►
From YouTube: In the Clouds (S2 E2) | Marco Bill-Peter
Description
Head of Customer Experience and Operations Marco Bill Peter joins the show to talk with guest host Andrew Sullivan about security, increasing demands and the cool things customers are building and doing with Red Hat OpenShift.
About In The Clouds:
Red Hat’s senior leadership is having to execute at an ever-increasing pace. That means that today's technology decisions have to balance short-term risk with long-term gains. This unique series provides host Chris Short inviting thoughtful and candid discussions with each guest.
Follow us:
Marco Bill-Peter https://twitter.com/marcobillpeter
Andrew Sullivan https://twitter.com/practicalAndrew
OpenShift https://twitter.com/openshift
Subscribe to Red Hat's YouTube channel: https://www.youtube.com/redhat/?sub_c...
About OpenShift:
Red Hat OpenShift is an open source container application platform based on the Kubernetes container orchestrator for enterprise application development and deployment.
Openshift.com http://red.ht/3nJ6AKX
OpenShift on github https://github.com/openshift/
OpenShift on redhat.com http://red.ht/34xQoER
#RedHat #OpenShift #Kubernetes
A
A
A
B
Hat
is
I'm
the
senior
vice
president
of
customer
experience
and
operation?
Now
you
probably
ask
what
the
heck
is
that
and
there
is
a
element
in
there,
but
it's
basically
all
like
customer
facing,
but
not
in
the
sales
role,
so
I'm
lining
up
to
the
products
and
technologies
or
to
our
engineering
functions
in
in
my
team.
I
have
basically
support
customer
success,
technical
account
managers
and
we
go
into
documentation
again
part
of
customer
experience.
This
security,
I
think,
will
probably
hit
on
security
product
security
a
little
bit.
That's
in
my
area.
B
A
A
Congratulations,
that's
that's
an
impressive
span,
so
you
mentioned,
like
that's
a
big
breath
right,
that's
a
huge
organization
with
a
lot
of
different
things
going
on
inside
of
there
and
in
my
head
I
kind
of
lumped
that,
as
you
know.
Well
we
have
the
field
organization,
the
sales
organization
who
is
ultimately
responsible
for
exactly
that
right,
getting
products
to
our
customers.
A
And
you
know
how
can
I
help
customers
use
it
and
what
stuck
out
to
me,
you
know,
as
as
a
former
customer
as
somebody
who
used
red
hat
products
for
a
long
time
before
coming
to
the
company,
was
that
you
have
a
team
of
people
who
are
using
our
own
products.
You
know
the
the
common
phrase
is
which
is
eating
your
own
dog
food,
but
I'm
gonna
use
the
much
more
optimistic
drinking
our
own
champagne.
A
B
Yeah
I'll
give
you
a
very
specific
example
that
I
think
we
can
share.
So
we
run
a
huge,
huge
environment
that
basically
is
for
our
engineering
team.
Be
it
release
engineering,
be
it
actually
development,
be
it
a
specific
testing
beat
some
other
stuff.
It
all
runs
on
a
open,
stack
and
open
shift
on
top
cluster.
So
literally,
what
a
lot
of
customers
do
that
right
and
for
us
as
being
like?
What's
the
difficulty
in
setting
it
up?
Oh,
we
got
to
change
documentation
like
that.
That's
unclear.
B
It
is
basically
an
applied
quality
assurance
and
in,
like
a
funny
anecdote
right,
I
mean
this
is
really
a
large
environment
and
sometimes
like.
We
have
issues
as
well
right,
and
so
it's
always
funny
when,
when
you
point
out,
oh
yeah,
we
had
this
issue,
it
was
down
and
it
turned
out
to
be
an
openstack
park.
What
do
you
do
engineering
to
actually
fix
it?
So
it
actually
brings
the
teams
quite
a
bit
together
right,
it's
not
the
usual
I.t.
Oh
it
got
to
do
this.
B
I
t
screwed
up
it's
more
like
this
is
our
product.
What
are
we
doing?
So?
I
think
that's
where
I
find
it:
it's
a
huge
benefit.
It's
always
a
discussion
which
we
it's
the
same
discussions
that
customers
have.
Should
we
say
on
a
stable
release.
Should
we
go
like
on
the
latest
release
right?
It's
all
these
discussions,
exactly
the
customer,
and
so
I
think
the
the
experience
for
us
is
invaluable
right
that
we
can
really
like
know
hey.
This
is
what
customers
will
see
and
can
we
actually
get
it
done.
A
Yeah,
I
really
love
that
that
we
are
the
first
customer
for
our
own
products,
and
you
know
it's
it's
important
to
us
that
we
take
that
approach
because
it
drives
quality
into
the
product.
It
helps
us
be
empathetic
and
sympathetic
to
what
our
customers
are
going
through.
So
I
I
really
like
that,
and
I
like
that
approach.
B
It's
also
important
right,
keep
in
mind.
We
sell
a
lot
of
our.
Our
approach
is
to
be
open
for
choice,
right,
it's
open
source,
but
also
open
open
for
choice,
and
we
have
a
lot
of
customers
that
pick
and
choose
right
which,
which
is
okay,
it's
great
right.
You
run
this
on
that
right
and
for
us
this
is
all
building
hours
of
the
ones
together.
Does
it
really
work
together,
right
and
and
in
the
early
days
of
red
hat
right?
B
A
Yeah,
just
a
just
a
linux
company
seems
to
be
underselling
it
a
little
bit
when
we
talk
about.
You
know
the
early
days
of
red
hats.
So
so
I
have
sufficiently
you
know,
distracted
us
I've
sufficiently
derailed
our
our
conversation
here.
So
I
I
wanted
to
to
circle
back
and
and
ask
about
you
know
we
we
said
you
had
been
at
red
hat
for
15
years
now.
Can
you
tell
us
a
little
bit
about
your
career
at
red
hat?
You
know
how.
A
B
Yeah,
let
me
let
me
tell
you
a
story,
I
think
that's
crucial
on
how
I
got
to
red
hat
and
it
was.
I
was
working
for
a
different
company,
a
big
it
company
and
I
was
in
the
engineering
department
as
well,
and
we
had
a
unix
product,
and
I
remember
this
is
2005.
one
of
the
customers,
a
bank,
a
large
bank
was
pushing
for.
We
gotta
upgrade
the
hardware
moved
to
the
new
platform
and
new
unix,
and
then
our
sales
team,
and
that
this
was
in
red
hat.
B
This
was
the
other
company
was
pushing
for
you
gotta
upgrade
to
our
latest
unix.
This
is
better
and
the
cio.
I
remember
well.
He
told
me
that
I
was
kind
of
the
executive
sponsor
helping
this.
This
just
being
overlooking
this
bank,
and
the
cio
told
me
marker.
Your
sales
team
is
not
listening.
