is one of the things that led to a learning curve at the beginning, but I think it's worthwhile. And I can't take credit for this because it was a decision that happened before I came, but we're all-in on infrastructure as code. So, we're not extremely prescriptive about what that means across the entire enterprise, but you cannot deploy anything into an environment, like, higher than a development area without it being defined as CloudFormation and promoted through. And that allows us consistency, auditability, [laugh] and a lot of other things.So, that was kind of phase one, and that's been—I believe—in place since we started in the cloud. Like, maybe there were some pocket accounts and some things that existed before, but once we were all-in, and it was, kind of, official that's been in place. And I'm glad we held to that because there's been a lot of, like, “Oh, just remove that. Let people build stuff through the console because they need to move fast.” And we're like, “Yes, that would move them fast right now, but the level of inconsistency would be extremely risky to be able to handle that, and handle production incidents if you don't have a pre-prod environment to test the patch that you're trying to put in on the fly, that manages hundreds of orders a second.”So, we started with CloudFormation. We were kind of all-in on CloudFormation, and then over the last year or so—maybe a little bit longer—it's become apparent that CloudFormation has some limitations. And it can be also intimidating to have to, in excruciating detail, like, define every single parameter of every resource you're trying to create. And—Corey: It's wordy. It's YAML or JSON, whichever one you hate the most, invariably, is the one you're dealing with today. And yeah, it has its limitations.Tyler: Yeah. And then they're sharing that happens, right? So, it's like, I've got someone that I go to lunch with, that's like, “Oh, I just built this solution. It's all in CloudFormation.” They send it over, and then I'm looking at, it's like, “Can I reuse this? Which parameters here are things that I should change for my app, and which ones are there because security mandated it, or it's part of, like, a corporate compliance thing, or other reasons why?”So, what we are really excited about in the last few months, we've really invested in CDK constructs and being able to define. You know, as my small team, we have visibility and strong, like, partnerships with our cloud engineering group, with our security groups, and whatnot, and we can say, “Hey, if you want to build an ECS cluster, like, this is a good, known way to start.” And you can just provide, like, X number of parameters that are meaningful to you, and you can inherit all the rest. And you're going to get our logging standards, you're going to get our security standards, all that, like, more or less built-in. And we also can version that.So, we can know, hey, this person built off the CDK App 1.1, and then we have some sort of security change, right? So say, now we want to install some other agent on all these things. And it's like, “Okay, all the ones that were deployed on 1.1, we need to move it from 1.1 to 1.2.”And we can test what that upgrade path looks like in a lab environment, and then we can, you know, release it and have, you know, 30 different app teams all consume that update in a relatively self-service manner that means we don't have to do it one by one. And then, yeah, it just gives us the ability to respond to stuff as quickly as we need to in the current environment.Corey: Today's episode is brought to you in part by our friends at MinIO the high-performance Kubernetes native object store that's built for the multi-cloud, creating a consistent data storage layer for your public cloud instances, your private cloud instances, and even your edge instances, depending upon what the heck you're defining those as, which depends probably on where you work. It's getting that unified is one of the greatest challenges facing developers and architects today. It requires S3 compatibility, enterprise-grade security and resiliency, the speed to run any workload, and the footprint to run anywhere, and that's exactly what MinIO offers. With superb read speeds in excess of 360 gigs and 100 megabyte binary that doesn't eat all the data you've gotten on the system, it's exactly what you've been looking for. Check it out today at min.io/download, and see for yourself. That's min.io/download, and be sure to tell them that I sent you.Corey: It's a constant challenge and it's really neat seeing the adoption of things like the CDK, which I've always sort of mentally put on the same stack as, “Oh, yeah, this is something that scrappy tiny startups use.” But you're the exact opposite of that. The fact that you're using it and finding success with it says a lot. I think you're also right there with the most nimble, advanced, tiniest of startups in the world, and you're still trying to figure out how to contextualize this into the broader lifecycle and understand the long-term architectural implications of how this stuff works. If it helps anything, I can assure you, you are very far from alone.If anyone else is feeling that way, exactly the same position. And if you're out there saying, “Oh, yeah. We've solved this. This is how we do it.” Find a second person to agree with you. But then come talk to me. Because everyone solves it locally; no one solves that globally. It's a hard problem.Tyler: Yeah. We've had this vision of, like, a vending machine for stuff. And then we've tried that in different ways and templates, and we think that this is the right pattern.Corey: Yeah, every time AWS builds a vending machine for accounts and whatnot, it's like the worst kind of vending machine; the kind that eats all your money.Tyler: Service catalog. Yeah.Corey: Yeah. It becomes a disaster. So, I want to talk about a couple of other things as well. When we started talking a year or so ago, you were a team lead. Today, you are a senior manager, and it turns out that, unlike when you start your own company and can invent your own made-up title, like, Cloud Economist, those words mean things. So first, congratulations on the promotion, how'd it come about?Tyler: Thank you. Yeah, it came about—I guess, I really have always been passionate about people leadership, but I know that in order to properly lead and, like, have the context, and you need to know what it's like to do these hard things that my team is solving, and be responsible for those, kind of, as an individual. So, you know, I've been spending the last, like, five or so years as an individual contributor, kind of learning how all this stuff works, and then learning from a lot of different managers. You know, I've been really lucky to have some people that, kind of, took me under their wing, coached me, and is just, like, the person that puts the wind in your sails, but like, not in a… not in a fake way, but like actually sees you and puts you into situations that are going to force you to grow and have your back if something goes wrong. And I kind of saw that and I wanted to be that for someone else.So, you know, it's… yeah, it was something that I kind of put my hat in the ring, and a position came and I was tapped to step up and do it. But it was initially for a very small team, right, so a three-person team. But it's since expanded to be six or seven over the next month or so.Corey: One of the things that I found always interesting slash admirable about you is we travel in somewhat similar circles. We both have pitched in from time to time as mentors in Forrest Brazeal's cloud resume challenge, and it's nice to see people who are working at established companies who are very busy with their day jobs, also taking the time out of the day to help, effectively, what is the next generation of cloud engineer find their way within this industry. How did you get onto that track?Tyler: Yeah, so I guess it's, you got to send the elevator back down. I have the experience of, kind of, being on the edge of, like—I was on the waitlist for my university, I had to—also was on the waitlist for my first job as a rotational program, and there was always kind of this, like, I had to claw for it, I had to prove myself, and also had to—I was the first in my family to pursue opportunities like this. And I got the itch for it, then I also see there's so much potential in folks. And like, even looking at my parents as examples, right? My father's an auto mechanic, and he's probably one of the smartest people I know, but didn't really… have the opportunity to get into technology. [unintelligible 00:22:44] kind of in a blue-collar job.But I just feel like there's so much untapped potential, and I am passionate about helping people at least, like, understand what opportunities are available to them. And not just assume that if you don't have an example of someone who's a software engineer in your life, or a sibling, or a parent, like, that's outside of your reach.Corey: I love the phrase, ‘send the elevator back down' because it's true. I feel like the only reason that anyone that you have ever heard of in tech, who you have any modicum of respect for—and I include both of us on that list as well, but basically everyone else in the industry, too—the only reason all of us are here in the roles that we're in is that at some point, someone did a favor for us that they didn't have to, but they did. And it's almost impossible to pay that back, so instead, I've stopped trying. I instead try to do those favors in a forward-looking way for other people whenever I can. And there's a lot to be said for expressing that through a way of helping people find their way and see what happens.Because let's face it, the industry that you and I came up in doesn't really exist in the same way. There is no fleet of help desk positions out there the way there was when I first started getting exposed to technology, that would get me into this direction, so people have to come through alternate paths. And some people try and express that through advice that no longer applies for a world long gone. I try and at least keep up with what's going on in this space.Tyler: Yeah, absolutely. It's a dynamic environment for sure, and when I look at just how challenging it is to try to, like, find a senior cloud engineer, and then looking at, okay, is what we're doing here, like, really rocket science? Does it require ten years of experience? And I think the answer is no, like, we've got a small enough group here, we know what we're doing, and everyone's passionate about bringing other people up and, like, finding their strengths, giving them a problem, not giving them the answer to the problem, and kind of strategically building to bigger, bigger things until the next day, you know—or before you know it, they're able to solve problems that you would have previously thought, like, “Oh, that's something that I have to get my hands on.” And it's just so powerful to see that and to be part of that. So, that's kind of the approach we're taking.Corey: It refreshing to see. So, many companies are requiring that they hire senior talent, and they can't take junior talent because, “Oh, that person would take six months to come up to speed in this environment. We want to hit the ground running.” And the job req has been open for nine months. At some point, building talent becomes the best slash only way forward.I'm still at a scale now where I'm not in a position be able to do that, just because we are dropping principal consultants into dynamic strange situations, and that is a terrible environment for a junior, but as you scale past a certain point—I don't really know what that point is, but yes, United Airlines has scaled past that point—bringing folks up, taking interns, making interns job offers, and continuing to expand what is happening, I think, on some level, one of the big hiring challenges for United and other similarly situated companies has been that, oh, the technology must be ancient caribou-era of trekking across the tundra level of development. But we just talked about using the CDK, and pattern design for things. The public perception and the reality are incredibly divergent.Tyler: Yeah. Maybe I'm strange in this regard. But since college, I've worked only in very, very large organizations. And seeing the satisfaction that you have, or you can get from working with those systems, and being able to churn out a modern customer experience, or modernizing the system for operational efficiency, just it's very satisfying to me to be in that environment. I know that it probably scares other people away.But it's just the scale; it's hard to get that scale somewhere more—I don't know, I guess, like, younger, newer because you don't have years of legacy. But I don't necessarily see that as a bad thing. Like, years of success and technology that's supported that success that you need to figure out how to handle.Corey: One last question that I have for you harkens back to something that I said earlier, where I congratulated you on your promotion to management. It's not really a promotion, at least not the way that I think it should be thought about. Because it's very much an orthogonal skill. You were a great engineer and architect building things yourself. And now you manage a team where if you're diving into fix things by hand, you are misunderstanding the role in many respects, suddenly, your toolkit is no longer doing the thing yourself, but rather delegating the thing to be done and making sure that it gets done and your primary slash only toolkit to do all of that is hiring and developing talent. How have you negotiated that transition? Do you still find yourself itching to dive in and fix the work yourself? Are you better at letting go than I was for a long time? Where do you find yourself on that?Tyler: Yeah, so that the inclination is still there, but I've learned to, like, recognize it and let it go. But I also have told my team members, like, 90% of the time, I'm going to give you all the latitude in the world, and I'm going to spend all my time helping you understand the problem that we're facing as I understand it, and the potential roadblocks, and then there may be some times where I'm going to be like, “I really want it done this way.” And I ask them to give me that… give me that ability. I have yet to really break that one out. But that's the only way that you can scale, and you get so much satisfaction about over… empowering someone to solve a hard challenge, and then seeing that they did it in a way different than you did it, and they did it better. [laugh].And that's a little bit of an ego hit, but you're like, that's what it's about. And then they can build that confidence and then take on larger challenges. And that's what gets me out of bed in the morning; that's what gets me excited is working with people who just really want to do good work. And I can help put the right challenges in front of them, help shield them from stuff that's not adding value, but like, asking for their time, connecting them with others that is going to kind of get that wind in their sails, and just get out of their way.And then once the success is there, do everything I can to get that out and make sure that people know the good work that we're doing. Because as much as you can say your work speaks for itself, in a huge organization, it's not so much the case. Like, good work often goes unacknowledged if there's not someone if you're—like, promoting that. And most individuals aren't comfortable—myself included—promoting my own work. Like, I wouldn't do that, but I'm more than happy to promote the work of someone on my team.Corey: On some level, as managers, you get recognized and evaluated based upon the performance of your team, not the things that you personally achieve. And that has always been a difficult transition. I got to level with you; I never handled it super well. It sounds like you are way better suited for the role than I ever was.Tyler: Well, it's early on, but yeah, I'm very excited.Corey: If I really want to evaluate a manager, all I have to do is really talk to their team, more often than not, and you start to see things when you probe properly. I really want to thank you for taking so much time out of your day to speak with me. If people want to learn more about what you're up to and how you see things, where can they find you?Tyler: I'm probably most active on LinkedIn. So, just tylerslove at LinkedIn.Corey: We'll be sure to add that to both the [show notes 00:29:58], as well as I will add you to my professional network on LinkedIn, which I believe is the catchphrase that they're using. Thanks so much for your time. I appreciate it.Tyler: All right. Thanks, Corey.Corey: Tyler Slove, Senior Manager for Enterprise Cloud and DevOps at United Airlines. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud, of the usual kind. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment disavowing all of this newfangled technology we've been talking about and that's why you only travel via steamship.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

