 is virtual CEO Roundtable on the crucial topic of trust. Our first 100 registrants for this stream will have received a fresh lunch delivered to your door or a gift card to order your own meal. And today, we are excited to share that for the first time, our JSA Virtual Roundtable is being broadcast live on LinkedIn, Twitter, YouTube, and on our website, JSA.net, where thousands more viewers can now join us effortlessly. We are also streaming on a new platform to include a first in the industry virtual networking experience with a unique opportunity to talk face to face with other event attendees before and after the panel. Make sure you head back to the networking lounge after the discussion for live networking with speakers and attendees of today's event. As a quick reminder for everyone who has joined us today, we look forward to your participation during the conversation, so please feel free to add any questions that you may have into the chats or request a mic to come on camera and ask your question to our panelists. If you have any questions about upcoming roundtables, whatever it may be, such as how to register or how to take part in one of the panels, feel free to reach out to us through our website at jsa.net. And by the way, just as a reminder to mark your calendars, our next virtual roundtable will cover AI, machine learning and predictive analysis and explore the complex planning and implementation strategies for the network ecosystem. And that's going to take place on June the 30th around the same time, one PM Eastern time. And without further delay, let's get started. Today, we'll be looking at building customer trust within complex cloud and data center environments. What we've witnessed over time is that the companies who put their customers needs first and continuously innovate to ensure 100% delivery of their customers expectations, win first and win big. But as the cloud and data center environments continue to develop in today's complex, highly competitive, highly digital, highly remote crazy world, how do we continue to build customer trust and deliver the highest level each day and every day? Having said that, it's now my pleasure to introduce to you our exceptional executive lineup who will be talking about this exact topic. So first up, we've got Andrew Coe, founder of Covexer. We've got Bruce Maas, retired vice provost and CIO of the University of Winds Constant and Madison. We've got Andy Fischer, CEO of Miriart360 and Steven Bucci, director of EOS education at Google Clouds, part of Google. Guys, first of all, thank you so much for accepting to joining us. I don't know what the weather looks like at your place, but it looks beautiful. So thank you if it looks the same way that where you are. Let's start instead of me now reading for about 10 minutes about you. I would like you to come on camera and talk about yourself, explain what you do and briefly introduce yourself. And as you do that, it would be great if you could share the notion of trust and what trust means to you. So maybe let's start in the order that I said the name. So maybe Andrew. Great. Thank you very much, John. Very much a pleasure to be on the GSD Virtual Roundtable. As a quick introduction, my name is Andrew Poe. I formerly ran business units for Microsoft and Amazon Web Services. And two years ago, I founded Covexer as an advisory and consulting services for technology companies and also educational institutions, pay through 12 and higher education and even globally. I also have a venture capital fund where I also get to see a different side of the customer. We'll call it Trust World if you will. Briefly, John, just to define customer, a perspective of trust to me, I'll just put it a little bit more philosophically. Trust, especially customer's trust is something that is very hard and often difficult to earn but easily lost. And trust in my opinion has both a human and a systems element that we all need to be very savvy about and understand how to maintain a very good customer trust environment. I totally agree. And I think maintaining trust is sometimes even harder than gaining it because you can take 20 years to build it but it takes two minutes to destroy it. Exactly. Thank you, Andrew. And Bruce, let's go to the University of Queens Constantin Medicine. Thanks, Joe. I guess, so I am retired from the University of Wisconsin-Madison as CIO. I'm also a former board chair for EDUCAUSE, National Association for IT based in the United States. Also a board member for IMS Global, a teaching and learning standards organization. I would start just by using a general definition right out of the dictionary of trust is it really implies two key elements, reliability and truth. And I think one of the best ways to get at that is through another word that I've used a lot called predictability. If a person is predictable and I've worked in higher ed my entire career and I've had to spend a tremendous amount of time building trust among faculty. And what I have found is if you are predictable that you have areas that you can come to common ground with people that even if you have disagreements and just by nature of my role I often times had disagreements with faculty over a myriad of issues just because there's limited funds available at a university. And by being predictable I found I could earn the trust of people over a period of time. And it was highly essential. I also one other word that's related to this I think is called compromise that we haven't seen in use all that much especially you talk about at a