 Live from the Sands Convention Center in Las Vegas, Nevada, it's theCUBE at AWS ReInvent 2014. Brought to you by headline sponsors, Amazon and TrendMicro. Hey, welcome back everyone. We are live in Las Vegas for Amazon Web Services ReInvent. This is theCUBE, our flagship program. We go out to the events and extract the seeds from the noise. I'm John Furrier, host of theCUBE, founder of SiliconANG. Our next guests are entrepreneurs, Kyle Zemani, co-founder and CEO, Christine and Patrick, Colin Cherry. Is that it? They got that? Co-founder and CTO. So guys, welcome to theCUBE. Thank you. Glad to be here. I like you sporting the Google Glass there. It's very, very awesome. Representing my company. Are you recording this right now? Yes. Okay, so inside the theCUBE. We're getting all meta. We're recording the cameras, we're recording all of you. I think this is actually a first. We had someone on Google Glass where they weren't recording, so we're going to have a show within the show. So, what do you think about the show so far? I want to get your perspective on the vibe, what you take, anything you capture on Google Glass if you'll be able to share that. What do you think? Yeah, the energy is great here at Amazon at ReInvent. The energy is really great. There's a lot of awesome people that we've met, just throughout the day, a couple of days. Both people who are working on some really good, cool projects, for instance, the guys at Rancher over there, and just some really awesome value ads that we can get and some awesome ideas, so. So, what's the coolest thing you've seen? Give us the rank order, top three hottest things. Is it the provisioning tool, Apollo? Is it Aurora? Is it the container? Lambda, that's the thing that I find coolest. I'm a big fan of functional languages and just functional programming. Lambda, you like the Lambda? Yeah, it appeals to me as a mathematician, so I mean, it's just really cool. That's just that ability to paralyze everything and just, you know, run functions themselves as a service, which is awesome. You know, the containers are also pretty cool. I mean, given how much we use Docker, you know, it's a pretty awesome service. So, we're just all really excited. It's more of a cognitive distance thing. So, yeah, good to see Docker, golf clap, keep going, keep rolling. Yeah, it's just... They're thundering away with momentum. Yeah. Kyle, what about you? What do you see as the hottest and what have you captured on Google Glass that's the craziest thing you've seen? You should have seen this backstage for getting ready for the keynote that Patrick was giving this morning. It was really funny to see everyone running around. You had the senior executives, you had the young startups. Then I was watching Werner kind of in between, because he was on and off the stage the whole time. He had three assistants, kind of one person patting him down with the towel for sweat, one person with makeup, one person reviewing slides. Yeah, and some AdVils too. He's popping all kinds of like, you know, Werner really burns a midnight hole. He's out with customers. I saw Andy Jassy rolling up the elevator last night at, you know, 12, 30. You know, these guys aren't like, you know, one and done, do the keynote, go on their jets. They're working it. I mean, they're really working hard. It was a production to see Werner getting prepped for the whole thing. It was awesome. What was he like? And he's bigger than everyone there. I mean, it's like everyone is reaching up to him to do. All right, so guys, talk about the company. What are you guys doing? What's the big innovation for you guys here within Amazon that you guys are talking about? Yeah, so we write software for Google Glass for use in really healthcare and enterprise settings. We're trying to pioneer the future of the wearable worker. So a lot of traditional jobs that kind of require you to use your hands. Field service, anything in healthcare, manufacturing, a lot of these jobs, people are unable to use a computer to look up information, to record things, to get expertise. And so we're kind of pioneering all the kind of basic things you're going to want to do with smart glasses for the wearable worker. Our primary use cases today are in field service and remote collaboration. So we help whoever's wearing the glass can share what they're seeing live and securely to any other device anywhere in the world. And using that, then they can get kind of remote help and expertise. So to give you some context. So one of our customers is a large manufacturer of conveyor belts. And their customers are Coke, Pepsi, Honda, a lot of big companies. When those conveyor belts aren't working, those factories are losing tens of millions of dollars per day. And so they're using our technologies now, whenever the conveyor belt goes down, to remotely diagnose and fix the conveyor belt to drive ROI. So basically the software you guys are powering, it's all cloud, is it born in the cloud? 100%. What are you guys using for tools? Theme stock, EC2, all the normal stuff? No, we actually use EC2. We use Ansible for configuration management and we use Docker everywhere. Pretty much every single service that Christine runs is runs on top of Docker. It's been a huge, huge help for us, for our DevOps organization to go create a more scalable architecture that's easily managed. I think it's the company. How many people do you guys have? Right now we're at 18 or 19 people right now. A number, I think we'll be at 23 by the end of the year. And you guys are located where? Austin, Texas. Here in Texas, okay, cool. So we're just down there in the Dell world. I got to ask you, because one of the things I've really been big on, and Mark Hopkins, who's with Silicon Angles, besides Bitcoin, is wearables. But before that was really augmented reality, that beginning trend. So guys, talk about why this whole augmented reality thing is real. People now can put Oculus Rift to this