OpenStack: scalable, automated cloud infrastructureWe introduced OpenStack, powerful open source software that automates the management of hardware and infrastructure, in our 50th episode. Organizations like Sardina Systems use OpenStack to offer their clients scalable, pay-as-you-grow cloud infrastructure. Today we have two guests from Sardina Systems, Kenneth Tan and Mihaela Constantinescu, who manage OpenStack installations for their customers. Our other guest, Dr. Jens Krüger, uses Sardina to deploy OpenStack for the University of Tübingen, Germany.Sardina Systems deploys OpenStack to private cloud customersSardina Systems knew they needed an open source cloud infrastructure base to build on. They researched the market and ended up picking OpenStack due to its “tremendous velocity of development,” as Kenneth puts it.Sardina Systems' flexibility, ability to scale, and attention to privacy and security are desirable to organizations in industries with particular needs regarding security and privacy. Sardina Systems' enterprise cloud platform, Fish OS, is specifically geared toward creating private clouds for finance, telecommunications, healthcare, and government clients. Sardina Systems is also highly cost-effective compared to many big-name competitors — a private cloud is a fraction of the cost compared to others like Azure or Google Compute Cloud. The University of Tübingen chose Sardina Systems because, according to Dr. Kruger, “Sardina provides a supportive environment for rolling updates with, theoretically, zero downtime, and practically, something very close to that. It saves the university a lot of headaches.” Open Source creating natural alliances where the competition can'tPlatform.sh also uses OpenStack, enabling us to offer public and private cloud services to various customers. Since OpenStack is open source, it can bring together ecosystems of cloud infrastructure service providers like Sardina Systems and Platform.sh in a way that public (often proprietary) cloud can't. There are alternatives to OpenStack, such as NFS, which work well for storage. But they tend to be slower, and they lack the self-healing and re-balancing that OpenStack offers.Try powerful open source software OpenStack to help manage your cloud infrastructure.Platform.shLearn more about us.Get started with a free trial.Have a question? Get in touch!Platform.sh on social mediaTwitter @platformshTwitter (France): @platformsh_frLinkedIn: Platform.shLinkedIn (France): Platform.shFacebook: Platform.shWatch, listen, subscribe to the Platform.sh Deploy Friday podcast:YouTubeApple PodcastsBuzzsproutPlatform.sh is a robust, reliable hosting platform that gives development teams the tools to build and scale applications efficiently. Whether you run one or one thousand websites, you can focus on creating features and functionality with your favorite tech stack.

James Fox, Director, Enterprise Cloud, ProtivitiA report by the Association for Financial Markets in Europe (#AFME) and Protiviti outlines potential key regulatory barriers to the greater adoption of #cloudservices in #capitalmarkets and provides recommendations for policymakers, regulators, and #CloudServiceProviders (CSPs) to assist #banks with their adoption. Building Resilience in the Cloud finds that, while banks are increasing migration to the cloud and identifying solutions to address regulatory concerns, two solutions that are becoming increasingly proposed by policymakers - #portability and #multi-cloud strategies – may introduce further barriers to adoption. Robin Amlôt of IBS Intelligence discusses the issues with James Fox, Director, Enterprise Cloud, of Protiviti

On SGExtra's Tech Talk, hosts Rachel Kelly and Shehzad Haque spoke to Verena Siow, President & Managing Director, SAP Southeast Asia about how Southeast Asian businesses are faring in the move to go digital. See omnystudio.com/listener for privacy information.

Today's guest is Henrik Gehrmann, VP of Engineering at Clear Labs in San Carlos, CA. Founded in 2014, Clear Labs harnesses the power of next-generation sequencing (NGS) to simplify complex diagnostics for clinical and applied markets. By creating the only fully automated platform that brings together DNA sequencing, robotics and cloud-based analytics, Clear Labs democratizes genomics applications to deliver increased clarity. Henrik is an enthusiastic, creative and highly organized Engineering Leader with a focus on Enterprise Cloud and SaaS Applications, Data Analytics, Machine Learning, as well as Media and UX. He has deep experience building and mentoring teams while implementing process-oriented, yet agile management methods. Henrik is passionate about technology and is a hands-on leader from developing scalable system architectures to designing innovative applications. In the episode, Henrik will tell you about: Clear Labs interesting work within Biotechnology, Use cases of the impact they are bringing to customers, Interesting projects they are working on including Covid-related work, Why he loves working at Clear Labs, Building their tech team and how it's structured for success, Interesting opportunities within the team and What the future holds for Clear Labs

Investing in new initiatives for the Navy Thomas Harker, acting secretary of the U.S. Navy, discusses major efforts the Navy has undertaken, including mental health treatment improvement and technology modernization The future of the National AI Research Resource Task Force Dr. Erwin Gianchandani, deputy assistant director of Computer and Information Science and Engineering at the National Science Foundation, details the goals of the task force he co-chairs for driving innovation in artificial intelligence and machine learning Recommendations for DoD in light of JEDI cancellation Emily Murphy, former administrator of the General Services Administration, and Mark Forman, former E-Gov administrator and federal CIO at the Office of Management and Budget, discuss what to expect from the next defense enterprise cloud computing contract

No GoldenTalks de hoje temos Erika Nagamine. Ela é Enterprise Cloud Architect. Se quiser pagar uma cerveja ou passar uma "buxa" para Erika Nagamine, pode entrar em contato através do: LinkedIn: https://www.linkedin.com/in/erikanagamine/ Twitter: @erikanagamine

As a Senior Product Manager at Atlassian, Matt Tse uses his experience in product discovery and design thinking to help customers find success with products, such as Jira and Confluence Cloud. A native of Canada, Matt found a welcome change of pace when he moved to Australia and joined the Atlassian team.At the time, Atlassian was in the midst of rolling out its second version of the Jira Cloud. During his onboarding, Matt began digging into customer feedback — a lot of it. That experience led to some interesting insights and ultimately an uncomfortable suggestion: the team needed to redo Jira version 2. Needless to say, the thought didn't make Matt the most popular guy in the room. Though there was initial pushback to the idea of a do-over, it was hard to argue with the customer critiques Matt identified. “It's literally the customer that's saying, We need to fix this part,” Matt says. “The pieces of feedback, complemented with real stories recorded from customers really made heads turn.”And that's indicative of much of Matt's work with Atlassian (so far): breaking down barriers in order to hear and respond to customers.In this episode of People Driven Products, Matt breaks down his exhaustive methods towards customer feedback, how he communicates consumer insights to a team and the key to success as a product manager. 

Let's look into the crystal ball. Industry cloud solutions will be gamechangers for innovation, allowing organizations to quickly deploy apps that address very focused business needs and deliver specific business outcomes. A clean core and cloud platform technology will be key elements of that vision. And enterprise leaders will have to embrace a new mindset when it comes to ERP and the potential of cloud. Some examples: Thinking in terms of “old ERP vs. new ERP” is out. “ERP plus” is in. “Cloud as just an infrastructure play” is also out. Instead, leaders will have to use cloud more strategically—as an enabler of business integration, innovation, and analytic insights. We'll ask Deloitte cloud transformation specialists and industry leaders Smitha Chowdavarapu, Chip Kleinheksel and Hernan Krymkiewiz to share their insights as we explore what the enterprise cloud landscape will look like in the years ahead—and how you can navigate the future of cloud and discover new value for your organization.

Let's look into the crystal ball. Industry cloud solutions will be gamechangers for innovation, allowing organizations to quickly deploy apps that address very focused business needs and deliver specific business outcomes. A clean core and cloud platform technology will be key elements of that vision. And enterprise leaders will have to embrace a new mindset when it comes to ERP and the potential of cloud. Some examples: Thinking in terms of “old ERP vs. new ERP” is out. “ERP plus” is in. “Cloud as just an infrastructure play” is also out. Instead, leaders will have to use cloud more strategically—as an enabler of business integration, innovation, and analytic insights. We'll ask Deloitte cloud transformation specialists and industry leaders Smitha Chowdavarapu, Chip Kleinheksel and Hernan Krymkiewiz to share their insights as we explore what the enterprise cloud landscape will look like in the years ahead—and how you can navigate the future of cloud and discover new value for your organization.

How are enterprises responding to the COVID 19 pandemic and how is it affecting their cloud usage? We take a look at 6 key findings from 2nd Watch’s “Enterprise Cloud Trends” survey and discuss what the survey indicates and what we ‘re seeing from our own clients.

In this episode, we're joined by Emilia D'Anzica, customer success expert and founder of Growth Molecules. Emilia shares her thoughts on the evolution of customer success, its role in the modern cloud market, and how cloud revenue leaders can become more closely aligned with their CS orgs.

Listen to John Bowles, Senior Systems Engineer at Nutanix discuss how Nutanix's multi-cloud platform, Xi Beam, provides security compliance and cost governance capabilities for public and private clouds.

We spoke with David Trice, Honeywell Forge Chief Product Officer and General Manager Connected Buildings, in a Cloud Wars Live Perspectives. Here is our conversation.The Big Themes:Honeywell Forge: Enterprise performance management is bringing a new solution to the table – eliminating the barriers of complexity.Transforming into a software company: Honeywell is going to be a software company – and an industrial company.Mobile first software company: How you engage with the customer, how a building operates, how the supply chain operates, and what we do in the next step of our transformation.Reinventing everything: Honeywell's business is to reinvent everything – from on-premise hardware driven-control systems to virtualized capability to digital transformation.The Big Quotes:“We understand, there's a lot of complexity. That's why we purpose-built Honeywell Forge to rethink the problem.”

The IRS, over a decade of budget cuts, has gotten used to doing more with less. But the workload put on the agency during the COVID-19 pandemic has stretched the agency to its limits. In getting stimulus funding out the door and managing an extended filing season the IRS has had to make due with limited staff and legacy I-T systems. For more, Federal News Network’s Jory Heckman joined Federal Drive with Tom Temin.