political level around the world. But compromise is a key element in being able to build trust is showing that you're willing to move off of a position a little bit and adjust. So that's my definition. Yeah, I mean I totally agree and the word openness comes to mind as well. On compromise I'll even go as far as saying emotional maturity to being able to compromise sometimes which I think sometimes it does lack in the board rooms around the globe. But thank you Bruce and Andy I know you're joining us from an airport lounge and I'm very amazed at the wifi connection at the lounge. Absolutely, thank you Jao. Very happy to be here on the JSA Roundtable with you all. I'm Andy Fisher, CEO of Myriad360. Before I started Myriad360 I spent a number of years in strategy consulting so I understand that side of the world as well. But at Myriad360 we do the strategy work as well as the execution work where a technology advisor and integrator with a focus on cyber security, data center infrastructure and multi-location global deployments. So essentially we help our clients select, implement and optimize technology to help them win in their markets. I'm really excited to hear and share perspectives on trust because it drives so much of our decision making. As Jao mentioned, I'm here at the wonderful JFK Terminal 4 Sky Club with fantastic wifi. So apologize in advance if there's some ambient noise I'll be working the mute button here for you. So how to define trust? I think a very simple and basic definition is the confidence that someone or something is gonna deliver on a promise or behave as expected. I trust my iPhone to turn on when I press the buttons. I count on it to make calls. I trust that device. And I absolutely believe in the notion of predictability that Bruce provided. When I try to think about how I would define trust from a business perspective, I'm thinking about how quickly the world is changing. The world is changing fast. Uncertainty is at an all time high. And that means that in business you need to be able to trust that your technology partners are gonna be able to adapt quickly and even anticipate your changing needs. You'll need to trust that your partners will provide the needed agility and flexibility. And lastly, when an unexpected outcome occurs or something goes wrong, you need to trust that your partners will address it quickly. And I think that's the new bar for trust in today's complex, highly competitive business world. And I definitely agree with you, Andrew that trust must have both a human and systems component. Absolutely must. Thanks. Sorry. I think what you said completely goes in line as well with the things that we're starting to see in the industry. A lot more companies really focusing now on building solutions and products that you can just plug and play. It removes all the stress and complexity of you having to do everything yourself because you can just trust that product. Well, thank you, Andy and Steven. Let's go over to Google now. Jari, are you trying to set me up? I mean, that's what we're all here working on. So welcome. And by the way, Andy, I'm about five miles down the road from you at our Google offices in Manhattan. So I hope you have a safe flight and I know the Sky Club there. It's a good one. Come on. Good to see you all today. Exactly. Good to see you all. I lead, I'm our director of education in the United States for Google Cloud. And that includes working with ed tech companies, higher ed education universities and colleges, K-12 districts on how to implement technology across from our workspace product which Jari is setting me up. It's about these solutions to improve collaboration and productivity, but also on Google Cloud. Well, thank you. I appreciate it. I'll take the hook. And we're working on solutions around how to improve student success and engagement with students, using machine learning and artificial intelligence, how to help researchers do more faster around genomics and personalized learning. So a lot of interesting projects, but to your point, some of this gets, there's a lot of important data that's being shared. There's that are being hosted in our systems and people really have to, there has to be trust between us and the universities and companies that are using us. So I actually went to a leadership workshop a few years ago and they gave this kind of mathematical or scientific sounding explanation of trust. I wrote it down because I really liked it. And Bruce, it actually touches on many of the things that you were calling out. And so they said that trust is an individual's trustworthiness is equal to their credibility, reliability and intimacy all added up. So credibility and reliability are a little bit more objective, intimacy, emotional security, EQ, empathy, that's a little more subjective, but it's all divided on the other side by their level of self-orientation. So someone can be really reliable, but they only talk about themselves. They don't ask you any questions about you. You start to like, do I really want to trust them? Because they seem like they only care about them. And so I thought that's a really important call out as well as there's things to build trust, but also ways that you can really start building trust as well. Yeah. And more often than not, sometimes people do fall in that side of the category, but I love that description of credibility, reliability and intimacy. And especially the last one is really down to the human capital on how we build that, which is really, really interesting. Thank you, Stephen. And