 friends and welcome back to fabulous Las Vegas, Nevada, where we are live from the show floor at AWS re-invent. My name is Savannah Peterson, joined by my fabulous co-host, John Furrier. John, how was your lunch? My lunch was great, wasn't very complex like IT is today, so it was very easy. Appropriate for the conversation we're about to have. Great, great guests coming up, Cube alumni, and great conversation around complexity and how it's well-being tamed, so be good. Yes, and on that note, let's welcome John from Do-It, as well as Danny from Infinox. I swear I'll be able to say that right by the end of this. Thank you guys so much for being here. How's the show going for you? Excellent, so far it's been a great event, back to pre-COVID days. You're still smiling day three, that's an awesome sign. John, what about you? Fantastic, it's been busier than ever. That's exciting. I think we certainly feel that way here on theCUBE. We're doing dozens of videos. It's absolutely awesome. Just in case we can dig in a little deeper throughout the rest of the segment, just in case the audience isn't familiar. Let's get them acquainted with your company so let's start with Do-It, John. Yeah, thanks, Savannah. So Do-It is a global technology company and we're partnering with the leading cloud providers around the world and digital native companies to provide value and solve complexity, John, to your introductory point. With all of the complexities associated with operating in the cloud, scaling a business in the cloud, a lot of companies are just looking to sort of have somebody else take care of that problem for them or have somebody they can call when they run into a problem scaling. And so with a combination of advanced technology, some of the best cloud experts in the world and unlimited tech support, we're offloading a lot of those problems for our customers and we're doing that on a global basis. So it's an exciting time. I can imagine pretty much everyone here on the show floor is dealing with that challenge of complexity. So a couple of customers for you in the house. What about you, Danny? I come from a company which operates in the financial industry market. So we're essentially a global broker, financial trading broker, which what this means for those people who don't really understand essentially, we allow clients to be able to trade digitally and speculate with different pricing to us online. We offer different products for different type of clients. We have institutional clients. We've got our affiliates, partners, programs, and we've got the retail clients. And this is where AWS and Do It Comes handy allows us to offer our products digitally across the globe. And one of the key values for us here is that we can actually offer a product in regions where other people don't. So for example, we don't compete in North America. We don't compete in EME in Europe, but we use Do It in AWS to solve our complex challenges in regions that naturally by depending on where they're based, they have like issues and that's how we deliver our product. And which regions of Latin America? Latin, the entire Africa, subcontinent, Middle East, Southeast Asia. The culture is just demographic is different and what you used to have here is not exactly what you have over there. And obviously that brings a lot of challenges with onboarding and clients, composite, trading activities, CDN, latency, all of that stuff. It's interesting how each region is different in their posture with the cloud. Some want to roll their own, some want out of the box. So again, this brings up this theme this year guys, which is about end to end, seeing purpose built like especially solutions, a lot of solutions. Going end to end with data kind of makes it more complicated. So again, we got more complexity coming, but the greatest of cloud is, you can abstract that away. So we're seeing this as a big opportunity for partners to innovate. You see a lot of joint engineering, lot more complexities coming still, but still end to end is the end game, so to speak. Absolutely John. I mean, one of the sort of ways we describe what we try to do for our customers like Infinox is to be your co-pilot in the cloud, which essentially means- What an apt analogy. I think so, yeah. Well done there. I think it works, Savannah, yeah. So as I mentioned, these are, the majority or almost all of our customers are pretty sophisticated tech savvy companies. So they know for the most part what they're trying to achieve. They're approaching scale, they're at scale or they're through that scale point. And they just want to have somebody they can call, right? They need technology to help abstract away the complex problems, so they're not doing so much manual cloud operational work. Or sometimes they just need help picking the next tech to solve the end to end use case that they're dealing with in business. And Danny, you're rolling out solutions, so you're on the front lines. You've got to make it easier. You don't want to get in the weeds of something that should be taken care of. Correct. I mean, one of the reasons we got to do it is you need to, in order to involve, do it, you need to know your problems, understand your challenges, also like a self-review. Only, and you have to be one way, halfway through the cloud journey, you need to know your problems, what you want to achieve, where you want to end up. I rolled them out for the next five years. What you want to achieve, are you fixing or developing a building and then involved those guys to come and help you because they cannot just come with magic and go on and fix all your problems. You need to do that yourself. It's not like starting the journey by yourself. Yeah, one thing that's not played up in this event, I will say, I don't know if they miss, maybe Werner will hit it tomorrow, but I think they kind of missed it a little bit, but developer productivity's been a big issue. We've seen that this year. One of the big themes on theCUBE is developer productivity, more velocity on the development side to keep pace with what solutions are rolling out for customers. And the other one is skills gap. And people have old skills. We see VMware being bought by Broadcon, for instance. Got a lot of IT