virtual space using technology, connecting, internet of things. It's all kind of coming together. You kind of, you see the progression. Give us your take on why this is happening, why it's important, what are key validation points of these and connected dots for that trend? Yeah, absolutely. So with kind of glasses, there's a lot of movement happening. There's a lot of augmented reality talk. AR is still a long way away, in our opinion, from really commercial viability. There's a lot of great tech demos, but getting it consistent and reliable in the field is a lot harder than doing a tech demo. VR is going to come first. Oculus, they have enough money now for sure to make it happen. That's also, I'd argue, a less challenging technical problem. Computer vision with smart laying over is pretty hard. But you're going to see it all happen because computers have by-and-large saturated white-collar work. Business executives, finance guys, creatives, writers, accountants, any white-collar job today by-and-large has kind of hit the computer revolution through and through. Mobile was the last kind of major wave of that with remote sales forces and those kinds of things. But the segment of the economy that still is really not touched by computing that much is blue-collar mobile hands-on work. And the emerging growth of new users worldwide. Absolutely. To give you a sense of the Kauffman Foundation, if they've cited in the United States about 69% of all workers in this country or they would call blue-collar workers and about 31% are white-collar. So, if you think about that in terms of just computing adoption and what computers can do for society, we're still not even close to halfway. Because desktops and laptops and tablets were meant for the wearable hands-on worker. All right, so that's cool. There's a big market, a big market opportunity. And obviously that white-collar worker is going to evolve too. It'd be much more automated, a lot of complexities around interactions changing. So mobile will still give it some headroom there. So you've got that on the new market. Patrick, talk about the challenges on the software side. How do you guys, I mean, being early can be a death sentence. We all know that at startups. But you want to try not to be too early. You want to be practical. So one of the biggest things that we've seen, especially with wearables and smart glasses, is that the technology's been around for years. It's just relatively recently with glass and a couple of other competitors like Musics that the technology has been in a form that's small enough and in a form factor that's unobtrusive enough for the majority of enterprises to actually use. And that's been the big thing there. What we do see in terms of challenges is that when you miniaturize technology like this and you start sticking in a lot more mobile-class processing units and things like that into there, you run into issues like things getting too hot, for instance. Or another really big underrated challenge on the software side is the user experience. People are used to using computers. Using tablets doesn't have a huge amount of friction between those two there because the UX is fairly well understood. On the other hand, when you put something on your face, you've got this screen in front of your eye that you talk to, it's a bit hard for her to convey that to people initially. How to use this and the usability concerns of having this limited screen real estate. So it's been interesting overcoming that. He had eight and the 45 was that you were under, under 85, you said you were on the glass waiting list when you got the glass. The first wave of Google Glass was kind of hot, then they kind of like, okay, it's not a consumer product and wave one. And I was always asked, I'm bullish on Glass just for the record. I think it's got a lot of great, I love the futuristic aspect of it. But I was pulling people up on Google and saying, search Apple too. And you guys see Woznik's first Apple was Wooden Case. And what Google Glass has done is really kind of a good rep one. They're not, it's a good product, right? The screen size is small, I got that. But the real, the application's the key. So I got to ask you, as you guys look at the market, in the industrial space, is there low hanging fruit now? You mentioned manufacturing. We had a trend micro customer on the pipeline, construction, this connectivity issues. I mean, these are all kind of like sync software problems. Like, how are you guys looking at that and which markets are the low end? Yeah, great question. So, we actually talk about this all the time internally with our investors. It's like, the first commercially successful piece of software ever written was Vizical. And that was Spreadsheets. All you needed was an X and OI coordinate and additional multiplication. And Spreadsheets in their most basic form would work in 1978 on the Apple too. Right? Cell phone, same thing. Yeah, but that required the user to do their own work, not go to MIS departments and like, get like, stop. So they actually democratized. It was democratizing, but it was also kind of like, it was the killer app for desktops, right? And it took 20 years for that to kind of roll out broadly. Cell phones, the killer app was voice, obviously, right? And so when we look at glass, we kind of try and ask ourselves, what's the thing that in 20 years we all look back on that had some pretty broad horizontal implications and that could solve a lot of big problems in big places, right? Excel was, Vizical was so big because those guys used to run Excel by hand. Like, can you imagine running Spreadsheets by hand and trying to do multivariable analysis of your business? That's crazy. And so, we're pretty confident the answer is video, or what you could more broadly call remote collaboration. So see what I see and help me do this thing in front of me. Yeah, it's very Star Trek-like. I mean, again, everything that's on