then, I mean, my first question will be, we can't say we've just came out of the pandemic because we're still living it, but we are still in this process of two and a half years now of the world going basically upside down. How would you say that the notion of trust has changed over these last two and a half years? I'm gonna pick maybe Andy. Let's make use of the wifi while it works. Exactly, let it, okay, while we can. So, you know, I was thinking about this and I'm not convinced entirely that the notion of trust has changed, but I do believe that the presence of trust or absence of trust has had an increasing impact on how people make decisions. Working remotely, operating organizations remotely, operating remote teams, increased utilization on partners for non-core activities. It all means that we're placing our own success, our company's success in the hands of others more than we ever have before. And I think that trend is likely to continue. So trust is, I would argue at its greatest importance in history and we're generally on a negative trajectory. So that's not good news. Public Relations Agency Edelman puts out a trust barometer report every year, which is showing that levels of trust have steadily fallen and been on the decline for decades. And they call trust, quote, the ultimate currency in the relationship that all institutions build with their stakeholders. So clearly very important, clearly going the wrong direction. And often that human component of trust is built face to face, which we're doing less of. So I think we've got to figure out how to use the tools. We've got to get back to meeting folks and we've got to get back to combining the human element and the systems element to create and reinforce trust. I think that's a really, really good point because I mean, we used to say that data is the new oil, data is the biggest currency, data is the gold at the end of the rainbow. But if there isn't trust, no one's going to trust you with the data, you're not going to have data, you're not going to have a business. So that's actually really, really good points. I think for bringing up the other one as well. Would someone else like to add anything else to Andy's words? If not, I will move on. I'm happy to jump on and just say, I think that you raised an interesting point back in the office now. And some of that trust around just seeing someone asking a question that you might not start a whole Google Meet or a Hangout or Teams or whatever it is, but understanding a little bit more about what motivates them. And that doesn't come up when you have a really set agenda and talking points. And so I think that Andy, you're right, as we understand what this hybrid space will look like, it'll help us rebuild some of that trust. Yeah. And that's exciting stuff about what we're having, what we're chatting now as well, because this is also happening. And like you and Ian Steven said, the lack of face-to-face interaction, it becomes a lot harder to build that trust. Because humans, we like contact, we like to talk to other people. So it's very, very important. Bruce, let me bring you in now. Yeah, for those of us who work at public institutions, obviously with trust waning right now, it's become increasingly challenging. I'll give you a real-life example. Back in the 1860s in the United States, there was a moral act that created all of the major land-grant institutions in our country, most of which are public, by the way. And so they've had significant funding from states around the United States. At the University of Wisconsin-Madison, just yesterday, it was announced that our new chancellor was just hired from UCLA, from the UCLA Dean of the Law School at UCLA. And in part, I think that was made because these are challenging times. And there's a person who's really experienced at having difficult and challenging conversations. But to give you an idea of how this played out, one of the members of our legislature publicly called for cutting off all public funding to the University of Wisconsin-Madison because they did not like the selection. And so we're living in a world right now that I think it's been cyclical and it's been on a bit of a downward spiral in terms of trust. But again, we hired someone who we believe can rebuild some of those relationships. And we feel it's very important to the people of Wisconsin that we'd be able to do that. That's a really good point as well because people need to trust the leadership as a whole. And we do see how stock markets react, for instance, when the CEO exits the board and when a new one comes in, you really see how the markets react to the person behind the brand. I mean, I guess the most recent example, Twitter, with Elon Musk, for instance. It's a bit of a push-off, an example, but I get it there. Andrew. Yeah, I just wanna add, even put a little different flavor to the word trust, not just with customers, but obviously we're still going through this pandemic or hopefully going away from it, but even going back to work, the trust of, I've been COVID tested. I have to protect myself, but also protect those around me. And I think that element, there's some interesting new dynamics of that as we are going back. And you have to not just be cognizant of that, but also cognizant not just for yourself, but even those around you or when you go to school, make sure that other children are basically being very cautious and respectful and trusting of others as well. So there's a very interesting dynamic and there's even technologies that are now