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In this episode of AML Conversations, Joe McNamara, Director of Solutions Marketing at AML RightSource, sits down with Vesna McCreery, a seasoned financial crime compliance expert and Managing Director at AML RightSource, to dissect the alarming rise in global fraud. Together, they explore the historical divergence and recent convergence between fraud prevention and AML functions, the trillion-dollar scale of the fraud problem, and how digitalization, AI-driven deepfakes, and cross-border criminal networks are transforming the landscape. Vesna draws on international comparisons—highlighting Australia's standout success in reducing fraud through real-time public-private partnerships—and shares actionable insights on integrating biometric controls, enhancing data utilization, and reducing false positives in financial institutions. This conversation delivers critical takeaways for professionals navigating the evolving threats in financial crime.
AI is reshaping the federal landscape, offering agencies a way to boost operational and cost efficiency and augment the workforce. However, speedy adoption remains a challenge. Lee Caswell, senior vice president of Product and Solutions Marketing at Nutanix, joined us at Nutanix .NEXT to explore how the latest policy directives are influencing innovation across government, the biggest barriers to tech adoption and what it takes to overcome them. He also discussed strategies for migrating to modern infrastructure, the importance of strong public-private partnerships and some of the most exciting federal tech use cases on the horizon.
It's YOUR time to #EdUpIn this episode, recorded LIVE from Ellucian LIVE 2025 in Orlando, Florida,YOUR guests are Natalie Walther, Director, Solutions Marketing, Lyquaia Purcell, Senior Director, Digital Transformation, EllucianYOUR host is Dr. Chris Moloney, Principal Strategic Specialist, EllucianWhat does the 2025 Student Voice Report reveal about modern learners?Why is financial uncertainty still a primary barrier for students?How are dual enrollment students showing the most interest in non-degree programs?What are the top three reasons students stop out (& it's not about degree value)?What 5 things do stopouts need to return to their education?Topics include:Insights from 2024 & 2025 Student Voice ReportsUnderstanding the barriers to enrollment & retentionAddressing student financial stress & anxietyImproving transfer & re-enrollment processesCreating flexible learning options for diverse student needsListen in to #EdUpDo YOU want to accelerate YOUR professional development?Do YOU want to get exclusive early access to ad-free episodes, extended episodes, bonus episodes, original content, invites to special events, & more?Then BECOME AN #EdUp PREMIUM SUBSCRIBER TODAY - $19.99/month or $199.99/year (Save 17%)!Want YOUR org to cover costs? Email: EdUp@edupexperience.comThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - Elvin Freytes & Dr. Joe Sallustio● Join YOUR EdUp community at The EdUp Experience!We make education YOUR business!
In the month of April 1991 many games were released for the Commodore 64. In episode one-hundred-and-seventy-seven of Zapped to the Past, we continue our look at some of those games, including the lively Lotus Esprit Turbo Challenge, the judicial Judge Dredd and the experimental Exterminator and wonder… How bad does an impersonation of Noel Coward need to be to erase your memory? Games covered in this episode: Lotus Esprit Turbo Challenge Judge Dredd Saint Dragon Kentucky Racing Exterminator Find us here: https://zappedtothepast.com/ If you want to buy amazing Zapped to the Past merch, go here: https://zappedtothepast.shop https://www.redbubble.com/people/zappedtothepast/shop If you would like to help us out and join our Patreon, find it here: https://www.patreon.com/zappedtothepast If you want to buy a Coffee for Zapped to the Past, go here: https://ko-fi.com/zappedtothepast Need our links in one place - you can do that too: https://linktr.ee/zappedtothepast https://online.pubhtml5.com/oowg/grrx/#p=1 Additional links mentioned in the Podcast: From Homebrew Game Development to Becoming a Tech Tour de Force with Director, Product & Solutions Marketing at Acquia, Alan Botwright - E7 Brides Of Dracula (C64) - 1992 Gonzo Games - GTW64 BSB - The Power Station - Last Day david icke on terry wogan show 1991 in FULL Discovering Kinsey – Series One, Episode One | btvfloc The Fast Show - Monkfish -1- Inspector Monkfish The Americans (TV Series 2013–2018) - IMDb BBC Finders Keepers 1982 CITV's Finders Keepers - Series 3 Episode 1 - 23rd March 1993
In this episode, Aleksandra Mitroshkina, Director of Solutions Marketing at Percona, joins Louise Liu to share her experience of successfully managing open-source products' go-to-market. She also shares her thoughts on how open-source dynamics influence GTM approaches, the role of community engagement, strategies for transitioning users into customers. For more information, please check out Sasha's article "Go-to-Market Strategy for Open Source Products".All rights reserved. © Product Marketing Hive.
Marketers tend to forget a key element of the job - we are marketing to humans, whose purchasing decisions are often irrational. Moreover, data driven marketing doesn't succeed as long as we're not aware of our own biases. On the Shiny New Object podcast this week, we talk rationality vs bias, mistakes vs responsibility, and product led vs marketing led growth with Karix Director Product and Solutions Marketing, Shafique Gajdhar.
On the latest episode of Six Five Media at Smartsheet ENGAGE, host David Nicholson sits down with Smartsheet's Jennifer Stockton, Senior Director of Solutions Marketing, and Conga's Courtney Finger, Principal of Product Marketing Operations, for an insightful conversation about how Conga has leveraged the Smartsheet platform to transform its marketing operations. Their discussion covers: The key challenges Conga faced in marketing operations and why Smartsheet was the ultimate solution. The journey from "chaos to collaboration" made possible by Smartsheet's adoption within Conga. Favorite Smartsheet features that boost marketing and creative operations. The importance of scalability for creative teams and how Smartsheet supports this growth. Unique benefits that Smartsheet offers to organizations seeking streamlined and collaborative creative processes. Don't miss out on this deep dive into how Smartsheet is driving innovation in marketing! Learn more at Smartsheet.
This episode features two of the industry's finest, Dan Aldridge from Solutions Marketing at PCG and Abhijit (AV) Verekar, CEO of Avero Advisors.Dan and AV discuss the latest trends, innovations, and challenges in enterprise resource planning (ERP) and share their insights on how these platforms can transform business operations and strategic decision-making.Whether you're a seasoned user, considering investing in Infor or NetSuite, or just into business tech, this episode is for you. It's the perfect chance to learn from the pros, pick up some best practices, and even throw your own questions into the mix. Tune in and enjoy the conversation!Stay up to date on industry trends!Top 10 Public Sector ERP Systems: ➡ https://tinyurl.com/4bcduptpLearn More About Avero:➡ https://www.averoadvisors.comConnect With Us:LinkedIn: https://www.linkedin.com/company/averoadvisorsFacebook: https://www.facebook.com/averoadvisorsInstagram: https://www.instagram.com/averoadvisorsTikTok: https://www.tiktok.com/@averoadvisorsConnect With AV:LinkedIn: https://www.linkedin.com/in/verekar(865) 415-3848 | info@averoadvisors.com
What's up everyone, today we have the pleasure of sitting down with Michele Nieberding, Director of Product Marketing at MetaRouter. Summary: Michele takes us on a broad journey across job hopping, learning technical martech products, preparing for the cookie apocalypse and diving deep into the world of server side data processions and tag management. Her transition from sales to product marketing sparked new growth, blending her enthusiasm for learning technical martech products with practical strategies to improve sales outcomes. She emphasizes the importance of ethical marketing practices, like enhancing first-party data and focusing on consent management, crucial for building consumer trust. Michele also explores the benefits of server-side data processing, such as using systems like MetaRouter for real-time data handling, which improves site performance, data security, and compliance. This technical shift supports her broader view on the integration of marketing with data science, stressing the need for solid data management to navigate the complexities of modern marketing and data privacy laws effectively.About MicheleMichele started her career in sales at Cvent, a meetings and events management software provider She later had a short stint as a marketing consultant at Fishbowl a restaurant platform And then joined a CRM company called Merkle as a Digital Marketing Manager where she wore a variety of marketing hatsThis made her boomerang back to Cvent, but this time as a Product Marketing Manager where she would spend another 2 years with the companyShe later took on the role of Senior PMM at Qualtrics, an online customer experience management platformThis led her to an exciting role leading Solutions Marketing at Iterable, where she was eventually promoted to Director of Product MarketingMichele is also an Executive Mentor at Cornell UniversityToday she's Director of Product Marketing at MetaRouter, a Customer Data Infrastructure startup Why Job Hopping Can Be a Green FlagWhen asked about the recent commentary from a CEO criticizing frequent job changes and claiming that you need to stay at a company at least 4 years to achieve anything worthwhile. Michele offered a compelling counterpoint that challenges old school views on career progression. Her journey in the tech industry illustrates the value of embracing various roles across different companies, especially in wild sectors like martech. Michele believes that the innevitably rapid advancements within tech demand adaptability and a willingness to tackle new challenges, which often means moving between jobs.Michele argued that the notion of needing several years to make a significant impact in a company might indicate deeper issues with the hiring or role alignment process. In her experience, impactful contributions don't necessarily require long tenures. She shared an anecdote from her last position where she was promoted twice within just 12 months, underscoring her ability to drive meaningful change swiftly. Her success stories reflect her high performance and dedication to progress every day she's at work.This perspective brings into question the disparity in the traditional view of loyalty, highlighting that while businesses often tout long tenures as signs of allegiance and even liken their teams to families, they frequently fail to uphold their end during challenging times, opting instead to cut numerous lower-level positions rather than making reductions at the top. Michele highlighted that nowadays the real value lies in how much an individual can accelerate growth and bring about change, rather than how long they remain in a position. This approach benefits the companies that embrace such high-performing individuals.Her stance suggests that companies should rethink their hiring strategies and the attributes they value in employees. The focus should shift towards flexibility, quick adaptation, and the ability to deliver results efficiently—qualities that are crucial in a sector as fluid as technology.Key takeaway: Companies need humans that can adapt quickly and make significant impacts in relatively short periods, not half a decade. Michele's experience shows that job mobility can be a sign of a high-performing individual capable of driving innovation and growth who's looking out for themselves and owning their career paths. Companies should value flexibility and quick adaptability as much as, if not more than, long-term tenure.Making the Leap From Sales to Product MarketingMichele's career shift from sales to product marketing at Cvent is a perfect example of how adaptable skills can propel your career forward. Starting in sales, Michele thrived by meeting challenges head-on and solving customers' problems effectively. Her success wasn't unnoticed; she was a top sales rep, deeply involved in every aspect of the products she sold. However, Michele knew she wanted more from her career. Unable to transfer from sales to marketing internally, her ambition to explore beyond sales led her to an agency role where she broadened her marketing expertise.Despite enjoying the creative rush at the agency and wearing all of the hats, Michele felt something was missing. She could suggest marketing strategies but rarely saw how they played out, missing the direct impact of her work. This gap led her back to Cvent when a product marketing role opened up. It was a new territory, but she knew the product inside out from her sales days, which gave her a unique edge.Stepping into product marketing, Michele fell in love with the strategic and creative elements of the role. She was right back at solving problems, but this time she was crafting the narrative and directly influencing the product's market journey. It was different from sales but used many of the same skills in new ways.Today, Michele can't see herself doing anything else. Her story isn't just about a job change; it's about finding your niche where you can use your talents to the fullest. She took her in-depth product knowledge from sales and seamlessly integrated it with the marketing skills she honed along the way, proving that the right move at the right time can redefine your career.Key takeaway: Michele's switch from sales to product marketing shows how valuable it is to apply your skills in new contexts. For marketers looking to keep their careers vibrant and impactful, consider how your current skills can open new doors within your field. It's not just about climbing the ladder; sometimes, it's about stepping onto a completely different one.What Do Sales and Product Marketing Have in Common?It's not always intuitive, but one fundamental commonality between sales and product marketing is the requirement to deeply understand your product. Michele's strategy for mastering new martech tools showcases just how critical this understanding is, not only for personal growth but also for making significant contributions to her team and the broader company objectives.When Michele joins a new company, she immediately seeks to connect with colleagues from sales, customer success, and technical teams such as solution architects. These relationships are crucial as they provide a wealth of insights into the product's real-world applications, an invaluable resource for anyone in product marketing. Michele's early days in any role are spent actively engaging: participating in calls, attending demos, and using the tools herself as much as possible. This hands-on experience allows her to view the product through the eyes of a user, which is essential for crafting messages that resonate with potential customers...