Join GGV Capital Managing Partner Jeff Richards and 7investing Lead Advisor Austin Lieberman as they discuss wide-ranging topics from mental health to what companies and trends Jeff is interested in the public markets. Public equities mentioned in this podcast Salesforce (NYSE:CRM), Crowdstrike NASDAQ: CRWD), Zoom (NASDAQ: ZM), Amazon (NASDAQ: AMZN) Welcome to 7investing. We are here to empower you to invest in your future! We publish our 7 best ideas in the stock market to our subscribers for just $17 per month. Start your journey toward's financial independence https://7investing.com/subscribe Stop by our website to level-up your investing education: https://www.7investing.com Follow us on Social Media ► https://www.facebook.com/7investing/ ► https://twitter.com/7investing ► https://instagram.com/7investingofficial --- Send in a voice message: https://anchor.fm/7investing/message

The Cloud... It is quickly becoming the standard for modern business. In this episode of The Hacks, Chunga asks Tom the question: "How much does CX (customer experience) matter when it comes to enterprise cloud technology?" After all, it's being used by everyone and yet, for some reason, customer experience doesn't really seem to exist on any widely used or universal level. Why is that? Tom has some theories on why CX has somehow managed to fall through the cracks. Will CX ever become a "thing" for enterprise cloud technology? Listen now to find out! For more about his episode: Forrester report on Enterprise Cloud CX Follow SaltStack on Twitter! @saltstack Send us an email! thehacks@saltstack.com 

In der heutigen Folge lernst du Rene Schneider, Enterprise Cloud Expert bei der DB Systel in Frankfurt kennen. Adieu Rechenzentrum – welcome Cloud. Wir reden heute darüber, wie sich die DB Systel innerhalb von 4 Jahren zum größten Cloud Enterprise in Deutschland entwickelt hat. 45 Teams sind hier mit dem Betrieb von Anwendungen in der Cloud beauftragt und knapp 500 Teams arbeiten und entwickeln auf der AWS und Azure Cloud. Um der starken Nachfrage im Konzern gerecht zu werden, möchte man bis Ende des Jahres weitere 100-120 KollegenInnen im Cloud Bereich einstellen. Darüber hinaus nimmt euch Rene mit auf seinen spannenden Weg in die IT. Denn ihm wurde das Thema von der Familie aus in die Wiege gelegt. Mehr dazu jetzt im Interview. Wenn auch du auf eigenverantwortliches und selbstorganisiertes Arbeiten setzt, dann schaue jetzt vorbei auf karriere.deutschebahn.com. Hier findest du spannende Positionen wie den AWS Cloud Administrator in Berlin, Erfurt oder Frankfurt (w/m/d). Wenn du darüber hinaus noch Fragen an Rene hast, schreibe ihm einfach eine Mail unter rene.schneider@deutschebahn.com. Bei Fragen rund um die DB als Arbeitgeber stehe ich auch gerne zur Verfügung auf Xing, LinkedIn oder Twitter -> @Jan at DB /* Ich wünsche dir viel Spaß beim Hören und freue mich, wenn du mir eine Bewertung & Feedback in deiner Podcast-App hinterlässt */

Brenda, Matthew, and Ryan unite like Voltron to investigate all around the Atlassian ecosystem and discuss: Atlassian Cloud Updates: https://confluence.atlassian.com/cloud/blog/2020/06/atlassian-cloud-changes-jun-8-to-jun-15-2020 Advanced Roadmaps 3.29: https://confluence.atlassian.com/jiraportfolio/advanced-roadmaps-for-jira-3-29-release-notes-1005798411.html Confluence 7.5.1 (bugfixes): https://confluence.atlassian.com/doc/issues-resolved-in-7-5-1-1005800342.html Confluence Beta 7.6: https://blog.developer.atlassian.com/confluence-server-7-6-beta-is-available-now/ Bitbucket Pipelines: Conditional Steps and improved logs: https://bitbucket.org/blog/conditional-steps-and-improvements-to-logs-in-bitbucket-pipelines ScriptRunner for Bitbucket Champion Hour: https://bit.ly/3hpsyjc Top tips for handling Zoom fatigue: https://www.linkedin.com/posts/adaptavist_zoom-activity-6676462046927695872-U96n Thanks for listening! If you'd like to get in touch with us, connect on social @Adaptavist.

On this episode of the Futurum Tech Podcast - Interview Series, host Daniel Newman welcomes Alexey Gerasimov, Vice President of Global Cloud Delivery for HPE to discuss cloud consumption, the benefits of the cloud, and how to find the right mix of cloud for your business.   The Value of the Cloud in the Face of COVID-19   We have built a culture of face to face collaboration, but how we approach business and collaboration has changed in the last few months. Cloud has enabled us to be able to work from home. It has powered companies to keep going. We are coming to a point now where the real, true value of cloud can be realized especially those companies still looking to transform to be able to conduct business as effectively as possible.   Public Cloud Works… Most of the Time   Public cloud usage is through the roof right now. Originally, the whole concept of public cloud was centered on speed, agility, cost effectiveness and faster time to market — all of which was not available in on-prem environments. But that has started to change in recent years as on-prem, private cloud, and hybrid options have started to flood the market. Many companies now employ some sort of cloud mix to handle all of their needs. But the question remains, how do companies figure out the right mix of cloud options? Where should workloads go? This is what HPE strives to help companies figure out.   Enterprise Cloud Adoption Needs Strategy   Like any technology, just because you can migrate to the cloud doesn't mean you should. Your enterprise cloud adoption needs a strategy. Shadow IT won't work for the cloud.   HPE works with companies to figure out what exactly their needs are in order to recommend the right mix. It's a multi-phase journey that allows companies to build in increments similar to a devops approach. Alexey broke down the basic steps of the process into strategic workshop, assessment, minimum viable cloud, final cloud solution.   The strategic workshop is the most important step. It lays the groundwork for the entire cloud strategy. Companies first need to answer a few basic questions to get to the strategy behind a cloud migration. Questions include why are we doing this? What problems are we trying to solve? And where can we gain the most business value?    Objective Recommendations   Once the strategic workshop and assessment are complete, HPE can pitch recommendations that are part of the Right Mix Advisor. The best thing about HPE is they don't pitch one cloud over another for their own gain.   HPE partners with several cloud providers and pick the best cloud for whatever their customers requirements are. HPE determines what applications and workloads can go to the right cloud infrastructure based on decisions from tech components like security, governance, and finances among other things. They help customers find what they need and then can help the strategy shift as needed as well.   Process of Ongoing Engagement   What works today for a cloud strategy might not work next year or even in six months. Companies can spend unnecessarily more if they don't pay attention when adding on or dealing with scale. Cloud is a living, breathing entity that HPE can help manage in a few different ways like cost control and managed compliance. Having the right structure in place from a cost approach is critical especially in situations like this where everyone is tightening their belts so to speak. Alexey noted that HPE understands this and helps companies get it right from the start.   COVID-19 and Cloud Transformations   With the outbreak of COVID-19 every company had to step up their game. If they had already started to transform, the process went faster. If they were already in the cloud, they likely needed more bandwidth or compute power. If companies hadn't transformed at all, it became even more clear that they needed to. The spending must go on to keep business moving forward no matter what the situation is.   HPE stepped in to help even more. First, companies can defer payments for 90 days to get the technology and IT infrastructure set up to continue working efficiently. Second, if companies need cash upfront, HPE is offering a buy back program where they will buy back old outdated technology assets to help with the new IT infrastructure investment.   Furthermore, once IT leaders and companies realize what their cloud strategy looks like, HPE can work with them to figure out how that adoption happens. Whether it's buying the technology back and managing it for them or moving technology to consumption models, HPE has a lot of different options available to help companies in whatever stage they are in.   If you'd like to learn more about how HPE can help you with your cloud strategy, please visit their website and be sure to listen to the full episode to hear more insights. While you're at it make sure to hit subscribe so you never miss an episode.

Cybersecurity is back on the agenda in this week's episode of Cloudbusting. Jeremy and Dave are joined by Paul Crichard, Security CTO at BT, to discuss how enterprises should navigate the rapidly evolving complexity of the networking and security options of the various cloud platforms. How has the core logic of security evolved? Can we view security as an enabler? How do we rethink security budgets?  

During this episode, You Me and Your Top Three host, Gregg Garrett, speaks with Steve Tack, SVP, Product Management at Dynatrace – a technology giant that is part of the backbone of many of the most well-known brands in this digital world. Steve shares the journey that took the company from a small division of a large technology organization to a spin-out and PE-backed growth firm to a publicly-traded technology firm. Steve also gives hints on how to grow a successful global product team and how to stay ahead of the market by focusing exclusively on hiring ex-founders to lead different product segments. And, of course, Steve speaks about his top three –  from his executive peers to his global product group to his former athletic coaches. Finally, you have to hear about how the most critical moment of Steve’s success wasn’t ringing the bell at the New York Stock Exchange, but a milestone that took place years ago when the executive team decided to bravely cannibalize their own business and innovate the entire product offering. About Steve Tack As SVP of Product Management, Steve is responsible for product vision and go-to-market strategy at Dynatrace. Steve has a passion for delivering innovative solutions that help customers digitally transform and, with 20 years of software experience, he uses his market development expertise to bring a relentless customer focus to the company’s products. Prior to this role, Steve held management positions in technical sales and engineering. Outside of Dynatrace, Steve is an active volunteer and enjoys time cycling, coaching and spending time with his wife and two kids. Steve has a B.A. in Economics from Kalamazoo College. Show Highlights Segment 1: Overview 1:25        Competing the connecting world – The Transformation First Mile. 3:45        Having the bravery to change. 5:43        Steve Tack – From technology in the dot com era to leading product strategy for an enterprise software company. (Dynatrace. Compuware.) Segment 2: The “Top Three”   8:30        Steve’s “Top Three”: John Van Siclen – Managing a business while maintaining a customer first mindset. 12:16      Steve’s “Top Three”: Bernd Greifeneder – Always think about the next step of disruption. 14:17      Steve’s “Top Three”: The Dynatrace Executive Team – Bravery. 15:08      Steve’s “Top Three”: Dynatrace Product Leaders – The importance of an entrepreneurial mindset. 18:48      “We don’t want people who are going to delegate decisions up.” 20:29      Steve’s “Top Three”: Steve’s high school swim coach – You really can’t control anything around you, but you can control what you do. 22:50      Steve’s “Top Three”: Steve’s collegiate football coach – “There are people who want the play coming their way, and then there are people who hope it goes in the other direction.” (Kalamazoo College.) 28:00      Steve’s “Top Three”: Steve’s wife and his father – The reasons Steve can put his focus on work. Segment 3: Industry Disruption & Transformation   28:55      Dynatrace – Software Intelligence for the Enterprise Cloud. 32:19      Buzzwords and clichés only matter when you understand how enterprises are adopting technologies and personalizing them to their business. 35:15      “Go out there and find out what the market is going to look like in 2020.” 38:25      The steps required after going public – the company inside the company. 44:31      How customers are taking an interest in the Dynatrace reinvention and transformation story. 46:46      Hint for leaders: Establish the vision and have mantras that are clear, tangible, and actionable. 48:14      Hint for leaders: “Putting the candidates into a spot where you really feel like you are working with that person.” 51:33      The surreal experience of going public. Segment 4: Wrapping Up 54:06      How to make speed real: Set the cadence for the business. 56:02      Know when it is your own energy trying to push something forward versus the market. 57:50      Hint for leaders: “You have to invest and think in different time horizons.” 59:31      Follow Dynatrace and Steve on LinkedIn. Additional Information Contact Steve Tack: Steve’s LinkedIn Steve’s Twitter Contact Dynatrace: DynatraceWebsite DynatraceLinkedIn DynatraceTwitter DynatraceInstagram Contact Gregg Garrett: Gregg’s LinkedIn Gregg’s Twitter Gregg’s Bio Contact CGS Advisors: Website LinkedIn Twitter

"Hurricane sandy made me a DevOps believer" - I sad down with Rob to talk about the realities of DevOps at scale and in complex industries like TelCo Web: sweetcode.io/developers-eating-the-world/ Youtube: youtu.be/xXmMg1HVhYk Instagram: www.instagram.com/devseatworld/ SC Twitter: www.twitter.com/sweetcodehq Chris Twitter: twitter.com/hoardinginfo Chris LinkedIn: www.linkedin.com/in/cloudproductandmarketing/

In what he calls one of the most volatile regions in the world, Matt Young is helping companies modernize their IT. In this segment, Nutanix senior vice president of sales for Asia-Pacific-Japan region describes how he deals with demanding managers and cautious executives from cultures dating to ancient times as they grapple with 21st Century […]

In what he calls one of the most volatile regions in the world, Matt Young is helping companies modernize their IT. In this segment, Nutanix senior vice president of sales for Asia-Pacific-Japan region describes how he deals with demanding managers and cautious executives from cultures dating to ancient times as they grapple with 21st Century […]

In this episode, GGV Capital's Hans Tung and Rita Yang interviewed Renee Wang (王小雨), the founder and CEO of CastBox, a global podcast platform often referred to as the "Netflix for podcasting". It uses natural language processing and machine learning to power unique features like personalized recommendations and in-audio search. According to a report from Sensor tower in April 2019, Castbox is now the biggest 3rd-party pure-play podcast app.   Before launching CastBox in 2016, Renee worked for Google in China, Japan, and Ireland. She holds a bachelor's degree in Peking University in psychology and mathematical statistics. While in college, she taught herself coding and became one of the earliest Android developers in China.    On the show, Renee discussed user acquisition in international markets with a cross-cultural team, integrating Chinese social app features into its global podcasting platform, the landscape of consumer-facing audio apps in China and her strategic decision for not entering the Chinese market. She also shared her journey of landing a job at Google without speaking a word of English, selling her apartment in Beijing to fund her startup and leading a diverse team spread across the US and China.   Join our listeners' community via WeChat/Slack at 996.ggvc.com/community.  The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