Star Trek will be invented. That was our cube quote years ago. Except for maybe the, you know, the transporter room. But if you think about what you guys are doing. You haven't seen our time machine? No, okay. We've got phases. I want to go back to the 80s and get that hot tub time machine going because that's where I'm from. But you know, in all seriousness, no internet of things is like, really much hyped up on the industrial side, but humans are things. So if you look at the human connectedness, if you're at the edge of the network, now what wearables show is that you now have a, kind of a local network on yourself. So I could have a tablet. I could have something connected to my ear, my eye, could have a phone telling me. So it's not just videos that's opportunity, personalization, right? So if I know context, the data coming in is the notification. So this whole notification API kind of economy is why I think you guys will win. Now that being said, Amazon is a notification cloud. It's all about APIs. Is that why you guys are attracted to Amazon or was it just trade economics? Share with the inside. What's awesome about Amazon is that we knew Amazon pretty well. We understood the technology, we understood the services, the APIs and how to go architected to it. What was an awesome bonus for us is finding out that Amazon actually offers a compliant services for hosting. And you know, that was really the icing on the cake for us. In addition to that, Amazon really did help us early on when we did need the funds. You can imagine, you're just two guys in a room without very much money, working out of Kyle's apartment. We don't have very much cash to go build up a robust enterprise-grade product. You don't have money to build a data center. No, you don't have money to build a data center. You do have micro boxes that cost eight grand each. Oh God, yeah. I mean, for us, just being able to go capitalize upon those resources, and also having the ability to spin up and spin down resources is huge. Versus the legacy model and Amazon, so you guys have been with Amazon since the start of the company. Yep, since the start of the company. They won. What do you guys think they should be doing better? What's on your wish list? I'd say, you know, One of them to help us commercialize our time machine. That's a true time machine. I mean, I'd love to see time travel as a service. And also, seriously, one of the things that we'd like to see is VPC peering across regions. That'd be awesome. Mostly, you know, so that we can go expand things out, without as much overhead and latency. I mean, overall, one of the things that we're really juncing for earlier was Docker. Docker as a service would have been awesome in Amazon. And then, well, hey, here you go. They announced it today, so really, really excited to go see that. You guys have a lot of Docker experience, right? Yeah, I mean, we've been using Docker for a while now. What do you like about Docker? I mean, I've been called up on theCUBE later today. Oh, awesome, yeah. So he's been on multiple times. He's a great guy. I'm going to ask him some new questions. So what should I ask him? What do you guys like about Docker? What's exciting for it? I like the logo. We have a lot of whales around their office now. Lodos works, cool. Well, we really love about Docker is the fact that it helps streamline our DevOps organization and our DevOps process. Previously, rather than having to worry about all this dependency management and all these things that go into these items, when you actually start launching into cloud and actually scaling out, we can just encapsulate everything and deploy the exact same workloads that we tested in development. And that's huge in terms of process optimization because at the end of the day, it's hardware is relatively cheap, but engineering time is expensive. It's inherently expensive. I was talking to a venture capitalist last night and they asked me what I thought was the hot mega trend. And I said, you know what the mega trend is, and I was kind of using Docker as a reference was in growing market simplification and reducing time, it takes to do something. It takes agility and just like, just taking away, automating stuff that really isn't that critical, that takes time. So Docker does that, right? Yeah, that's why you see so many of these things that are blank as a service, that there's a lot more companies in the infrastructure space, and the infrastructure and operations space for data centers and technologies that are just coming up with services that are just providing huge increases in productivity, which ends up translating into a decrease in capital. All right, so we got to get the question on the glass. So what's the view like? Give everyone a panoramic view. We're getting the cube here. Hey, we're inside the cube. This is the video. We never had actually a video inside the cube, but it's good. What's next? What do you guys want to do next? What's the next milestone that you're telling your investors and the team you're going to be building? Yeah, so the other way we're looking at the future right now is the challenge with building a business around glass is that everyone's super excited about the future. Oh my God, this is amazing. It's going to change my workforce, my operations. But no one's like, yeah, I want 500 glasses tomorrow. They're all like, oh, I want five. No one wants to dive in head first. It's just too early. And so seeing our early stage customers now evolve from pilots into larger-scale rollouts. And the combination of new hardware coming from a number of vendors, as well as kind of getting those POCs really done, the KPIs are being hit, and now scaling against that. So you guys are, I imagine, rolling out professional services around that, really capturing the POC data, rolling that in the product. Absolutely. So we have a kind of a consulting arm to help get our customers up and running and get the processes