Questions covered in this episode:01:10 To start, can you take us back to a moment in your career or life where you had to step outside of your comfort zone? What was the experience like, and how did it contribute to your personal or professional growth? 04:48 How is your role like as a Senior Vice President, Product & Solutions Marketing at Automation Anywhere?07:55 Do you have any tips for people that are building their analyst relations program or just getting into it for that first time?11:15 How PMM specifically has changed with regards to AI?20:11 Where are some great resources where they can tap into that you think would help benefit anyone in product marketing?28:36 What new skills do you think product marketers will need to succeedHow do you think product marketing will change over the next 5, 10 years?32:58 How do you think product marketing will change over the next 5, 10 years?35:33 How do you achieve work/life balance?40:26 What is the one thing that has been most important growing in your career?Want more insights from Claudia? Check out her Sharebird Profile.Looking to connect? You can find Claudia here on LinkedIn.
With AI bringing extraordinary opportunities for innovation, the U.S. Federal government faces a leadership imperative. How can the Federal government serve as a catalyst for advancing AI safely – crucial for U.S. global economic leadership and national security? And how are agencies developing and deploying responsible AI to create simple, intuitive interactions that build trust in government and deliver better results for Americans, including in response to Executive Order 14110 on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence?This panel explores how agencies are:• Preparing to implement enhanced AI• Using the latest technologies to build citizen trust and strengthen partnerships•Ensuring AI is developed and deployed to strengthen and expedite processesFeatured Speakers: • Mark Abramowitz , Senior Vice President of Product and Solutions Marketing, ServiceNow• Brian J. Peretti Esq., Deputy Chief Artificial Intelligence Officer, Director, Domestic and International Cybersecurity Policy, Office of Cybersecurity and Critical Infrastructure Protection, Department of the TreasuryClick here to view the on-demand recording See omnystudio.com/listener for privacy information.
With AI bringing extraordinary opportunities for innovation, the U.S. Federal government faces a leadership imperative. How can the Federal government serve as a catalyst for advancing AI safely – crucial for U.S. global economic leadership and national security? And how are agencies developing and deploying responsible AI to create simple, intuitive interactions that build trust in government and deliver better results for Americans, including in response to Executive Order 14110 on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence?This panel explores how agencies are:• Preparing to implement enhanced AI• Using the latest technologies to build citizen trust and strengthen partnerships•Ensuring AI is developed and deployed to strengthen and expedite processesFeatured Speakers: • Mark Abramowitz , Senior Vice President of Product and Solutions Marketing, ServiceNow• Brian J. Peretti Esq., Deputy Chief Artificial Intelligence Officer, Director, Domestic and International Cybersecurity Policy, Office of Cybersecurity and Critical Infrastructure Protection, Department of the TreasuryClick here to view the on-demand recording See omnystudio.com/listener for privacy information.
Join Elena Christopher, Chief Strategy Officer at HFS Research, Joe McNamara, Director of Solutions Marketing at AML RightSource and John Byrne, EVP, Chairman of Advisory Board at AML RightSource for an in-depth exploration of the joint market impact report, “Driving the Evolution of Financial Crime Compliance: The People and Tech Imperative.” In this pre-recorded podcast, they share insights on the evolution of financial crime compliance, the motivations behind the survey, and practical findings from the report. Discover how technology, combined with expert human insights, is transforming anti-money laundering efforts, especially in the realm of digital assets and evolving regulations. Also, learn how compliance professionals and law enforcement are working together to tackle financial crimes. Read the associated report here: https://www.hfsresearch.com/research/aml-rightsource-financial-crime-compliance-evolution-people-tech/
I like to call it blandvertising. I'm sure you've read it and heard it before.There are words. Lots of them. They fill a space – in an ad, on a landing page, in a press release, maybe even in a keynote presentation.You've seen these words before if you're in the target audience. Scalable. Leading. Agile. Enterprise-grade. Full-service. Data-driven. Cross-platform. Seamless.They seem to say something, but you're left walking away…not really understanding and certainly not believing anything at all.I feel like my career is a battle against blandvertising. Which is why I loved this lesson in a recent podcast guest application – ‘marketing goes beyond buzzwords.' Perhaps I found a fellow traveler on the journey.So I sat down for an in-depth discussion with Marco Mueller, CMO, AVEVA (https://www.aveva.com/).AVEVA was a public company until it was acquired by Schneider Electric last year. Schneider Electric is a public company and reported 36 billion euros in revenue in 2023.Mueller has had up to 800 people reporting to him in his career. Right now, his team is 250, but he says this is the most exciting job he's ever had.Stories (with lessons) about what he made in marketingHere are some lessons from Mueller that emerged in our discussion.Leadership Is everywhereMarketing goes beyond buzzwordsTrust is earned, not givenTrust is earned in drops and lost in bucketsYou can make a big career, and still stay humanConfidence is everythingDiscussed in this episodeInnovation Leadership and Coaching: You should almost always do less than you think (podcast episode #46) (https://www.marketingsherpa.com/article/interview/innovation)Customer-First Marketing Strategy: The highest of the five levels of marketing maturity (https://sherpablog.marketingsherpa.com/b2c-marketing-2/5-levels-marketing-maturity/)Get more episodesThis article is distributed through the MarketingSherpa email newsletter (https://www.marketingsherpa.com/newsletters). Sign up for free if you'd like to get more episodes like this one.For more insights, check out...This podcast is not about marketing – it is about the marketer. It draws its inspiration from the Flint McGlaughlin quote, “The key to transformative marketing is a transformed marketer” from the Become a Marketer-Philosopher: Create and optimize high-converting webpages (https://meclabs.com/course/) free digital marketing course.Apply to be a guestIf you would like to apply to be a guest on How I Made It In Marketing, here is the podcast guest application – https://www.marketingsherpa.com/page/podcast-guest-application
Lee Caswell, SVP Product and Solutions Marketing at Nutanix highlights the increasing importance of adapting total cost of ownership (TCO) and return on investment (ROI) models to reflect new licensing costs. He also addresses the shift towards hybrid and multi-cloud environments, emphasizing the role of customer-managed security policies and the reduction of egress fees.
Over the next 3 years, more than 750 million new applications will hit the market... and nobody can predict what those applications will look like.In this episode, Lee Caswell, SVP of Product and Solutions Marketing at Nutanix, introduces Hyper-Converged Infrastructures: a groundbreaking solution that integrates computing, storage, and networking into a single system to reduce complexity and improve scalability. Reflecting on his tenure at VMware, Caswell also offers insights into VMware's current state post-Broadcom acquisition and its future in the virtualization and cloud market, as well as how businesses often find themselves with inefficiently organized multi-cloud setups and what they can do about it.You'll learn:1. What is a hyper-converged infrastructure?2. How to deal with 'accidental hybrid multi-cloud environments'3. How the VMWare acquisition is affecting the enterprise IT world4. Trends in Kubernetes and container security___________About Lee:Lee is the Nutanix SVP for Product and Solutions Marketing. Lee is well-known for accelerating the adoption of new technologies and came to Nutanix from VMware where he was VP Product Marketing. Lee has extensive leadership experience in the storage, flash and virtualization markets including past executive roles at NetApp, Fusion-IO, and Adaptec. Lee started his career at General Electric and holds a bachelor's degree from Carleton College and a Master of Business Administration degree from Dartmouth College.Get in touch with Lee Caswell on LinkedIn: https://www.linkedin.com/in/leecaswell/ ___________Details about Nutanix:Website: https://www.nutanix.com/Industry: Software DevelopmentSize: 5,001-10,000 employeesYear: 2009___________About the host Elias Voelker:Elias is the VP for North America at Checkmk. He comes from a strategy consulting background but has been an entrepreneur for the better part of the last 10 years. In his spare time, he likes to do triathlons.Get in touch with Elias via LinkedIn or email podcast@checkmk.com.___________Podcast Music:Music by Ströme, used by permission‚Panta Rhei‘ written by Mario Schoenhofer(c)+p 2022, Compost Medien GmbH & Co KGhttps://stroeme.com/ https://compost-rec.com/ ___________Thanks to our friends at SAWOO for producing this episode with us!
Sharp Director of Solutions Marketing and Commercialization Kelly Harlin discusses the use of artificial intelligence in airports, how it can leveraged and what the future looks like for data collecting at airports.