In this episode, GGV Capital’s Hans Tung and Rita Yang interviewed Renee Wang (王小雨), the founder and CEO of CastBox, a global podcast platform often referred to as the "Netflix for podcasting". It uses natural language processing and machine learning to power unique features like personalized recommendations and in-audio search. According to a report from Sensor tower in April 2019, Castbox is now the biggest 3rd-party pure-play podcast app.   Before launching CastBox in 2016, Renee worked for Google in China, Japan, and Ireland. She holds a bachelor's degree in Peking University in psychology and mathematical statistics. While in college, she taught herself coding and became one of the earliest Android developers in China.    On the show, Renee discussed user acquisition in international markets with a cross-cultural team, integrating Chinese social app features into its global podcasting platform, the landscape of consumer-facing audio apps in China and her strategic decision for not entering the Chinese market. She also shared her journey of landing a job at Google without speaking a word of English, selling her apartment in Beijing to fund her startup and leading a diverse team spread across the US and China.   Join our listeners' community via WeChat/Slack at 996.ggvc.com/community.  The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

Harsh Jawharkar is currently Head of Enterprise Cloud, Platform, & Ecosystem Marketing at Atlassian. He also has experience in product and marketing at PayPal, Zendesk, and Slack, among other leading technology firms. For full notes and show notes, click here: http://bit.ly/2XzHPHv Harsh's Twitter: twitter.com/hjawharkar Harsh's LinkedIn: linkedin.com/in/harsh/ Atlassian: atlassian.com Marketing Trends is brought to you by our friends at Salesforce Pardot, B2B marketing automation on the world's #1 CRM. Are you ready to take your B2B marketing to new heights? With Pardot, marketers can find and nurture leads, close more deals, and maximize ROI. Learn more by heading to www.pardot.com/podcast. To learn more or subscribe to our weekly newsletter, visit MarketingTrends.com.

On this episode, we interviewed Brian Gu (顾宏地), the vice chairman and president of XPENG Motors, also known as Xiaopeng Motors, a Chinese electric vehicle company and a GGV portfolio company. The company designs and manufactures what it calls "Internet cars" which has AI technology integrated into the vehicles. Prior to joining XPENG Motors in March 2018, Brian was the Chairman of Asia Pacific Investment Banking at J.P. Morgan. He holds an MBA from Yale University, a Ph.D. in Biochemistry from the University of Washington Medical School and a bachelor's degree in Chemistry from the University of Oregon. At XPENG, Brian leads the company's global strategy, finance, fundraising, investments and international partnerships. Brian discussed his journey from an investment banker to a tech company executive, why China's EV market excites him, and how XPENG differentiates itself from its competitors. This episode also features a bonus interview with GGV Managing Partner, Jixun Foo, on why we invested in XPENG Motors. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at http://ggvc.com/, or "GGVCapital" on WeChat.

On this episode, we interviewed Brian Gu (顾宏地), the vice chairman and president of XPENG Motors, also known as Xiaopeng Motors, a Chinese electric vehicle company and a GGV portfolio company. The company designs and manufactures what it calls "Internet cars" which has AI technology integrated into the vehicles. Prior to joining XPENG Motors in March 2018, Brian was the Chairman of Asia Pacific Investment Banking at J.P. Morgan. He holds an MBA from Yale University, a Ph.D. in Biochemistry from the University of Washington Medical School and a bachelor's degree in Chemistry from the University of Oregon. At XPENG, Brian leads the company's global strategy, finance, fundraising, investments and international partnerships. Brian discussed his journey from an investment banker to a tech company executive, why China's EV market excites him, and how XPENG differentiates itself from its competitors. This episode also features a bonus interview with GGV Managing Partner, Jixun Foo, on why we invested in XPENG Motors. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at http://ggvc.com/, or "GGVCapital" on WeChat.

On a special "AMA" (Ask Me Anything) episode, GGV Managing Partner Hans Tung answers questions posed by our listeners on a wide range of topics. How did Hans break into the VC world? What made he move to China and then come back to Silicon Valley afterwards? How does he deal with failures as an investor? What does it take for non-Chinese entrepreneurs to succeed in China? What motivates him to wake up and work hard every day? Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or "GGVCapital" on WeChat.

On a special "AMA" (Ask Me Anything) episode, GGV Managing Partner Hans Tung answers questions posed by our listeners on a wide range of topics. How did Hans break into the VC world? What made he move to China and then come back to Silicon Valley afterwards? How does he deal with failures as an investor? What does it take for non-Chinese entrepreneurs to succeed in China? What motivates him to wake up and work hard every day? Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or "GGVCapital" on WeChat.

Here’s a Headstart on three business headlines busy professionals need to know for Monday, May 27th, 2019. Learn more at dailyheadstart.com See acast.com/privacy for privacy and opt-out information.

We interviewed Hao Wu, a Chinese American film director, producer and writer to discuss his recent work "People's Republic of Desire", a documentary about the live streaming industry in China. Originally trained as a molecular biologist, Hao worked in tech before becoming a full-time filmmaker. He held various management positions at technology companies including Excite@Home, Yahoo China and Alibaba. From 2008-2011, he was the China Country Manager for TripAdvisor. As his career progressed, so did his passion in more artistic and creative endeavors. In 2012 he decided to pursue documentary filmmaking full time. His latest work, which is the subject of this episode, is a documentary called "People's Republic of Desire", a journey into the live streaming industry in China, where Hao follows a few top streamers on YY to document their lives behind the screen. The film has won the Grand Jury Award at the 2018 South By South West, among many other awards, and has screened at over 40 film festivals worldwide. The New York Times calls the film "hypercharged," while The Los Angeles Times says it's "invariably surprising and never less than compelling." If you haven't watched the film, we highly recommend doing so. It is available on Vimeo, iTunes, Amazon and Google Play; just visit desire.film for the links. Hao has produced two other documentaries, The Road to Fame, and Nowhere to Call Home. Hao holds a bachelor's degree in biology from the University of Science and Technology of China, a master's degree in molecular and cell biology from Brandeis University, and an MBA from the University of Michigan's Ross School of Business. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or "GGVCapital" on WeChat.

We interviewed Hao Wu, a Chinese American film director, producer and writer to discuss his recent work "People's Republic of Desire", a documentary about the live streaming industry in China. Originally trained as a molecular biologist, Hao worked in tech before becoming a full-time filmmaker. He held various management positions at technology companies including Excite@Home, Yahoo China and Alibaba. From 2008-2011, he was the China Country Manager for TripAdvisor. As his career progressed, so did his passion in more artistic and creative endeavors. In 2012 he decided to pursue documentary filmmaking full time. His latest work, which is the subject of this episode, is a documentary called "People's Republic of Desire", a journey into the live streaming industry in China, where Hao follows a few top streamers on YY to document their lives behind the screen. The film has won the Grand Jury Award at the 2018 South By South West, among many other awards, and has screened at over 40 film festivals worldwide. The New York Times calls the film "hypercharged," while The Los Angeles Times says it's "invariably surprising and never less than compelling." If you haven't watched the film, we highly recommend doing so. It is available on Vimeo, iTunes, Amazon and Google Play; just visit desire.film for the links. Hao has produced two other documentaries, The Road to Fame, and Nowhere to Call Home. Hao holds a bachelor's degree in biology from the University of Science and Technology of China, a master's degree in molecular and cell biology from Brandeis University, and an MBA from the University of Michigan's Ross School of Business. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or "GGVCapital" on WeChat.

GGV Capital's Hans Tung and Zara Zhang interview Tao Peng (彭韬), the president of Airbnb China. Prior to joining Airbnb in Sept 2018, Tao has founded a number of companies in the travel space including Breadtrip, a social app for recording and sharing trips, and more recently, CityHome, a management platform for short-terms rentals across China. Before founding Breadtrip, Tao has worked at the network security provider IntelliGuard and has also worked for McKinsey for two years as a management consultant. Tao graduated from the University of Melbourne with Ph.D degree in computer networks and the Huazhong University of Science and Technology with a bachelor's degree in communication engineering. He is also an avid traveler and has been to over 50 countries across seven continents. Earlier on the 996 Podcast, we have interviewed Nathan Blecharczyk, Airbnb's co-founder and chief strategy officer as well as the chairman of Airbnb China. If you haven't listened to that episode, we highly recommend checking it out; it was released around exactly a year ago on April 11th, 2018. Airbnb is a GGV portfolio company and our managing partners Hans Tung and Glenn Solomon actively works with the company especially with regards to its China strategy. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital’s Hans Tung and Zara Zhang interview Tao Peng (彭韬), the president of Airbnb China. Prior to joining Airbnb in Sept 2018, Tao has founded a number of companies in the travel space including Breadtrip, a social app for recording and sharing trips, and more recently, CityHome, a management platform for short-terms rentals across China. Before founding Breadtrip, Tao has worked at the network security provider IntelliGuard and has also worked for McKinsey for two years as a management consultant. Tao graduated from the University of Melbourne with Ph.D degree in computer networks and the Huazhong University of Science and Technology with a bachelor’s degree in communication engineering. He is also an avid traveler and has been to over 50 countries across seven continents. Earlier on the 996 Podcast, we have interviewed Nathan Blecharczyk, Airbnb’s co-founder and chief strategy officer as well as the chairman of Airbnb China. If you haven’t listened to that episode, we highly recommend checking it out; it was released around exactly a year ago on April 11th, 2018. Airbnb is a GGV portfolio company and our managing partners Hans Tung and Glenn Solomon actively works with the company especially with regards to its China strategy. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital's Hans Tung and Zara Zhang interview Jane Sun (孙洁), the CEO of Ctrip, the largest online travel platform in China which is listed on the NASDAQ. It's current market cap (at time of recording) is around $23 billion. Jane has been at Ctrip for 13 years. Prior to becoming CEO in Nov 2016, Jane served as COO of Ctrip for four years and CFO for seven years. Before joining Ctrip, Jane worked at Applied Materials in the US as the head of SEC and External Reporting Division. Prior to that, she worked with KPMG as an audit manager in Silicon Valley for five years. Jane received her bachelor's degree from the business school of the University of Florida, and LLM degree from the Peking University Law School. Jane discussed her journey from studying abroad in the US to one of the one of the top female leaders in Chinese tech, her daily routine as the CEO of a New York-listed Chinese tech company, and her advice for young people with cross-cultural backgrounds. This episode also features a bonus interview with GGV managing partner Jixun Foo, who led the firm's investment in the online travel search company Qunar, which merged with Ctrip in 2015. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital’s Hans Tung and Zara Zhang interview Jane Sun (孙洁), the CEO of Ctrip, the largest online travel platform in China which is listed on the NASDAQ. It’s current market cap (at time of recording) is around $23 billion. Jane has been at Ctrip for 13 years. Prior to becoming CEO in Nov 2016, Jane served as COO of Ctrip for four years and CFO for seven years. Before joining Ctrip, Jane worked at Applied Materials in the US as the head of SEC and External Reporting Division. Prior to that, she worked with KPMG as an audit manager in Silicon Valley for five years. Jane received her bachelor's degree from the business school of the University of Florida, and LLM degree from the Peking University Law School. Jane discussed her journey from studying abroad in the US to one of the one of the top female leaders in Chinese tech, her daily routine as the CEO of a New York-listed Chinese tech company, and her advice for young people with cross-cultural backgrounds. This episode also features a bonus interview with GGV managing partner Jixun Foo, who led the firm’s investment in the online travel search company Qunar, which merged with Ctrip in 2015. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital's Hans Tung and Zara Zhang interview two “GGV Fellows,” David Sun (a data scientist on Apple's Siri team) and Bo Ning Han (a recent Harvard grad working on a startup in Beijing), on their life stories and their takeaways from the GGV Fellows program. What is the GGV Fellows program? Read this blog post to find out more: https://hans.vc/why-we-organized-ggv-fellows/ If you are interested in applying to future batches of GGV Fellows or our other events, please join our listeners' community via WeChat/Slack at 996.ggvc.com/community, where all related announcements will be posted. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital’s Hans Tung and Zara Zhang interview two “GGV Fellows,” David Sun (a data scientist on Apple’s Siri team) and Bo Ning Han (a recent Harvard grad working on a startup in Beijing), on their life stories and their takeaways from the GGV Fellows program. What is the GGV Fellows program? Read this blog post to find out more: https://hans.vc/why-we-organized-ggv-fellows/ If you are interested in applying to future batches of GGV Fellows or our other events, please join our listeners' community via WeChat/Slack at 996.ggvc.com/community, where all related announcements will be posted. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

