Hello, and welcome. My name is Shannon Kemp, and I'm the Chief Digital Manager of DataVersity. We'd like to thank you for joining today's DM Radio. Accelerate your move to the cloud with data catalogs and governance, answered today by Calibra. It is a deep dive in continuing conversation from a live DM Radio broadcast a few weeks ago, which if you missed, you can listen to it on demand at dmradio.biz under podcasts. Just a couple of points to get us started. Due to the large number of people that attend these sessions, you will be muted during the webinar. If you'd like to chat with us or with each other, we certainly encourage you to do so. Just click the chat icon in the bottom middle of your screen for that feature. For questions, we will be collecting them by the Q&A section in the bottom right-hand corner of your screen, or if you'd like to tweet, we encourage you to share highlights or questions via Twitter using hashtag DM Radio. As always, we will send a follow-up email within two business days containing links to the slides, the recording of this session, and additional information requested throughout the webinar. Now, let me turn the webinar over to Eric Kavanaugh, the host of DM Radio, to introduce today's webinar and speaker, Eric. Hello and welcome. Hello, Shannon, once again, and hello to all of you out there. Thank you so much for your time and attention. It's time for a DM Radio deep dive. Yes, indeed, yours truly is on the road today on the cell phone. Hopefully, the audio is okay. What a great topic we have. It's the big topic. It has really risen to the forefront of most organizations. Accelerate and move to the cloud with data catalogs and governance. So, today, you'll be hearing from yours truly, and Paul Brunet, Vice President of Marketing at Calibra. Paul is a very well-versed individual in this space. He has a really remarkable career, and he's going to share with us some really good perspective about what Calibra is doing in this space. So, I have this term I'm using these days. It's going to color a lot of what we talked about in the coming year, the Great Migration. What I'm talking about is the movement of large enterprises, the movement of data and processes to the cloud. We're talking enterprise cloud. We'll talk for a few minutes here about why that's happening, and I'll give a little history, a little timeline for you in a moment, but I'm surprised it's taken this long. I have to say, I thought seven, eight, nine years ago we would have already seen this kind of significant migration of both functionality and data to the cloud, and it just didn't happen. And I see the world through a marketer's lens. So, I'm responsible for marketing webinars and marketing content and helping people get access to useful resources. And so, I carefully pay attention to key words, call them buzzwords, I suppose, but they're important words, what are the hot topics, analytics, big data, obviously IOT has been a hot topic, data governance has been a very good topic for several years now. And I've been surprised that cloud for the enterprise has been a snoozer from 10 years ago to nine, eight, seven, six, five, four, three, two. I would say two years ago things finally changed, and all of a sudden major organizations realized that the time has come to move to the cloud. There are a number of different factors that come into play for why that happened. Let's kind of look at a quick timeline here. So, I just did some research to find some key moments in time as the enterprise has been examining cloud. And I was shocked to see that IBM was first selling virtual machine technology in 1972 on the mainframe. Wow, that's a long time ago. It took many years from then for the cloud to become serious. But if you think back in 1997, that's when Yahoo! Email launched. A lot of those services came out back then. And that's a cloud service. Make no mistake, cloud hosted email, that's a cloud service. That's the early days of cloud computing for consumers and for businesses, obviously. And there are some pretty big mistakes along the way. I remember I used to have an excite account and I used that for a lot of my business. And then one day I logged in and what had happened is their engineering folks realized they had to do a major change. They did not expect the volume they were going to get. It was really causing them a tremendous amount of trouble behind the scenes. And so they were moving to a new service and they threw up this error message kind of thing or it's a message or like a prison as they call them on the iPhone where you had to get around it. It was some blotty, blotty, blah, this permission, that blah, blah, whatever. I just said okay. Only realizing after hit okay that what they were saying was, oh, do you really want all your history of your emails because we're moving to a new system and one click, all those emails are gone. It's just gone. So I lost a tremendous resource of a lot of old contacts that I had and a lot of information. And that was just one of the early errors that we saw in the cloud. Well, these days you don't see that too much. But if you look at some of these other dates like 2006 Rackspace Cloud, it was like, was it really that long ago? 2006 Amazon Web Services was launched. Well, the interesting thing here is you can see I put 2007 almost zero big business cloud. It just wasn't happening. They weren't interested on prem data centers. We're still absolutely ruling the day. 2008 Project Red Dog, anyone know what that is? That's Azure, Microsoft Azure 2008 Google Cloud Platform. It's kind of surprising because only in the last two or three years has Google really thrown down the gauntlet and gotten serious about cloud computing. And I can tell just by watching some of the people they hired. So they're very cleverly went out to the marketplace and grabbed very intelligent, very talented, very seasoned enterprise software executives from big companies like Informatica, like Oracle, like IBM. And they brought these folks in to lead their teams. But the big challenge just for what it's worth for a company like Google is that they kind of have this one size fits all mentality because of how they operate and what they do and the nature of the service they provide. And so it took a good long while for the heterogeneity of the enterprise to really sink into the minds of Google corporates and Google engineers. And I think that day has now passed. So just following through on some of these other timelines, Google Docs 2009 was revealed. I'm still amazed at the power that Google Docs have delivered and now of course Microsoft again has gotten serious. And I