Explore how the connectivity cloud is revolutionizing business IT operations, offering enhanced security, scalability, and efficiency in a digital world dominated by AI and big data, in my conversation with Sasi Murthy, Vice President, Product and Solutions Marketing at Cloudflare
On this episode of Futurum Live! From the Show Floor, The Futurum Group's Camberley Bates is joined by Simon Jelley, GM, Data Protection as a Service and Chris Wiborg, VP Product and Solutions Marketing at Veritas for a conversation on how to ensure that your cloud applications are resilient and your data is protected and recoverable. Their discussion covers: A background on why data recovery so difficult and complex Veritas' strategy to assist customers to combat ransomware with data protection, compliance, and governance, and new technologies like AI/ML Why cybersecurity is a team sport and how Veritas is partnering with various players in the cybersecurity space to provide the best solutions for their customers An overview on Veritas' testing capability, REDlab, a lab with real malware, and other areas Veritas has been focusing on like Cloud Scale
Rachel Dines, Head of Product and Technical Marketing at Chronosphere, joins Corey on Screaming in the Cloud to discuss why creating a cloud-native observability strategy is so critical, and the challenges that come with both defining and accomplishing that strategy to fit your current and future observability needs. Rachel explains how Chronosphere is taking an open-source approach to observability, and why it's more important than ever to acknowledge that the stakes and costs are much higher when it comes to observability in the cloud. About RachelRachel leads product and technical marketing for Chronosphere. Previously, Rachel wore lots of marketing hats at CloudHealth (acquired by VMware), and before that, she led product marketing for cloud-integrated storage at NetApp. She also spent many years as an analyst at Forrester Research. Outside of work, Rachel tries to keep up with her young son and hyper-active dog, and when she has time, enjoys crafting and eating out at local restaurants in Boston where she's based.Links Referenced: Chronosphere: https://chronosphere.io/ LinkedIn: https://www.linkedin.com/in/rdines/ 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: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's featured guest episode is brought to us by our friends at Chronosphere, and they have also brought us Rachel Dines, their Head of Product and Solutions Marketing. Rachel, great to talk to you again.Rachel: Hi, Corey. Yeah, great to talk to you, too.Corey: Watching your trajectory has been really interesting, just because starting off, when we first started, I guess, learning who each other were, you were working at CloudHealth which has since become VMware. And I was trying to figure out, huh, the cloud runs on money. How about that? It feels like it was a thousand years ago, but neither one of us is quite that old.Rachel: It does feel like several lifetimes ago. You were just this snarky guy with a few followers on Twitter, and I was trying to figure out what you were doing mucking around with my customers [laugh]. Then [laugh] we kind of both figured out what we're doing, right?Corey: So, speaking of that iterative process, today, you are at Chronosphere, which is an observability company. We would have called it a monitoring company five years ago, but now that's become an insult after the observability war dust has settled. So, I want to talk to you about something that I've been kicking around for a while because I feel like there's a gap somewhere. Let's say that I build a crappy web app—because all of my web apps inherently are crappy—and it makes money through some mystical form of alchemy. And I have a bunch of users, and I eventually realize, huh, I should probably have a better observability story than waiting for the phone to ring and a customer telling me it's broken.So, I start instrumenting various aspects of it that seem to make sense. Maybe I go too low level, like looking at all the discs on every server to tell me if they're getting full or not, like their ancient servers. Maybe I just have a Pingdom equivalent of is the website up enough to respond to a packet? And as I wind up experiencing different failure modes and getting yelled at by different constituencies—in my own career trajectory, my own boss—you start instrumenting for all those different kinds of breakages, you start aggregating the logs somewhere and the volume gets bigger and bigger with time. But it feels like it's sort of a reactive process as you stumble through that entire environment.And I know it's not just me because I've seen this unfold in similar ways in a bunch of different companies. It feels to me, very strongly, like it is something that happens to you, rather than something you set about from day one with a strategy in mind. What's your take on an effective way to think about strategy when it comes to observability?Rachel: You just nailed it. That's exactly the kind of progression that we so often see. And that's what I really was excited to talk with you about today—Corey: Oh, thank God. I was worried for a minute there that you'd be like, “What the hell are you talking about? Are you just, like, some sort of crap engineer?” And, “Yes, but it's mean of you to say it.” But yeah, what I'm trying to figure out is there some magic that I just was never connecting? Because it always feels like you're in trouble because the site's always broken, and oh, like, if the disk fills up, yeah, oh, now we're going to start monitoring to make sure the disk doesn't fill up. Then you wind up getting barraged with alerts, and no one wins, and it's an uncomfortable period of time.Rachel: Uncomfortable period of time. That is one very polite way to put it. I mean, I will say, it is very rare to find a company that actually sits down and thinks, “This is our observability strategy. This is what we want to get out of observability.” Like, you can think about a strategy and, like, the old school sense, and you know, as an industry analyst, so I'm going to have to go back to, like, my roots at Forrester with thinking about, like, the people, and the process, and the technology.But really what the bigger component here is like, what's the business impact? What do you want to get out of your observability platform? What are you trying to achieve? And a lot of the time, people have thought, “Oh, observability strategy. Great, I'm just going to buy a tool. That's it. Like, that's my strategy.”And I hate to bring it to you, but buying tools is not a strategy. I'm not going to say, like, buy this tool. I'm not even going to say, “Buy Chronosphere.” That's not a strategy. Well, you should buy Chronosphere. But that's not a strategy.Corey: Of course. I'm going to throw the money by the wheelbarrow at various observability vendors, and hope it solves my problem. But if that solved the problem—I've got to be direct—I've never spoken to those customers.Rachel: Exactly. I mean, that's why this space is such a great one to come in and be very disruptive in. And I think, back in the days when we were running in data centers, maybe even before virtual machines, you could probably get away with not having a monitoring strategy—I'm not going to call it observability; it's not we call the back then—you could get away with not having a strategy because what was the worst that was going to happen, right? It wasn't like there was a finite amount that your monitoring bill could be, there was a finite amount that your customer impact could be. Like, you're paying the penny slots, right?We're not on the penny slots anymore. We're in the $50 craps table, and it's Las Vegas, and if you lose the game, you're going to have to run down the street without your shirt. Like, the game and the stakes have changed, and we're still pretending like we're playing penny slots, and we're not anymore.Corey: That's a good way of framing it. I mean, I still remember some of my biggest observability challenges were building highly available rsyslog clusters so that you could bounce a member and not lose any log data because some of that was transactionally important. And we've gone beyond that to a stupendous degree, but it still feels like you don't wind up building this into the application from day one. More's the pity because if you did, and did that intelligently, that opens up a whole world of possibilities. I dream of that changing where one day, whenever you start to build an app, oh, and we just push the button and automatically instrument with OTel, so you instrument the thing once everywhere it makes sense to do it, and then you can do your vendor selection and what you said were decisions later in time. But these days, we're not there.Rachel: Well, I mean, and there's also the question of just the legacy environment and the tech debt. Even if you wanted to, the—actually I was having a beer yesterday with a friend who's a VP of Engineering, and he's got his new environment that they're building with observability instrumented from the start. How beautiful. They've got OTel, they're going to have tracing. And then he's got his legacy environment, which is a hot mess.So, you know, there's always going to be this bridge of the old and the new. But this was where it comes back to no matter where you're at, you can stop and think, like, “What are we doing and why?” What is the cost of this? And not just cost in dollars, which I know you and I could talk about very deeply for a long period of time, but like, the opportunity costs. Developers are working on stuff that they could be working on something that's more valuable.Or like the cost of making people work round the clock, trying to troubleshoot issues when there could be an easier way. So, I think it's like stepping back and thinking about cost in terms of dollar sense, time, opportunity, and then also impact, and starting to make some decisions about what you're going to do in the future that's different. Once again, you might be stuck with some legacy stuff that you can't really change that much, but [laugh] you got to be realistic about where you're at.Corey: I think that that is a… it's a hard lesson to be very direct, in that, companies need to learn it the hard way, for better or worse. Honestly, this is one of the things that I always noticed in startup land, where you had a whole bunch of, frankly, relatively early-career engineers in their early-20s, if not younger. But then the ops person was always significantly older because the thing you actually want to hear from your ops person, regardless of how you slice it, is, “Oh, yeah, I've seen this kind of problem before. Here's how we fixed it.” Or even better, “Here's the thing we're doing, and I know how that's going to become a problem. Let's fix it before it does.” It's the, “What are you buying by bringing that person in?” “Experience, mostly.”Rachel: Yeah, that's an interesting point you make, and it kind of leads me down this little bit of a side note, but a really interesting antipattern that I've been seeing in a lot of companies is that more seasoned ops person, they're the one who everyone calls when something goes wrong. Like, they're the one who, like, “Oh, my God, I don't know how to fix it. This is a big hairy problem,” I call that one ops person, or I call that very experienced person. That experience person then becomes this huge bottleneck into solving problems that people don't really—they might even be the only one who knows how to use the observability tool. So, if we can't find a way to democratize our observability tooling a little bit more so, like, just day-to-day engineers, like, more junior engineers, newer ones, people who are still ramping, can actually use the tool and be successful, we're going to have a big problem when these ops people walk out the door, maybe they retire, maybe they just get sick of it. We have these massive bottlenecks in organizations, whether it's ops or DevOps or whatever, that I see often exacerbated by observability tools. Just a side note.Corey: Yeah. On some level, it feels like a lot of these things can be fixed with tooling. And I'm not going to say that tools aren't important. You ever tried to implement observability by hand? It doesn't work. There have to be computers somewhere in the loop, if nothing else.And then it just seems to devolve into a giant swamp of different companies, doing different things, taking different approaches. And, on some level, whenever you read the marketing or hear the stories any of these companies tell you also to normalize it from translating from whatever marketing language they've got into something that comports with the reality of your own environment and seeing if they align. And that feels like it is so much easier said than done.Rachel: This is a noisy space, that is for sure. And you know, I think we could go out to ten people right now and ask those ten people to define observability, and we would come back with ten different definitions. And then if you throw a marketing person in the mix, right—guilty as charged, and I know you're a marketing person, too, Corey, so you got to take some of the blame—it gets mucky, right? But like I said a minute ago, the answer is not tools. Tools can be part of the strategy, but if you're just thinking, “I'm going to buy a tool and that's going to solve my problem,” you're going to end up like this company I was talking to recently that has 25 different observability tools.And not only do they have 25 different observability tools, what's worse is they have 25 different definitions for their SLOs and 25 different names for the same metric. And to be honest, it's just a mess. I'm not saying, like, go be Draconian and, you know, tell all the engineers, like, “You can only use this tool [unintelligible 00:10:34] use that tool,” you got to figure out this kind of balance of, like, hands-on, hands-off, you know? How much do you centralize, how much do you push and standardize? Otherwise, you end up with just a huge mess.Corey: On some level, it feels like it was easier back in the days of building it yourself with Nagios because there's only one answer, and it sucks, unless you want to start going down the world of HP OpenView. Which step one: hire a 50-person team to manage OpenView. Okay, that's not going to solve my problem either. So, let's get a little more specific. How does Chronosphere approach this?Because historically, when I've spoken to folks at Chronosphere, there isn't that much of a day one story, in that, “I'm going to build a crappy web app. Let's instrument it for Chronosphere.” There's a certain, “You must be at least this tall to ride,” implicit expectation built into the product just based upon its origins. And I'm not saying that doesn't make sense, but it also means there's really no such thing as a greenfield build out for you either.Rachel: Well, yes and no. I mean, I think there's no green fields out there because everyone's doing something for observability, or monitoring, or whatever you want to call it, right? Whether they've got Nagios, whether they've got the Dog, whether they've got something else in there, they have some way of introspecting their systems, right? So, one of the things that Chronosphere is built on, that I actually think this is part of something—a way you might think about building out an observability strategy as well, is this concept of control and open-source compatibility. So, we only can collect data via open-source standards. You have to send this data via Prometheus, via Open Telemetry, it could be older standards, like, you know, statsd, Graphite, but we don't have any proprietary instrumentation.And if I was making a recommendation to somebody building out their observability strategy right now, I would say open, open, open, all day long because that gives you a huge amount of flexibility in the future. Because guess what? You know, you might put together an observability strategy that seems like it makes sense for right now—actually, I was talking to a B2B SaaS company that told me that they made a choice a couple of years ago on an observability tool. It seemed like the right choice at the time. They were growing so fast, they very quickly realized it was a terrible choice.But now, it's going to be really hard for them to migrate because it's all based on proprietary standards. Now, of course, a few years ago, they didn't have the luxury of Open Telemetry and all of these, but now that we have this, we can use these to kind of future-proof our mistakes. So, that's one big area that, once again, both my recommendation and happens to be our approach at Chronosphere.Corey: I think that that's a fair way of viewing it. It's a constant challenge, too, just because increasingly—you mentioned the Dog earlier, for example—I will say that for years, I have been asked whether or not at The Duckbill Group, we look at Azure bills or GCP bills. Nope, we are pure AWS. Recently, we started to hear that same inquiry specifically around Datadog, to the point where it has become a board-level concern at very large