EP169 - GGV Capital Principal Robin Li  Robin Li is a principal at GVV Capital, a global venture capital firm that focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba,  Peloton, Poshmark, Slack, Square, Wish, and many others. In this interview, we cover a wide range of topics around the hot trends in retail and consumer in North America, and we deep dive in what’s going on with retail, social and e-commerce in China well. Don't forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 169 of the Jason & Scot show was recorded on Wednesday, February 20, 2019 from the eTail West tradeshow in Palm Desert, CA. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Founder and Executive Chairman of Channel Advisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:24] Welcome to the Jason and Scott show this episode is being recorded on Wednesday February 20th 2019 live from the etail West Trade Show here in relatively Sunny Palm Desert, I'm your host Jason retailgeek Goldberg and unfortunately due to travel issues Scott couldn't be here for this show so we'll have to try to Soldier on without him. [0:46] His longtime listeners will know two of the most common questions we get on the Jason and Scott show are what are the hottest Trends in consumer retail companies and what's going on with retail social and e-commerce in China so we're really excited to have on the show one of only a handful of people that can answer both of those questions please welcome to this week's show Robin Lee Robbins a principal at ggv Capital welcome to the show Robin. Robin: [1:12] Thank you so much for happy having me. Jason: [1:14] We are thrilled to have you running really like to start the show by running a little bit about the background of our guests can you tell us a little bit about how you came to the PC World. Robin: [1:25] Yeah sure so before I was Adventure I was actually an educator so I spent three years and Teach for America teaching special education at Middle School pretty much all subjects, then I went on to go into business school I really didn't have a hundred percent Clear Vision of what I wanted to do, but I did a lot of volunteer work in the local Chicago Community especially at startup accelerators and Teach for America is entrepreneur program which is why I really learned a lot more around, answer when I was in business business school I took a chance and apply to this job opportunity to intern at shemane which turned out to be a top PC found in China, and I actually never lived in China I was born in Hong Kong but I was like hey this is awesome and I'm very curious to learn so I ended up. Applying and that's up to me and that's where I'm at hahnstown managing partner now at UCB Capital little that I know. He was actually on the Forbes Midas list as one of the top PCS in the entire world and so after meeting Hans might not work really crew he's an amazing mentor, I was briefly have Flex has a venture capitalist but then after I finished business school I returned ggv capital and I've been here since ever since it's been almost five years. Jason: [2:37] That's awesome so you are basically followed like Jack Ma's career trajectory sort of starting as a teacher and then going on a diamond 80. Robin: [2:44] He is definitely my role model. Jason: [2:45] I think he's a lot of my real mom so that is awesome and I love the Chicago connection I'm also a chicagoan and until recently I I work right next to 1871 everyday so. Robin: [2:57] Well and that is what I want to do. Jason: [2:59] Yeah perfect so you probably walked by my office at razorfish all the time. Back in the day so let's dig into ggv just a little bit can you tell us a little bit about the firm. Robin: [3:11] Of course I'm ggv capital is 6.2 billion dollar of global Venture Capital firm I mean Bastin entrepreneurs globally in the US and Asia and other emerging economies, it's always actually been doing this for the past 18 years we have offices across Silicon Valley which is Menlo Park in San Francisco, we have Beijing Shanghai most recently Singapore and I am based in New York as a team we live by a few Simple Rules great impact the local and then global. So in terms of stages we're actually stage agnostic and so we can do anything from investing in a c Stage Company to very late Stage pre-ipo Company so that means we can buy checks as small as a hundred K to 11:50 million dollars, I would say that we are very sector-specific we focus on four main particles consumer internet and Arbonne Tech which is what I cover, Enterprise SAS and detect and so we. Adventure capitalist we are believers behind the Billy verse we look for a very globally-minded entrepreneurs and Founders that are changing the world that we live in. Jason: [4:16] That's awesome and you were smart enough to pick the best of the sectors that GB covers to sew. Robin: [4:21] That is very exciting and very relatable. Jason: [4:23] I like it and I know it's a famous whistle I already know the answer to the question I'm going to ask but can you share a couple of the companies that you guys either LED or been involved with. Robin: [4:36] Yeah of course in so I mean given that we already tell whether I'm going to focus on some of our e-commerce before you we love and nothing in the sector and e-commerce ecosystem and so we're actually early investors in Alibaba back in 2003, which really helped to shape our Global Commerce strategy, and if you ask me back a lot of companies in Market places such as wish house Poshmark offer up, do even direct to Consumer Brands like Peloton Lively when key locks function of beauty and even each other's like boxed wholesale and yammy buy and sell. We invest a lot in e-commerce enablers and so you could think of these as, Payment Solutions such a square and a firm to Bigcommerce to power a lot of the merchant shop. Jason: [5:22] That is totally awesome and congratulations on all that success I'm going to assume there were some that weren't as successful that we didn't answer. Robin: [5:34] Thank you we try. Jason: [5:36] Yeah and I hope we will get a chance to dive into a few of those but you were here in detail West to talk about a pant to participate in a panel about what's hot in, internet in retail so I want to steal all the Thunder from that panel what what are some of the things that you're you're singing excited about. Robin: [5:57] So in terms of what we're excited about we we look a lot into these e-commerce enabler is an ecosystem partners, and so for us we could we could be in a box brands and at Marketplace is and what not but we we do see that there's been an emerging Global trend, and so whether it's next-gen retail across the world or enabling Global Commerce Solutions weather on the payment side or actually on the cross-border shipping Logistics I that's something that we're diving deep into. Jason: [6:28] And it is interesting cuz you guys have a big International footprint and obviously a lot of successful North American brands as well. And you're one of the three conversations we have here is. Like us there things that seem like they're wildly successful for like particular in China like social commerce Arch at Commerce or different things that we. Maybe haven't quite gotten his quick adoption in the US when you take a global investment strategy I could imagine that's even harder because you're investing in a company that may excel in one market and and. I have a more difficult time getting Traction in the in some other mark. Robin: [7:09] Yeah that's right I'm but we actually looked at both markets for a lot of inspiration I mean, you know before China Look to You a signed copy. A lot of the models they're right but now the US looks to China and so we actually take a lot of lessons learned and help each size scale, we also see this happen a lot in Emerging Markets which actually look very similar to China on so we recently made some investments in Latin America as well as Southeast Asia. Jason: [7:37] Nice. I sometimes have an iPod hypothesis that there are experiences and consumer value products that get launched in China sooner. Eventually get Traction in the Uso it's white and sometimes sometimes I feel like you can use China as a little bit of a time machine sometime to predict things that may may come to pass year if you like are you able to do that at all or. Robin: [8:04] Yeah for sure and so we we see a lot of Trends in China particularly because China have leapfrogged and many different Industries and so you could say you know what, China has LeapFrog in the mobile side of leapfrogging a payment side and so that's really exciting for us to take a while to look into and next-generation Retail from offline to all mine is a, very fake friend in China that we take a lot of inspiration from. Jason: [8:32] Yeah for sure and it's like. The thing that comes up by for me obviously there's great Mobile payment Solutions in China and I feel like that's a foundational thing that enables a bunch of great customer experience as they are, in people go ho maybe American consumers don't want to do social commerce or something like that and my premises that they probably do we just don't have the great Universal. Digital wallets to enable those transactions like we like they do in China and so in my mind, we may see more of those does Asian experiences come here once some of the enabling foundational things like like mobile payments are in place. Robin: [9:13] Yeah actually you know Instagram has doing a lot of these interesting selling features and it hides a lot into social commerce in the lessons that we see, I in China and so this has been like a huge area and opportunity for us and we started investing in this in this a couple years back, we made an investment call Little Red Book or red for sure, it was founded in late 2013 now it's growing to about a hundred sixty million users in China and is the number one lifestyle sharing community in China, and if you want to think about read it a try to like an Instagram memes Pinterest me to Amazon, nothing is that users there are on the platform are young predominantly female Urban I'm very trendy and so they not work with each other through a lot of this content on the platform. [10:01] And so we see this as, a chance that are in China right and they shape a lot of the Next Generation consumption behaviors and what we call like social commerce and so what they do is they buy something whether it's in China or overseas come back post about it, how do you know if your show off to your friends but also collect items right and see what's trending in a which category and so, I'm making a career trip next week I want to know what's the best selling beauty products, what are the top snacks in Japan that I should bring home and so they actually have about a hundred thousand years are generated content post per day amassing billions, Impressions I so given that they know a shiny at any given time, they actually can Source by while I'm building Marketplace and this is exactly what they've done so they now have this incredible e-commerce business and a Marketplace on that platform, how to cut a tire back to the us a few months ago they even started helping Brands like kkw Kim Kardashian's Beauty brand launch in China. And so we definitely see that you don't answer damn is definitely Berry global, and are starting to take a lot of lessons and enables social commerce to work and I'm very excited to see what what what. Jason: [11:15] That for sure in so going back earlier Point could you see that becoming popular in the US as well like, obviously you know you mentioned the Instagram's new shopping features I feel like a lot of their predecessors have tried shopping features and didn't get good adoption until you could go. You know poo poo that but you against your for your point you got to China and like man the level of Engagement with, the social Platforms in WeChat and pick a dude in red and all these platforms you go man if if so many consumers are doing that there it's hard to imagine that they don't want to do that here as well. Robin: [11:51] Yeah I definitely think that you know if anyone can make it work it's probably going to be Instagram I think it's a little too late for for Pinterest to make that type of pivot but, yeah I definitely think that especially with Logistics getting easier or payments becoming faster and I'm working at 4. Consumers estate it's definitely possible. Jason: [12:12] A bunch of the companies in your portfolio are direct to Consumer Brands and we've been spending a ton of time talking about sort of the evolution of the market and it's interesting. I frequently point out to my like water just have us retail clients that there. They're really only has been one new wholesaler launched in the last 10 years and nobody can name them by the way they're your company it's boxed but in general like all the new companies aren't. Traditional wholesale retailers there direct to Consumer brands that make their own stuff. The challenge has been it seems like they all get to some threshold level of sales and then like seemingly plateau and so you know once you hit that plateau. We see them sell themselves to bigger establish brands or making huge investments in customer acquisition that maybe, seem crazy and unsustainable and I'm thinking about Jad or blue apron or some of those those bad examples examples. Or they start to look at other channels to grow like partnering with traditional wholesale retailers are opening their own stores are those kinds of things is is that just growing pains of the Sea Market and are you confident that these Adidas e companies. Are are going to be able to like hit the kind of scales that give you a good return on investment or is that a challenge in that space. Robin: [13:40] Yeah I mean that as you can imagine this is a Hot Topic Mojave sees the decency and Landscape is changing faster than ever and I think that. What we seen is that there's just been honest and amazing increasing amount of new players launching pretty much every day I want these Innovative strategies that can reach customers that have never been, been able to be done before writing and in the US and this has really been powered by Facebook and Instagram has made it possible it and in China like you said it's really WeChat WeChat mini programs right, just to give some perspective we've now seen 820,000 merchants on Shopify alone that sell pretty much decency. Most of which aren't even venture-backed but have built huge businesses, Amazon has 136 private label Brands and Amazon's pretty much start to Consumer and these are what to taking over what traditional. Department stores and grocery stores have done 383 exclusive Ranch House on the Amazon platform alone and I think that you know if he's he's going to play in the space I think we have to take a look at hey it's been so easy to start these Brands what is it that I can really distinguish up from the other is it a very unique supply chain we look for a Founder that has an incredible story ambition and and something that can give them a very tough and competitive. Definitely somebody who wants to go global. [15:08] Because I think today if you only create a brand just for certain group of audience you actually missing out on billions of other smartphone users around the world and we're very bullish on cross-border e-commerce. Jason: [15:19] Yeah and that that feels like another interesting evolution of me is like you go back in time traditionally brick-and-mortar retail has not. Expanded geographically very well like there's a few examples but like you look at some of the most successful retailers in the world and they kill it in their home market and they really struggle to get. Global adoption in other markets in this this new DLC model. You know seems like it thrives globally and jumps borders much much easier in with lower risk frankly. Without all those costs I'mma start a big believer in the DTC Market to talk a lot about how like I feel like the future is. You know one or more big aggregator marketplaces in every market and then every other retailer will essentially be d2c and the. All those retailers in the middle that are mainly trying to sell other people's stuff are the ones that are most at risk and what's interesting is people. We've met so you think Walmart and Target are going away because they're wholesalers. And what's interesting is there. They're becoming DTC companies too and you look at Target in Hugo man they've launched five new brands like things I can and Jack. Are selling two billion dollars a year in some ways those are the most successful new consumer brands that have been launched in the mark. Robin: [16:40] I mean Walmart and Target have always had private label right and it's only been kind of resurfaced lately and I would packaged in a different way. Jason: [16:48] Yeah and I think I think the difference is now they're treating it like a brand instead of a. A cheaper value proposition to a national thing they're putting marketing behind it and said to me that. A hugely interesting trend is like Kroger has this wildly successful private label brand called Simple Truth. They're selling simple truth on tmall in China by Kroger is in a retailer in China. And I feel like that that's an interesting Trend that you guys are sort of on the, the right side of it the moment Scott would be very angry at me and I didn't ask about on demand Services as you may know he he's started up another one of those as we speak. So he's obviously bullish that is that like you see a good future for the on-demand type Services as well. Robin: [17:37] Oh yeah this is a segment that we love to invest in especially because it is a crossover between both e-commerce and orbitec and so you know we we actually started to see this take off and then you ask me for China, but what China is done is another Emerging Markets is is that it's taken off because it's driven off by them by micro Mobility I saw when you look at on demand services in the US you can always remember. All the different silos that is touch like GrubHub doordash ubereats really just go after food. [18:10] And then you have instacart going at the grocery and your Postmates going on these various goods and, and then you have some very select on demand for massages or what not. But I think that you know that the issue or kind of the challenges that this can provide is that. You have to acquire users again and again and it say it gets really expensive and maintaining even operational fleets on your own is something that requires a lot of capital and it's very very intense of an illusion all four, Founders as of what we've seen in China emerge I need mega platforms are so-called super apps so very sample maid swan. [18:50] It's a rising super app in China it's kind of like an Amazon for services, that's all you have fresh. Reviews Yelp delivery local Services booking, movie tickets groceries even you can't even book travel and vacations on there and let alone ride-hailing and I'm bike sharing is so it's pretty much everything, and they leverage the micro Mobility solutions that they have to power all the deliveries and every category that you can find an you know that actually last year they are. And it's now 40 billion dollar market cap company, we actually, take this lesson from China we don't think that is exactly representative what can happen in the us but we see it in happening in Emerging Markets like southeast Asia and in Latin America particularly Brazil Mexico and what not and so. [19:40] Even the new Emerging Markets are improving upon that model which is so exciting and they're adding like Payment Solutions on top of it, and so we are very bullish on On Demand. Jason: [19:51] Very cool and then the other one, has a lot of Buzz lately is that last Mile and like new innovative solutions for retailers and Brands to do the delivery is that a space that you think also has legs or is that played like. Robin: [20:06] Yeah I I think it's still very much TV. Does does a retail Outsource a ride or do you do it in-house I think Walmart has try to do it in-house where they they make their own employees going to take something home along the way but obviously house callable but you know you know I should you be wavy we've invested in a lot of these last-mile Solutions and so you you don't like Didi in China hello bike which is number one bike sharing in China in from just having, you know on your own the Lorraine on your own kind of using the service as a as a bike sharing but actually leveraging get to become the delivery and that becoming a vehicle right we have five in Southeast Asia with lime and that you asked for scooter sharing bike sharing and even yellow who now recently merged with rain to become grow in Latin America. Jason: [20:59] Yeah it I mean obviously the direct the home delivery gets like a lot of the buzz and that's what people think about in last-mile you early on you a little to the Soto experience are you out of working grocery space and I I really feel like. Pick up is going to be the high volume last Last Mile there and you you will get you know things like I think they just change their name at what used to be all about him and now I think it's. Blue hippo maybe is that. Robin: [21:27] That's just the English translation. Jason: [21:29] Titian but yeah I know but it feels like they've officially shifted to the English like I think they're putting hippo on the side. Robin: [21:37] Actually seen them I recently had enough and the Big Show. Jason: [21:41] Yeah which is interesting that they're exhibiting at us trade shows I think the US retailers are having a lot of success with that to like Walmart with online grocery pick-up and, and that is interesting that feels like there's even a bunch of new startups in The Last Mile space that are focusing on helping retailers with that. Pick up experience as well so that's going to be interesting when we get asked about a lot is voice comers what is that like a fat or do you think Boy Scout. A big opportunity. Robin: [22:13] I think it's still a little bit too early to tell me and you have these huge numbers around 86 million units shipped worldwide last year and and 60 million households around the world have these devices but you're acting like, literally consumer consumption Behavior to change and like how do you actually educate a customer to do that and having, having even enough accountant and Payment Solutions and stuff like that enabled and I think it's still a few years away. Jason: [22:42] Yeah. I think their categories where it could really work but I'm not sure people are going to order things with a lot of complicated attributes in Brands specific language for the first time the invoice Commerce. Robin: [22:57] People are so sensitive right everybody wants a good deal. Jason: [23:00] Yeah for sure that's always at the top of the decision tree no matter what else happens is. I always always is a big factor so we talked a little bit about some of the successes and unique companies in China but like are there any Big Mac Road friends that you're saying in China that that wasn't should know about. Robin: [23:19] Yeah I think, you know we talked a lot about the continuity of social commerce right the influential live streaming as is huge industry and producing a lot of e-commerce growth in China and so that will actually you know Legion, maybe 4 billion in Revenue this year and just sit with influencers live streaming to almost like 450 million viewers, which of the lot at 9 so I think that that's really exciting to watch you still haven't seen that take off here yet, new search engines are in China and so instead of like the Google in the by do, a model by you people are actually now searching directly on the super apps and WeChat mini programs and so instead of starting off I'm just, figuring out what you want you're actually inside a platform that your messaging or your transaction or transacting already and spending a lot of your time. Alaska think you know Chinese platforms are starting to go Global we just talked about Alibaba all right, but that's how much does one part of what they have in you have fight dance in Tik Tok and, some of these digital platforms are just just massive and then lastly alipay and WeChat pay will continue to expand across borders. Jason: [24:30] Yeah it's funny when I get a tourist destination now it feels like the one that's had the most Traction in the u.s. is Ali pay for Chinese tourist so like you can use all your pay that to pay for your taxi in Las Vegas now all right like beginning makes perfect sense. Robin: [24:44] Oh yeah I think that you know you definitely see Ali Baba and other players, really focusing on the China outbound market right it is a very valuable demographic you have only pay has 600 million active users in China they have you know, but they have a lot of focus on these outbound outbound Travelers last year there was about 130 million outbound trips just out of town all alone and so 25% of that was actually to North America, and so in order to service them who kind of, use alipay at home every day and they're spending like $4,005 in dollars per trip abroad how could you not. You know Market to that consumer base and so I think that you know that's definitely something that you'll see more and more of in terms of Partnerships around the world. Jason: [25:36] Yeah I know that makes perfect sense we talked a little bit about Alibaba one thing I'm curious about is. Is China a winner-take-all model like it feels like Alibaba is so huge and is, doing so well and everything in all their categories and obviously we chat seems like they're huge and yet there are still new Mega platforms it's seemed like they emerge and it seems like they're getting traction like that. Robin: [26:00] Yeah and I think our accounts you just the percentage of e-commerce as a percentage of retail Ryan and sell in the US has 10% and in China that's what money per side so it's still a lot of room to grow that said Ali Baba still accounts for 60 to 70% of that market and in terms of volume and so I think that they are incredibly smart and very strategic, so instead of just looking at you know influence our side and partnering with red.for example on fasting and in these cases they actually have time now which is it is amazing with just a, not working very efficient wealth domestically and operationally international as well, I am so impressed by that platform at this this Consortium just to get some background. [26:48] Play Alibaba committed to the smart China Logistics Network to provide had a 24-hour delivery of any product anywhere in China. And I actually spent about 43 billion dollars she just even kick start this project and so they, they want to do this in terms of like shipping domestically in China and even 72 hours globally, I am so as taobao in China has transformed in entire generation shopping Behavior I think that time now from Alibaba can actually transform the traditional Logistics ecosystem, and so they have this incredible brain behind data intelligence domestic fulfillment cross-border Network, Urban Last Mile and even tapping into the rural Villages of China which tons of opportunity may think we we care a lot about you know Beijing and Shanghai all the time but you know the real opportunity in I'm just dumb, the bulk of the people are actually living in your 2 tier 3 tier 4 City and so. I think that like it's it's very smart that you know Alibaba is investing heavily in the logistic space, I'm just as Amazon is doing so here in the US and globally as well. Jason: [27:58] That's funny I I've been any Commerce long enough to remember when people used to think e-commerce was going to be a capital light like the numbers that they're throwing out in terms of infrastructure Investments are like hard to get your brain around. Robin: [28:12] Oh yeah and I mean I think that you know when you think about shipping that's a necessary necessity for any reason we are a merchant not just shipping to the consumer but even like, how do you handle returns I had an end kind of how do you make a faster but also more cost-effective and I think that sucker is still. Still early, Amazon is as pushing the envelope right into the bar is that a higher and higher for the customer everyday and so you actually see we see this a lot of startups popping up in very specific Niche Solutions right or just one product Solutions hey shipping labels or where how they ignore talk stores are handling returns and I think that it's definitely a very promising and as Avicii where it were looking a lot into the space cuz I think the last few years, we talked about TTC it's a lot of investment and how do you how do you prove to find an experience and now you know, baby toddlers And and companies are really investing into retail automation back and how do you improve the inefficient sees that you have and that's something that they're learning a lot from overseas as well because China really leads and logistic. Jason: [29:23] For sure and it you know you mentioned the reverse Logistics that feels like. There's so much room still to improve that and it's so important for the economic the unit economics by. In us the apparel industry you know he's usually moving e-commerce but returns are like an enormous piece and cost of that thing that seems like it's not sustainable. Robin: [29:45] Oh yeah and a lot of times you could be even 40 to 70% are recharged much higher than what you would see offline. Jason: [29:52] So you can imagine there's some small vendor here that you and I haven't met yet that is figured out at help mitigate that returns problem for retailers and that could be a great, Great Neck story for for growth and then e-commerce face. So I know we're running out of time I'd love to get your perspective about where you think all this is going like you know if we jump in that time machine and go forward 5 or 10 years how do you see the the markets of. Robin: [30:18] What I definitely look alive for to Global platforms I'm being with a shop a very easily all across the world, what no matter where you are in the US and China what not then second and is I look a lot into a eye and intelligence, so how do you make a more efficient last waste Mendes trickles into other categories not just an apparel or Commerce right but you have, you know from anybody from univ restaurants to coffee shops and and whatnot and lastly. Sustainability and kind of CSR right and I think that, you know what I shop a lot on mind mapping Chopper have a box that coming almost every day but it appeases me to think about how many trees that like I'm actually cutting down and and even though we recycle, how much of that really gets reused a memory package and it's a really looking forward to somebody solving the sustainability problem for sure. Jason: [31:18] Got no I got those are going to be interesting I'm looking for to find them as well and that's going to be a great place to leave it because it's happen again we've used up all our allotted time, as always if folks have a comment or question feel free to jump on Facebook and will, continue the dialogue there if you enjoyed this episode we love that five star review on iTunes but Robin if listeners want to learn more about ggv or they've got the next grade, Innovation and I need your help finding it like what's the best way to get in touch with you. Robin: [31:48] Find me a LinkedIn I leave my email there and you can message me at anytime. Jason: [31:53] That's awesome we will put that in the show note so no need to try to write it down while you're driving or anything with that Robin is it's been a real pleasure to chat with you and thanks very much for being on the show. Robin: [32:04] Thank you it was a lot of fun. Jason: [32:05] Until next time happy commercing.