I
don't
want
to
go
to
unix.
This
is
a
good
moment
for
me
to
go
to
linux
and
then
short
short
story.
I
our
that
sales
team
really
didn't
listen.
I
got
involved
and
I
did
a
bake
off.
B
B
They
had
the
storage
division,
so
I
brought
everybody
together
and
we
did
a
two-day
workshop
and
the
customer
walked
out
basically
in
the
end
deciding
oh
I'll,
do
it
on
your
hardware,
so
we
saved
the
hardware
a
bit
and
on
linux,
on
red
hat
linux
or
enterprise
linux,
and
then,
at
the
same
time
I
have
to
say
I
was
working
with
red
hat
on
the
job
offer
right
and
I
remember
well.
I
got
this
this
eventually.
I
called
the
cio
and
told
him
hey.
B
I
gotta
tell
you
I'm
leaving
this
company
and
he
said
no,
you
can't
do
that
mark.
I
just
set
the
future
on
red
hat
linux
on
your
hardware.
I
need
your
insight.
We
need
your
help
on
kind
of
leading.
I
told
him
it's
like
now,
I'm
going
to
red
hat
and
then
he
said,
oh,
that's,
even
better,
and
so
it's
been,
it's
been
a
good
journey
with
the
cio
kind
of
seeing
him
over
and
over
different
companies
and
and
being
a
good
advocate
for
red
hat.
B
I
joined
red
hat
as
basically
a
engineering
manager
for
the
support
engineering
group.
So
in
the
past
there
was
kind
of
the
connection
between
product
engineering
and
support.
So
a
small
team-
and
we
kind
of
dealt
with
the
the
most
hairy
problems
that
at
that
time
happened
in
wall
street
with
our
clients
there.
But
that's
kind
of
my
start
in
the
career
and
then
I
took
over
support
all
support
to
go
over
eventually
all
the
functions
that
I
had
when
I
moved
in
in
red
hat.
A
Yeah,
it's
you
know,
as
you
said,
15
years
is
an
impressive
period
of
time
to
be
at
a
company.
You
know,
especially
a
technology
company
where
I
don't
know.
Maybe
I
spend
too
much
time.
You
know
working
around
the
us
government
or
or
even
around
silicon
valley
companies
where
there's
a
lot
of
it's,
not
all
that
common.
So
you
know
a
question
I
have
for
you
is
one
that
may
seem
a
little
strange
at
first,
but
it's
you
know
what.
Why
do
you
choose
to
stay
at
red
hat
right?
B
Gets
me
it's
a
really
good
question
right
and
I
think
everybody
got
to
be
honest
right
that
once
in
a
while,
we
have
this
tendency.
Oh
I
gotta
move
on
it's
15
years
is
a
long
time,
but
what
keeps
me
here
is
literally
the
people
and
the
the
the
environment
we
have
and-
and
you
know
I
always
consider
myself-
a
customer
experience
or
customer
advocate
or
a
trusted
advocate
for
the
customer
in
every
company.
I
worked
and
to
be
at
red
hat.
B
I
think
that's
really
meaningful,
because
with
our
open
source
model,
we
got
to
be
really
looking
at
the
customer
experience
right,
and
so
it's
not,
I
always
joke
customer
experience
in
some
companies
is
in
in
the
janitorial
services
department
because
you
sell
the
license
and
the
rest
doesn't
really
matter,
and
I
think
our
model,
and
by
now
a
lot
of
the
you
know,
I
would
say
in
the
industry
today
there's
a
lot
of
companies
that
have
a
more
honest
model.
Beta
consumption
model,
albeit
different
models
that
it's
not
the
old
license
model.
B
But
that
gets
me
excited,
I
have
to
say
it's
a
15
years
and
seeing
the
company
grow
from
a
thousand
employees
to.
I
think
I
don't
know
what
we
are
17
000
employees.
Now
it's
pretty
cool,
it's
really
pretty
cool
right
and
I'm
on
the
side,
I'm
involved
in
a
I'm
on
the
board
of
a
startup
as
well.
That
does
open
source
software
for
drones.
B
That
keeps
me
kind
of
in
touch
with
what
are
really
startups
doing
and
how
fast
are
they
moving
and
I
have
to
say
I'm
really
excited
that
you
work
with
a
small
startup,
but
then
you
look
at
red
hat
and
in
some
cases
we
can
be
really
agile.
We
obviously
have
a
higher
risk.
We
have
got
gonna,
make
sure
the
revenue
and
everything
we're
gonna.
B
Please
all
our
customers
another
hand,
we
we
still
move
right
and
you
know,
like
you,
look
at
our
journey
of
openshift
right,
that's
in
kind
of
how
we
evolved
it
from
version
to
verse
and
I've
seen
this
this
from
the
start,
when
we
bought
this
company
makara
right
with
the
first
iteration
on
how
we
approached
it
and
then
eventually
moved
to
kubernetes.
It's
really
exciting
to
see
that
story.
So
I'm
grateful
that
I'm
part
of
this
journey
to
be
honest,.
A
Yeah
the
the
word
complacent
comes
to
mind
a
lot
of
times
when
I
think
of
other
companies.
You
know,
like
you
said
they
have
a
licensing
model,
it's
a
proprietary
product,
they
made
the
sale
and
then
they
kind
of
get
complacent
because
you
know
it's
the
word,
entrapment
isn't
the
right
word,
but
you
know
you
don't
have
to
focus
on
it
as
much
and
red
hat
being
an
open
source
company
right.
Everything
that
we
do
is
public
and
we
can't
be
complacent.
A
We
have
to
be
constantly,
you
know,
driving
forward
focusing
on
customers
and
what
they
want
and
what
they
need,
and
I
think
corporately
that's
one
thing
and
as
somebody
who's
been
at
red
hat
for
not
quite
three
years
now,
one
of
the
things
that
really
just
blows
me
away
as
an
employee
is
that
everybody
that
I
work
with
they're
constantly
driven
with
that
same
sense
of
of
commitment
right.
No,
nobody
gets
complacent
with
where
we're
at.
We
always
want
to
do
better.
We
always
want
to
go
forward.
A
A
So
15
years
right,
you've
been
here
since
before
openshift
was
openshift
back
when
it
was
openshift.
You
know
two
in
the
cartridge
days
and
it
was
all
virtual
machines,
so
with
openshift
3
with
openshift4
kubernetes
containers.
What
what
are
you
seeing
customers
doing
like?
Are
they
you
know
mass
adopting
everything
is
going
containers.
Are
they
shying
away
from
it?
Is
it
somewhere
in
between.
B
That
way,
right
all
of
a
sudden,
they
have
a
openshift
platform
and
for
a
developer
to
kind
of
put
the
container
together
or
an
application
together,
put
in
a
container
and
go
live
within
an
hour.