companies. And that is a challenge, on some level.I don't deviate from my typical path of I fix AWS bills, and that's enough impossible problems for one lifetime, but there is a strong sense of you want to record as much as possible for a variety of excellent reasons, but there's an implicit cost to doing that, and in many cases, the cost of observability becomes a massive contributor to the overall cost. Netflix has said in talks before that they're effectively an observability company that also happens to stream movies, just because it takes so much effort, engineering, and raw computing resources in order to get that data do something actionable with it. It's a hard problem.Rachel: It's a huge problem, and it's a big part of why I work at Chronosphere, to be honest. Because when I was—you know, towards the tail end at my previous company in cloud cost management, I had a lot of customers coming to me saying, “Hey, when are you going to tackle our Dog or our New Relic or whatever?” Similar to the experience you're having now, Corey, this was happening to me three, four years ago. And I noticed that there is definitely a correlation between people who are having these really big challenges with their observability bills and people that were adopting, like Kubernetes, and microservices and cloud-native. And it was around that time that I met the Chronosphere team, which is exactly what we do, right? We focus on observability for these cloud-native environments where observability data just goes, like, wild.We see 10X 20X as much observability data and that's what's driving up these costs. And yeah, it is becoming a board-level concern. I mean, and coming back to the concept of strategy, like if observability is the second or third most expensive item in your engineering bill—like, obviously, cloud infrastructure, number one—number two and number three is probably observability. How can you not have a strategy for that? How can this be something the board asks you about, and you're like, “What are we trying to get out of this? What's our purpose?” “Uhhhh… troubleshooting?”Corey: Right because it turns into business metrics as well. It's not just about is the site up or not. There's a—like, one of the things that always drove me nuts not just in the observability space, but even in cloud costing is where, okay, your costs have gone up this week so you get a frowny face, or it's in red, like traffic light coloring. Cool, but for a lot of architectures and a lot of customers, that's because you're doing a lot more volume. That translates directly into increased revenues, increased things you care about. You don't have the position or the context to say, “That's good,” or, “That's bad.” It simply is. And you can start deriving business insight from that. And I think that is the real observability story that I think has largely gone untold at tech conferences, at least.Rachel: It's so right. I mean, spending more on something is not inherently bad if you're getting more value out of it. And it definitely a challenge on the cloud cost management side. “My costs are going up, but my revenue is going up a lot faster, so I'm okay.” And I think some of the plays, like you know, we put observability in this box of, like, it's for low-level troubleshooting, but really, if you step back and think about it, there's a lot of larger, bigger picture initiatives that observability can contribute to in an org, like digital transformation. I know that's a buzzword, but, like that is a legit thing that a lot of CTOs are out there thinking about. Like, how do we, you know, get out of the tech debt world, and how do we get into cloud-native?Maybe it's developer efficiency. God, there's a lot of people talking about developer efficiency. Last week at KubeCon, that was one of the big, big topics. I mean, and yeah, what [laugh] what about cost savings? To me, we've put observability in a smaller box, and it needs to bust out.And I see this also in our customer base, you know? Customers like DoorDash use observability, not just to look at their infrastructure and their applications, but also look at their business. At any given minute, they know how many Dashers are on the road, how many orders are being placed, cut by geos, down to the—actually down to the second, and they can use that to make decisions.Corey: This is one of those things that I always found a little strange coming from the world of running systems in large [unintelligible 00:17:28] environments to fixing AWS bills. There's nothing that even resembles a fast, reactive response in the world of AWS billing. You wind up with a runaway bill, they're going to resolve that over a period of weeks, on Seattle business hours. If you wind up spinning something up that creates a whole bunch of very expensive drivers behind your bill, it's going to take three days, in most cases, before that starts showing up anywhere that you can reasonably expect to get at it. The idea of near real time is a lie unless you want to start instrumenting everything that you're doing to trap the calls and then run cost extrapolation from there. That's hard to do.Observability is a very different story, where latencies start to matter, where being able to get leading indicators of certain events—be a technical or business—start to be very important. But it seems like it's so hard to wind up getting there from where most people are. Because I know we like to talk dismissively about the past, but let's face it, conference-ware is the stuff we're the proudest of. The reality is the burning dumpster of regret in our data centers that still also drives giant piles of revenue, so you can't turn it off, nor would you want to, but you feel bad about it as a result. It just feels like it's such a big leap.Rachel: It is a big leap. And I think the very first step I would say is trying to get to this point of clarity and being honest with yourself about where you're at and where you want to be. And sometimes not making a choice is a choice, right, as well. So, sticking with the status quo is making a choice. And so, like, as we get into things like the holiday season right now, and I know there's going to be people that are on-call 24/7 during the holidays, potentially, to keep something that's just duct-taped together barely up and running, I'm making a choice; you're make a choice to do that. So, I think that's like the first step is the kind of… at least acknowledging where you're at, where you want to be, and if you're not going to make a change, just understanding the cost and being realistic about it.Corey: Yeah, being realistic, I think, is one of the hardest challenges because it's easy to wind up going for the aspirational story of, “In the future when everything's great.” Like, “Okay, cool. I appreciate the need to plant that flag on the hill somewhere. What's the next step? What can we get done by the end of this week that materially improves us from where we started the week?” And I think that with the aspirational conference-ware stories, it's hard to break that down into things that are actionable, that don't feel like they're going to be an interminable slog across your entire existing environment.Rachel: No, I get it. And for things like, you know, instrumenting and adding tracing and adding OTEL, a lot of the time, the return that you get on that investment is… it's not quite like, “I put a dollar in, I get a dollar out,” I mean, something like tracing, you can't get to 60% instrumentation and get 60% of the value. You need to be able to get to, like, 80, 90%, and then you'll get a huge amount of value. So, it's sort of like you're trudging up this hill, you're charging up this hill, and then finally you get to the plateau, and it's beautiful. But that hill is steep, and it's long, and it's not pretty. And I don't know what to say other than there's a plateau near the top. And those companies that do this well really get a ton of value out of it. And that's the dream, that we want to help customers get up that hill. But yeah, I'm not going to lie, the hill can be steep.Corey: One thing that I find interesting is there's almost a bimodal distribution in companies that I talk to. On the one side, you have companies like, I don't know, a Chronosphere is a good example of this. Presumably you have a cloud bill somewhere and the majority of your cloud spend will be on what amounts to a single application, probably in your case called, I don't know, Chronosphere. It shares the name of the company. The other side of that distribution is the large enterprise conglomerates where they're spending, I don't know, $400 million a year on cloud, but their largest workload is 3 million bucks, and it's just a very long tail of a whole bunch of different workloads, applications, teams, et cetera.So, what I'm curious about from the Chronosphere perspective—or the product you have, not the ‘you' in this metaphor, which gets confusing—is, it feels easier to instrument a Chronosphere-like company that has a primary workload that is the massive driver of most things and get that instrumented and start getting an observability story around that than it does to try and go to a giant company and, “Okay, 1500 teams need to all implement this thing that are all going in different directions.” How do you see it playing out among your customer base, if that bimodal distribution holds up in your world?Rachel: It does and it doesn't. So, first of all, for a lot of our customers, we often start with metrics. And starting with metrics means Prometheus. And Prometheus has hundreds of exporters. It is basically built into Kubernetes. So, if you're running Kubernetes, getting Prometheus metrics out, actually not a very big lift. So, we find that we start with Prometheus, we start with getting metrics in, and we can get a lot—I mean, customers—we have a lot of customers that use us just for metrics, and they get a massive amount of value.But then once they're ready, they can start instrumenting for OTEL and start getting traces in as well. And yeah, in large organizations, it does tend to be one team, one application, one service, one department that kind of goes at it and gets all that instrumented. But I've even seen very large organizations, when they get their act together and decide, like, “No, we're doing this,” they can get OTel instrumented fairly quickly. So, I guess it's, like, a lining up. It's more of a people issue than a technical issue a lot of the time.Like, getting everyone lined up and making sure that like, yes, we all agree. We're on board. We're going to do this. But it's usually, like, it's a start small, and it doesn't have to be all or nothing. We also just recently added the ability to ingest events, which is actually a really beautiful thing, and it's very, very straightforward.It basically just—we connect to your existing other DevOps tools, so whether it's, like, a Buildkite, or a GitHub, or, like, a LaunchDarkly, and then anytime something happens in one of those tools, that gets registered as an event in Chronosphere. And then we overlay those events over your alerts. So, when an alert fires, then first thing I do is I go look at the alert page, and it says, “Hey, someone did a deploy five minutes ago,” or, “There was a feature flag flipped three minutes ago,” I solved the problem right then. I don't think of this as—there's not an all or nothing nature to any of this stuff. Yes, tracing is a little bit of a—you know, like I said, it's one of those things where you have to make a lot of investment before you get a big reward, but that's not the case in all areas of observability.Corey: Yeah. I would agree. Do you find that there's a significant easy, early win when customers start adopting Chronosphere? Because one of the problems that I've found, especially with things that are holistic, and as you talk about tracing, well, you need to get to a certain point of coverage before you see value. But human psychology being what it is, you kind of want to be able to demonstrate, oh, see, the Meantime To Dopamine needs to come down, to borrow an old phrase. Do you find that some of there's some easy wins that start to help people to see the light? Because otherwise, it just feels like a whole bunch of work for no discernible benefit to them.Rachel: Yeah, at least for the Chronosphere customer base, one of the areas where we're seeing a lot of traction this year is in optimizing the costs, like, coming back to the cost story of their overall observability bill. So, we have this concept of the control plane in our product where all the data that we ingest hits the control plane. At that point, that customer can look at the data, analyze it, and decide this is useful, this is not useful. And actually, not just decide that, but we show them what's useful, what's not useful. What's being used, what's high cardinality, but—and high cost, but maybe no one's touched it.And then we can make decisions around aggregating it, dropping it, combining it, doing all sorts of fancy things, changing the—you know, downsampling it. We can do this, on the trace side, we can do it both head based and tail based. On the metrics side, it's as it hits the control plane and then streams out. And then they only pay for the data that we store. So typically, customers are—they come on board and immediately reduce their observability dataset by 60%. Like, that's just straight up, that's the average.And we've seen some customers get really aggressive, get up to, like, in the 90s, where they realize we're only using 10% of this data. Let's get rid of the rest of it. We're not going to pay for it. So, paying a lot less helps in a lot of ways. It also helps companies get more coverage of their observability. It also helps customers get more coverage of their overall stack. So, I was talking recently with an autonomous vehicle driving company that recently came to us from the Dog, and they had made some really tough choices and were no longer monitoring their pre-prod environments at all because they just couldn't afford to do it anymore. It's like, well, now they can, and we're still saving the money.Corey: I think that there's also the downstream effect of the money saving to that, for example, I don't fix observability bills directly. But, “Huh, why is your CloudWatch bill through the roof?” Or data egress charges in some cases? It's oh because your observability vendor is pounding the crap out of those endpoints and pulling all your log data across the internet, et cetera. And that tends to mean, oh, yeah, it's not just the first-order effect; it's the second and third and fourth-order effects this winds up having. It becomes almost a holistic challenge. I think that trying to put observability in its own bucket, on some level—when you're looking at it from a cost perspective—starts to be a, I guess, a structure that makes less and less sense in the fullness of time.Rachel: Yeah, I would agree with that. I think that just looking at the bill from your vendor is one very small piece of the overall cost you're incurring. I mean, all of the things you mentioned, the egress, the CloudWatch, the other services, it's impacting, what about the people?Corey: Yeah, it sure is great that your team works for free.Rachel: [laugh]. Exactly, right? I know, and it makes me think a little bit about that viral story about that particular company with a certain vendor that had a $65 million per year observability bill. And that impacted not just them, but, like, it showed up in both vendors' financial filings. Like, how did you get there? How did you get to that point? And I think this all comes back to the value in the ROI equation. Yes, we can all sit in our armchairs and be like, “Well, that was dumb,” but I know there are very smart people out there that just got into a bad situation by kicking the can down the road on not thinking about the strategy.Corey: Absolutely. I really want to thank you for taking the time to speak with me about, I guess, the bigger picture questions rather than the nuts and bolts of a product. I like understanding the overall view that drives a lot of these things. I don't feel I get to have enough of those conversations some weeks, so thank you for humoring me. If people want to learn more, where's the best place for them to go?Rachel: So, they should definitely check out the Chronosphere website. Brand new beautiful spankin' new website: chronosphere.io. And you can also find me on LinkedIn. I'm not really on the Twitters so much anymore, but I'd love to chat with you on LinkedIn and hear what you have to say.Corey: And we will, of course, put links to all of that in the [show notes 00:28:26]. Thank you so much for taking the time to speak with me. It's appreciated.Rachel: Thank you, Corey. Always fun.Corey: Rachel Dines, Head of Product and Solutions Marketing at Chronosphere. This has been a featured guest episode brought to us by our friends at Chronosphere, and I'm Corey Quinn. 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 and insulting comment that I will one day read once I finished building my highly available rsyslog system to consume it with.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.
