 From around the globe, it's theCUBE with digital coverage of AWS re-invent 2020. Sponsored by Intel and AWS. Oh, welcome back here on theCUBE, our continued coverage of AWS re-invent 2020, all virtual coming to you with the help, obviously of some great technology here. Joined by Luca Bertatelli right now, who is the director of connected platform solutions at Carrier and Luca, thanks for joining us here on theCUBE, we appreciate the time. Hey, John, great, thanks for having me. Yeah, I'm just curious. I know the mantra at Carrier is dare to disrupt and that's certainly very aspirational in a lot of respects. And I would think though in your world, your IoT, artificial intelligence, machine learning, that's very much resonating with your team, I would think. Give me your take of dare to disrupt. And what does that mean in terms of how you go about your business and how you encourage your teams? Oh, absolutely, that's a great place to start. I mean, we're really thinking about like a startup right now internally. I mean, we have so much need right now for our ability to be able to do more with data. Our customers are looking for it, the industry is looking for it. And we're traditionally thought of more about as an equipment manufacturing company. We make refrigerated containers, refrigerated trailers. And now we're really thinking about it, how do we work with our customers in order to be able to do more than just be an equipment provider or a cargo monitoring solution? So we're really thinking about it internally with ourselves as customers use the equipment as we can help them collect all this data about it. How do we think differently about how we can help them solve bigger problems in their business? So today, we traditionally think about equipment moving product from one place to another. We support our customers, we sell them refrigerated equipment to be able to do that. And now we're really trying to change the conversation from okay, well, how did your equipment perform to what changes could you be making in some of your operations and how you're using your equipment to even avoid problems coming up with it? And it seems like a pretty simple jump to move from this reactive world to a predictive world, but a supply chain is pretty complex. There's a lot of players in the ecosystem, there's a lot of data, there's a lot of business problems that people are looking to solve. And so we're really looking at disrupting how we do this with our customers. You know, you talk about refrigeration and that's transporting food during medicines, which we'll get into in just a little bit. That's all about cold chain solutions. And so define that for me, if you would, you know, we talk about cold chain, what exactly you are speaking of. And then let's take it to the next step in terms of what are you applying now to the, from a technological standpoint to enhance your cold chain solution array? No, that's a great question too. I mean, look, I didn't think 2020 would be the year that cold chain becomes a lot more easier to come off. Yeah, but it certainly has been that kind of a year, I think. And so, you know, what is the cold chain? Well, when we move products all over the world, we understand the concept of supply chains, which is the movement of goods across the world. And when we look at the cold chain, it's really the supply chain, but for temperature sensitive products. So whether we think about it as berries that have to be kept at certain temperatures and preserved, or even a vaccine, like the ones that we're seeing come out on the market now, those have to be kept within certain temperature specifications in order to maintain their efficaciousness or their safety of usage. And so the cold chain is really just that. It's the supply chain for temperature sensitive products. And our role there is really to be able to provide, you know, services and equipment and services for our customers to be able to both create the cold chain in the form of refrigerated traders or refrigerated containers or display cabinets and also help them monitor the cold chain via cargo monitoring solutions. Okay, so I know in that regard, you have a co-development effort going on right now with AWS that you launched probably like two months ago or so, Lynx, L-I-N-X. So let's talk about Lynx and what AWS is bringing to the table for you in terms of these new capabilities and now in turn how you're going to put them into practice and what you intend to do with that. Yeah, so this is, look, this is an extremely exciting time for us to be discussing this, especially in light of the fact that, you know, carrier comes at it with just being a leader in cold chain equipment, cold chain monitoring. And when we looked around and we just looked for options to really collaborate with cloud leader and analytics and machine learning and IoT capabilities, we just think that that co-development with AWS just is tremendously powerful. I mean, we, you know, as we described earlier, our expertise is more in the cold chain side of things. And when you start thinking about all the equipment that's out there, all the shipments that have to be moved globally, we just think that there's a lot more that we can do with that data to help our customers do their jobs better, whether that's helping them preempt the problem, understand and quantify the risk around a particular supply chain lane and really anticipate issues going forward. And quite frankly, also for us, there are opportunities for our own operational improvement to be able to leverage a lot of that data and deliver our own services in a more frictionless way to our customers. So when we look at that, we look at, you know, carrier as really a cold chain expert, AWS as a leading cloud and data analytics provider. And when we combine that together, we just think there's a massive opportunity for us to really generate transformational outcomes for our customers. So when it comes to the kinds of capabilities that you're now going to have at your disposal, what you can offer to your customer base, give me a kind of a general example or illustration of value added here. Where's the improvement? Where's the enhancement in terms of the services that you provide based on the links array of tools? Yeah, absolutely. So I mean, even when we look at the cold chain today, I mean, there's probably about $35 billion worth of failures. That's