It's
today,
even
for
in
a
a
college
like
a
normal
company,
is
possible
right,
like
three
four
years
where
we
heard
those
stories.
Oh,
this
public
cloud
provider
pushes
three
day
three
times
a
days
after
and
today
you
think
I
can
be
a
regular
company
insurance
company,
a
public
utility
com.
I
can
do
that.
B
That's
I
think
what
drives
a
lot
right
and
I
think
what
I've
seen
as
well
is
is
so
this
agility.
This
is
really
exciting
to
see
right,
that
a
lot
of
companies
see
that.
I
think
the
other
part
that
you
see
is
some
of
the
older
technologies
getting
to
a
point
that
they
wonder
it's
like
what
do
we
do
with
that
right?
So
be
it
the
old
j2ee
application
right
that
they
kind
of
wonders
like
what
do
we
do
and
you
do
have
those
that
kind
of
stick
it
in
a
container?
B
Yes,
it's
not
cloud
native,
I
know,
but
they
fix
it
in
ops.
They
kind
of
look
at
hey.
This
will
run.
This
will
help
us
and
then
they
start
fixing
moving
to
more
a
microservices
model
cloud
native
model,
but
I
think
that's
where
and
you
see
obviously,
for
new
stuff,
you
see
customers
developing
cloud
native,
but
I
think
that
makes
it
that
we
allow
that
right.
It's
not
like
hey
you've
got
to
use
this
from
the
gecko.
You
got
to
be
cloud
native
from
the
beginning.
A
Yeah-
and
this
is
a
topic
that
strikes
really
close
to
home
for
me,
you
know
I
was
one
of
those
ops
guys.
You
know
a
decade
ago,
that
was,
you
know
responsible
for
the
virtualization
infrastructure
and
it
was
no.
You
can't
have
a
vm
in
two
hours.
You
know
I
need
like
a
week
because
I
got
to
go
through
all
these
itil
processes
and
all
this
other
stuff,
and
you
know
I
need
time
to
go,
get
coffee
and
you
know
so.
Do
you
see
as
this
acceleration
has
happened?
A
You
know,
as
this
agility
has
increased
right,
which
I
think
is
a
good
word,
even
though
it's
sometimes
a
little
buzzwordy
a
little
overused.
What
types
of
challenges
do
you
see,
and
you
know
one
of
the
things
that
I
think
gets
stereotyped.
Is
you
know
we
have?
You
know
cios
reading
cio
magazine
about
how
everybody's
doing
devops
or
everybody's
doing
containers
and
all
of
this
and
reality
is
maybe
it's
a
small
portion
and
they're?
Not
you
know
not.
Everybody
is
100
they're,
100
percent.
You
know
devops
100,
containerized,.
B
Yeah
I
mean,
I
think,
you're
asking
two
questions.
I
think
that
let
me
go
on
the
on
the
second
part.
First
right
as
in
I
think,
a
lot
of
cios
are,
I
don't
know
if
it's
the
cio
push
or
if
it's
just
basically
teams
realize
we
gotta
get
more
agile
right.
I
think
there
is
some
elements
I
was
talking
to
a
public
company.
I
don't
want
to
name,
but
they
had
this
very
strict
ideal
process
and
it
didn't
get
them
anywhere
right.
B
Then
they
outsourced
everything
because
they're
public
together
to
basically
take
the
lower
speeder
right.
So
they
got
a
big
si
in
there.
That
kind
of
controls,
everything
and
the
si
obviously
makes
money
off
the
kind
of
the
processes
right
and
so
there
it
wasn't.
I
don't
think
that
was
a
push
from
the
cio
or
from
the
sea
level.
It
was
more
from
a
the
business
kind
of
they
want
to
sell
more
stuff
right.
B
B
B
Take
some
apps
move
them
in
clean
them
up
afterwards
and
now
they're
moving
to
openg4
and
they're,
using
this
hybrid
approach
that
they're
using
some
is,
will
run
in
open
drift
in
a
public
cloud
provider,
and
some
will
be
probably
just
stay
behind
for
for
data
reasons
and
that
you
saw
that
cio
was
just
lighting
up
as
in
opportunities
and
possibilities
that
that
gives
them
and
with
the
consistent
consistency
right.
That's
not
like
you
run
something
in
a
public
cloud
and
you
have
the
similar
up
on
premise
right.
B
It's
the
same
stuff,
basically
running,
and
so
I
do
believe
there
is
a.
I
don't
know
if
the
whole
devops,
if
we
can
just
check
this
off-
and
it's
done-
I
think
I
wouldn't.
I
wouldn't
go
and
preach
about
devops
anymore,
but
I
think
this
this.
If
you
see
these
real
examples
from
customers
that
you
wouldn't
think
they're,
not
the
bleeding
edge
customers
but
they're
using
openshift
and
containerization
and
cleaning
up
their
mind,
that's
what
gets
me
excited
to
be
honest.
A
Yeah
I've
noticed
you
know
from
my
position:
technical
marketing
right
doing,
supporting
the
field
in
a
lot
of
ways
and
supporting
our
customers
we're
seeing
that
more
broad
adoption.
You
know,
what's
the
infamous
adoption
bell
curve,
you
know
we're
entering
that
majority
phase
and
seeing
more
and
more
people
they're,
not
it's
not
bleeding
edge
anymore.
B
I
well
yeah
a
very
good
question
on
skill
sets.
I
think
if
you
look
back
at
the
last
few
years
right
I
mean
first,
it
was
like
anybody
could
spell.
Kubernetes
was
kind
of
like
their
their
their
market
potential
increased
right
and
I
do
think
we
have
a
more
we
it's
it's
not
easy
to
find
kubernetes
skills,
but
it's
definitely
grown.
If
I
look
at
the
customers,
specifically,
I
think
initially
was
kind
of
that.
Oh
you
understand
containers.
B
How
do
we
shove
an
old
app
in
a
container
or
what
does
even
cloud
native
development
mean
right,
so
you
got
to
have
those
skill
sets
which
I
don't
think
we.
I
think
that,
especially
on
the
cloud
native
development,
I
think
there
is
still
still.
We
still
need
more
training
and
more
schooling
and
I
think,
also
universe.
I've
just
got
to
push
but
pull
that
in.
I
think
there's
a
long
way
to
go,
but
what
I
see
if
you
look
at
customers
right,
I
mean
they
started
with
this
more
simple
approach.
B
B
If
you
wait
for
a
train
or
a
bus,
but
on
the
other
hand
what
you
see
now,
customers
also
moving
into
more
critical
environments
like
e-banking,
and
how
do
you
containerize
the
old
e-banking
application
to
to
to
to
to
work
right,
and
I
think
that
is
a
whole
different.
The
skill
set
there.
It
comes
as
in
you
gotta
understand
the
whole
application
development
or
the
containerization.