GGV Capital's Hans Tung and Zara Zhang discuss the opportunities and challenges faced by Chinese overseas returnees (“sea turtles”, or 海归) who are interested in working in China's tech industry. These are people who were born and raised in China, completed their high education outside of China or have worked overseas, and then have returned to China for opportunities. There has been a growing number of sea turtles in recent year as China's tech economy boomed and the US immigration policies became less friendly to foreign talent. We addressed questions including: What are the common pitfalls that sea turtle entrepreneurs run into? In an age where the premium of an overseas education is arguably declining in China, how can sea turtles make the most of their global experience? For aspiring sea turtle entrepreneurs, which verticals should they spend time on? If you're an aspiring or current Chinese overseas returnee, we have a special resource for you: we recently compiled a list of 10 Chinese books on tech & entrepreneurship in China that we recommend all sea turtles read before going back to China. These include books on China's tech giants Tencent, Alibaba, JD, and Meituan, books on practical aspects of running a startup in China such as growth and marketing, as well as books on general Chinese business history. To read the book list, please follow GGV's WeChat official account by searching "GGVCapital" in WeChat, and then message the word "sea turtle" to that account. We also have a lucky draw for you: If you comment on that article with your story of coming back to China as a sea turtle before April 10th, you can enter a lottery to win a bundle of these 10 books, which will be mailed to you. We look forward to hearing your story. And, here's a list of news outlets and resources that can help you stay in touch with what's going on in tech in China: https://zarazhang.com/2018/03/25/how-to-keep-up-with-whats-happening-china/ Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital’s Hans Tung and Zara Zhang discuss the opportunities and challenges faced by Chinese overseas returnees (“sea turtles”, or 海归) who are interested in working in China’s tech industry. These are people who were born and raised in China, completed their high education outside of China or have worked overseas, and then have returned to China for opportunities. There has been a growing number of sea turtles in recent year as China’s tech economy boomed and the US immigration policies became less friendly to foreign talent. We addressed questions including: What are the common pitfalls that sea turtle entrepreneurs run into? In an age where the premium of an overseas education is arguably declining in China, how can sea turtles make the most of their global experience? For aspiring sea turtle entrepreneurs, which verticals should they spend time on? If you're an aspiring or current Chinese overseas returnee, we have a special resource for you: we recently compiled a list of 10 Chinese books on tech & entrepreneurship in China that we recommend all sea turtles read before going back to China. These include books on China's tech giants Tencent, Alibaba, JD, and Meituan, books on practical aspects of running a startup in China such as growth and marketing, as well as books on general Chinese business history. To read the book list, please follow GGV's WeChat official account by searching "GGVCapital" in WeChat, and then message the word "sea turtle" to that account. We also have a lucky draw for you: If you comment on that article with your story of coming back to China as a sea turtle before April 10th, you can enter a lottery to win a bundle of these 10 books, which will be mailed to you. We look forward to hearing your story. And, here’s a list of news outlets and resources that can help you stay in touch with what's going on in tech in China: https://zarazhang.com/2018/03/25/how-to-keep-up-with-whats-happening-china/ Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