allowing for people to have some of those trust, but also have a system behind it that would verify or at least self-identify a lot of those things. So the interesting, that's probably another unique thing that has changed within the last two, two and a half years. Yeah, it's a very good point around self-awareness and really caring about the next one. We've seen, I'll say over the first year and a half of the pandemic, we saw a lot of good examples, but as people got tired of the pandemic, we start seeing a different side of the coin showing, unfortunately, but what you say about technologies was quite interesting. There's a lot of apps out there to help you be self-aware of who's around you, not what's around you, who's around you, which is a big shift as well in privacy, but there's a whole different conversation. Thank you, Andrew. But let me now ask around the risks of not building that trust. We kind of touched upon some of them, but trust, I mean, trust gives you a promotes positivity in where you build it and with the markets, it reduces conflict as well. So by being open, by being reliable, by being predictive, it really increases the brand closeness of that proximity that we're talking about with clients, with users, with students, with anyone that we engage with. So, I mean, first, I'm gonna go with you first. How, what are the risks of not building that trust? And essentially, let's just talk about the importance of trust. So one of the roles that I have for IMS Global is I got a chance after I retired to choose my own title and appointment as a volunteer within the organization. And I gave myself the title, Partnerships Evangelist. And I use that because I think it's so important, especially in the higher education space, we rely on ed tech companies so extensively to be able to carry out our mission. And that it's very important that we be able to have better dialogue as we work together. So I'll use two examples in my history. And I've been involved in higher ed for quite a few years. And the first example is of a company that I trusted in that I really came to view as a true partner. This company makes hardware. They started out in a, I think in a dorm room in Austin, Texas, at some point in their very far past. And why I appreciated working with them is my job at the University of Wisconsin-Madison was really to develop the strategy for IT in support of the mission. And so this company behaved differently than virtually every other company. They would check in with me as CIO before they went out on the campus selling hardware. And the reason this is important is I had delivered on some strategic initiatives to build scalable research computing on my campus. And I did not want little data centers popping up all over the place. So this company was very careful to check in with me to get direction from me and then to go ahead and make their sales in a way that aligned with the way I was trying to lead the support of IT in the organization. And that made them just, to me, the prototypical partner because I had extremely high trust in them that I could let them go and not have to worry about it. The other company, the second company, and I find this a little more humorous now, I didn't at the time, but there's a very large consumer electronics company that has a habit of releasing technology somewhat unexpectedly into the mass market. And when that company did that a number of years ago with a phone, it turned out that that phone because of the way it hogged bandwidth actually shut down our wireless network on our campus. So I can get that trust in a couple of ways here is my trust in them really was severely undermined but I also was able to rely on the trust that I had built with faculty leaders around the campus to save my job because there were calls for me to be fired for not having anticipated adequately what was going on. So it was largely unanticipable and so there again, trust comes into it because I started opening up a dialogue with people in that company to try and get a little bit more information about announcements that they made and it also reinforced just how important my relationships with my faculty were on the campus and how in order for me to be able to carry out my mission I had to have them come to my aid because things like that can be very, very traumatizing. I think you make a very valid point as well and pushing the conversation forward a little bit even more, it really comes down to how people act and behave after something happens as well and how you can turn the situation around to the best positive outcome possible which is more often than not a reality in every business but then it also depends on how far you stepped to line with your trust breaking kind of contract with your user, that's really good. But maybe I'd like now to also touch on the human capital side. Sorry, Andrew, would you like to say something else? No, I was just gonna add and reiterate I think where Bruce made an incredible example that I think common, it's not about the recent times but communication, I think we go back to that there has been numerous incidents where I've witnessed some very high prolific very visible projects that have been ongoing and at the certain point of the crisis there was a certain crisis in this one particular district and the vendor didn't call or was unresponsive for three hours when teachers and students couldn't get into the classroom because of this particular failure, highly visible and because of that, not only did they lose their contract they lost