B
You
also
got
to
understand
security
right.
That's
a
real
move,
then,
as
in
like,
if
you're,
in
an
e-banking
application
which
which
poor
can
talk
to
which
port
right
then
kind
of
like
be
it
service
mesh,
be
it
the
api
management
really
gets
critical.
So
I
think
that
skill
set
is
another
one
that
will
come
the
more
and
more.
You
see
openshift
covering
like
super
critical
environments,
which
it
does
today
right,
I
mean
there's
a
lot
of,
I
would
say
critical,
apps
in
all
kind
of
industries.
B
A
Do
you
think
that
the
platforms,
so
you
know,
offerings
like
openshift
becoming
more
mature
and
effectively
abstracting
and
automating
a
lot
of
those
low-level
worries
away?
Does
that
help
customers
with
that?
Does
it
allow
them
to
concentrate
on
the
right
things,
or
do
we
still
see
a
lot
of
customers
that
they
like
to
be
down
in
the
weeds
they
want
to?
They
want
to
be
concerned
about
those
things
I.
B
Think
they
need
to
be
concerned
about
these
things.
I
mean,
I
think
you
have
a
lot
of
customers
that
you
know,
especially
if
it's
an
ebank
and
right,
I'm
sure
that
the
e-banking
there's
regulatory
requirements
etc.
So
they
do
need
to
understand
the
details,
but
I
mean,
if
you
look
at
what
we
did.
I
think
two
events
right
like
we
acquired
the
company
stack
rocks,
which
is
a
really
cool
product
that
helps
to
identify
what
are
actually.
B
What
do
you
gotta
worry
about
from
a
security
perspective
and
that
and
then
we
have
posted
our
partner
certification
for
security
vulnerabilities
right
because
right
now,
if
you
are
the
regular
customer,
you
use
one
of
these
tools.
Everything
will
light
up
red
and
you
have
like
thousands
of
vulnerabilities.
You
gotta
worry
about,
and
so
I
think
we're
trying
with
that
certification.
First
of
all
kind
of
getting
to
yeah,
you
know,
like
some
companies,
make
money
with
like
showing
red
right.
If
everything
is
green,
why
would
you
buy
that
product
now?
B
You
can
also
go
one
by
one
through
these
vulnerabilities,
as
you
know,
does
this
even
apply
match
it
to
red
hat's
vulnerability?
Right
that
the
team
does
a
really
good
job
in
actually
describing
how
they
rate
it
and
if
they
do
something,
if
they
don't
do
something,
why
not
right-
and
I
think
they
do
a
good
job
on
doing
that-
and
this
this
partner
certification
for
this
vulnerability
scan,
helps
them
to
make
it
easier.
So
not
everything
lights,
up,
red
and
then
you
gotta
kind
of
ignore
all
the
false
positives.
B
I
think
that's
really
good
and
obviously
stack
rocks
is,
is
a
good
addition
kind
of
tied
to
that.
I
do
think,
as
I
said,
service
mesh
and
api
management.
Those
are
critical
things
as
well
that
we
gotta
we
gotta
that
I
think
customers
will
need
to
understand
and
some
will
be
automated
away
by
by
openshift
and
some
will
be
probably
depending
on
the
application.
A
And
I
I
think
we
kind
of
flirted
around
the
edges
there,
of
something
that
your
team
put
a
lot
of
work
into,
which
is
the
the
vulnerability
scanner
certification
yeah,
and
I'm
I'm
hitting
the
enter
button
to
post
this
across
all
of
the
various
chats.
So
you
know
I
I'd
be
curious,
your
perspective
and
your
thoughts
on
why
that's
important
and
and
how
that
impacts.
Customers
when
it
comes
to
the
security
topic,
which
you
know,
as
we
said,
it's,
it's
big,
it's
something
that
everybody
needs
to
take
into
account
now.
Yeah.
B
I
mean,
I
think
we
did
this,
this
certification
out
of
necessity,
because
we
got
handled
by
all
these
requests,
as
in.
Oh
everything
is
red.
Explain
me
this
and
this
right,
and
so
like
whatever
tool,
you're
using
was
kind
of
highlighting
that
and
in
some
cases
I
always
saw
so
bad
things
right
as
in
like
something
would
highlight.
Oh,
this
is
rap
because
ubuntu
has
this.
This
promise
like.
Well,
that's
really.
B
This
tool
makes
a
mistake
right,
and
so
that's
where
eventually,
we
kind
of
said
we
got
to
be
better
and
actually
telling
a
partner
hey.
This
is
what
they
can
validate
against.
They
use
our
data
because
it
was
basically
one-on-one
combat
with
a
lot
of
customers,
actually
explaining
hey
no.
This
is
why
we
believe
in
this
rating.
This
is
why
he
will
not
impact
you
or
vice
versa.
No,
this
will
impact
you.
You
got
to
do
something,
and
also
with
the
partners
right
that
they
would
use
the
wrong
sources,
etc.
B
So
this
this
certification
brings
some
sanity.
I
think,
to
everybody
also
like
to
the
customers
right
that
they
can
kind
of
see.
Oh,
this
tool
has
been
inserted.
This
looks
at
the
certified
list
from
red
hat
is
certified.
This
really
helps
this
cuts
down
hours
and
hours
for
us,
but
also
for
customers.
B
A
B
B
What
else
you
know
are
there
open
holes?
It
doesn't
highlight
to
me
right.
So
that's
what
I
get
worried
about
in
this
case,
but
no,
I
think,
there's
a
the
vulnerability
scanner
certificate.
It's
a
great
step
forward
for
us
to
actually
help
the
industry
right
doesn't
to
make
to
bring
the
sanity
to
her
to
a
customer.
A
And
I
I
want
to
keep
in
that
that
thought
process-
and
you
know
we
we've
moved
from
devops
to
devsecops-
is
the
the
new
buzzword
when
we
think
of
that
term,
and
you
know,
do
we
see
challenges
associated
with
that?
You
know
we.
Yes,
we're
working
on
tools
right,
we
acquired
stack,
rocks
right
all
of
that
other
stuff,
but
I
think
going
from
a
reactive
security
posture
right,
hey.
I
see
this
vulnerability.
I
need
to
take
action
to
a
proactive
or
even
preemptive
type
of
approach.
B
Yeah,
I
think
customers
want
to
be
proactive.
I
think
that's
where,
where
I
think
the
example
mentioned
with
the
e-banking
of
a
bank
right,
they
do
want
to
be
proactive.
They
can't
go
into
the
market
with
just
like
hey
if
there
is
something
popping
up
in
the
vulnerability,
we'll
change
it
in
a
in
a
day
or
two
days
right,
I
think
that's
yeah.
I
think
they
are
being
much
more
proactive
and
cut
much
more
thinking
about
hey.
