►
Description
Pat Healey, chief technology officer for the chief technology office at Deutsche Bank, discusses the vision for Deutsche Bank’s Everything-as-a-Service strategy, which is a highly automated, self-service platform for developing and delivering applications into production.
Learn more: https://www.redhat.com/en/summit/2017/agenda/sessions
A
The
quick
word
about
our
hosts
I
thought
was
a
brave
selection,
putting
the
banking
tech
guy
up
first
after
lunch,
when
the
carbohydrate
is
really
settling
in,
but
I
hope
I'll
be
able
to
reinvigorate
the
audience
with
what
I
think
is
a
particularly
exciting
story
about
what
Deutsche
Bank
are
up
to
so
I've
got
long.
So,
let's
get
into
it.
A
Okay,
bit
of
context,
I've
been
in
software
an
awfully
long
time,
I've
been
in
finance
almost
as
long
I
left
finance
for
about
seven
years
to
do
my
own
thing
and
I
didn't
quite
make
that
early
retirement
that
I
aspired
to,
however,
I
did
walk
away
with
a
decent
degree
of
commercial
acumen,
I'm
still
a
bit
of
a
geek.
My
son's
employ
me
using
chocolate
as
bait
to
build
in
3d
games.
I
frighten
my
mother
of
my
latest
virtual
reality.
A
The
role
appealed
to
me
because
I
could
take
some
of
the
commercial
acumen
I'd
learned
from
my
past.
Some
of
my
geekiness
and
all
of
the
software
engineering
background
that
I
have
and
apply
it
to
an
infrastructure
organization
and
see
what
would
happen
now
subsequently
to
joining
I
realized.
I
had
three
roles
in
the
first
one
got
a
little
bit
confusing
infrastructure
and
shared
technology
services,
as
is
the
theme
these
days
got
renamed
to
chief
technology
office,
and
that
made
me
the
CTO
for
CTO.
A
Deutsche
Bank
itself,
very
large
global
player
in
many
countries
around
the
world
moving
an
awful
lot
of
money
around
on
a
daily
basis
as
a
healthy
revenue
line
of
30
billion
euros
a
year.
There's
a
macro
trends
have
emerged
in
recent
years
that
have
challenged
that
revenue
line,
but
also
presented
a
certain
degree
of
opportunity.
A
Yeah
right
macro
trends
increasing
regulatory
requirements.
There
won't
be
a
single
person
for
financial
services
that
doesn't
have
a
regulation
fatigue.
It
doesn't
seem
to
ever
abate
and
it
is
continuing
strong
and
has
massive
implications
on
not
only
our
business
but
also
technology
that
underpins
it.
I
think
we
all
agree
that
the
economic
outlook
is
somewhat
volatile
at
present,
with
big
changes
not
only
going
on
in
Europe
across
the
world
increasing
competition,
those
startups
those
little
ankle-biters
are
starting
to
gain
some
real
traction.
Okay,
they
had
the
clean
sheet
of
paper.
A
Increasingly,
we
start
to
hear
of
CEOs
of
financial
institutions
starting
to
call
their
companies
technology
companies,
not
banks
per
se,
now
technology
companies
with
a
banking
license
or
need
to
think
like
technology
entrepreneurs.
Finally,
technology
is
seen
to
have
actually
an
ability
to
increase
that
growth.
Actually,
it's
not
just
a
cost
center
anymore.
A
Consumer
expectations
was
in
a
massive
change
and
impact
of
what
the
iPhone
and
devices
like
that
I've
had,
and
particularly
within
banking,
mobile
banking
alone
in
print
my
previous
incarnations
in
other
institutions.
We
couldn't
shut
barn
branches
fast
enough
due
to
footfall
drops
that
were
beyond
expectations
and,
finally
evolving
technology
landscape.
A
It
doesn't,
it
seems,
like
there's
not
a
single
day
where
I,
don't
you
know,
go
and
read
a
blog
or
go
online
and
see
there's
a
new
emerging
technology
or
version
X,
+1
or
something
else.
I
need
to
look
at
or
something
else
that
may
have
a
big
impact.
That's
coming
from
the
consumer
space
and
coming
into
the
financial
services
space
I
may
need
to
make
a
big
bet
on
which
ones
you
make
that
bet
on
five-year
ten-year
bets.
A
Big
investments,
quick
word
about
the
alien
head,
as
you
can
tell,
I,
was
buried
in
Webb,
diggings
and
wingdings
character,
fonts
for
this
deck
and
I
lost
the
will
to
live,
trying
to
find
something
that
would
signify
evolving
technology
landscape,
but
I
did
stumble
across
this
alien
head
and
I.
Believe
it's
a
world
first
in
a
banking
deck
that
there
is
an
alien
head
presented,
so
I
thought
they're
fun.
When
we
go
so
my
initial
observations,
the
organization
wanted
to
move
pretty
quick.
A
A
We
were
80%
out
sourced
at
this
point.
We
were
getting
function
back,
but
we
weren't
adhering
to
any
architectural
principles
or
guidelines,
which
meant
that
we
ended
up
with
technology
solutions
that
were
completely
different
from
each
other.