the trust and will probably not do a lot of business with this particular institution and the damage of that is gonna be profound because it's not just about loss of money, loss of engagement, but their reputation and that will carry on for a long time and so I was just reading with Bruce's communication I mean, there's always mistakes that happen but this one particular vendor I'm not sure what exactly happened but they just were not communicating at the most time need and so I'd say that that's not a technology thing that's just a human element and just being straightforward I'm absolutely and the communication being open it has become such an important part of anything I mean, we've seen, we had a few years ago in the UK one of the major companies being hacked I mean, a few months later we had another one so it was two very close examples to each other the first one, they went quiet and the business got destroyed pretty much the CEO, I don't think the CEO survived he was a cleansing of the boardroom the other one, they had a breach as well but just the way they behaved the way they talked to the clients to their operators, to the towers, to everyone he saved them, they went down a little bit but within a few weeks they were back at the top so that's and I think we're now seeing a lot of examples within the air industry, the aviation industry with some airlines being better than others being open Andy, talking about airplanes Yes, I knew that was my turn so yeah, I was just thinking that some of the risks of not building trust really comes down from my perspective to massive inefficiency a low trust environment makes literally everything harder not only are you backfilling lost customers but for those you keep, you're spending more hours developing, working on legal contracts to make sure they're exactly right you're executing more quotes and proposals and revisions to close that deal you're spending more time on CYA type efforts you've got longer and more project cadence meetings more defensiveness all around you're trying to control the narrative it's just it's really hard to get value out of a low trust relationship and when you think about the converse of that makes for a really healthy relationship you know our teams are doing on-prem and in data center work all over the world and in some cases for over a decade communication obviously is critical there but we know the customer's facilities we know the infrastructure we've got badges that allow us to come and go and get worked on extremely efficiently all of that because we have that trust and we live in Slack talking about communication we live in Slack and other tools alongside our clients so that we're quite literally an extension of their team providing that agility and operational flexibility so trust is high, efficiency is high value delivered is high, friction is low and that's what it can look like when you have a high performing relationship that's built on trust it's a positivity cycle I mean when things work they work and they evolve into something greater, something better I was also thinking it would be quite interesting because we have a lot of reports around cyber security, how much it costs to businesses I haven't really seen anything around how much no trust or trust breaching costs to business but I'm sure it will be higher than the cyber costs because a lot of it is also on the emotional side the human feelings towards the brand but Stephen talking about on the human side I was wondering if you could give us a bit more of an example of other ways to also build that trust on a human level I mean what Google is doing especially in the tech case is quite extraordinary especially as now we bring augmented reality and virtual reality into classrooms and as you said help with the genomics and all that is so much happening but let's talk about the human level of trust Yeah, I think you got some of those ideas already in the last conversation I think Andrew already said about communicating is really important for example when people are putting their data into Google Cloud they need to know what does Google do and not do with that and before if we weren't really clear and communicative their mind would go to the worst possible scenario and so realize we had to redo our website and say here are the eight things that we will say we will do and not do with your data so you're very clear about whether or not you can then make an informed decision and trust us and I think on the other piece of that is there with any company you're always going to have something that incorrectly releases or a launch that you didn't anticipate going one way or the other and ideally they're small issues but the key piece is those also can be great opportunities to build trust because if you do it correctly and create a feedback loop where you listen you understand what worked, what didn't it actually allows that opportunity for with your customers to come back and say this is not what we anticipated here's what you're telling us we should do and you can close that and say and here's what we did based on your feedback that thankfully is a lot of trust goes to show that you actually do care and you want to make things better and you want to work together and so I think that feedback loop is super important the other piece that I found too is just don't over promise I think some people in those situations like oh we'll do this, this and this and then three months later like I'm still waiting for this, this and this I don't have it yet and that can really