How
do
we
do
this?
I
think
that's
maybe
also
to
the
earlier
question
right.
B
That
is
a
challenge
that
I
think
with
openshift.
They
have
a
great
platform
to
do
this
and
to
do
it,
sane,
and,
but
I
do
think
customers
need
to
understand
their
application
need
to
see
you
know
what
else
can
you
attract
right,
doesn't
kind
of
making
sure
no
simple
things
right
doesn't
like
this
port
shouldn't
talk
to
that
port
or
that
port
should
just
talk
to
that
port
for
with
that
payload,
etc.
Right,
I
think
those
areas
are
to
be
proactive.
If
you
really
talk
from
a
security
from
an
external
aspect
that
makes.
A
Sense
it
it
does,
and
I
think
it's
you
know,
regulations
like
gdpr
and
you
know
the
california
data
protection
and
all
of
those
things
it
forces.
You
know
not
just
red
hat,
but
our
customers
who
are
creating
applications
who
are
managing.
You
know
customer
data.
They
really
have
to
take
that
into
account
and
you
know
going
back.
B
I
live
in
switzerland
now
and
we
have
our
own
data
laws
right,
and
so
you
know
we're
not
part
of
the
eu
right
and
so
we're
kind
of
taking
gdpr
and
then
adding
our
special
sauce.
But
then
it
gets
really
tricky.
As
in
what
data
can
leave
the
country
borders
right,
then,
then
those
are
the
things.
It's
always
been
very
tricky
right
and
it
doesn't
get
easier.
A
B
B
They
all
complain
about
regulatory,
but
then
you
still
see
like
issues
like
that
banks
get
really
like
the
buyer,
bad
investments
etc.
But
I
think
from
a
technology
perspective,
it's
it's
the
stuff
that
they
do.
I
mentioned
before
one
cio
that
kind
of
looks
at
the
hybrid
cloud
right
and
that's
exactly
for
data
reasons
they
do
some
stuff
can
go
into
the
public
cloud
and
even
a
public
cloud
that
has
data
locally,
but
then
some
stuff
they
do
in
premise
exactly.
B
For
that
reason,
this
data
can
go,
this
data
can't
go
and
they
do
it
kind
of
to
design
it.
That
way-
and
I
think
also
you
know,
red
hat
has
a
a
certified
cloud
provider.
Ccsps
are
there
called,
and
I
think
in
europe
we
have
71.
I
think
that
run
openshift
so
that
you
can
buy
openshift
on
and
think
about
that
in
some
cases
the
the
better
option,
right
that
you
do
have
a
hyperscaler,
the
big
hyperscalers
for
some
workload.
A
B
Actually
they're,
not
we
kept
them
in
engineering
for
the
same
reason
that
they
are
actually
closer
to
to
basically
the
product
development,
because
one
of
the
things,
if
you
look
at
the
openshift,
dedicated
the
key
there.
Yes,
our
support
team
will
actually
interface
with
the
customer
and
then
they
go
to
the
sre
teams.
But
the
sre
team
is
aligned
to
the
product
engineering
group,
because
you
don't
want
the
sre
just
fix
something
in
production.
It
never
goes
back
to
the
product
right
for
us.
It's
always
been.
A
Yeah
I
I've
always
I
I
was
never
clear
as
to
whether
they
were
aligned
with
engineering
or
with
you
know,
effectively
the
support
or
the
the
not
the
tam
organization,
but
but
that
side
of
the
house-
and
it
really
does
make
sense
to
have
them
more
aligned
with
engineering.
For
that
very
purpose
right.
They
can
reinforce
that.
You
know
direct
fix
in
the
product
type
of
of.
B
Yeah
yeah
well
keep
in
mind
that
red
hat
there's
a
org
boundaries
are
here
to
be
broken
right,
so
I
do
think
it
would
work
the
other
way
around,
but
he
got
a,
I
think
from
a
scalability
perspective.
We
did
it
initially
there.
Eventually,
if
that
changes
who
knows,
but
I
I
don't
think
we
have
those
those
boundaries
because,
like
today,
if
you
run
something
in
openshift
dedicated,
it
literally
goes
into
the
support
organization
they
figure
out.
B
Is
it
actually
a
problem
with
the
the
platform
or
is
it
another
problem
right
and
I
think
that's
you
know
the
the
power
of
the
the
support
organization.
They
are
they're
worldwide,
they're
in
every
every
country
we
have
pretty
much
every
country
we
are
operating.
We
have
people
from
the
support
organization,
we
don't
believe
in
like
one
central
system,
and
so
you
always
have
like
you
know.
Customer
is
in
in
chicago.
B
There
is
somebody
in
the
chicago
area,
and
there
is
maybe
the
us
is
a
bad
example,
but
take
take
an
asian
country
right
that
in
an
asian
country
we
always
have
local
people,
they
speak
the
same
language.
They
can
figure
out.
Hey
what's
really
going
on
and
then
they
that
the
support
team,
our
support
team,
can
engage
their
e
team,
they
speak
the
same.
They
speak
english
and
and
so
it
kind
of
bridges,
bridges
that
and
it's
the
better
customer
experience
and
sometimes
for
some
customers.
They
they
go
direct.
B
A
Yeah
that
you
know
you
mentioned
you
know,
breaking
down
or
red
hat
is
a
very
flat
organization
right
going
across
business
units
across
organizations
is
just
taken
for
granted
and
it's
funny
because
that
was
something
I
had
to
adjust
to.
When
I
came
to
red
hat,
because
you
know
I
get
emails
and
I
see
emails
from
support
folks
going
to
like
the
openshift
sme
mailing
list.
A
You
know
I
can
go
to
github
and
because
I'm
a
member
of
the
red
hat
organization,
I
can
see
the
repo
that
the
sres
use
to
document
issues
and
see
the
things
that
they're
working
on
and
how
they
fix
them.
And
it's
just
that
that
openness
and
that
you
know
unabashed
willingness
to
share
information.
Is
you
know
to
your
point
very
critical
and
it
just
leads
to
a
better
overall
customer
experience
and
product.
B
And
think
about
it
I
mean
that's
why
we
are
strong
believers
in
the
open
source
model
right,
because
I
mean
that
that
internal
reflection
that
you
kind
of
just
you
know
we
don't
use
levels
here
right,
and
so
it's
also
in
the
communities
right
and
I
think
that's
and
be
it
open
source
community,
but
also
be
a
community
of
customers
right.
Doesn't
you
know
I
I
pride
myself
to
be
just
the
regular
guy.
Even
when
I
talk
to
customers,
I
don't
want
to
have
this:
oh
I'm
the
vendor,
etc.
Right
doesn't
kind
of
hey.
B
B
You
know
like
it's
exciting,
right
and,
and
you
see
how
they
they
go
into
these,
like
I
said
before,
right
they
take
some
old
applications
and
kind
of
refactor
them
and
move
them
around.