That
required
a
lot
of
people
to
manage.
We
have
n
thousand
applications
out
there
and
I'd
say
applications
in
quotes
because
we
argue
perennial
e
about
what
the
hell
an
application
actually
is.
What
we
do
know
is
we
have
minion
of
them
well
at
least
those
application
IDs.
All
of
that
runs
on
about
45
major
operating
systems.
A
A
Finally,
we
have
n
hundred
thousand
cause
of
compute
and
the
kicker.
Is
there
a
single-digit
utilization?
So
this
really
piqued?
My
interest,
because
immediately
when
I
arrived,
I
thought
this
is
going
to
be
a
time
to
market
thing.
We've
got
to
solve
for
that,
but
when
I
saw
this
I
knew
there
was
a
surprise
on
the
table.
That
was
definitely
worth
looking
at.
Why
is
this?
Why
do
we
have
this
kind
of
utilization
whoa?
It's
quite
simple!
A
We
create
a
process,
it's
so
brutally
hard
to
get
through
for
you
to
get
infrastructure
that
you
actually
look
at
swimming
the
Atlantic
using
your
ears
as
propulsion
as
an
easier
option.
By
the
time
that
hardware
arrives,
you
forgot
what
the
hell
you
wanted
it
for
anyway,
so
we
needed
to
look
at
that
and
look
at
that
very
closely.
A
Thankfully,
the
bank
was
already
on
a
bit
of
a
journey
of
technology
transformation,
information
security.
You
know
cyber
threat
data
we
copy
it
everywhere.
Every
day,
billions
of
rows
sorting
out
the
governance
and
data
architecture
wants
improve
your
organization,
core
platform,
simplification,
understanding,
the
business
process,
understanding
the
application
landscape
to
supports
that
process.
A
Digital
workplace
also
is
their
intervention
production.
With
this
heterogeneous
estate,
a
lot
of
people
have
a
lot
of
fingers
in
the
pies
and
there
are
a
lot
of
manual
activities
trying
to
keep
these
applications
going
or
released.
Otherwise
this
is
driving
towards
automation
of
that
digital
workplace,
that
elaboration
tools,
but
a
working
environment,
etc
and
infrastructure
transformation,
consolidation
of
data,
centers
infrastructure
providers
etc
and
we'd
already
started
on
that
journey.
Outsourcing,
our
retail
datacenters
to
IBM
and,
more
recently,
to
HP
who
have
become
DXE
for
the
for
the
wholesale
organization.
A
The
thing
that
was
missing,
we
called
everything
as
a
service,
it
basically
driven
from
provider
abstraction.
We
get
our
infrastructure
from
HP
and
IBM.
Today,
in
the
future,
we
want
to
drive
towards
the
public
cloud.
We
are
thinking
about
best
execution
venue.
We
want
a
capability
that
will
allow
us
to
select
our
provider
in
real
time
if
it's
all
possible.
If
that
provider
is
giving
us
the
right
risk
and
cost
profile.
A
For
that
particular
workload,
we
want
to
move
towards
it,
so
we're
going
to
need
to
move
further
than
infrastructure
as
a
service,
and
this
is
where
paths
comes
in-
has
drives
utilization
up
through
multi
tendencies.
You
take
those
servers
back
and
then
you
offer
the
capability
of
running
a
workload
at
an
SLA.
We
don't
talk
about
infrastructure,
anymore,
workloads
and
SLA,
and
the
interesting
thing
is
we
do
have
some
history
here,
so
something
I
didn't
talk
about
in
my
initial
observations
was
I
discovered
we
had
a
bit
of
a
pad,
it
was
a
homegrown
pass.
A
It
didn't
have
some
of
the
capabilities
that
you'd
expect
out
as
the
elasticity,
and
you
know
other
resiliency
factors,
but
it
was
good
enough
and
it
had
inspired
a
group
of
developers
to
drive
their
applications
towards
it
because
it
gave
an
environment
very
quickly,
so
much
so
that
20%
of
the
bank
was
already
on
it.
So
I
knew
that
we
were
onto
something
here
and
if
we
could
provide
those
reusable
building
blocks,
get
people
to
build
business
capability
and
deliver
it
quickly
and
then
drive
multi-tenancy.
A
We
would
get
those
that
cost
down,
as
well
as
giving
that
kind
of
efficiency
angle.
Finally,
we
made
it
API
layer
so
that
we
could
start
to
build
and
expose
pis
so
that
new
applications
could
be
made
out
of
API
composition
and
reuse.
The
left-hand
side
of
this
one
slide
is
all
about
driving
CI
CDs,
no
point
having
a
environment
if
you're,
letting
any
old
rubbish
into
it
or
you've
actually
created
a
wall
so
high
that
you
can't
even
get
in
to
use
it.
A
So
we
looked
at
all
of
the
controls
that
we
have
as
a
regulated
entity
and
drove
automation
through
every
single
one,
and
that
is
the
program
we're
doing
now.
So
if
you
do
the
right
thing
by
the
organization,
you
get
straight
into
production
as
fast
as
possible.