damage trust if you're already in a bad situation so be really clearing your expectations and say I want to do this there's some dependencies on why but here's what we're going to do and I'm going to keep you post every week or every hour or whatever the right cadence is to let you know how we're progressing on it I think that's actually a really really good point because there's always the tendency of wanting to do more and more and more and you can easily shoot yourself into the foods by wanting to do too much too quickly without the tools to deliver so I think that's a very good point as well just kind of just plan the journey plan where you can actually deliver and over the lever on where you can deliver rather than not delivering where you can even where you should be delivering in the first place and there was a lot of delivering that small sentence. Andrew, let me bring you on. Yeah, and I just want to pile on to what Stephen was saying a couple of things that you could do if you're a business or a government listen to the folks by creating at least call it advisory board but some little level of a community where you do get those feedback so don't wait till it's too late where there's already a problem create a proactive mechanism like such as a community board for your government leader or you're an advisor or advisory board of your customers not just about the usage of selling something but listen and they will not be shy of telling you what they don't like or what they do like and I think that's where organizations and companies or institutions can really take that and really honor what those feedback were and do something about it and when you do that I think you can really increase the level of trust and it's a continuous thing so it should be one of just basic things like that I think allow and afford for trust to be earned and obviously kept and not lost over time Yeah, I totally agree with the speech to act as well and I was actually thinking as you were saying that I was thinking if we look outside the tech industry if you're looking for the music, movies they've been doing this for dozens of years but for dozens of decades because it's all so embedded into what the customer wants to watch and trust as they go to the cinema they've built that into their work frames so many years ago and there's a lot of good examples out there now the issues that we can take into hours to carry on building these trusts and Bruce, did you want to add something? Yeah, I would just add Andrew mentioned the advisory boards and I think that that is just so important I, in my role I had been invited to many, many different advisory boards and in my view, the very, very best of them were the ones that would actually listen to the feedback that we provided and would act on it the worst ones were ones that tried to use the opportunity for sales and so the opportunity really is there even if it's a company that has taken that approach and passed with using it as sales related or checking a box to do it they can still pivot it's never too late to be able to go out and to build some trust Andrew and I've had some experience with doing this with several companies and everyone seems to be appreciative of the fact that the dialogue level is better because it's much more valuable to the company and certainly the community that's providing what I would call the gift of feedback really does want to see some changes made it really comes down to that customer service and being able to talk and listen to people and not just making your business a sales pitch and just trying to get all the money just being greedy I think that's a very important aspect especially if you're in business in the 21st century you really have to have a human side to anything that really helps the community and it's not just going to give you money in your pocket with that said, let's maybe now talk a bit more about the technology side of things and before you get into the other technology let's talk about clouds because that's the big thing that everyone here on this panel does how can we use clouds and of course Google has a lot of examples Andrew got a lot of examples as well, Andy and Bruce how can we use clouds to build that trust because cloud enables a lot of things I mean there's thousands of use cases we could go on around this but Andrew, I'm gonna let you take the stage Yeah, I think obviously cloud is an incredible platform that's been around for a long time and really is allowing for businesses or institutions to become much more agile obviously there's always a place for some on-prem but as majority of these institutions and agencies are going to the cloud I think there's really two areas that you could really benefit when it comes to trust obviously there is a tremendous amount of cost savings and there's always a benefit of the financial aspect but there's also a lot more ability to see information the cloud can actually see what's happening on the network and the transparency and the level should you want to monitor what's going on in your network you have a lot more ability to see what's going on pretty much real time and with that, number two, I'd say data not just the network traffic but the data and the maturation of technologies like machine learning and artificial intelligence that are making it easier for users to take a look at sentiment or a variety of other types of ways of really gaining another level of insight now can you do it without the cloud? Yeah, but the cloud allows you to now have that platform to easily