operators at VMware. They got to go cloud somewhere. So you got new talent, existing talent, skill gaps. People are comfortable, yet the new stuff's there. Developers got to be more productive. How do you guys see that? Because that's going to be, how that plays out, it's going to impact the channel, the partnership relationship, your ability to deliver, what's your reaction to that? Well, I think we obviously have a tech-savvy team. We've got developers, we've got DevOps, we've got infrastructure guys. But we only got so much resource that we can afford. And essentially by involving do it, I've doubled our staff. So we've got a tech-savvy, senior solution architects, which comes to do the sexy stuff, actually develop and design a new, better offering, better product that makes us competitive. And this is where we involved. Essentially we use the do-it staff as an infinite staff, employees at our demand. There's literally an army of qualified people. We can actually cherry-peak who we want for the code to do X, Y and Z. And they're there to support you. We just have to ask for help. And this is how we fill our gap from technical skills or budget constrained within recruitment. And I think what Danny is touching on, John, what you mentioned, is really the sort of the core founding principle of the company, right? It's hard enough for companies like InfoNox to hire staff that can help them build their business and deliver the value proposition that they see, right? And so our reason for existence is to sort of take care of the rest, right? We can help operate your cloud, show you the most effective way to do that, whether they're FinOps problems, whether they're DevOps problems, whether DevSecOps problems, all of these sort of classic operational problems that get in the way of the core business mission. You're not in the business of running the cloud. You're in the business of delivering customer value. We can help you manage your cloud. And it's your job to do it. It is a job to do it. Couldn't resist upon there. How long have y'all been working together? I would say 15 months. We took a bit of a conservative approach. We hope for the best but we pray for the worst. So I didn't trust do it. I give them one account, start with Dev, UAT, sit because you cannot, you just have to learn the journey yourself. So I think my advice for clients is give it a six months. When she establish the relationship, build the relationship, give them one by one, start slowly. You actually understand by yourself the skills, the capacity that they have. Also for me, consultants is really important. And after that it just opens up and we are now involving them. We've got new project, we've got problem statement. The first thing we do, we don't Google it. We just say do it. Log a ticket. We got the team. You're a verb. So. In whose case we have to do a verb. And the puns are endless here. On theCUBE in general but with something like that. It's great. I got to ask you a question because this is interesting, John. You know we talked last year on theCUBE and again this is an example of our innovations playing out. If you look at the announcements Adam Sileski did and then Swami had 13 or so announcements. I won't say it's getting boring but when you hear boring, boring is good. When you start getting into these gaps in the platforms as it grows, I won't say they were boring because this really wasn't boring. I like the day itself. It's all fascinating John. But it's a lot of gap filling. You know 50 connectors, you got, you know, yeah. All glue layers being built in, AI's critical. The maturation and cloud is there. What's the innovation? You got a lot of gaps being filled. Boring is good like Kubernetes we say there. Boring means it's being invisible. That means it's going away. What's the exciting things from your perspective in cloud here? Well I think, I mean boring is an interesting word to use because a company with the heritage of AWS is constantly evolving. I mean at the core of that company's culture is innovation, technology development and innovation. And they're building for builders as you know just as well as I do. And so what we find across our customer base is that companies that are scaling or at scale are using maybe a smaller set of those services but they're really leveraging them in interesting ways. And there was a very long tail of deeper, more sophisticated, fit for purpose, more specific services. And Adam Nantz, who knows him, another 20 or 30 services and it's happening year after year after year. And I think one of the things that Danny might attest to is I spoke about the reason we exist and the reason we formed the company is we hold it very, a very critical part of our mission is to stay abreast of all of those developments as they emerge so that Danny and his crew don't have to, right? And so when they have a question about SageMaker or they have a question about sort of the new big data service that Adam has announced, we take it very seriously. Our job is to be able to answer that question quickly and accurately. And I notice your shirt, if you can just give a little shirt there, FinOps, CloudOps, DevOps, do it. The intersection of the finance, the tuning is now, we're hearing a lot of price performance, cost recovery, not cost recovery, but cost management. So we're seeing building scale but now tuning, almost a craft. The craft of the cloud is here. What's your reaction to that? It absolutely is. And this is a story as old as the cloud, honestly. And companies tend to follow the same sort of maturity journey when they first start out. Whether they're migrating to the cloud or they were born in the cloud, as most of our customers are. There's an access to visibility and understanding and optimization of tuning a craft to use your term and cost management truly is a 10-year-old problem that is as prevalent and relevant today as it was 10 years ago. And there's a lot of talk about the economics associated with the cloud and it's certainly not always cheaper to run, in fact, it rarely is cheaper to run your business from any of the public cloud providers. The key is to do it and right-size it and make sure it's operating in accordance and alignment with your business, right? It's