#26 - Bart Groot Zevert over Nutanix Enterprise Cloud by Login TechCast

GGV Capital's Hans Tung and Zara Zhang interview Wang Yu (王宇), the co-founder and CEO of Tantan (探探), China's leading dating app. Tantan is social app that help young people in China connect with one another. It has a slide-left slide-right interface. Only when two users both slide right on each other can they start a conversation. The company was founded in 2014 and has helped users make over 10 billion matches to date. In 2018, Tantan was acquired by Momo (陌陌) for $735 million. Momo is a top location-based social networking platform in China that help people meet strangers around them. It is also one of the leading live streaming platforms in China. It is a public company on the NASDAQ and its current market cap is around $6.8 billion. Wang Yu was born in Beijing and grew up in Sweden. He holds two master's degrees, one on computer science and one in industrial economics. In 2007, he moved back to China and started his first business P1, a fashion community, before founding Tantan in 2014. During this episode, Yu discussed how the failure of his first startup P1 proved crucial to the success of Tantan, why flawless execution is more important than flawless product in China, whether any social apps in China will be able to challenge WeChat, and the advantages and disadvantages of being an overseas Chinese returnee entrepreneur. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

GGV Capital’s Hans Tung and Zara Zhang interview Wang Yu (王宇), the co-founder and CEO of Tantan (探探), China’s leading dating app. Tantan is social app that help young people in China connect with one another. It has a slide-left slide-right interface. Only when two users both slide right on each other can they start a conversation. The company was founded in 2014 and has helped users make over 10 billion matches to date. In 2018, Tantan was acquired by Momo (陌陌) for $735 million. Momo is a top location-based social networking platform in China that help people meet strangers around them. It is also one of the leading live streaming platforms in China. It is a public company on the NASDAQ and its current market cap is around $6.8 billion. Wang Yu was born in Beijing and grew up in Sweden. He holds two master’s degrees, one on computer science and one in industrial economics. In 2007, he moved back to China and started his first business P1, a fashion community, before founding Tantan in 2014. During this episode, Yu discussed how the failure of his first startup P1 proved crucial to the success of Tantan, why flawless execution is more important than flawless product in China, whether any social apps in China will be able to challenge WeChat, and the advantages and disadvantages of being an overseas Chinese returnee entrepreneur. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

Join GGV 996's anniversary party in San Francisco on Friday, March 8! The event will take the form of a Trivia Night on Chinese tech. Come test your knowledge of China's tech industry, compete to win prizes, and enjoy a great night with friends. RSVP at 996.ggvc.com/sf. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community.   GGV Capital's Hans Tung and Zara Zhang interview Simon Zhang, (张溪梦), the founder and CEO of GrowingIO, a data analytics startup in China that helps product managers and marketers analyze mobile apps and websites without adding manual tracking codes. GrowingIO now counts over 6000 companies as its customers, including the likes of Didi, Momo, Tujia, and others. Previously, Simon was senior director of business analytics at LinkedIn in its Silicon Valley headquarters, and before that, worked as a senior manager of site analytics at eBay. In 2015, he left a decade-long career in Silicon Valley to return to China and started his current startup, GrowingIO. But prior to all of this, Simon worked as a brain surgeon in China, and attended medical school in Tianjin. He also obtained an MBA from Baldwin-Wallace College in Ohio. Simon is also the author of the Chinese book 《首席增长官》 (“Chief Growth Officer”) and is a thought leader in the field of data-driven growth in China. Simon discussed how Chinese engineers in Silicon Valley can crack the “bamboo ceiling”, how Chinese-style growth differs from Silicon Valley-style growth, and why “raising too much money” could create challenges for a startup. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

Join GGV 996’s anniversary party in San Francisco on Friday, March 8! The event will take the form of a Trivia Night on Chinese tech. Come test your knowledge of China's tech industry, compete to win prizes, and enjoy a great night with friends. RSVP at 996.ggvc.com/sf. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community.   GGV Capital’s Hans Tung and Zara Zhang interview Simon Zhang, (张溪梦), the founder and CEO of GrowingIO, a data analytics startup in China that helps product managers and marketers analyze mobile apps and websites without adding manual tracking codes. GrowingIO now counts over 6000 companies as its customers, including the likes of Didi, Momo, Tujia, and others. Previously, Simon was senior director of business analytics at LinkedIn in its Silicon Valley headquarters, and before that, worked as a senior manager of site analytics at eBay. In 2015, he left a decade-long career in Silicon Valley to return to China and started his current startup, GrowingIO. But prior to all of this, Simon worked as a brain surgeon in China, and attended medical school in Tianjin. He also obtained an MBA from Baldwin-Wallace College in Ohio. Simon is also the author of the Chinese book 《首席增长官》 (“Chief Growth Officer”) and is a thought leader in the field of data-driven growth in China. Simon discussed how Chinese engineers in Silicon Valley can crack the “bamboo ceiling”, how Chinese-style growth differs from Silicon Valley-style growth, and why “raising too much money” could create challenges for a startup. The 996 Podcast is brought to you by GGV Capital, a global venture capital firm that invests in local founders. As a multi-stage, sector-focused firm, GGV focuses on seed-to-growth stage investments across Consumer/New Retail, Social/Digital & Internet, Enterprise/Cloud and Frontier Tech sectors. The firm was founded in 2000 and manages $6.2 billion in capital across 13 funds. Past and present portfolio companies include Affirm, Airbnb, Alibaba, Bitsight, ByteDance, Ctrip, Didi Chuxing, Grab, Gladly, Hello Chuxing, HashiCorp, Houzz, Keep, LingoChamp, Namely, Niu, Nozomi Networks, Opendoor, Peloton, Poshmark, Slack, Square, Wish, Xauto, Xiaohongshu, Yellow, YY, Zhaoyou and more. The firm has offices in Beijing, San Francisco, Shanghai and Silicon Valley. Learn more at ggvc.com, or “GGVCapital” on WeChat.

Department of Veterans Affairs officials said they've placed two big bets on technology modernization over the past couple years. Now they say those bets are starting to pay dividends. One is VA's approach to digital services and DevOps best practices. The other comes from VA's approach to the cloud. As Federal News Network's Nicole Ogrysko reported, VA's success on both fronts all started with one big project in particular. Hear more on Federal Drive with Tom Temin.

In summer 2018 Juniper started talking about another forward-looking concept: Network Reliability Engineering. We wanted to find out whether that’s another unicorn driving DeLorean with flux capacitors or something more tangible, so we invited Matt Oswalt, the author of Network Reliability Engineer’s Manifesto to talk about it in Episode 97 of Software Gone Wild.Read more …

In summer 2018 Juniper started talking about another forward-looking concept: Network Reliability Engineering. We wanted to find out whether that’s another unicorn driving DeLorean with flux capacitors or something more tangible, so we invited Matt Oswalt, the author of Network Reliability Engineer’s Manifesto to talk about it in Episode 97 of Software Gone Wild.Read more ...

In this episode, Michael Greene, who is the Principal Program Manager of the Microsoft Enterprise Cloud Group, is interviewed giving light on some of the projects Microsoft is working on. This was recorded live at the first meeting of the Chicago PowerShell User Group.    For iTunes users, you can find the podcast at the link below or just search for The PowerShell News Podcast.  https://itunes.apple.com/us/podcast/the-powershell-news-podcast/id1292825514?mt=2

Today on Entrepreneur Effect we are joined by Matt Holleran, General Partner at Cloud Apps Capital Partners. Most seed rounds these days are about $2 million, but if you’re a startup, especially in the enterprise cloud space, what can you accomplish with that amount? Not much. If you're attempting to solve weighty problems for business, the product offering requires the help of experienced, high-quality engineers who don’t come cheap. Add to that marketing and sales needs, and the costs add up fast. On the flipside, CEOs and senior executives from enterprise cloud companies that have had successful exits are constantly approached by startups requesting angel/seed money. These CEOs don’t always know how best to respond to the opportunities presented to them.  It may be flattering, and the promise of a return on your investment can be enticing, but is it worth it? Cloud Apps Capital Partners is a leading venture capital firm in the cloud business application market at the Classic Series A stage.  Matt Holleran has 12 years of operating experience in successful business application companies including Salesforce.com, 12 years of venture capital and private equity experience, and a highly relevant network. He has walked in the shoes of founding teams at each stage of a business application company’s development — no customers, initial traction, scaling the team, market leadership, and global expansion. Matt has a BA in engineering and economics from Dartmouth College and an MBA from Harvard Business School.