scale and build upon that and so I think those are two areas where if you do at least see what's going on and you can actually take real good positive actions that continuously build the trust whether it's saving money, providing more insights or even providing a more secure environment Does he agree? Steven, let's, I mean, you are the cloud I'll just let you know One of them I think Andrew's answer was really good because it talked about there's so many multiple facets where it can help but what's interesting from our previous conversation and question was around feedback and speed to act and what we're finding especially after the pandemic that expectations are changing you know, we thought we couldn't work from home or learn from home and now we're realizing while our consumer life it was actually really easy to adjust we could order our meal and it would be at our doorstep in 10 minutes why can't I do the same thing and enrolling for classes or changing classes or getting a transcript or whatever it may be and so how are we going to respond quickly to this changing demand of consumers that are now coming into their business and school lives and saying, I want this to be easy here too and one of the issues that many institutions had was they've got old technology that just doesn't, the architectures don't scale that quickly they can't use machine learning quickly and so that's where we've been working with a lot of institutions on how can we plug in, you know, personalized chatbots like provide tutoring or provide academic assistance when you've got more students that want support and not enough humans to actually respond to them how do we use the cloud with the increase of ransomware how do we use machine learning to better detect threats and keep people safe because I think as we've talked about on this panel the moment that there's a security incident someone's day is released that's a really quick way to lose trust and so we need to stay ahead of that and make sure that we're keeping environment safe and we've all seen that through, you know experience and other folks where they've had data breaches, mariotics, et cetera and then the other piece that we've been working on is how do you future proof for the future I guess future proof for the future it sounds redundant but how do you think about building an architecture so that when there's the next note 10 years ago and I think Bruce you're talking about how phones change the network how are we thinking about what's gonna happen in the next five or 10 years and how do we develop our technology so we can rapidly adjust to that and I think that's where machine learning is coming up really quickly or quantum computing be very interesting there's gonna be some powerful machines there what does that mean for encryption and security and so how do we stay ahead of that the good news is when you're using the cloud like here at Google we have 650 people they're full time thinking about security what are the upcoming threats we need to do it's just like you wanna keep your money under your mattress or you wanna put it in the bank where they've got vaults and police officers guarding it and security systems and that's where I think is how are you designing for the future where you're getting a community to support you the best practices, the architectures the best technology and so as you can tell it's why I work in this space I'm passionate about it but I think there's so much great opportunity to help as people are digitally transforming really build more trust with your customers using technology yeah and I think that's super interesting because there's also a huge generational element to what you just said but you're using the example of putting money in the bank or putting it under the mattress all generations were probably more willing to put it under the mattress while younger ones will put the money in the nap not even in the bank just in the money app so that's quite fascinating and I think what the last two and a half years have shown was the advancement of 10 years in space of two so things have really really speeded up and it's amazing to see how fast things have moved but also how well the industry so how companies like Google and others have really been there to support that massive shift which was not today it was not even a few months it was literally like from one day to the other that all happened but Bruce let me bring you in try a few more words in so at the very beginning of the cloud initiative I think many of you will remember that people were not convinced this was a great idea right there even was, he had of a major company tech company who basically said well this is a fad and it's gonna pass that individual did change their mind and their company is now pretty much into cloud as we're going but what made a difference on my campus was from it being an academic discussion we changed it to being a real discussion when we started using cloud to support research computing and research computing is a very different beast it does not require the same level of reliability that an enterprise system requires but it needs tremendous amount of power and where I found I was able to make real progress with cloud was simply delivering to faculty members so take for example, we had a faculty member who was getting set to be publishing in the journal nature which is one of the several major publications that scientists want to get into and he needed to do another run and this run needed was far beyond our capacity as a campus so we were