 Welcome back to Las Vegas. It's theCUBE live at AWS re-invent 2021. Lisa Martin here with Dave Vellante. We have two live sets, continuous CUBE coverage. That's what we mean by that. Two remote sets, over 100 guests on the program at re-invent 2021. Lots of content. We are running one of the largest hybrid tech events with AWS and its enormous ecosystem of partners. Talking about the next decade of cloud innovation. Dave and I are pleased to welcome John Purcell, the Chief Product Officer of Do-It International to the program. John, how's it going? It's going well. It's nice to meet you both. Thanks for having me. Likewise, nice to be here. So talk to us about Do-It. Who are you guys? What do you do? And then we'll talk about your relationship with AWS. Surely, so yeah. So we're a global technology company and our mission is pretty simple. Companies are embracing the public cloud at an incredible rate as we all know why we're here. And we simply set out to help them do that well. Help them be successful, drive the objectives that they've got in terms of why they originally adopted the cloud in the first place. We have a pretty unique value proposition I would say. We do three things with companies like this. First is we resell you the public cloud so you will build through us. And as a follow up to that, we do three things. We provide an intelligent technology portfolio that's available to you to use. We provide an advanced set of advisory and consulting services available to you. And we provide 24 by seven unlimited technical support both for our technology and for your cloud. And all of that is available to you at no additional cost as a client to do it. So it's a pretty unique value proposition. Got it, okay. And so tell me about some of the things that you've noticed in the last 22 months with the pandemic. We've seen this massive acceleration of digital transformation, cloud adoption, obviously every company now becoming a data company or if they're not, they're not going to be around much longer. Have you seen any industries in particular that have really come to do it? So guys, help us out. We've got to move fast. Sure. So there are hundreds of thousands, maybe millions depends on what count you believe or when you read it. But these are all companies who are adopting the cloud. They've bought into the promise of the cloud. And this has been going on now for a few years, perhaps a decade. Certainly AWS has been doing this for 15 years now. And we simply saw certainly during the pandemic an acceleration of that. But we particularly focus on companies who are already in the cloud. They're poised for growth. They're technology savvy in many cases in almost all cases. And these are specifically who we target. They don't need remedial sort of level assistance. They're technical experts, so to speak. And so we can sort of provide an additional level of help for their most complex, but still essential problems. And so they're the tier of companies we mostly focus on. And you said earlier, you do the billing. You have basically white labeling the cloud. That is our primary business, Dave. Yes, we will resell you. So you consume all of the same services, all of the same technology that you can take benefit from in the public cloud. You simply transact through do it. Okay, so I'm trying to square the circle between you have highly technical people that obviously can figure out cloud pricing on their own, but yet at the same time, you're that layer between, which simplifies things. Is that because the highly complex teams or technical teams want to spend time doing other stuff? That's primary, I think that's a good insight, Dave. I think a lot of companies, whether you're born in the cloud or migrating to the cloud, but you're doing it for a set of reasons that I think are well established at this point. It's agility, it's acceleration, it's competitive resistance. I need to be able to take advantage of the newest and most emerging technologies. But something happens on your way to the cloud. There's a set of management responsibilities that in many cases have been around as long as IT has been around, but don't disappear just because you've chosen to build your business in the cloud. And so when companies look to do it, what we can provide for them is a level of assistance to alleviate some of that management burden. And again, these are not companies who are looking at very basic, simple entry level questions, like which cloud should I choose? These are companies who in many cases have chosen a cloud, they're operating, they've built infrastructure, they have a cloud estate, and they're poised for that growth, right? So in many cases, it's am I architected for scale? Am I secure across the entire surface area? Am I chosen the right technologies for the next phase of the business evolution? So you're an accelerant. We're an accelerant. And large, medium, small, yes, all of the above? All of the above, Dave, I would say. If you're a company that's in the cloud, you are technically savvy and you're poised and ready for growth, we're interested to talk to you. We can provide support. I want to get your point of view on something, John. So initially the cloud, a lot of small, when Amazon turned the cloud into an API, it allowed small companies to have data center infrastructure, the same as big companies compete. And then the big companies caught on and they had this undergoing this massive IT transformation. I don't know if you saw the Goldman deal this morning. Goldman Sachs is