The
slide
itself
was
what
we've
got
presented
as
board.
It
was
landed.
They
want
it
up
as
first
approach,
so
this
came
from
the
top
down.
A
A
Progress
and
there's
been
a
lot
so
from
January
6
to
January
16.
We
managed
to
get
20%
of
the
organization
on
for
the
pass
and
then
we
decided
we
needed
additional
capability.
So
we
actually
wanted
a
decision
that
the
entire
organization
stood
behind.
So
we
got
all
the
CTOs
and
all
the
CIOs
and
all
of
their
trusted
advisors
in
a
room
and
said
what
do
you
want
from
your
paths
in
the
future
and
then
to
take
any
religion
out
of
it?
We
employed
a
third
party.
A
It
was
a
specialist
in
this
space
and
they
took
all
of
our
requirements
and
baked
them
off
and
we
ended
up
with
one
you
can
guess
which
one
that
is
otherwise
it
won't
be
stood
here
today
we
went
into
POC
and
it
worked.
We
could
move
workloads
between
providers
and
we
liked
that.
Then
we
went
into
beta
very
quickly.
A
We
by
September,
while
I
was
busy
doing
all
of
the
commercial
stuff,
but
what
we
started
noticed
was
that
those
of
teams
were
turning
up
with
their
developers
and
saying
I
want
to
know
about
this
use
my
guys
help
accelerate.
This
is
very
novel
for
us,
excellent
by
December,
we
went
live
in
our
HP
data
centers
in
London
and
very
quickly
after
that,
we're
in
a
position
to
officially
launch.
However,
momentum
had
got
to
such
a
point
that
we
already
had.
A
We
knew
we're
onto
something
when
we're
having
that
kind
of
momentum.
And
then
two
weeks
ago
we
realized
that
dream
of
provider
agnosticism
by
going
live
in
our
IBM
data
centers
in
Germany.
So
the
main
a
lot
to
providers
and
data
since
in
two
different
countries
and
the
interesting
thing
about
what
we
went
live
with,
which
was
an
API
is
that
had
huge
business
value
and
a
lot
of
a
lot
of
excitement
around
was
the
environment
that
we
were
building.
A
Our
in
Germany
wasn't
quite
ready
in
time
for
all
the
development
and
testing
to
be
to
be
done.
So
we
developed
and
tested
within
our
OpenShift
environment,
which
we've
internally
branded
as
fabric
the
testing,
was
complete,
and
then
we
single-click
deployed
into
another
data
center
from
another
provider
because
it
looked
like
one
big,
homogeneous
cloud
and
it
worked
and
that
got
us
really
exciting,
because
then
we
can
add
more
and
more
providers
to
that,
and
today
we
have
300
projects
in
the
queue
ready
to
go.
A
Last
year
we
carried
on,
however
selling
our
old
has
as
well,
because
we
said
we
will
migrate
those
customers
free
of
charge
on
for
the
new
payers.
You
won't
have
to
do
anything
and
from
the
demos
this
morning,
I've
got
an
idea
of
how
I
can
even
shortcut
that
further,
so
they
adopted
and
they
adopted
hard,
and
we
grew
by
50%
in
a
single
year
to
30%
adoption.
A
third
of
the
bank
was
now
on
that
path,
and
this
year
we're
going
to
drive
that
for
40%,
it's
truly
exciting
progress,
the
future.
A
We
think,
based
on
what
we
can
see,
that
85%
adoption,
which
is
our
aim,
because
we
believe
that
85%
of
the
technology
within
our
organization
is
commodity
enough
to
go
onto
this
platform
will
ultimately
reside
on
about
20%
of
the
infrastructure
that
does
today
we're
going
to
add
public
clouds.
Plural,
why?
Just
one
its
infrastructure
as
a
service
for
us
best
execution
venue
moved
to
the
venue
of
the
cheapest
costs
or
the
right
risk
profile
for
that
workload,
we're
reimagining
grid.
A
This
is
something
new
for
us.
We
have
enormous
compute
farms
out
there,
big
monolithic
blocks
of
compute
and
people
saying.
How
can
we
do
this
differently?
The
cost
is
unbelievable
and
we're
starting
to
see
some
really
interesting
results,
but
this
is
quite
nascent
in
this
space
we're
driving
full
automation
across
all
of
our
CI
CD
pipelines.
All
those
controls
are
met,
so
developers
don't
have
to
worry
about
which
regulation
they
have
to
cover,
which
seaso
rule
needs
to
be
done.
A
That
will
be
in
place
this
year
as
well,
and,
finally,
the
carrot
flavored
stick:
I
couldn't
find
a
web
ding
for
carrot.
I
couldn't
find
a
web
ding
to
stick
either,
but
I
think
the
smiley
face
is
just
right,
because
that
signifies
really
how
happy
our
customers
are,
and
if
I
was
going
to
use
a
stick,
it
would
be
to
beat
away
the
crowds
that
are
overwhelming
to
at
a
moment
to
use
this
platform
that
we've
created,
because
as
far
as
they're
concerned,
it's
all
carrot
and
once
you've
won
the
hearts
and
minds.