able to put together through cloud resources 200,000 nodes instantly that I think ended up at the time costing me only about $2,000 as opposed to building a four or $5 million on-prem location and I made a friend for life by being able to do that, right? This was a critical juncture that person's career everything was coming together not everyone gets into nature and the fact that the technology was there and it allowed for such nimbleness and reaction time and affordability that that anecdote became what the conversation became on our campus and it's a real world example of the power of the cloud in how we had to show an actual real world use that faculty could relate to in order to be able to then start to progress towards a general overall cloud strategy. No, I totally agree. I'm just conscious of time now we've got about three minutes left so I'm just gonna ask a big question and hope for small answers from everyone. It's just the only way and Stephen has already kind of touched upon this but it's trust the only way to really future-proof a brand into the years ahead. What else can businesses do to really future-proof themselves and if someone can add some sustainable linking to it they'll be quite interesting because I think especially the younger generations they'll trust a brand who really pays attention to sustainability and that's where the future is headed. Who would like to take that one? I can keep it real short Joe. Thank you. I would say no trust alone is not because you have to maintain trust for future-proof because often people change. So I think the overall essence of value and value creation in those relationships and sustained value, reliability and support are also very vital. I mean, all elements of what becomes trust but just trust on the human element alone as people change, go new jobs, retire. I think those are not always a future-proof type of way of doing it. There's other facets of it. Thank you. Anyone else would like to add? Oh, Andy. Yeah, I could jump in. I think if you're lucky enough to have a monopoly that would be a good way to do it without trust but that's not for everybody. I definitely agree with Andrew that value creation is critically important. If you can create value for your client in every interaction, I think customer centricity is critically important and having values that align with your customer can create an enduring organization. Stephen, Bruce, any last words? Yeah, I would add that one of the most important things is and I'll speak of the higher education market because that's what I'm most familiar with is we have a particular culture and we have a particular way of doing things that we've done for over 1,000 years. Higher ed has existed successfully that long and it's called governance and having partners that understand and aren't resentful of the way we make decisions but accept them that this works for us. In our type of industry, it works for us. We can get an awful lot done for the long haul just by having respect for the people who own the mission in higher ed in how you conduct yourself in how you interact with them. Thank you. Stephen, would you like to some final words, 20, 30 seconds? Yeah, a long-lasting visit. I think it really comes down to at the end of the day, the people and it was interesting I was listening to one of the CEOs speak and they said, you know, while customers, there's always the idea that customers are king and customers are very important. Really, the person I think most about is my frontline people who are working with our customers because they are the ones who are going to make our business either be successful or not. And so developing and that stands from the culture of the company, do they feel that they feel heard? Do they feel like they have a voice? They feel their psychological safety and their product community, they believe in the mission and the values. And so I think there's so many different factors to that but of course in trust, do they trust the company too? You know, there's that feeds into that too but I think that that culture that's created is super important. I really liked that point, especially to close this webinar because one thing that we really hear a lot more nowadays especially after what we all've gone through over the last few years, we've been talking about human capital, the culture, really the human beings behind the desks which maybe before wasn't as fucking as much but Steven, Bruce, Andrew and Andy, thank you so much for joining us. And on behalf of our speakers, I'd like to thank everyone for tuning either here or LinkedIn, Tweets and YouTube or JSA.net and for participating in today's round table. Just a quick reminder, our speakers are staying on for the remainder of the lunch hour to answer any more of your questions so meet them back in the networking lounge at their table. And to our viewers, if you're one of the first 100 registrants, we hope you enjoyed your lunch. Make sure you visit JSA.net to register for more upcoming JSA virtual roundtables including our next one, which takes place on June the 30th where leaders in our industry will talk about AI, machine learning and predictive analysis and explore the complex planning and implementation strategies in the network ecosystem. With that, we wrap up today's round table. Look out for the playback of this session coming soon to you on JSA TV and JSA podcast across YouTube, iTunes, iHearts, Spotify, you name it. In the meantime, see you back in the networking lounge. From me and the team at JSA, happy networking.