It's
it's
pretty
cool
right
and-
and
you
see
that
more
and
more
right,
that
excites
me
right.
I
think
that's
the
approach.
A
Yeah
so
with
the
the
I'll
say
the
status
of
the
world,
you
know
the
pandemic
and
and
travel
effectively
being
shut
down.
I
don't
I
don't
know
if
that
affects
you
more
or
less
and
how
much
communication
you
have
with
customers,
but
do
any
of
those
interactions
stick
out
to
you
recently,
like
you
were
just
saying,
you
know
the
the
things
that
they're
doing
are
really
exciting.
So
do
you
have
any
examples
off
the
top
of
your
head.
B
Yeah
so,
first
of
all
on,
so
I
used
to
travel
a
lot
right,
so
I'm
based,
I
used
to
be
based
in
the
us
in
boston,
and
then
I
moved
for
personal
reasons.
Back
to
switzerland
kept
my
role,
my
global
role,
and
so
I
was
traveling
like
crazy,
and
now
you
think,
12
months
later
being
one
time
on
a
plane.
It
just
blows
my
mind
and
it
works
right
and
I
do
miss.
To
be
honest,
I
do
miss
interactions
with
our
associates.
I
used
to
travel
to
the
biggest
offices.
B
I
mean
to
the
boston
office
fairly,
regular
raleigh
as
well,
but
then
also
to
bruno
in
the
czech
republic.
We
have
an
office,
india,
china
et
cetera
right.
I
used
to
hit
like
them
just
for
my
internal
communication.
Kind
of
help
strategy
would
and
also
understand,
what's
actually
really
happening
on
the
front
lines.
So
I
I
do
miss
that,
hopefully,
eventually
that
comes
back
also
sharing
a
meal
with
a
with
fellow
associate
red
hat.
B
Just
you
know,
like
I
look
forward
to
that
dude
and
from
a
customer
perspective,
I
think
everything
changed
right
before
I
used
to
travel
and
meet
customers
in
person.
Now
it's
all
virtual
yeah.
It
seems
to
work,
but
it
seems
to
work.
It's
working
right,
the
it's
different
when
it's
a
new
customer
right.
If
you
meet
the
new
customer,
if
you
have
an
established
relationship,
it's
obviously
easier
just
to
have
a
video
call
or
a
phone
call,
but
with
new
ones.
It's
it's
a
bit
tricky.
B
B
I'm
probably
not
characterizing,
that
company
bill,
but
it's
a
software
company
or
I
think
they
are
called
the
oil
service
company
oil
field
service
company.
I
think
they
do
more
than
software.
I
think
they
do
hours
and
everything,
but
schlamberg
came
to
us
with
with
their
application
an
interesting
application.
That's
also
legacy.
B
I
don't
know
where
it
run:
legacy
delphi's
application
and
again
they
will
talk
at
the
summit
about
it,
but
I
find
it
really
interesting,
so
they're
refactoring
the
application
as
well
to
openshift
and
they
will
use
openshift
on
azure
as
their
their
platform
and
exciting
enough,
though
they
run
into
the
same
issue
that
their
application
needs
to
run
in
some
places
where
the
country
doesn't
want
their
data
to
keep
think
about
it.
The
country
has
oil
reserves.
B
Do
you
really
want
to
share
them
in
a
public
cloud
where
the
fear
in
you
know
we
talk
middle
east
with
asia,
where
the
fear
is
well.
What?
If
the
u.s
all
of
sudden
has
this
oil
data
right,
that's
probably
more
fear
than
than
anything
else,
but
they're
saying
no,
no,
we're
not
using
that,
but
we
want
to
have
a
local
provider
right,
and
so
that's
where
I
think
it's
really
exciting.
B
You
have
an
isv,
basically
refactoring
their
application
to
run
on
a
public
cloud,
but
then
also
making
sure
the
same
application
runs
on
a
regional
cloud.
I
think
that's
pretty
cool
and
I
do
think
we'll
have
more
of
those
that
we'll
see
happening.
I
think
there
was
an
announcement,
a
public
announcement
around
another
isvs.
B
I
think
more
european
one
that's
ibm
is
on
top.
This,
I
think
is
salonist
is
in
the
middle
and
they
do
the
same
thing
as
in
kind
of
the
refactoring,
and
so
I
think
that
those
are
the
exciting
things,
so
we
have
first
customers
using
it,
but
now
also
isv
is
realizing
hey.
This
is
a
really
powerful
ecosystem
that
we
have
right,
that
you
can
run
it
everywhere,
right,
as
in
hybrid
cloud,
in
a
similar
way.
It's
also
from
a
isv.
B
Probably
the
maintenance
cost
is
much
less
if
you
have
the
same
app
running
everywhere,
but
yeah.
So
that's
one
exciting
example.
I
think
I
talked
a
little
bit
about
the
other
example
of
the
client
doing
that
hybrid
cloud
approach
that
yeah
I
I
do
keep
up
my
my
conversations
with
customers
and,
as
I
said,
I
always
get
excited
when
I
see
what
kind
of
stuff
they
do
and
also
worries
me
right
and
some
some
customers.
I
know
I
debate.
B
I
depend
personally
on
it,
be
it
financially
be
transportation,
it
just
buried,
and
it's
like
oh
wow.
If
this
thing
doesn't
work,
then
I'm
personally
screwed
as
well
right,
and
so
so
I
think,
but
it's
I
think,
that's
the
excitement
that
you
see
like
and
which
is
you
know
you
go
back
in
history
15
years
ago,
when
red
hat
had
the
first
large
wins
on
wall
street
right
that
was
exciting
as
well.
All
of
a
sudden,
it
was
like
new
york,
stockholm
exchange
runs
on
this
or
this
and
that
that
was
exciting.
A
So
I'm
I'm
gonna
go
off
script
on
you
because
you
you
mentioned
the
the
three-letter
word
or
three-letter
acronym
that
everybody
seems
to
be
a
little
hesitant
about
and
that's
ibm
and
I'm
curious.
From
your
perspective,
the
impact
of
the
ibm
acquisition
and
I'll
tell
you
from
my
perspective,
ibm
brings
to
us
these
really
interesting,
really
challenging
set
of
circumstances.
Hey
we're
working
with
this
customer
to
do
this.
How
can
we
do
that?
So
I
I'm
curious
your
perspective
of
that
yeah.
No,
I
think.
B
B
I
feel
like
very
neutral,
and
you
know
like.
If
we
talk
about
the
public
cloud
providers,
it
doesn't
need
to
be
ibm
cloud,
it's
whatever
power
public
companies
around.
So
I
think
that
neutrality,
I
would
say,
check
the
mark
and
it's
achieved
after
you
know
almost
two
years
still
still
good
yeah.