Jeff Morris, VP of Product & Solutions Marketing at Couchbase, joins Corey on Screaming in the Cloud to discuss Couchbase's new columnar data store functionality, specific use cases for columnar data stores, and why AI gets better when it communicates with a cleaner pool of data. Jeff shares how more responsive databases could allow businesses like Dominos and United Airlines to create hyper-personalized experiences for their customers by utilizing more responsive databases. Jeff dives into the linked future of AI and data, and Corey learns about Couchbase's plans for the re:Invent conference. If you're attending re:Invent, you can visit Couchbase at booth 1095.About JeffJeff Morris is VP Product & Solutions Marketing at Couchbase (NASDAQ: BASE), a cloud database platform company that 30% of the Fortune 100 depend on.Links Referenced:Couchbase: https://www.couchbase.com/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: Welcome to Screaming in the Cloud. I'm Corey Quinn. This promoted guest episode of Screaming in the Cloud is brought to us by our friends at Couchbase. Also brought to us by Couchbase is today's victim, for lack of a better term. Jeff Morris is their VP of Product and Solutions Marketing. Jeff, thank you for joining me.Jeff: Thanks for having me, Corey, even though I guess I paid for it.Corey: Exactly. It's always great to say thank you when people give you things. I learned this from a very early age, and the only people who didn't were rude children and turned into worse adults.Jeff: Exactly.Corey: So, you are effectively announcing something new today, and I always get worried when a database company says that because sometimes it's a license that is going to upset people, sometimes it's dyed so deep in the wool of generative AI that, “Oh, we're now supporting vectors or whatnot.” Well, most of us don't know what that means.Jeff: Right.Corey: Fortunately, I don't believe that's what you're doing today. What have you got for us?Jeff: So, you're right. It's—well, what I'm doing is, we're announcing new stuff inside of Couchbase and helping Couchbase expand its market footprint, but we're not really moving away from our sweet spot, either, right? We like building—or being the database platform underneath applications. So, push us on the operational side of the operational versus analytic, kind of, database divide. But we are announcing a columnar data store inside of the Couchbase platform so that we can build bigger, better, stronger analytic functionality to feed the applications that we're supporting with our customers.Corey: Now, I feel like I should ask a question around what a columnar data store is because my first encounter with the term was when I had a very early client for AWS bill optimization when I was doing this independently, and I was asking them the… polite question of, “Why do you have 283 billion objects in a single S3 bucket? That is atypical and kind of terrifying.” And their answer was, “Oh, we built our own columnar data store on top of S3. This might not have been the best approach.” It's like, “I'm going to stop you there. With no further information, I can almost guarantee you that it was not.” But what is a columnar data store?Jeff: Well, let's start with the, everybody loves more data and everybody loves to count more things, right, but a columnar data store allows you to expedite the kind of question that you ask of the data itself by not having to look at every single row of the data while you go through it. You can say, if you know you're only looking for data that's inside of California, you just look at the column value of find me everything in California and then I'll pick all of those records to analyze. So, it gives you a faster way to go through the data while you're trying to gather it up and perform aggregations against it.Corey: It seems like it's one of those, “Well, that doesn't sound hard,” type of things, when you're thinking about it the way that I do, in terms of a database being more or less a medium to large size Excel spreadsheet. But I have it on good faith from all the customer environments. I've worked with that no, no, there are data stores that span even larger than that, which is, you know, one of those sad realities of the world. And everything at scale begins to be a heck of a lot harder. I've seen some of the value that this stuff offers and I can definitely understand a few different workloads in which case that's going to be super handy. What are you targeting specifically? Or is this one of those areas where you're going to learn from your customers?Jeff: Well, we've had analytic functionality inside the platform. It just, at the size and scale customers actually wanted to roam through the data, we weren't supporting that that much. So, we'll expand that particular footprint, it'll give us better integration capabilities with external systems, or better access to things in your bucket. But the use case problem is, I think, going to be driven by what new modern application requirements are going to be. You're going to need, we call it hyper-personalization because we tend to cater to B2C-style applications, things with a lot of account profiles built into them.So, you look at account profile, and you're like, “Oh, well Jeff likes blue, so sell him blue stuff.” And that's a great current level personalization, but with a new analytic engine against this, you can maybe start aggregating all the inventory information that you might have of all the blue stuff that you want to sell me and do that in real-time, so I'm getting better recommendations, better offers as I'm shopping on your site or looking at my phone and, you know, looking for the next thing I want to buy.Corey: I'm sure there's massive amounts of work that goes into these hyper-personalization stories. The problem is that the only time they really rise to our notice is when they fail hilariously. Like, you just bought a TV, would you like to buy another? Now statistically, you are likelier to buy a second TV right after you buy one, but for someone who just, “Well, I'm replacing my living room TV after ten years,” it feels ridiculous. Or when you buy a whole bunch of nails and they don't suggest, “Would you like to also perhaps buy a hammer?”It's one of those areas where it just seems like a human putting thought into this could make some sense. But I've seen some of the stuff that can come out of systems like this and it can be incredible. I also personally tend to bias towards use cases that are less, here's how to convince you to buy more things and start aiming in a bunch of other different directions where it starts meeting emerging use cases or changing situations rapidly, more rapidly than a human can in some cases. The world has, for better or worse, gotten an awful lot faster over the last few decades.Jeff: Yeah. And think of it in terms of how responsive can I be at any given moment. And so, let's pick on one of the more recent interesting failures that has popped up. I'm a Giants fan, San Francisco Giants fan, so I'll pick on the Dodgers. The Dodgers during the baseball playoffs, Clayton Kershaw—three-time MVP, Cy Young Award winner, great, great pitcher—had a first-inning meltdown of colossal magnitude: gave up 11 runs in the first inning to the Diamondbacks.Well, my customer Domino's Pizza could end up—well, let's shift the focus of our marketing. We—you know, the Dodgers are the best team in baseball this year in the National League—let's focus our attention there, but with that meltdown, let's pivot to Arizona and focus on our market in Phoenix. And they could do that within minutes or seconds, even, with the kinds of capabilities that we're coming up with here so that they can make better offers to that new environment and also do the decision intelligence behind it. Like, do I have enough dough to make a bigger offer in that big market? Do I have enough drivers or do I have to go and spin out and get one of the other food delivery folks—UberEats, or something like that—to jump on board with me and partner up on this kind of system?It's that responsiveness in real, real-time, right, that's always been kind of the conundrum between applications and analytics. You get an analytic insight, but it takes you an hour or a day to incorporate that into what the application is doing. This is intended to make all of that stuff go faster. And of course, when we start to talk about things in AI, right, AI is going to expect real-time responsiveness as best you can make it.Corey: I figure we have to talk about AI. That is a technology that has absolutely sprung to the absolute peak of the hype curve over the past year. OpenAI released Chat-Gippity, either late last year or early this year and suddenly every company seems to be falling all over itself to rebrand itself as an AI company, where, “We've been working on this for decades,” they say, right before they announce something that very clearly was crash-developed in six months. And every company is trying to drape themselves in the mantle of AI. And I don't want to sound like I'm a doubter here. I'm like most fans; I see an awful lot of value here. But I am curious to get your take on what do you think is real and what do you think is not in the current hype environment.Jeff: So yeah, I love that. I think there's a number of things that are, you know, are real is, it's not going away. It is going to continue to evolve and get better and better and better. One of my analyst friends came up with the notion that the exercise of generative AI, it's imprecise, so it gives you similarity things, and that's actually an improvement, in many cases, over the precision of a database. Databases, a transaction either works or it doesn't. It has failover or it doesn't, when—Corey: It's ideally deterministic when you ask it a question—Jeff: Yes.Corey: —the same question a second time, assuming it's not time-bound—Jeff: Gives you the right answer.Corey: Yeah, the sa—or at least the same answer.Jeff: The same answer. And your gen AI may not. So, that's a part of the oddity of the hype. But then it also helps me kind of feed our storyline of if you're going to try and make Gen AI closer and more accurate, you need a clean pool of data that you're dealing with, even though you've got probably—your previous design was such that you would use a relational database for transactions, a document database for your user profiles, you'd probably attach your website to a caching database because you needed speed and a lot of concurrency. Well, now you got three different databases there that you're operating.And if you're feeding data from each of those databases back to AI, one of them might be wrong or one of them might confuse the AI, yet how are you going to know? The complexity level is going to become, like, exponential. So, our premise is, because we're a multi-modal database that incorporates in-memory speed and documents and search and transactions and the like, if you start with a cleaner pool of data, you'll have less complexity that you're offering to your AI system and therefore you can steer it into becoming more accurate in its response. And then, of course, all the data that we're dealing with is on mobile, right? Data is created there for, let's say, your account profile, and then it's also consumed there because that's what people are using as their application interface of choice.So, you also want to have mobile interactivity and synchronization and local storage, kind of, capabilities built in there. So, those are kind of, you know, a couple of the principles that we're looking at of, you know, JSON is going to be a great format for it regardless of what happens; complexity is kind of the enemy of AI, so you don't want to go there; and mobility is going to be an absolute requirement. And then related to this particular announcement, large-scale aggregation is going to be a requirement to help feed the application. There's always going to be some other bigger calculation that you're going to want to do relatively in real time and feed it back to your users or the AI system that's helping them out.Corey: I think that that is a much more nuanced use case than a lot of the stuff that's grabbing customer attentions where you effectively have the Chat-Gippity story of it being an incredible parrot. Where I have run into trouble with the generative story has been people putting the thing that the robot that's magic and from the future has come up with off the cuff and just hurling that out into the universe under their own name without any human review, and that's fine sometimes sure, but it does get it hilariously wrong at some points. And the idea of sending something out under my name that has not been at least reviewed by me if not actually authored by me, is abhorrent. I mean, I review even the transactional, “Yes, you have successfully subscribed,” or, “Sorry to see you go,” email confirmations on stuff because there's an implicit, “Hugs and puppies, love Corey,” at the end of everything that goes out under my name.Jeff: Right.Corey: But I've gotten a barrage of terrible sales emails and companies that are trying to put the cart before the horse where either the, “Support rep,” quote-unquote, that I'm speaking to in the chat is an AI system or else needs immediate medical attention because there's something going on that needs assistance.Jeff: Yeah, they just don't understand.Corey: Right. And most big enterprise stories that I've heard so far that have come to light have been around the form of, “We get to fire most of our customer service staff,” an outcome that basically no one sensible wants. That is less compelling than a lot of the individualized consumer use cases. I love asking it, “Here's a blog post I wrote. Give me ten title options.” And I'll usually take one of them—one of them is usually not half bad and then I can modify it slightly.Jeff: And you'll change four words in it. Yeah.Corey: Yeah, exactly. That's a bit of a different use case.Jeff: It's been an interesting—even as we've all become familiar—or at least junior prompt engineers, right—is, your information is only going to be as good as you feed the AI system—the return is only going to be as good—so you're going to want to refine that kind of conversation. Now, we're not trying to end up replacing the content that gets produced or the writing of all kinds of pros, other than we do have a code generator that works inside of our environment called Capella iQ that talks to ChatGPT, but we try and put guardrails on that too, right, as always make sure that it's talking in terms of the context of Couchbase rather than, “Where's Taylor Swift this week,” which I don't want it to answer because I don't want to spend GPT money to answer that question for you.Corey: And it might not know the right answer, but it might very well spit out something that sounds plausible.Jeff: Exactly. But I think the kinds of applications that we're steering ourselves toward can be helped along by the Gen AI systems, but I don't expect all my customers are going to be writing automatic blog post generation kinds of applications. I think what we're ultimately trying to do is facilitate interactions in a way that we haven't dreamt of yet, right? One of them might be if I've opted into to loyalty programs, like my United account and my American Express account—Corey: That feels very targeted at my lifestyle as well, so please, continue.Jeff: Exactly, right? And so, what I really want the system to do is for Amex to reward me when I hit 1k status on United while I'm on the flight and you know, have the flight attendant come up and be like, “Hey, you did it. Either, here's a free upgrade from American Express”—that would be hyper-personalization because you booked your plane ticket with it, but they also happen to know or they cross-consumed information that