GGV Capital's Hans Tung and Zara Zhang interview Grant Horsfield (高天成), a South African serial entrepreneur who came to China in 2005 and founded naked Group, which includes the coworking space naked Hub (裸心社) and the luxury resort brand naked Retreat (裸心谷). In 2007, Grant and his wife, Delphine Yip-Horsfield, opened the first naked resort – naked Home – in Moganshan (莫干山), a beautiful mountain 30-minute drive from Hangzhou. Following its success, Grant continued to expand the naked resort business into other high-end, eco-friendly resorts which prioritize sustainability development In 2016, Grant and Delphine launched the coworking space naked Hub, which seeks to combine hospitality, design, technology, and community. Naked Hub offers several services, include open office, private office, and hot desks. It now has 10,000 members across 24 office locations both in Shanghai and Beijing. It has expanded into Australia, Hong Kong, and Vietnam. In April 2018, Naked Hub and WeWork announced that they would join forces to support business in China and throughout Asia. In this episode, Grant explained why he moved to China from rural South Africa, how he earned the trust of local Chinese farmers in Moganshan, and what differentiates naked Hub from other coworking spaces. The full transcript of this episode is available at 996.ggvc.com. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. GGV Capital also produces a biweekly email newsletter in English, also called “996,” which has a roundup of the week's most important happenings in tech in China. Subscribe at 996.ggvc.com. We are excited to announce a new program, "GGV Fellows", designed to help "sea turtles" or (海归) and Chinese students studying overseas to get to know the Chinese entrepreneurial landscape better. If you're a Chinese student/professional who is studying/working overseas (or have done so in the past), this is a program designed for you! It's a weeklong program in Jan 2019 in Beijing (during most US college's winter break). You will be able to learn from executives at some of China's most valuable tech companies, and visit some of their offices. You will also participate in mixers with students at top Chinese universities like Tsinghua and Beida to build a local network. Please visit fellows.ggvc.com for the application link and for more information. GGV Capital is a multi-stage venture capital firm based in Silicon Valley, Shanghai, and Beijing. We have been partnering with leading technology entrepreneurs for the last 18 years from seed to pre-IPO. With $3.8 billion in capital under management across eight funds, GGV invests in globally minded entrepreneurs in Consumer/New Retail, Social/Internet, Enterprise/Cloud and Frontier Tech. GGV has invested in over 290 companies with more than 45 companies valued at more than $1 billion. Portfolio companies include Airbnb, Alibaba, Ctrip, Didi, Grab, Hellobike, HashiCorp, Houzz, Keep, Opendoor, Peloton, Slack, Square, ByteDance (Toutiao), Wish, Xiaomi, Xiaohongshu, and YY. Find out more at ggvc.com. 

GGV Capital’s Hans Tung and Zara Zhang interview Grant Horsfield (高天成), a South African serial entrepreneur who came to China in 2005 and founded naked Group, which includes the coworking space naked Hub (裸心社) and the luxury resort brand naked Retreat (裸心谷). In 2007, Grant and his wife, Delphine Yip-Horsfield, opened the first naked resort – naked Home – in Moganshan (莫干山), a beautiful mountain 30-minute drive from Hangzhou. Following its success, Grant continued to expand the naked resort business into other high-end, eco-friendly resorts which prioritize sustainability development In 2016, Grant and Delphine launched the coworking space naked Hub, which seeks to combine hospitality, design, technology, and community. Naked Hub offers several services, include open office, private office, and hot desks. It now has 10,000 members across 24 office locations both in Shanghai and Beijing. It has expanded into Australia, Hong Kong, and Vietnam. In April 2018, Naked Hub and WeWork announced that they would join forces to support business in China and throughout Asia. In this episode, Grant explained why he moved to China from rural South Africa, how he earned the trust of local Chinese farmers in Moganshan, and what differentiates naked Hub from other coworking spaces. The full transcript of this episode is available at 996.ggvc.com. Join our listeners' community via WeChat/Slack at 996.ggvc.com/community. GGV Capital also produces a biweekly email newsletter in English, also called “996,” which has a roundup of the week’s most important happenings in tech in China. Subscribe at 996.ggvc.com. We are excited to announce a new program, "GGV Fellows", designed to help "sea turtles" or (海归) and Chinese students studying overseas to get to know the Chinese entrepreneurial landscape better. If you're a Chinese student/professional who is studying/working overseas (or have done so in the past), this is a program designed for you! It's a weeklong program in Jan 2019 in Beijing (during most US college's winter break). You will be able to learn from executives at some of China's most valuable tech companies, and visit some of their offices. You will also participate in mixers with students at top Chinese universities like Tsinghua and Beida to build a local network. Please visit fellows.ggvc.com for the application link and for more information. GGV Capital is a multi-stage venture capital firm based in Silicon Valley, Shanghai, and Beijing. We have been partnering with leading technology entrepreneurs for the last 18 years from seed to pre-IPO. With $3.8 billion in capital under management across eight funds, GGV invests in globally minded entrepreneurs in Consumer/New Retail, Social/Internet, Enterprise/Cloud and Frontier Tech. GGV has invested in over 290 companies with more than 45 companies valued at more than $1 billion. Portfolio companies include Airbnb, Alibaba, Ctrip, Didi, Grab, Hellobike, HashiCorp, Houzz, Keep, Opendoor, Peloton, Slack, Square, ByteDance (Toutiao), Wish, Xiaomi, Xiaohongshu, and YY. Find out more at ggvc.com. 

In this Intel Conversations in the Cloud audio podcast: In this episode of Conversations in the Cloud, Will Wetton, Head of K5 Global Offerings at Fujitsu joins us to talk about enabling enterprise cloud journeys with Fujitsu K5. K5 is an open, agile, and compatible enterprise cloud platform that is powered by OpenStack and uniquely […]

In this Intel Conversations in the Cloud audio podcast: In this episode of Conversations in the Cloud, Will Wetton, Head of K5 Global Offerings at Fujitsu joins us to talk about enabling enterprise cloud journeys with Fujitsu K5. K5 is an open, agile, and compatible enterprise cloud platform that is powered by OpenStack and uniquely […]

In this episode of Conversations in the Cloud, Will Wetton, Head of K5 Global Offerings at Fujitsu joins us to talk about enabling enterprise cloud journeys with Fujitsu K5. K5 is an open, agile, and compatible enterprise cloud platform that is powered by OpenStack and uniquely offers IaaS and PaaS services to support both systems of record and systems of engagement. Will explains how Fujitsu enables digital transformation on K5 and the work they are doing with Intel® Xeon® processors to power their cloud – whether it is private, public, or hybrid. For more information, go to https://s-portal.cloud.global.fujitsu.com/.

All of this and more... How to Centralize Enterprise Data... move to thin clients... Chrome Books... Citrix... BYOD...365 migration to Google.   www.philhowardtelecom.com  

All of this and more... How to Centralize Enterprise Data... move to thin clients... Chrome Books... Citrix... BYOD...365 migration to Google.   LINKEDIN: www.linkedin.com/in/businessvoip/  

Fed up with stop and go in your data center? Shift into overdrive and pull into the fast lane!  Learn how AutoScout24, the largest online car marketplace Europe-wide, is building its Autobahn in the Cloud. The secret ingredient? Culture! Because “cloud” is only half of the digital transformation story. The other half is how your organization deals with cultural change as you transition from the old world of IT into building microservices on AWS, with agile DevOps teams in a true „you build it, you run it“ fashion. Listen to stories from the trenches, powered by Amazon Kinesis, Amazon DynamoDB, AWS Lambda, Amazon ECS, Amazon API Gateway and much more, backed by AWS Partners, AWS Professional Services, and AWS Enterprise Support. Learn how to become cloud native, evolve your architecture, drive cultural change across teams, and manage your company's transformation for the future.  

A recent IDC survey found 30% of an application portfolio is managed by an external provider. Operating your next enterprise resource environment requires a different approach and strategy. An enterprise digital core — based on SAP HANA — will enable you to improve customer interactions, provide a foundation for your next IT skills revolution, coalesce all your data across every line of business (LoB) and finally implement real-time business insights. And the cloud is accelerating that movement. It empowers all of us to become pioneers of how new innovations are adopted. This transformation will also have a positive impact on IT productivity; the outcome being more focus on technology projects that center on business growth and new revenue streams. Join us on a discussion with Henry Morris of IDC and learn how the cloud drives innovation by providing a single platform to support ambitious growth plans, simplify processes, and deepen insights to enable faster decision making. This podcast explores: Managing the transition to SAP HANA; a multi-layer challenge New IT architectures require multi-cloud accelerators and managing big skills gaps with Private cloud managed services SLA scope and capabilities that will dictate managed service relationship with client Automating operations for IT to deliver a strategic business engagement; programs that deliver new business value Speakers: Henry Morris, IDC Fellow, Big Data, Analytics, and Cognitive Software Research, IDC Dr. Arndt-Alexander Böhnert, Global Head SAP HANA Enterprise Cloud Enhanced Managed Services at SAP Ted Basile, Senior Director, Global Marketing for SAP HANA Enterprise Cloud (HEC).

Join Bonnie D. Graham Live from Sap Sapphire Now 2017. Day 2 will bring new level of thought leadership to Gain new and Valuable insight into ways that digital transformation will help you reimagine your business.Take a look at all the reasons why you cannot miss this Broadcast and Discover new industry-tailored products and customer successes that will enable your digital business strategy.Find new ways to reduce complexity and increase responsiveness across your organization.

Join Bonnie D. Graham Live from Sap Sapphire Now 2017. Day 2 will bring new level of thought leadership to Gain new and Valuable insight into ways that digital transformation will help you reimagine your business.Take a look at all the reasons why you cannot miss this Broadcast and Discover new industry-tailored products and customer successes that will enable your digital business strategy.Find new ways to reduce complexity and increase responsiveness across your organization.

In the third episode of Context, StateScoop Radio dives into how state and local agencies should be approaching cloud computing and how to strike the right balance between public and private cloud computing. This episode of Context is sponsored by Nutanix.

Fed up with stop and go in your data center? Shift into overdrive and pull into the fast lane!

After launching several thousand EC2 instances in the cloud, we've learned that the key to running an IT fleet successfully on AWS is enforcing operational and economic discipline. As AWS service consumption grows, operational costs and overhead shouldn't grow linearly. Instead, IT should encourage new tenants that migrate from data centers to AWS to slowly shift toward a self-service delivery model and adopt the DevOps operations model. Creating and offering an AWS Cloud operations service catalog enables organizations to efficiently take full advantage of AWS' flexibility and modularity. T-Mobile, whose journey to AWS Cloud management started more than 2 years ago, uses a service catalog to enforce operational discipline in the Cloud. Their catalog is custom crafted for each Cloud-based IT workload. This session provides insight into the AWS Cloud operations strategy and its transformation, the creation of a Cloud operations service catalog, and how this approach supports reliable engineering on AWS. S

Brian talks with Allan Leinwand (@leinwand, Chief Technology Officer @ServiceNow) about the key characteristics of an “Enterprise Cloud”, why architecture is important for SaaS applications and how customers can achieve high availability in the cloud. Show Links: Get a free book from O'Reilly media or use promo code PCBW for a discount - 40% off Print Books and 50% off eBooks and videos Service Now Homepage [blog] Introducing the Enterprise Cloud [blog] Why Cloud Architecture Matters [blog] The Quest for Near-Perfect Availability Show Notes: Topic 1 - Welcome to the show. Tell us a little bit about your background (lots of interesting companies and roles) and what you’re focused on at ServiceNow today.  [Maybe talk a little about what excites you about Enterprise apps vs. Consumer apps (e.g. Zynga) Topic 2 - Technologists (mostly IT Ops) tend to be drawn to IaaS services because it looks like their current data center and there are lots of moving parts. SaaS (and to some extent PaaS) gets less attention because SaaS is supposed to hide complexity. What are the basics that many companies miss or don’t understand? Topic 3 - You recently wrote a blog about Enterprise Cloud and Multi-Instance vs. Multi-Tenancy. Don’t things like VMs or Containers provide enough abstraction on compute resources? Topic 4 - What are the realities of Security in a Multi-Instance vs. Multi-Tenancy environment, especially as it relates to audit and compliance and potential hacking? Topic 5 - ServiceNow lives at the intersection of ITIL and DevOps - essentially the transition that many companies are trying to make with their applications and operations. How much of these transitions are the tools/platforms vs. people vs. architectures? Topic 6 - What is your guidance to IT teams and developers as they start using the cloud more, or integrating new applications into their business? Feedback? Email:show at thecloudcast dot net Twitter:@thecloudcastnet YouTube:Cloudcast Channel