 Welcome back to our coverage here on theCUBE of AWS re-invent 22. We are on day three starting to wind down but still a lot of exciting topics to cover here on the AWS Global Showcase, part of the startup program there at AWS. Joining us now, two representatives from LTI MindTree. You say LTI MindTree, I thought they were two different companies where they're actually one and the same, been together just a mere two weeks now. We'll hear more about that from Sid Bohra who is the Chief Business Officer at LTI MindTree and Ashish Varakar who is the Vice President of Cloud Success at LTI MindTree. Gentlemen, thanks for being with us here on theCUBE. Pleasure is all ours. And congratulations. So two weeks in the making, in its infancy still in the honeymoon period, but how's the two weeks been? Everything all right? Well, two weeks have been very exciting. How bad? Well, I would say the period prior to that was just as exciting as you can imagine. Oh, sure. And we're super excited about what the future holds for this company because we truly believe that we have a remarkable opportunity to create value for our clients as one company. Well, let's talk about LTI MindTree then a little bit. Ashish, I'll let you carry the ball on this. Just tell us about your services, about your core focus and about those opportunities that Sid Hart was just telling us about. So I think with the two companies coming together, we have a larger opportunity to go to market with our end-to-end business transformation services and leveraging cloud platforms, right? So, and that's what we do. My responsibility particularly is to see to it that what customers are deploying on cloud is aligned to their business outcomes and then take it forward from there. Yeah, Vice President Cloud's success, that gives you a lot of runway, right? Does it not? I mean, how do you define success in the cloud? Because there are a lot of different areas of complexity with which companies are dealing. So I think we would agree that in today's scenario, customers are not looking for a platform, right? But they're looking for a platform which can deliver business value. They're looking at business value and resiliency and at the end, the cost, right? So if you're able to deliver these three things to the customer through the cloud implementation, I think that's the success for us. We've talked about transformation a lot this week in modernization, right then, which is, those are two pretty key buzzwords right now we're hearing a lot of. So when you see, said, the companies have come to you and it's okay, it's time for us to make this commitment. Do they make it generally wholeheartedly as there's still some prepidation of the unknown because there's a lot of, as we've said, complexity to this. It's multi-dimensional. You can go public, you can go hybrid, we can go multi-cloud, I mean. That's right. We got a lot of flavors. Yeah, absolutely. You know, we see a spectrum. There are customers who are very early in the journey of getting onto cloud and are a little uncertain about what value they can get out of it. And on the other end of the spectrum, there are companies who are well into the journey who have understood what are the benefits of truly leveraging cloud, who also understand what are the challenges they will face in getting onto the journey. So we get to meet a spectrum of customers, I would say. If you ask me where do bulk of them lie, I would say early in the journey. I would say there are only a handful who have that maturity where they can predict what's exactly going to happen on the cloud journey, what value they will accumulate through the process. So there's a lot of hand-holding to be done, a lot of solving together to be done with our clients. It is such a dynamic environment, too, right? You have new opportunities that seem to be developed and released on a daily basis almost, right? There's a large amount of flexibility, I would think, that has to be in place, because where you think you're going to go today might not be where you wind up in six months. That's true. Is that fair? Absolutely fair. And I think from that perspective, you look at the number of services that AWS provides, right? And what customers are looking for is how can they compose their business processes using these multiple services in a very seamless manner? And most of the announcements that we have seen during the reinvent as well, they're talking about seamless connectivity between their services, they're talking about security, they're talking about creating a data fabric, the data zone that they announced. I think all these things put together, if you are able to kind of connect the dots and drive the business processes, I think that's what we want to do for our customers. And the value to AWS just can't be underscored enough, I would assume, right? Because there's comfort there, there's confidence there. When you bring that to the table as well, along with your services, what kind of magnitude are we talking about here? What kind of force do you think? How would you characterize that? Well, I think firstly I would say that most of our engagements are not just services. Our Sheetan team and the company have invested heavily in building IP that we pair with our services so that we bring non-linearity and more, I would say, certainty to the outcomes that our customers get. And I can share some examples in the course of the conversation. But to answer your question in terms of magnitude, what we are collaborating with AWS on for our clients ranges from helping customers build more resiliency and I'm talking about life sciences companies build more resiliency in their manufacturing R&D processes. That's so critical. It was even more critical during the pandemic times because we were working with some of the pharma companies who were contributing to the efforts in the pandemic. That's one end of the spectrum. On the other side, we're helping streaming companies and media companies digitize their supply chain and their supply chain is the media supply chain so that it is more effective, it's more efficient, it's more real-time, again, using the power of the cloud. We're helping pharmaceutical companies drive far greater speed in the R&D processes. We're helping banking companies drive far more compliance in their anti-money laundering offers and all of those things. So if you look at the magnitude, we judge the magnitude by the business impact that it's creating and we are very excited about what AWS, LTI MindTree and the customer are able to create in terms of those business impacts. And these are such major decisions. That's right. For a company, right, to make and there are a number of factors that come into play here. What are you hearing from the C-suite with regard to what weighs the most in their mind and is there, is it a matter of fear missing out or is it about trying to stay ahead of your competition, catching up the competition? I mean, generally speaking, where's the C-suite weighing in on this? I think in the current times, I think there is a certain level