I've opted into.Corey: I've seen them congratulate people for hitting a million miles flown mid-flight, but that's clearly something that they've been tracking and happens a heck of a lot less frequently. This is how you start scaling that experience.Jeff: Yes. But that happened because American Airlines was always watching because that was an American Airlines ad ages ago, right, but the same principle holds true. But I think there's going to be a lot more of these: how much information am I actually allowing to be shared amongst the, call it loyalty programs, but the data sources that I've opted into. And my God, there's hundreds of them that I've personally opted into, whether I like it or not because everybody needs my email address, kind of like what you were describing earlier.Corey: A point that I have that I think agrees largely with your point is that few things to me are more frustrating than what I'm signing up, for example, oh, I don't know, an AWS even—gee, I can't imagine there's anything like that going on this week—and I have to fill out an entire form that always asked me the same questions: how big my company is, whether we have multiple workloads on, what industry we're in. And no matter what I put into that, first, it never remembers me for the next time, which is frustrating in its own right, but two, no matter what I put in to fill that thing out, the email I get does not change as a result. At one point, I said, all right—I'm picking randomly—“I am a venture capitalist based in Sweden,” and I got nothing that is differentiated from the other normal stuff I get tied to my account because I use a special email address for those things, sometimes just to see what happens. And no, if you're going to make me jump through the hoops to give you the data, at least use it to make my experience better. It feels like I'm asking for the moon here, but I shouldn't be.Jeff: Yes. [we need 00:16:19] to make your experience better and say, you know, “Here's four companies in Malmo that you ought to be talking to. And they happen to be here at the AWS event and you can go find them because their booth is here, here, and here.” That kind of immediate responsiveness could be facilitated, and to our point, ought to be facilitated. It's exactly like that kind of thing is, use the data in real-time.I was talking to somebody else today that was discussing that most data, right, becomes stale and unvaluable, like, 50% of the data, its value goes to zero after about a day. And some of it is stale after about an hour. So, if you can end up closing that responsiveness gap that we were describing—and this is kind of what this columnar service inside of Capella is going to be like—is react in real-time with real-time calculation and real-time look-up and real-time—find out how you might apply that new piece of information right now and then give it back to the consumer or the user right now.Corey: So, Couchbase takes a few different forms. I should probably, at least for those who are not steeped in the world of exotic forms of database, I always like making these conversations more accessible to folks who are not necessarily up to speed. Personally, I tend to misuse anything as a database, if I can hold it just the wrong way.Jeff: The wrong way. I've caught that about you.Corey: Yeah, it's—everything is a database if you hold it wrong. But you folks have a few different options: you have a self-managed commercial offering; you're an open-source project, so I can go ahead and run it on my own infrastructure however I want; and you have Capella, which is Couchbase as a service. And all of those are useful and have their points, and I'm sure I'm missing at least one or two along the way. But do you find that the columnar use case is going to disproportionately benefit folks using Capella in ways that the self-hosted version would not be as useful for, or is this functionality already available in other expressions of Couchbase?Jeff: It's not already available in other expressions, although there is analytic functionality in the self-managed version of Couchbase. But it's, as I've mentioned I think earlier, it's just not as scalable or as really real-time as far as we're thinking. So, it's going to—yes, it's going to benefit the database as a service deployments of Couchbase available on your favorite three clouds, and still interoperable with environments that you might self-manage and self-host. So, there could be even use cases where our development team or your development team builds in AWS using the cloud-oriented features, but is still ultimately deploying and hosting and managing a self-managed environment. You could still do all of that. So, there's still a great interplay and interoperability amongst our different deployment options.But the fun part, I think, about this is not only is it going to help the Capella user, there's a lot of other things inside Couchbase that help address the developers' penchant for trading zero-cost for degrees of complexity that you're willing to accept because you want everything to be free and open-source. And Couchbase is my fifth open-source company in my background, so I'm well, well versed in the nuances of what open-source developers are seeking. But what makes Couchbase—you know, its origin story really cool too, though, is it's the peanut butter and chocolate marriage of memcached and the people behind that and membase and CouchDB from [Couch One 00:19:54]. So, I can't think of that many—maybe Red Hat—project and companies that formed up by merging two complementary open-source projects. So, we took the scale and—Corey: You have OpenTelemetry, I think, that did that once, but that—you see occasional mergers, but it's very far from common.Jeff: But it's very, very infrequent. But what that made the Couchbase people end up doing is make a platform that will scale, make a data design that you can auto partition anywhere, anytime, and then build independently scalable services on top of that, one for SQL++, the query language. Anyone who knows SQL will be able to write something in Couchbase immediately. And I've got this AI Automator, iQ, that makes it even easier; you just say, “Write me a SQL++ query that does this,” and it'll do that. But then we added full-text search, we added eventing so you can stream data, we added the analytics capability originally and now we're enhancing it, and use JSON as our kind of universal data format so that we can trade data with applications really easily.So, it's a cool design to start with, and then in the cloud, we're steering towards things like making your entry point and using our database as a service—Capella—really, really, really inexpensive so that you get that same robustness of functionality, as well as the easy cost of entry that today's developers want. And it's my analyst friends that keep telling me the cloud is where the markets going to go, so we're steering ourselves towards that hockey puck location.Corey: I frequently remark that the role of the DBA might not be vanishing, but it's definitely changing, especially since the last time I counted, if you hold them and use as directed, AWS has something on the order of 14 distinct managed database offerings. Some are general purpose, some are purpose-built, and if this trend keeps up, in a decade, the DBA role is going to be determining which of its 40 databases is going to be the right fit for a given workload. That seems to be the counter-approach to a general-purpose database that works across the board. Clearly you folks have opinions on this. Where do you land?Jeff: Oh, so absolutely. There's the product that is a suite of capabilities—or that are individual capabilities—and then there's ones that are, in my case, kind of multi-model and do lots of things at once. I think historically, you'll recognize—because this is—let's pick on your phone—the same holds true for, you know, your phone used to be a watch, used to be a Palm Pilot, used to be a StarTAC telephone, and your calendar application, your day planner all at the same time. Well, it's not anymore. Technology converges upon itself; it's kind of a historical truism.And the database technologies are going to end up doing that—or continue to do that, even right now. So, that notion that—it's a ten-year-old notion of use a purpose-built database for that particular workload. Maybe sometimes in extreme cases that is the appropriate thing, but in more cases than not right now, if you need transactions when you need them, that's fine, I can do that. You don't necessarily need Aurora or RDS or Postgres to do that. But when you need search and geolocation, I support that too, so you don't need Elastic. And then when you need caching and everything, you don't need ElastiCache; it's all built-in.So, that multi-model notion of operate on the same pool of data, it's a lot less complex for your developers, they can code faster and better and more cleanly, debugging is significantly easier. As I mentioned, SQL++ is our language. It's basically SQL syntax for JSON. We're a reference implementation of this language, along with—[AsteriskDB 00:23:42] is one of them, and actually, the original author of that language also wrote DynamoDB's PartiQL.So, it's a common language that you wouldn't necessarily imagine, but the ease of entry in all of this, I think, is still going to be a driving goal for people. The old people like me and you are running around worrying about, am I going to get a particular, really specific feature out of the full-text search environment, or the other one that I pick on now is, “Am I going to need a vector database, too?” And the answer to me is no, right? There's going—you know, the database vendors like ourselves—and like Mongo has announced and a whole bunch of other NoSQL vendors—we're going to support that. It's going to be just another mode, and you get better bang for your buck when you've got more modes than a single one at a time.Corey: The consensus opinion that's emerging is very much across the board that vector is a feature, not a database type.Jeff: Not a category, yeah. Me too. And yeah, we're well on board with that notion, as well. And then like I said earlier, the JSON as a vehicle to give you all of that versatility is great, right? You can have vector information inside a JSON document, you can have time series information in the document, you could have graph node locations and ID numbers in a JSON array, so you don't need index-free adjacency or some of the other cleverness that some of my former employers have done. It really is all converging upon itself and hopefully everybody starts to realize that you can clean up and simplify your architectures as you look ahead, so that you do—if you're going to build AI-powered applications—feed it clean data, right? You're going to be better off.Corey: So, this episode is being recorded in advance, thankfully, but it's going to release the first day of re:Invent. What are you folks doing at the show, for those who are either there and for some reason, listening to a podcast rather than going to getting marketed to by a variety of different pitches that all mention AI or might even be watching from home and trying to figure out what to make of it?Jeff: Right. So, of course we have a booth, and my notes don't have in front of me what our booth number is, but you'll see it on the signs in the airport. So, we'll have a presence there, we'll have an executive briefing room available, so we can schedule time with anyone who wants to come talk to us. We'll be showing not only the capabilities that we're offering here, we'll show off Capella iQ, our coding assistant, okay—so yeah, we're on the AI hype band—but we'll also be showing things like our mobile sync capability where my phone and your phone can synchronize data amongst themselves without having to actually have a live connection to the internet. So, long as we're on the same network locally within the Venetian's network, we have an app that we have people download from the Apple Store and then it's a color synchronization app or picture synchronization app.So, you tap it, and it changes on my screen and I tap it and it changes on your screen, and we'll have, I don't know, as many people who are around standing there, synchronizing, what, maybe 50 phones at a time. It's actually a pretty slick demonstration of why you might want a database that's not only in the cloud but operates around the cloud, operates mobile-ly, operates—you know, can connect and disconnect to your networks. It's a pretty neat scenario. So, we'll be showing a bunch of cool technical stuff as well as talking about the things that we're discussing right now.Corey: I will say you're putting an awful lot of faith in conductivity working at re:Invent, be it WiFi or the cellular network. I know that both of those have bitten me in various ways over the years. But I wish you the best on it. I think it's going to be an interesting show based upon everything I've heard in the run-up to it. I'm just glad it's here.Jeff: Now, this is the cool part about what I'm talking about, though. The cool part about what I'm talking about is we can set up our own wireless network in our booth, and we still—you'd have to go to the app store to get this application, but once there, I can have you switch over to my local network and play around on it and I can sync the stuff right there and have confidence that in my local network that's in my booth, the system's working. I think that's going to be ultimately our design there because oh my gosh, yes, I have a hundred stories about connectivity and someone blowing a demo because they're yanking on a cable behind the pulpit, right?Corey: I always build in a—and assuming there's no connectivity, how can I fake my demos, just because it's—I've only had to do it once, but you wind up planning in advance when you start doing a talk to a large enough or influential enough audience where you want things to go right.Jeff: There's a delightful acceptance right now of recorded videos and demonstrations that people sort of accept that way because of exactly all this. And I'm sure we'll be showing that in our booth there too.Corey: Given the non-deterministic nature of generative AI, I'm sort of surprised whenever someone hasn't mocked the demo in advance, just because yeah, gives the right answer in the rehearsal, but every once in a while, it gets completely unglued.Jeff: Yes, and we see it pretty regularly. So, the emergence of clever and good prompt engineering is going to be a big skill for people. And hopefully, you know, everybody's going to figure out how to pass it along to their peers.Corey: Excellent. We'll put links to all this in the show notes, and I look forward to seeing how well this works out for you. Best of luck at the show and thanks for speaking with me. I appreciate it.Jeff: Yeah, Corey. We appreciate the support, and I think the show is going to be very strong for us as well. And thanks for having me here.Corey: Always a pleasure. Jeff Morris, VP of Product and Solutions Marketing at Couchbase. This episode has been brought to us by our friends at Couchbase. And I'm Cloud Economist Corey Quinn. 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, but if you want to remain happy, I wouldn't ask that podcast platform what database they're using. No one likes the answer to those things.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.
Today's guest is an inspirational leader who has built B2B marketing teams from the US and Europe to Australia and Japan for over 15 years. They have a proven track record of helping businesses scale whether they are large enterprises, hyper-growth, or somewhere in-between. Tom Bianchi is the SVP of Product & Solutions Marketing at The post Prioritizing product-market fit with Tom Bianchi appeared first on WebMechanix.