okay for cloud costs to go up so long as your top line is also going up. You spend more cloud to save cloud. It's penny-wise, pound-full, it's always a little bit of a dilemma. On the cost saving, we didn't want to just save money. If you want to save money, just shut down your services, right? So it's about making money. So this is where it comes like, we actually start making, okay, we spend a bit more now, but in about six months' time, I'll be making more money. And we've just did that. We've rolled out a new application for all the new product we're offering, posted to AWS fully with the guys, supported a lot of long, boring, boring calls, but they are productive because we actually now have a better product and it's competitive. It's tailored for our clients, it's cost-effective, and we're actually making money. When something's invisible, it's working, you know, talking about it, it's operational, it's not. Well, to that point, John, one of the things we're most proud of this year was the launch of our product we called Flex Save, which essentially does exactly what you've described. It's looking for automation and automatic ways of yes, saving money, but offering you opportunities to improve the economics associated with your cloud infrastructure. Yeah, and improving the efficiency across the board. 100%. It's, oh, it's awesome. And it's my understanding, there's some reporting and insights that you're able to then translate through from do it to your CTO and across the company. Denny, what's that like? What do you get to see working with them? Well, the problem is like the CTO asked me to do all of that. It's one of the things that he's doing it, but essentially they have an excellent portal that basically looks up all of our instances on the one place. You've got like good analytics on your cost anomalies, budget, cost allocation, but I didn't want to do that either. So what I have done is taken the next step. I actually sold this to my company completely. So my finance teams go there, they do it themselves, they log in, check out the billing, the cost allocation. Ritchie has zero iteration with them. If I don't hear anything from them, which is one of the benefits, but also there is a lot of other products like the Flex Save is richly like, you just click a finger and you start saving money. It's just like that. Easy. It's that easy button we've been talking about on this show, John. Yeah, exactly. But it was obviously outside of the cost management. You actually can look at what is the resource you're using. Do we actually need it? How often use it? Think about the long-term goal, what you're trying to achieve and use the analytics too. And actually I have to say the analytics is much better than AWS in CMP. It's just more user-friendly and more interactive as opposed to building the one in AWS. It's a good business model. Make things easy for your customers. Easy, simple to use. It's got to be nice to hear, John. Well, so first of all, thank you, Danny. We work, you know, in all seriousness, you know, we work, Danny mentioned the trust word earlier. This is at the core of, if we're not able to build trust with our clients, our business is dead. It just doesn't exist. It can't scale. In fact, it'll go the opposite direction. So we work very, very hard to earn that trust. And we're willing to start small to Danny's example. Start small and grown. That's why one of the things we're most proud of is how few customers tend to leave us year over year. We have customers that have been with us for 10 years. You know, Andy Jassy always has, I just saw an interview with him on the New York Times event in New York today as the CEO of Amazon. But he's always said in these build-out phases, you got to work backwards from the customer and innovate on behalf of the customers. That's the answer that will always be a good answer for the outcome versus optimizing for just profit, you know what I'm saying? Or other things. So we're still in build-out mode. You know, as a core fundamental sort of product concept, if you're not solving important problems for a customer, why are you investing? It just doesn't make any sense. This is the beauty we do it. We actually, they wait for you to come to do the next step. They don't sell me anything. They don't bug me with emails. They're ready. When you're ready to make that journey, you just log a ticket and then come and help you. And this is the beauty. It's just not your journey. I love it. That's a beautiful note to lead us to our new tradition on theCUBE. We have a little bit of a challenge for the both of you. We're looking for your 30-second Instagram, real thought leadership, sizzle, anecdote. Either one of you want to go first. John looks a little nauseous. Danny, you want to give it a go? Well, we've got a few expressions, but we don't Google it. We just do it. And the key take, that's what we do now at Infilux. And also what we do is actually using their stuff as an Infilux employees, which they like. That's what we do. Well done. Well done. 30 seconds. Fantastic work, Danny. I love that. All right, John, now you do have to go. Yeah, okay, I'll take this. You know, I'll go back to what I mentioned earlier if that's okay. I think we exist as a company to sort of help our customers get back to focusing on why they started the business in the first place, which is innovating and delivering value to customers. And we'll help you take care of the rest. It's as simple as that. Awesome. Well done. You absolutely nailed it. I want to just acknowledge your fan club over there watching. Hello, everyone from the Do-It team. Good job, team. It's very cute when guests show up with an entourage to theCUBE. We like to see it. You obviously deserve the entourage. You're both wonderful. Thanks again for being here on the show. Oh yeah, go ahead, John. Well, I would just like to thank Danny for agreeing to serve this. Thanks for letting us spend time with you. Absolutely. Well done. Let's do it. Thank you. Fantastic, gentlemen. Well, thank you all for tuning into this wonderful start to the afternoon here from AWS re-invent. We are in Las Vegas, Nevada with John Furrier. My name's Savannah Peterson. 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