What
you
mentioned
is
like
in
some
accounts,
some
accounts
really
like
it
that
oh,
this
is
all
the
same
right.
I
can
buy
red
hat
products
through,
like
the
ibm,
rep
or
bose
account
teams
and
get
engaged.
B
You
have
that
right
and
it's
positive
right-
and
I
think
what
you
mentioned,
which
I
think
is
is
actually
the
schlumberger
example
right
ibm
has
much
more
industrial
industry
depth
right.
That's
in
like
oil
exploration,
yes,
red
hat
had
a
oil
and
gas
practice.
It
was
like
a
lot
of
oil
and
gas
came
to
us
with
linux,
but
it
was
linux.
It
was
just
like
the
the
the
the
base
right
and
you
look
at
this
schlamberger
situation.
B
There
is
a
lot
of
ibm
people
that
really
understand
what
oil
exploration
means
with
geologists
etc,
which
we
never
had
the
breasts
to
do,
and
so
when
they
bring
that
customers
like
that
to
the
table
and
we
can
use
them
use
and
serve
them
with
the
same
products.
I
think
that's
pretty
cool,
and
so
those
are
the
positive
I
actually
have
to
say.
I
was
super
skeptical
and
I
admit
that
I
think
I
had
some
public
blogs
and
public
notes
on
this.
It
was
skeptical.
B
Will
this
really
work
and
I
have
to
say
I'm
positive
right?
Doesn't
it's
a
big
company?
If
I
do,
I
think
we
we
there's
always
challenges
to
work
on,
but
it's
it's.
If
you
meet
the
ibm,
especially
ibm
engineers,
they
function
the
same
as
red
hat
engineers.
Right
and
and
to
be
honest,
if
you
talk
to
ibm
sales,
people
or
country
manager
to
know
their
country
manager,
they
they
they.
B
A
A
And
I'll
say
from
my
perspective?
No,
you
know
ibm
has
been
really
good
about
taking
their
capabilities.
Cloud
packs,
of
course,
is
the
perfect
example
and
putting
them
on
top
of
the
red
hat
portfolio
right
leveraging
things
like
openshift,
etc.
There
is,
of
course,
some
overlap,
but
I
I
I
don't
see
that
as
much
I'd
be
curious,
your
perspective
as
well.
No,
no.
I.
B
Think
a
little
bit
overlap
is
okay.
I
think,
to
be
honest
right,
I
think,
and
you
can
look
at
it.
I
was
involved
in
a
previous
acquisition,
not
red
hat
than
an
other
company,
and
there
they
look.
That
overlap
is
bad.
They
got
to
kill
it
from
day
one
and
it
caused
a
lot
of
customer
frustration
and
didn't
really
bring
anything.
And
so
today
I
look
at
this
more.
B
You
know,
like
the
obvious
one,
I'm
sure
the
audience
will
pick
up
on
that
obvious,
I
wouldn't
say
overlap,
but
you
know
you
look
at
the
jboss
product
suite
and
the
websphere
product
suite
there
is
similar
functionality.
Is
it
a
bad
thing?
No,
it's
a
customer
choice
right.
The
customer
chooses
websphere
because
of
the
add-ons
that
can't
jboss
can't
serve
is
great
if
they're,
actually
moving
stuff
to
you
know
like
if
it's
just
j
to
e
that
works
in
jboss
is
a
customer
choice.
B
Right
so
and
we
haven't
had
discussions,
hey
we
gotta
do
this
and
that
I
think
what
we've
seen
and
you've
seen
it
with
the
the
management
suite.
You
know
some
stuff
that
we
take
from
ibm
open
source.
It
and
actually
use
it
in
our
portfolio,
and
I
think
we
actually
took
quite
a
few
engineers
over
in
some
of
these
elements.
B
So
I
we
are
not
looking
at
overlap,
but
now
we
got
to
stop
that
out
as
a
customer
choice-
and
you
know,
ibm
is
a
huge
company,
they
have
a
lot
of
products
and
we
are
sticking
to
our
portfolio.
We've
been
very
diligent
and
this
portfolio
makes
sense
and
then
we're
not
working
on
these
things.
I
think
let's
kill
this.
Let's
kill
that
right
then,
and
again
from
my
customer
angle.
Right
there's
in
this
is
where
you
lose
customers
right
that
I
mentioned
my.
B
How
I
got
to
red
hat
is
because
the
company
did
this
overlapping
will
force
customer
new
platform
that
opens
up
the
doors
to
actually
do
something
else
and
yeah
we're
not
on
that
track,
and
I
actually
think
it's
good
right,
because
you
have
customers
that
are
traditional.
They
want
to
stay
more
on
hey.
This
is
technology
that
worked
and
we
built
this
10
years
ago,
we'll
run
it
another
10
years
and
you
have
more
the
customers
that
say
hey.
A
So
that's
an
interesting
thought
of
like
for
me.
You
know
when
I
think
of
like
the
oil
and
gas
industry.
I
think
you
know
big
data.
I
think
that
they,
you
know
were
definitely
you
know,
leading
you
know,
leading
bleeding
edge
when
it
came
to
doing
things
like
analytics
against
that
data.
But
in
other
areas
you
know,
maybe
I
don't
want
to
say
less
business
critical,
but
less
industry
or
vertical
specific.
You
know.
Maybe
they
were
slight
laggards.
Do
you
see
variations
in
adoption
of
containers
and
kubernetes
and
openshift
across
other
verticals.
B
B
You
have
a
new
technology
right,
then
people
say
I
can't
do
that.
That
would
work
and
we
have
products
like
that
right
and
I
think
there
was
like
a
steeper
adoption
curve
right
and
you
can
look
it
back
that
I
would
say:
openstack
probably
had
a
steeper
adoption
curve.
People
understood
they're
gonna.
This
is
you
know
how
many
years
back
right,
but
customers
understood
they
got
to
build
the
internal
cloud,
but
then
it
was
already
that
skill
level
is
too
high.
B
B
You
know
like
openshift
openstack,
a
bit
more
scale
but
yeah
based
on
the
vertical
I
wouldn't
say-
and
it's
also
interesting
for
us-
is
right
that
we
always
had
the
financial
sector
pro
leading
us
right
as
in
there
was
always
the
vertical
that
pushed
us
and
then,
like
five
six
years
ago,
we
started
doing
more
in
the
telco
space
that
was
openstack
right
and
a
lot
of
telecos.
Actually,
with
the
network
functions
virtualization
nfv,
they
kind
of
did
this.
B
I
would
almost
call
it
this
stand
up
now,
but
they
did
this
right
and
now,
with
openshift
I
wouldn't
be
able
to
tell
you:
is
it
the
financial
services?
Is
it
the
telco
leading
it,
and
is
it
transportation?