In this episode of the Endace Packet Forensics Files, Michael Morris talks with Martyn Crew, Senior Director, Solutions Marketing and Partner Technologies at Gigamon, a 30-year veteran in the cyber security and network management space.Martyn shares his expertise on the limitations and risks associated with exclusively using log and meta-data as the primary resources for your security team's investigations. He discusses various use cases where network traffic and full packet data can play a crucial role in security investigations, highlighting the potential oversights that could occur when teams rely solely on log data.Martyn recommends how to address the scalability challenges of leveraging full-packet data and delves into the storage and retention obstacles that many organizations fear when looking at solution options.Finally, Martyn suggests how to achieve a balance with telemetry sources and costs for your SOC team, and shares some key considerations for maintaining visibility in your hybrid cloud infrastructure - encompassing both on-prem and public or private cloud environments.
“That's at the foundation of credit unions: making sure the member experience is premium and more personalized.” - David EversonThank you for tuning in to episode 66 of The CUInsight Network, with your host, Lauren Culp, Publisher & CEO of CUInsight.com. In The CUInsight Network, we take a deeper dive with the thought leaders who support the credit union community. We discuss issues and challenges facing credit unions and identify best practices to learn and grow together.My guest on today's show is David Everson, Senior Director of Solutions Marketing at Laserfiche. David shares his vast career journey that led him to his current role at Laserfiche. Laserfiche is a software company founded over 30 years ago. The team handles intelligent data capture, records management, and digitization that connects data across departments. Laserfiche helps employees be more productive by eliminating administrative tasks so teams can focus on high-priority operations such as member service.During our conversation, David and I chat about the importance of omnichannel data management when it comes to providing a seamless member experience. He shares the benefits of Laserfiche's Solution Marketplace library filled with free data management resources, training modules, and pre-built forms and workflows. Listen as David talks about the resources, tools, and strategies for better data management practices now and in the future.As we wrap up the episode, David talks about his 30-year friendship with a mentor, his current book recommendation, and his thoughts on work-life balance. Enjoy my conversation with David Everson!Find the full show notes on cuinsight.com.Connect with David:David Everson, Senior Director of Solutions Marketing at Laserfichedavid.everson@laserfiche.comlaserfiche.com David: LinkedInLaserfiche: LinkedIn | Facebook | Twitter | Instagram | YouTube
On this episode of the Futurum Tech Webcast – Interview Series, The Futurum Group's Dave Raffo joined by Greg White, Senior Director, Solutions Marketing at Nutanix and Pritish Nilangi, Product Marketing Manager, at AMD, for a conversation on how Nutanix's software-defined storage and AMD processors are helping companies run modern applications in hybrid and multi clouds. In their conversation, they discussed the following: How hybrid clouds have changed hyper-converged infrastructure (HCI) over the years, and how HCI pioneer Nutanix has adapted to that change What we mean by modern apps in the context of hybrid multi-clouds The role server technology plays in software-defined storage and security What the rise of interest in generative AI means to software and hardware vendors For more information, visit www.nutanix.com/hpe.
In this episode Robert Arandjelovic, Director of Solutions Marketing at Netskope, and Gerry Plaza, Field CTO at Netskope, sit down to chat with Max Havey, Senior Content Specialist at Netskope, about how the conversations around SASE have evolved since Gartner coined the term in 2019 and how embracing a SASE journey can ultimately help bring networking and security teams closer together.Register for SASE Week (September 26-28) to hear more exciting conversations about the future of SASE:Americas: https://bit.ly/44yWJfxEMEA: https://bit.ly/3QV7NAmAPAC: https://bit.ly/3sqYkXa
“It goes all the way back to Microsoft OCS,” says Greg Zweig, Director, Solutions Marketing at Ribbon Communications. Ribbon, a company whose deep telephony roots and IT DNA reach back to the beginnings of telecommunications. The brands and product lines that went into the making of Ribbon, have been aligning with Microsoft's communications footprint almost from the software giant's earliest entries into the market. In July, Ribbon announced that Beanfield is leveraging Ribbon Connect for Operator Connect to facilitate and enhance its deployment of Operator Connect for Microsoft Teams. An as a Service (aaS) solution, Ribbon Connect for Operator Connect offers portal-based administration tools that enable service providers to simplify selling, provisioning, and billing of telecom services, making it easier for businesses to transition from legacy telephony services to Microsoft Teams Phone. Ribbon Connect dramatically reduces the integration efforts typically required to enable Operator Connect by providing pre-assembled API integration, sales enablement, and a multi-tier portal. The Ribbon Connect portfolio is built with Ribbon's proven carrier-grade security products and services, that are already trusted and deployed in many of the world's largest telecom networks. In this podcast, Zweig walks us through the announcement with Beanfield. Zweig offers a deeper look at Ribbon Connect for Operator Connect. We also learn more about the deep technology connections between Ribbon and Microsoft and the literal presence of Ribbon SBCs in Microsoft's R&D labs. “When they're doing testing, they're actually testing their products against ours, with every release cycle.” Visit www.rbbn.com Beanfield Simplifies Teams Phone Integration with Ribbon Connect for Operator Connect
On this week's episode, Amir Bar-Niv, VP of Marketing, Automotive Business Unit, and Mark Davis, Senior Director of Solutions Marketing, describe the history of automotive connectivity and future trends in Automotive Ethernet. Take a deep dive into their conversation detailing the technology and protocols developed to advance automotive connectivity. In case you missed it, read the blog to learn more: https://bit.ly/3PBmpnA
The primary objective behind this initiative is to overcome the communication gaps that often exist between doctors and international patients. Srika Solutions Bushey Bushey, Bushey, Hertfordshire WD23 , United Kingdom Website https://srikasolutions.clientcabin.com/ Email prc.pressagency@gmail.com
In this episode, Michael Letschin talks about his role as Senior Director of Solutions Marketing at Commvault, and how it differs from traditional product marketing. He explains how his team creates messaging and content to address major issues faced by enterprises and how they work with the sales and partner teams to translate it. Michael also shares his thoughts on the human-AI partnership in marketing and how AI can help content creators.
Hydrocarbon Processing sat down with Sally Jacquemin, Vice President and General Manager, Power and Utilities, Aspen Technology, and Ron Beck, Senior Director, Solutions Marketing, Aspen Technology, to discuss electrification in the oil, gas and processing industries, including the use of renewables and microgrids.
Catch up with Peter Carson, Senior Director of Solutions Marketing and podcast host Chris Banuelos wrapping up MWC Barcelona 2023. Hear about the what's new from Marvell, the latest trends from the show floor, and the key takeaways from the show. Be sure to also check out Marvell's blogs, press releases and videos: http://bit.ly/3FDNdxK
“It's really around accelerating transformation,” says Greg Zweig, Director of Solutions Marketing at Ribbon Communications. Accelerating transformation is the message this year for Ribbon at Enterprise Connect 2023. At Ribbon, Zweig focuses on enabling secure Unified Communications for both cloud and premises. In this podcast, Zweig invites EC23 attendees to come visit the Ribbon booth (#427) where people will find Ribbon's ideas, products and services that can enable transformation including cloud migration and much more. Visit https://ribboncommunications.com/
Hydrocarbon Processing spoke with Ron Beck, Senior Director, Solutions Marketing, Aspen Technology, on how using digital technologies can increase/boost energy efficiency and help companies meet their carbon emissions goals.
On this week's episode, join Peter Carson, Senior Director of Solutions Marketing and podcast host Chris Banuelos to hear their discussion on Marvell's most recent product announcement as well as what is to come at MWC Barcelona 2023. Be sure to stay tuned to hear how Marvell enables carriers to efficiently transform their networks. Check out the latest press release: http://bit.ly/3IREPwL
What's the next big thing in the future of streaming data? In this episode, Greg DeMichillie (VP of Product and Solutions Marketing, Confluent) talks to Kris about the future of stream processing in environments where the value of data lies in their ability to intercept and interpret data.Greg explains that organizations typically focus on the infrastructure containers themselves, and not on the thousands of data connections that form within. When they finally realize that they don't have a way to manage the complexity of these connections, a new problem arises: how do they approach managing such complexity? That's where Confluent and Apache Kafka® come into play - they offer a consistent way to organize this seemingly endless web of data so they don't have to face the daunting task of figuring out how to connect their shopping portals or jump through hoops trying different ETL tools on various systems.As more companies seek ways to manage this data, they are asking some basic questions:How to do it?Do best practices exist?How can we get help?The next question for companies who have already adopted Kafka is a bit more complex: "What about my partners?” For example, companies with inventory management systems use supply chain systems to track product creation and shipping. As a result, they need to decide which emails to update, if they need to write custom REST APIs to sit in front of Kafka topics, etc. Advanced use cases like this raise additional questions about data governance, security, data policy, and PII, forcing companies to think differently about data.Greg predicts this is the next big frontier as more companies adopt Kafka internally. And because they will have to think less about where the data is stored and more about how data moves, they will have to solve problems to make managing all that data easier. If you're an enthusiast of real-time data streaming, Greg invites you to attend the Kafka Summit (London) in May and Current (Austin, TX) for a deeper dive into the world of Apache Kafka-related topics now and beyond.EPISODE LINKSWhat's Ahead of the Future of Data Streaming?If Streaming Is the Answer, Why Are We Still Doing Batch?All Current 2022 sessions and slidesKafka Summit London 2023Current 2023Watch the video version of this podcastKris Jenkins' TwitterStreaming Audio Playlist Join the Confluent CommunityLearn more with Kafka tutorials, resources, and guides at Confluent DeveloperLive demo: Intro to Event-Driven Microservices with ConfluentUse PODCAST100 to get an additional $100 of free Confluent Cloud usage (details)
In this HCI Podcast episode, Dr. Jonathan H. Westover talks with John Schneider and Harini Sridharan about modernizing performance management. John Schneider (https://www.linkedin.com/in/schneider/) brings to Betterworks vast experience and a proven track record of leading large-scale business transformations for growth and position in the marketplace. Prior to joining Betterworks, Schneider was Vice President of Platform and Solutions Marketing at Intapp. In this role, he was responsible for evolving product positioning to a platform-based solution that drove increased value for customers, expanded the business into new markets, and led to successful acquisitions of adjacent technologies to fulfill Intapp's position as the market leader. His work at Intapp directly contributed to accelerated revenue growth, which ultimately resulted in a $1 billion+ IPO. Harini Sridharan (https://www.linkedin.com/in/harinisridharan/) is a strategic marketer who is passionate about how companies bring new offerings to market and get them into the hands of customers. As the head of product marketing at Betterworks, Harini is responsible for their go-to-market strategy, product launches, analyst relations, partnership marketing, and sales enablement. She has a decade of experience as a product marketer with notable companies such as Jive and Intapp, where she has supported key company initiatives such as crafting the company's IPO narrative, leading the go-to-market integration of a strategic acquisition, and designing the messaging for a unified platform story across a wide range of products. Please consider supporting the podcast on Patreon and leaving a review wherever you listen to your podcasts! Check out Shopify at www.shopify.com/hci. Check out the HCI Academy: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn Alchemizing Human Capital Newsletter. Check out Dr. Westover's book, The Future Leader. Check out Dr. Westover's book, 'Bluer than Indigo' Leadership. Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership. Check out the latest issue of the Human Capital Leadership magazine. Each HCI Podcast episode (Program, ID No. 592296) has been approved for 0.50 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Each HCI Podcast episode (Program ID: 24-DP529) has been approved for 5.00 HR (General) SHRM Professional Development Credits (PDCs) for SHRM-CP and SHRM-SCPHR recertification through SHRM, as part of the knowledge and competency programs related to the SHRM Body of Applied Skills and Knowledge™ (the SHRM BASK™). Each HCI Podcast episode is also recognized by the Association for Talent Development to offer Recertification Credits and has been approved for 0.50 recertification hours toward APTD® and CPTD® recertification activities. Learn more about your ad choices. Visit megaphone.fm/adchoices
Today's guest is Kelly Harlin, Director of Solutions Marketing and Commercialization at Sharp NEC. As a manufacturer of computer monitors and large-scale information displays and systems, Sharp NEC has a front row to how banks collect data - particularly visual - to better ascertain the lifestyle needs of their customers. Why is this information so important to banks? Kelly explains to Emerj CEO Daniel Faggella that the pandemic had a devastating impact on foot traffic to banking branches. There's been some recovery, but now banks are more interested than ever in knowing why people need their physical branches and how to complement their needs best with digital services. To access Emerj's frameworks for AI readiness, ROI and strategy, visit Emerj Plus: emerj.com/p1.