basically creating a Uber super cloud on top of AWS, allowing their hedge funds access to their data, their tooling, essentially their SaaS that they've built. So the big guys are like, they almost have an advantage now. That's a highly technical thing to do. And I wonder if the little guys in this next transformation to get left out, can you help, is that something you do? What do you think about that sort of balance of power, if you will, between small and big? Well, I think it's really about what's your success objective there. I mean, Goldman Sachs is a global banking, global financial services company. They have a different set of expectations to satisfy their global demand, their clients, their companies, their portfolios. The need is simply one of scale, I would say. What are the real value propositions that you're trying to provide to your customer base? And whether you're a 10 person startup, with a modest level of infrastructure and spend in the cloud or your Goldman Sachs, interestingly, a lot of the problems are consistent and similar between the two, right? The cloud is dynamic. By its very nature, it's an elastic thing, right? It scales up, it scales down, it ebbs and it flows. So the dynamic and constant or continuous rate of change poses similar sets of problems for Goldman, just as it would for any of the startups you see. And the problem is getting it right? Getting it right, maintaining an awareness of what's going on, making sure that you're spending the right amount of money on the right services, you're what we call rate optimized, and making sure that you're secure, that you have visibility into what's changing the beauty of the cloud, the promise of the cloud, is that we can have compute memory and storage whenever we want it, drop of a hat. The flip side of that is anyone can get it whenever they want within your organization. And so maintaining some sort of control and governance over that process is the same for large and small. So then where are you having customer conversations? You talked about the kind of maturation level of the customers that you are working with, large and small, but where are your conversations? Are they within the IT stack? Are they higher level? Knowing that you've got organizations that already obviously understand the value of the cloud, but need to optimize it, need to grow new to scale. Has that conversation elevated, especially in the last 22 months? I think traditionally movements to the cloud and the kinds of problems we end up focusing on are very engineering dev ops who cares about scale, who cares about sort of choosing the right technology problem, solving the right technology problems. But increasingly when you fuse technology and the scale of technology with how do you pay for it? How do you budget for it? How do you govern it? How do you make sure that the rollout into the cloud is done proportional to your business expectations, indexed to things like business growth? That's where you see that overlap between, let's say, finance and engineering and creating a common language for both of those constituents to use when we talk about we need to budget for our spend. That's really difficult to do in the cloud. It's not as simple as just look up a price sheet and away we go. It's so dynamic, it creates a really interesting problem and a very hard problem. Now you guys have done a nine figure raise, so obviously you're more than a consultancy. You've got a tech stack of your own. Maybe you could talk about your portfolio. Sure, so we are a technology company and we invest in a couple of key, I would say three key areas in order to help solve the problems we're talking about. Number one is what we call analytics that matter. One of the hardest things to keep track of because of the dynamic nature of cloud infrastructure is what's coming and going and what is it costing? What is the true cost to the business and how do we put some governance around that in the form of budgets and so forth. But making sense of that from one company to the next, they're very inconsistent. Your business looks different to my business, looks different to the next person's business. So creating a set of insights that are relevant specifically to your business is a tricky proposition. So that's why we call it analytics that matter to you. So that's a big, big area of investment in the tech portfolio. The second area we invest in is what we call simply cost savings. So once you know what your spend base looks like, once you know what's going where, the trick then is to find ways to optimize that. It's not always about reducing cost. This is sort of a common, you hear this a lot in the industry. How do I reduce my cost? It's about optimizing it to the right level so that increasing costs might be fine if your business is growing. So our goal is to provide smart software that helps you find the right rate for your unit of consumption and then use software to automatically apply that. And then the third area, if I could just finish on that note, is what we call proactive governance. And that's simply, most basic form of financial governance is a budget. How can we set a budget and then look for situations where we might be in jeopardy of breaching that or exceeding what we've set as our governance control. So where in those three areas do you use machine intelligence? All three? I mean, maybe you could talk about how you're injecting AI into your portfolio. Yeah, that's great. So we use it in as many places as we think is relevant. So certainly