I
think
there's
a
lot
of
it.
It's
a
hard
question.
We
would
have
to
dig
deep,
but
I
do
think
openshift
actually
achieved
that
to
be
more
a
ubiquitous
platform
that
can
be
used
in
every
vertical
and
every
size
of
the
component.
A
Yeah,
I
wonder
if
containers
democratized
access
to
a
lot
of
those
things
because
it
went
from
you
know,
I'm
a
super
smart
developer.
I
created
this
super
complex
application
and
here's
the
300
steps
for
the
playbook
to
install
it
to
you
know,
podman
run
and
you
know
now
you
can
broadly
adopt
those
yeah.
B
A
So
I'm
gonna,
I'm
gonna,
dig
us
out
of
that
hole.
I'm
gonna
change
directions
on
you,
so
we've
only
got
a
little
less
than
10
minutes
left
so
for
all
of
our
audience
who's
watching.
Please
don't
hesitate
to
ask
any
questions
that
you
have
for
marco
and
in
the
chat
I'll
be
sure
to
pass
those
along,
but
I
want
to
kind
of
ask
you
what
I
I
hope
is
a
light-hearted
question,
which
is
you
know,
as
the
person
who
is
ultimately
in
charge
of
you
know,
organizations
like
support.
B
I
do
you
know
it's
funny
right,
I
mean
obviously
it's
a
large
organization,
several
thousand
people
right
and
so
in
the
old
days
I
had
my
cell
phone
number
posted
publicly,
so
customers
could
really
reach
out.
I
think
we
still
do
have
that
page
with
my
leadership
team
and
there's
a
vice
president
run
support
or
the
whole
customer.
B
That
obviously
really
worries
me
to
be
honest
right
if
it's
like
a
downside,
but
on
the
other
hand
I
sleep
well
at
night,
and
I
know
I
have
a
super
team
right,
there's
engineers
all
over
this
world,
we'll
skate,
we
scaled
it
up
over
the
last
15
years,
so
much
that
it's
top
skills
full
coverage,
so
I
actually
feel
good.
The
other
areas
I
worry
about
is
data
leakage
right.
If
something
happens
with
like
a
security
breach
that
happens
to
a
customer,
how
can
we
help
a
customer?
Those
are
the
dicey
ones
right.
B
When
you
see
my
recently,
I
had
a
customer
that
got
the
ransom.
I
don't
know
how
you
call
it
some
kind
of
ransom
there
in
their
environment
and
then
that
cio
was
panicked
about
what
do
we
do
right
and
and
large
large
company,
and
we
had
a
team
just
jumping
on
and
saying:
hey.
Is
this
also
impacting
the
linux
environment?
This
is
a
a
linux
environment
and
it
was
a
a
other
environment
and
then
my
team
jumped
on
it
and
within
hours
they
said
like
no.
B
No,
this
one
will
not
attack
the
red
hat
side
then,
which
mem
for
this
custom
they
could
bring
up
all
their
erp
again.
There
was
a
huge,
huge
relief,
but
those
things
give
me
harper
and
I
mean
I
think
in
that
instance,
the
fbi
got
involved
and
and
wow
like
massive
massive
investigation
on
that.
But
I
was
glad
that
hey,
it
didn't
turn
out
to
be
un
impacted
on
on
red
hat,
but
those
are
the
the
security
ones
kind
of
blurring
me
as
in
like
how
do
we
do
that
with
the
customer
right?
B
Our
score
is
really
good
and
I
think
majority
we
provide
a
good
experience.
But
when
I
see
like
this
bad,
it
really
hurts
me.
I
I
almost
take
it
personal
as
in
like
oh,
I
couldn't.
We
couldn't
deliver
against
that
expectation
and
those
are
the
things
that
keep
me
up
at
the
most
like.
How
can
we
systemically
approach
things
differently
in
some
areas?
In
the
proof.
A
B
B
It
started
with
rel,
but
it's
also
like
there
is
there's
customers
with
openshift
there
and
and
deploying
that.
But
it's
not
just
south
africa.
It's
also
the
areas,
and
I
have
to
apologize
for
my
geography,
but
there
is
a
and
I'm
just
blanking
on
the
kenya
is
actually
surprising
one
that
we
actually
started
seeing
a
lot
of
business.
I
do
think
we
have
one
one
or
two
persons
directly
in
kenya
and
then
the
rest
of
africa.
We
cover
quite
a
bit
with
with
partners,
but
you
can
imagine.
B
We
mentioned
oil
and
gas
before
it's
happening
in
africa
as
well.
Nigeria,
and
that
area
has
a
lot
business
as
well.
Telcos
in
africa
are
quite
large,
open
source,
red
hat
customers
as
well
so
yeah
business
in
africa
is
is
still
small
compared
to
the
us,
but
it's
definitely
something
that
we
cover
with
with
a
direct
team
in
in
some
areas.
A
So
in
our
last
two
minutes
here,
do
we
have
do
different
verticals
focus
on
different
aspects
of
openshift?
In
other
words,
is
telco
really
excited
about
sdn,
while
banking
only
really
cares
about,
for
example,
openshift,
container
storage
or
now
the
openshift
data
foundation,
since
they
just
rebranded.
B
Yeah,
it's
a
it's
a
really
good
question.
I
think
we
see
some
trends.
You
know
beat
telco
and
being
also
the
industry.
We
don't
have
an
industry
vertical,
but
I'll
just
use
industry
4.0
as
a
buzzword.
So
I
use
my
buzzword
count
as
well,
but
in
that
vertical
you
see,
use
cases
more
on
the
edge
right
as
in
how
do
we
actually
deploy
opengif
in
a
smaller
place
right
and
you
can
imagine
a
5g.
Probably
if
you
listen
to
chris
wright's
webcast,
he
talks
quite
a
bit
about
that.
B
But
those
are
the
use
cases
that
we
see
that
I
will
categorize
as
edge,
which
I
see
mostly
industry
and
telco,
and
I
think
the
financial
market
and
or
that
vertical
I
think
they
they
care
about
containerization
as
a
as
an
abstraction
layer.
They
also
like,
I
said
right
like
how
do
you
get
old
apps
over
there
or
how
do
you
break
up
old,
apps
right,
older
apps
into
smaller
pieces
right,
and
so
they
use
that
kind
of
containers
as
well
as
in
like
kind
of
breaking
that
up,
but
that's
yeah.
A
Okay,
well,
I
we
have
reached
the
top
of
the
hour.
I
want
to
say
thank
you
so
much
for
all
of
your
time
today.
This
has
been
incredibly
enlightening
and
useful.
For
me,
I
have
learned
a
lot.
You
know,
as
somebody
who's
been
at
red
hat
for
borderline
three
years
now.
So
thank
you
so
much
for
your
perspective.
I
I
will
happily
give
you
the
final
word.