Sarah interviews Prayson Pate, Senior Vice President, Solutions Marketing and CTO, Edge Cloud, at ADVA. ADVA is a technology company specialized in communications networks, ethernet, and fiber optics innovations. Prayson discusses the challenges of disaggregation, and how impressive product specs plus audience data are used in combination to craft effective brand messaging.
In this episode, Richard Tubb talks to James Slaby. James is the Director of Cyber Protection and Solutions Marketing at Acronis. This role sees him creating assets, identifying markets to expand into and delivering talks and webinars on all things cybersecurity. Acronis are a multinational tech company with a focus on cyber protection, cybersecurity and supporting MSPs and businesses to keep their data safe. This interview was recorded live at the CyberFit Summit in Miami, Florida, in November 2022.James and Richard talked about what cyber protection is, and why MSPs need to help their clients to understand that it's a continual process. James also explained the importance of cyber protection for cloud services.They discussed where MSPs and their clients are exposing themselves to attacks, why all businesses need disaster recovery, why MSPs should protect their clients against ransomware attacks, and how cybersecurity awareness training can help businesses.James also talked Richard through some of the Acronis products and why the solution is so easy to deploy. They looked at how the company has become a household name and how sports team-ups have helped – and how MSPs can do the same.Mentioned in This EpisodeHow to register for next year's CyberFit eventChannel Futures articleeBook: Assessing the Software Supply Chain Cybersecurity RiskAcronis CyberFit Sports Team-up
Bottomline's Nick Berents, Director of Solutions Marketing in Banking, shares his thoughts about last month's Association for Finance Professional conference in Philly. Attended by a mix of corporate treasurers and banking professionals, Nick touches on the hot topics for discussion, the panel session with the Business Payments Coalition, the availability of end-to-end cash forecasting solutions from banks, and his outlook on payments for 2023.
“I have always been attracted to opportunities where there is a challenge and an opportunity to learn something.” - Vidya DregoIn this week's episode Mary sits down with Vidya Drego, who leads Product & Solutions Marketing at Hubspot to discuss her career path and how she landed in the product marketing space. Tune in to hear some amazing tips on how to prepare for a PMM interview and break into the industry. You'll also hear Vidya advocate for the benefit of becoming confident in owning your area and strengths, and how that confidence plays into being a full stack product marketer. Being willing to learn, staying curious, and solving hard problems are all key components in driving your career.Check out Vidya's AMAs on Sharebird.Connect with Vidya on LinkedIn.Questions covered in this interview: What are some good resources to practice for PMM interview questions and case studies? Do you recommend product marketers focus on being great at one specific niche (skill, industry, etc.) or try to be more of a generalist. What type of skill sets and experiences do I need to build in order to strengthen my career and move from being a Sr. PMM to Director level and above? What type of leadership career tracks do you see people continue their careers?
Today's interview is with Joe Andrews and Martin Schneider. Joe is the Chief Marketing Officer and Martin is the Chief Evangelist and Head of Solutions Marketing at SupportLogic, whose technology helps unlock insight from unstructured data in every customer interaction and shares actionable real-time recommendations to help improve the customer's experience. Joe and Martin join me today to talk about product-led growth (PLG), what it is, the pillars that it sits on, why Joe and Martin think it is missing a pillar and what that means for customer service, support and experience leaders. This interview follows on from my recent interview – The problem of customer indecision and how to get over it – Interview with Matt Dixon – and is number 443 in the series of interviews with authors and business leaders that are doing great things, providing valuable insights, helping businesses innovate and delivering great service and experience to both their customers and their employees.
Today's guest is Kelly Harlin, Director of Solutions Marketing and Commercialization at Sharp NEC. Sharp and NEC collectively have approximately 160 thousand employees as two of Japan's largest electronics manufacturers. Kelly speaks specifically about their computer vision applications in retail in this episode. She opens up with some information retailers wish they knew about people who shop with them physically and in person. Secondly, Kelly discusses what AI can collect about a user, from the cost of their shoes to how they walk, and how this data can inform people responsible for marketing to their audience in different geographic regions where diverse customers will require different responses and approaches. Access a vast collection of use-cases for AI applications and trends in retail and more at emerj.com/ret1.
This podcast is about optimizing your data management and data governance strategy for maximum return on investment from your cloud investment. We will discuss how organizations should prioritize data as a critical business asset, to establish it as the backbone to a sustainable, intelligent enterprise. Join M. Nadia Vincent, Digital Transformation, AI & Innovation Executive Advisor at Digital Transformation Leaders, and Tina Rosario, Head of Data Innovation and Chief Data Officer at SAP as they share their insights. Speakers: M. Nadia Vincent, MBA Digital Transformation, AI & Innovation Executive Advisor Tina Rosario, Head of Data Innovation, Chief Data Officer at SAP (Moderator) Corrie Brague, Senior Director Product and Solutions Marketing at SAP Learn more: 3 Part Blog Series: • Article 1, Optimizing Your Data Management Strategy for a Maximum ROI From Your Cloud Investment https://bit.ly/3SacMKR • Article 2, 10 Strategic Actions for Creating Your Successful Data Governance Strategy https://bit.ly/3dhrAbV • Article 3, How to Achieve a Sustainable Future for Your Organization https://bit.ly/3dkSgs9 Data Management Use Case e-Book: https://bit.ly/3Lj4VZ2 Data Management portfolio page: https://bit.ly/3LkRU1e Subscribe to Tina's SAP Community Blogs, here is the latest: https://bit.ly/3BpFvo4
In this GCP Short, produced in collaboration with Zurich Insurance, Richard is joined by four experts to discuss the current disruptions to supply chains, why ESG and sustainability is increasingly entering this discussion, and the current state of the supply chain insurance market. We also go on to address the role captives have to play in this area. Our guests are: Andreas Ruof, Head of Proposition Development & Senior Captive Services Specialist at Zurich Otto Kocsis, Principal for Business Interruption & Resilience, also at Zurich Udo Kappes, Head of Property, Casualty & Employee Insurances & Reinsurances at Airbus And Constantine Limberakis, Senior Director of Product & Solutions Marketing at riskmethods. For more information on Zurich's Captive Services, visit: https://www.globalcaptivepodcast.com/zurich
Governments and regulators across the globe are stepping up their oversight of corporate operations so they can drive more ethical and environmentally sustainable business practices. Each effort to uncover harmful and unethical business practices - such as environmental degradation, unfair or unsafe working conditions, and modern slavery – increases the challenge for procurement and supply chain professionals increases. One such example, the Uyghur Forced Labor Prevention Act, takes effect on June 21, 2022. It states that all goods made in Xinjiang, China will be presumed to involve slave labor unless the company can prove otherwise. Like other ESG laws, the Uyghur FLPA will require companies to increase visibility into first-tier suppliers as well as sub-tier suppliers. What do we need to do to prepare for this act and other ESG laws and regulations? In this livestream-based crossover episode of Dial P for Procurement, Kelly Barner and Scott Luton welcome Constantine Limberakis, Senior Director of Global Product & Solutions Marketing at riskmethods, to discuss: • Who the Uyghurs are and why they and the autonomous region of Xinjiang are they being singled out for international oversight • What products and commodities are exported from this region, and how many industries and/or supply chains will be affected by the new law • The questions that remain open about how this law will be enforced and what the penalties will be for those who do not comply Additional Links & Resources: Learn more about Supply Chain Now:https://supplychainnow.com/program/supply-chain-now ( https://supplychainnow.com/program/supply-chain-now) Subscribe to Supply Chain Now and all other Supply Chain Now programs:https://supplychainnow.com/subscribe ( https://supplychainnow.com/subscribe) Leveraging Logistics and Supply Chain for Ukraine: https://vectorgl.com/stand-with-ukraine/ (https://vectorgl.com/stand-with-ukraine/) WEBINAR- The 10 Best Competencies of Best in Class Warehouses: https://bit.ly/3vh3MLd (https://bit.ly/3vh3MLd) 2022 Q1 U.S. Bank Freight Payment Index:https://bit.ly/3pwmWKC ( https://bit.ly/3pwmWKC) Check out the 2022 Supply Chain and Procurement Awards: https://supplychainprocurementawards.com/ (https://supplychainprocurementawards.com/) This episode is hosted by Scott Luton and Kelly Barner. For additional information, please visit our dedicated show page at: https://supplychainnow.com/dial-p-crossover-uyghur-forced-labor-prevention-act-898
Supply chain risk management is at the top of every corporate priority list right now. And while businesses have never had a time free from risk, the stakes are so high right now that the issue has become all-consuming. Since it is not an option to wait the risk out, wise organizations are investing in their own resilience and partnering with suppliers to strengthen their options. Today's business challenges are creating demand for a “new risk management,” one that turns visibility into actionability and connects enterprise responsibility with individual incentives for improved outcomes that stand the test of time. In this episode, based on a Dial P for Procurement livestream, riskmethods' Chief Product Officer & Managing Director of the Americas, Bill DeMartino, and Senior Director of Product & Solutions Marketing, Constantine Limberakis, discuss rebuilding confidence in the face of risk by establishing a single source of truth that people can trust and act upon: - How companies can bolster the capabilities and confidence of their decision makers in the face of never-ending disruption - Whether the uncertainty of the supply chain has taught procurement to truly partner with suppliers - The difference between having visibility into the nth tier of the supply chain and achieving actionable transparency Additional Links & Resources: Learn more about Supply Chain Now: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now and all other Supply Chain Now programs: https://supplychainnow.com/subscribe (https://supplychainnow.com/subscribe) WEBINAR- Accelerating Innovation Through Collaboration: https://bit.ly/3CQhFRX (https://bit.ly/3CQhFRX) WEBINAR- Practical Strategies for Adapting to Demand and Supply Uncertainty: https://bit.ly/3o45snN (https://bit.ly/3o45snN) Guy Courtin's Top 10 Supply Chain Predictions for 2022: https://urldefense.proofpoint.com/v2/url?u=http-3A__www.tecsys.com_supplychainpredictions2022&d=DwMGaQ&c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM&r=L_A4Yq8QMa0puQfD-qv4YrQT3JVMsbwTNi6SyXRNp3A&m=DrDiy5TXvReK0CohdCu_XfU0gZfpTgxqnArmJ7X_Xtc&s=_OUi0it7G3d_btFe1L__P0kk_Cl-7pmel4V1mAR2N0E&e= (www.tecsys.com/supplychainpredictions2022) Port X Enlists Turvo to Differentiate and Grow Revenue: https://info.turvo.com/port-x-turvo-case-study (https://info.turvo.com/port-x-turvo-case-study) 2021 State of Supplier Diversity Report: https://info.cvmsolutions.com/download-the-2021-state-of-supplier-diversity-reports-2 (https://info.cvmsolutions.com/download-the-2021-state-of-supplier-diversity-reports-2) 2021 U.S. Bank Q3 Freight Payment Index: https://bit.ly/3pwmWKC (https://bit.ly/3pwmWKC) This episode was hosted by Scott Luton and Kelly Barner. For additional information, please visit our dedicated show page at: https://supplychainnow.com/prepared-prevail-investing-collaborative-supply-chain-resilience-782
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