there. So what are you learning from the, when you're priming the pump? Because OpenStack went through this, by the way. I was just talking again yesterday about OpenStack versus Amazon. It's build your own, and there's a lot of POCs and an obvious future, but the bridge to get there is not pretty clear. So they got to build their own. So what are you learning in your POCs and customers? That's on their mind. Maybe separate from the fear of adoption, which is definitely one, but practically terms is it infrastructure? Is it software? What are you guys learning about the build-outs? So generally the single biggest challenge we face kind of operationally is connectivity. Wi-Fi environments in most of the places people want to do this stuff is usually not all that great. And so kind of work, we've done all kinds of tricks in both software as well as how we think about networks and deployments and connectivity, and then the business around paying for that to help forget our customers there. One of our partners is DataZoom. They've brought a phenomenal service for helping us have our customers manage their 4G routers of different carriers and different locations. So that's been a huge problem. So operationalizing it for the customer has been the big challenge? We're getting close to the point where there's no thinking required, or pretty minimal thinking required, right? And we just want to be able to rinse it with beef. Awesome. And technology-wise, what are you seeing for the customers? Just standard stuff, or is it just no real requirement for the customer to change technology? Yeah, I think it's a mixture of both just the standard stuff. And I'd say the other side is when you start selling in more conservative organizations you have to go deal with sometimes being the very first vendor in the cloud. Which is a pretty big standard to go live up to. Being the first vendor in the cloud or being the first startup that the organization has dealt with. So it's just really emphasizing that our technology is robust. We are enterprise-grade. And you guys aren't just built on glass. You're hinting that software's the IP. You guys will then move to other platforms when needed. We have about six or seven other glasses, devices in our office. We have two right now, commercially deployed, glass and music. And we keep our eyes on the others on what we're going to do next. All right, guys, really appreciate you coming in. Great to see the highlight here at Amazon. We are obviously a customer of AWS. We love it. Last of Beanstalk, Redis, all that great stuff, Q-ing, really for startups, it's a no-brainer. I mean, it's like, come on, like, God. Maybe open stack for the enterprise. We've been having that debate yesterday. So any other parting thoughts you want to share with the folks out there around the show? People who aren't here. Besides the energy, what are you seeing? Give some tidbits on just some observations that you noticed here. Besides people staying up really late gambling and partying like they did last night. You can gamble on credit. Yeah, there's actually a sign that says casino credit. And I was totally shocked that casinos offer this as a service to gamblers. But I'd say the biggest thing I'm seeing is that really, like, I'm seeing people here from big enterprises that used to be all on-prem and all the big enterprises are spending a lot of money to send their people here. I think at this point, the majority of the Fortune 100, 500, whatever, they are starting to recognize that you can run things in the cloud, not only with less management overhead, but actually at a lower cost and even with improved security and reliability which those have kind of been the traditional arguments against cloud. And seeing that happen and kind of the big Fortune 1000 level here is amazing. And I think we're going to see that trickle down more and more and more to accelerate adoption of technologies like ours that are literally no configuration, no setup, no management required. So you can rethink how to run your business smarter. Patrick, talk about the geek angle on the technology for the geeks out there watching. Like, okay, what's the core things that's popping up? That's really cool on the announcements. You mentioned Lambda as one. What other things are you seeing? I mean, for us, really, Lambda is a huge one. The other one is Code Deploy, that entire deployment pipeline that Amazon's doing. That's something that's really interesting for us. And I'd actually argue for any sort of organization that follows the CI-CD type model and just seeing how those improvements can actually be made there. It's really interesting to see. You know, what I also suspect is that that's also going to go increase people's reliance on Amazon, you know, for better or for worse. Because at that point, exactly. At that point in time, you know, they have an end-to-end solution from, you know, things like repository management all the way over to deploying these tools, you know, and deploying this technology into the actual cloud itself. And then once you couple things like elastic beanstalk, you know, it's end-to-end. It's a full solution. It's a developer dream, basically. Yeah, it is a developer dream. It actually, I'd argue, it's an operations dream. That's a big one, too. Well, infrastructure is code. That's true. That's DevOps. Infrastructure is code is huge. So it's developer and ops, right? Yeah. I love that debate. Well, anyway, guys, thanks for coming on. Patrick and Kyle here with Christine, the founders. You know, startups are making a dent and that's what the cloud's all about. The big guys can be taken down by startups. And so you guys, good luck. We'll be following you guys. We've got the Google Glass. We want to get that video certainly over to Jeff Frick and the team here. Thanks for watching. We'll be right back into the short break. This is theCUBE, live in Las Vegas. I'm John Furrier. We'll be right back.