of adoption of cloud that's already happened in most enterprises. So most CIOs in the C-suite are aware of. They already get it. They kind of get it. But I would say that they're very cagey about a bunch of things. They're very cagey about, am I going to end up spending too much for too little? Am I going to be able to deliver this transformation at the speed that I'm hoping to achieve? What about security, compliance? What about the cost of running in the cloud? So those are some really important factors that sometimes end up slowing the cloud transformation journeys down because customers end up solving for them or not knowing for them. So while there is a decent amount of awareness about what cloud can do, there are some, a whole bunch of important factors that they continue to solve for as they go down that journey. And so what kind of tools do you provide them then? Primarily what we do is to sit at that point, right? So on one end, we want to a C-suite that we are doing the business transformation and all of our cloud journeys start with the business not star. So we align, we have double down on say five to six business domains and for each of these business domains, industries we have created business not star. For this business not star, we define the use cases and these use cases then get lit up through our platform. So what we have done is we have codified everything on to our platform, we call it infinity. So primarily business processes from level one, level two, level three, level, and then the KPIs which are associated with these business processes, the technical KPIs and the business KPIs, and then tying it back to what you have deployed on cloud. So we have end to end cloud transformation journeys enabled for customers through the business not star. And infinity is your product. Can I add something? Please do, yeah please. Yeah, so Ashish covered the part of our demystifying. If I were to do this particular cloud initiative, it's not just modernizing the application. This is about demystifying what business benefit will accrue to you. Very rare to find unless you do a very deep dive assessment. But what the platform we built also accelerates, you talked about modernization early in the conversation, accelerates the modernization process by automating a whole bunch of activities that are often manual. It bakes in security and compliance into everything it does. It automates a whole bunch of cloud operations including things like Phenops. So this is a life cycle platform that essentially codifies best practices so that you are not getting success by coincidence, you're getting success by design. So that's really how we've approached the topic of realizing the true power of cloud by making sure that it's repeatedly delivered. I want to hit on security too because you brought that up just a few moments ago. Obviously, we all, and I'd say we, we can do a better job. There are still problems, there are still challenges. There are a lot of bad actors out there. They're staying ahead of the game. So as people come to you, clients come to you and they raise these security concerns, what's your advice to them in terms of what kind of environment they're going into and what precautions or protections they can put in place to try to give themselves a little bit of peace of mind about how they're going to operate? You want to take those? I think primarily if you're going to cloud, you're going with an assumption that you're moving out of your firewalls, right? You're putting something out of your network area. So and from that perspective, the perimeter security from the cloud perspective is very, very important. And then each and every service or the interactions between the services and what you integrate out of your organization, everything needs to be secured through the right guardrails. And we integrate all those things into our platform so that whatever new apps that get deployed or built or any cost product that gets deployed on cloud, everything is secured from a 360 degree perspective. So primarily, maintaining a good security posture which on a hybrid cloud, I would not say only cloud, but extending your on-prem security posture to cloud is very, very important to when you go to implementing anything on cloud. If you had a crystal ball and we were sitting down here a year from now, what do you think we'd be talking about with regard to developing these end-end opportunities that you are? What's the, I wouldn't say missing piece, but a piece that you would like to have refined to the point when you come back and actually say, John, guess what we did? Look what we were able to accomplish. Anything that you're looking at that you want to tackle here in 2023 or is there some fine-tuning somewhere that you think could even tighten your game even more than it is already? Well, we have a long, long way to go. I would say, I think my core takeaway in terms of where the world of technology is headed because cloud is essentially a component of what customers want to achieve. It's a medium through which they want to achieve. I think we live in a highly change-oriented economy. Every industry is what I call getting re-platformed. New processes, new experiences, new products, new efficiency. So a year from now, and I can tell you even for a few years from now, we would be constantly looking at our success in terms of how did cloud move the needle on releasing products faster? How did cloud move the needle on driving better experience and better consumer loyalty, for example? How did cloud move the needle on a more efficient supply chain? So increasingly, the technology metrics, like keeping the lights on or solving tickets or releasing code on time, would move towards business metrics because that's really the ultimate goal of technology or cloud. So I would say that my crystal ball says we will increasingly be talking business language and business outcomes. Jeff Bezos is an incredible example, right? One of his annual letters. He connected everything back into how much time did consumers save by using Amazon? And I think that's really where in the world, that's the world we're headed towards. Ashish, any thoughts on that? I think Sidharth put it quite well. I would say if you are able to make a real business impact for our customers in next one year, helping them in driving some of their newer services through cloud, that would be a success factor for us. Well gentlemen, congratulations on the merger. I said two weeks. Still very much in the honeymoon phase and I'm sure it's going to go very well. And I look forward to seeing you back here in a year. We'll sit down, same spot. Let's remember, fifth floor. And we'll give it a shot and see how accurate you were on that. Absolutely wonderful. It's been a pleasure. Thank you gentlemen. Thank you for joining us. Thank you very much. Very good. Ashish, good to see you, Sidharth. Thank you. Continue here at Worth of Venetian at AWS re-invent 22. Continue at the AWS Global Showcase startup. I'm John Walls. You're watching theCUBE, the leader in high tech coverage.