how much these failures cost in the biopharma industry, whether that's for cold chain control or other factors. And when you started looking at the, what that means, yes, it's a big monetary number, but what that means is that potentially some people did not get their medication on time. Potentially people go to bed hungry because of the 475 million tons of food loss, right? There are significant kind of quantitative reasons here to do this, but at the end of the day, if somebody goes hungry or somebody doesn't, isn't able to get the medication, and that's related to a cold chain issue that we could have preempted or that we could have helped preempt, that's really what drives us. So when we look at that, we think about examples like our customers that are able to move product, they do a great job moving their product along their supply chains, but are there opportunities where we could say, look, we're about to detect a problem that could be coming up. And maybe it's not catastrophic. Maybe it just means maybe use another refrigerated trailer versus another one, or perhaps, look, there's a certain weather pattern that's starting to form up. You may want to consider rerouting the product in a certain way. These are things that allow us to move our own support, our own services from a reactive one where customers have had a cold chain issue and then we help them solve about it the next time around. But now we're going to really think about how do we use all this data, all this AI, all this machine learning to be able to help customers potentially make decisions on the fly, maybe reroute a shipment as it's moving or delay sending a shipment out, or perhaps using even different types of packaging solutions to help reduce some of their costs. There's just a lot of opportunities for us to be able to help customers take costs out of the supply chain while still maintaining that level of safety that they need in their own cold chain. What's the learning curve on something like that for you, you think? Because you said you have these, obviously a lot more inputs, a lot faster. So you're able to process information and analyze that data much more expediently as you ever could. But I assume there's still some ramping up to do in terms of understanding how best to apply that knowledge that you have. Absolutely. And look, at the end of the day, a lot of it is a technology to be able to enable some of these insights to help move the needle and move us from a reactive to a proactive world. But at the same time, it's a lot of working very closely with customers to be able to ensure that any of these recommendations or any of the work that goes on to recommend a rerouting or something like that actually follows through with their own operating procedures, right? So, I come from a background of unmanned vehicles. We developed a lot of really fancy algorithms, but what I found very soon enough is, if you don't work closely with the human operators that are able to actually influence that change or take action on that decision, it may not lead to the desired outcome that you had. So what we see in this is that, yes, developing the insights is gonna be really important, but it is gonna be fundamental for us to be customer centric and really understand how our decisions and recommendations being made in the cold chain today and how do we best provide added value and influence how some of those decisions could be made going forward. And we're, excuse me, when we're talking about vaccines today, obviously COVID-19 is the headline now, although flu season is upon us as well. Are you gonna be engaged in some way, shape, or form with the COVID-19 vaccine transport? You know, we can't talk specifics, but certainly, you know, we certainly work very closely with customers that ship a lot of different pharmaceutical products. And where our help is needed, we will certainly will be there to support our customers in the distribution of product. Well, we have a few more minutes. I did wanna transfer to food security, because I know you do a lot of work in that space. That was your primary space. I read a number that one third of the world's food produced to be consumed by humans is wasted. And that really struck me. And so that's almost like a mission, I would think, for you and for a carrier to lessen that number. So tell me a little bit about your work in that space in terms of food security, what is being done and how, again, this relationship with the analytics and all those capabilities are enhancing your work in that space. No, absolutely, look, like you mentioned, I mean, these are missions for us, both on the food side and on the pharmaceutical side. That's really what keeps me up at night is knowing what else could we be doing differently? And so absolutely, unfortunately, food loss still continues to be a big issue globally. It largely depends on which geographies we're talking about where that food loss occurs, whether it's more at the consumer side or whether it's more at the shipper grower side where there's, in some countries, there's not enough of a cold chain developed yet where a lot of the food is wasted in transit. In other countries, a lot of the food is just because we just throw it away. And so what we're really laser focused on is as we start analyzing the movement of goods for our customers as they move product throughout the world, our ability to be able to at least move the needle from where better data around the equipment or better data around the cargo monitoring could help either remove the potential loss of a product because maybe the product is about to go and have a temperature excursion where it exceeded a certain temperature and it starts spoiling faster or where we can add refrigeration in areas where it's most needed, our ability to use that data to start recommending different types of products, different types of packaging solutions, different types of shipment routes, we think can really help move the needle for some of those customers and reduce some of the food loss that you mentioned and lead to a more nourished population. Well, it is noble work, important work and it certainly appears carrier as well poised to continue that fine work well to the future. So Luca, good luck with that. And we thank you for your time here and we appreciate your being with us here on theCUBE. Thanks very much, John, great to be here.