when you're looking at large data sets, for example, billing and usage data, leveraging advanced algorithms like sort of various machine learning techniques to help you look for patterns, to help you derive, look at sort of project forward-looking expectations based on what you've seen up to date is a really interesting machine learning use case. And so when we're looking at forecasts, this is your spend month to date. This is where we expect you'll finish the month. Very common sort of intuitive use case. When you set a budget, we can predict for you pretty accurately when you will hit that limit or the thresholds on the way to that limit. And then one of the final ways we leverage machine learning today is what we call anomaly detection. So we talked about it, a lot of things changing, not always intentional, not always for the betterment of the business. So if something happens in your cloud estate that was, for example, a mistake or a misconfiguration and it creates a spike in usage or it creates what we might say as anomaly, unexpected behavior, we can catch that, we can look at the patterns, catch that, and then take action. So those are sort of the three most common areas we use machine learning today. Can you give us an example of a customer that you think that you're working with, that really articulates the value of what do it is enabling and what you're delivering customers? Well, it's like picking your favorite child, right? We work with over 1,500 customers today around the world of various sizes as we discussed earlier. The range of challenges and problems they bring to us is wide and varied and that's one of the big challenges that we're working hard to try to maintain pace, to keep pace with, right? So we're working very hard. You can imagine when a company is choosing a technology partner, like do it, you've got to earn that trust. You've got to earn their trust because you're taking action sometimes on their behalf using software, right? So we've got to work hard to earn it. We've got to demonstrate it and then we've got to keep it, right? So especially in the world of SaaS and cloud, you're just always re-earning and re-upping that trust. So I'd rather not pick a favorite customer that they're all favorites of mine. I should ask early on, what is cloud to you? Is it purely public cloud or is it hybrid? It's public cloud primary, that's where we focus. So if you're a growing company, poised for growth, using one or more public clouds, that's our sweet spot. And what's your roadmap look like? Give us a little perspective on where you're headed. Yeah, so our roadmap, so we have, I would say, a pretty rich and rather daunting, I would say, strategy that we need to execute over the next 12 to 18 months and it's driven primarily, Dave, by the problems that we talked about that our customers bring to us, right? That's the beauty of working in a company that's both a technology, a deep technology company and an advisory, sort of has it a strong advisory and consultancy angle, right? The problems we hear about are real operational, real world problems. They're not sort of, here's a problem we think you should have and you don't know you have and here's a solution to that you may not have known existed. These are problems mostly reacting to things we deal with on a daily basis, right? So whether it's analytics and insights, as we talked about, whether it's cost savings and making sure that we can apply rate optimization across compute, memory storage, network, you name it, anywhere that you can derive, for example, discounts or savings in the cloud, we need to be able to automatically apply those and then finally the proactive governance is a big, big area of focus for us over the course of 22 and so we'll continue to sort of invest broadly and deeply across each of those areas. Last question for you as we wrap up here, one of the things that we talk about with AWS all the time is they're, hey, we work backwards from the customer for that sort of customer obsession. It sounds like you were talking about from an advisory perspective that the customers that do it works with are really influential on that roadmap that you just talked about and the direction that you guys are taking the company. I would say one of the things that you'll find as when you talk to product people and companies and you probably know yourself is that you always want to have more customer interaction. You can never have enough because there's nothing worse than investing, building, shipping, and it's sort of, it's not used, right? So for us, I'm delighted, and this is one of the first companies I've worked for that has a really rich and dynamic and very deeply qualified set of customer interaction and feedback. So it's, you know, my colleagues will appreciate when I say it's rather easy to sort of pick the things that we know we're going to be truly valuable and truly used. So it is, you know, it was mentioned, Adam mentioned it in the AWS keynote yesterday about from customer backwards. We're very much the same and we have a strong set of customers that are vocal and we're delighted to have them. Excellent, John, thank you so much for joining Dave and me on the program, talking about what you guys are doing and how you're helping businesses really accelerate in every industry. We appreciate your insights in your time. It's a pleasure to meet you both, thank you. Likewise, for Dave Vellante, I'm Lisa Martin. You're watching theCUBE at AWS Reinvent, theCUBE, the global leader in live tech coverage.