mentioned I teased that I thought there was one specific development that really ushered in this great migration we've been talking about. And in my opinion, it's Microsoft. When Microsoft got serious about the cloud, when the new CEO came in really setting the vision, setting the trajectory for that company, it was huge. You turn that company around. Frankly, it was still an absolute powerhouse. But they had kind of lost market share in some key areas despite having really good tech in a lot of different spaces. But they just didn't have that focus and that drive. And in my opinion, the reason you see this great migration happening right now is because Microsoft got very serious about this stuff. And how funny is it that we can thank Microsoft for saving us from the monopoly of Amazon Web Services? I think that's pretty funny. So Kubernetes, Docker came out in 2013, 2014 at Kubernetes. This is a huge, huge development. We're going to talk about the other part of this equation now for the rest of this webcast, which are the data catalogs. But Kubernetes and the whole concept of containerization also played a critical role in opening up this new conduit to cloud computing. And the reason being it's not really virtualization. If you talk to people who really understand what containers are, it's not really virtualization, but it's somewhat similar to that. The best description I've heard to describe containers and what they do is that they basically are system processes that are saved as images basically. You can scale them out as you need to. You can scale them down as you need to. But these little containers that just contain system processes are going to represent, in my opinion, the stepping stone to the new world of multi-cloud. And that's another one of the funny things I talk about is it seemed to me like over a period of like maybe six weeks, we all went from talking about hybrid cloud, meaning you'll have your on-prem data center, but you're also going to have your cloud instances. Hybrid cloud to multi-cloud, like six weeks. I never thought, oh yeah, hybrid cloud, no, it's multi-cloud. That is the new reality. I guarantee it's true. There's no way it's going to change. You have too many major players at the table now, all sinking in, getting roots, really entrenching themselves for the future. That includes, of course, Amazon Web Services, Microsoft Azure, but also some of the other big players, SAP and the SAP Cloud Platform. These guys are getting very serious about cloud. They kind of did math in their head. And I also found out from their CTO just a few weeks ago that they really made a huge bet on Kubernetes as opposed to Docker. And that bet has appeared to pay off in spades. Kubernetes has won the day by just about every measure I've seen in terms of usage and so forth. It's not to say Docker is going to go away, but Google really, really sharpened their pencil and really sharpened their vision and figured out that Kubernetes is the way to go. And the reason it's so compelling and so powerful for our story line today is because, again, the container strategy that you put in place in your organization can allow you to achieve this multi-cloud reality. Because if you try to do some sort of point-to-point connections in the traditional way, like we used to talk about enterprise application integration, there is just absolutely no way you're going to survive. There's no way you're going to be able to maintain that environment. So we're going to have API-driven connections, but I promise you that a container, a sound container strategy is going to be absolutely mission critical for serving as that stepping stone or that way station, if you will, from the old world of legacy on-prem data centers to the new world of multi-cloud. And I have to say in 2016, 2017, 2018, it's absolutely real. And cloud is the great democratizer now. It really is. Now, it's actually to cause some trouble for some of the traditional vendors. There are major companies like, well, I won't name any names, which is called Major Analytics Vendors that were focused on on-prem data centers. Well, think about the dynamics, the pricing dynamics of going from the old world environment where you bought the servers and you bought all the staff to manage that stuff and you had to do all that on your own with your team and your data centers.  It was incredibly complicated and very, very, very expensive. And a lot of the big guys who made just tremendous amounts of money. We're talking billions of dollars to the point where they could have billions of dollars in cash sitting in banks in cash, well, they made their money in that old model and that old model is fairly precipitously falling apart. So it's not, there is going to be a long tail. We'll talk about that in a second. But nonetheless, the reality is here now, cloud is the great democratizer and the companies that don't figure out how to reprice themselves, how to price for the cloud model, well, they're going to have some trouble. I was actually at the Tableau Conference just recently and there's an example of a company that really figured out how to transition away from this old license-based model to a new subscription-based model. And let's face it, that's probably the future is subscription-based services. You want to rent this stuff. You don't want to necessarily have to buy it. You're still going to have licenses for a long time going forward, traditional purchasing of software. But I would argue that the cloud is the great democratizer. It's good for the end users. And now that we have this great movement, it's going to be good for everyone, I think. So I found this via Grammarly. So thanks to those folks here. Catalog versus catalog, just the spelling. Well, it's the same thing. Typically, the catalog on the left is really in U.S. English, catalog on the right is the rest of the world. But I'm going to take a different spin on this and I'm going to use this to describe different kinds of data catalogs that exist today. And at one of the left, catalogs have been around for a long time in various forms, things like business dictionaries or data glossaries. Things of this nature, even, you know, hierarchies of information that are used to better understand complex scenarios. That's all good ontologies. That's the word I'm looking for. Well, the sort of traditional catalog that required a lot of manual effort to name things and to identify systems and so forth to just manually go through and document that stuff. Oh man, that's not going to make it. That's just not going to happen. These environments today are so complex. They are so heterogeneous and especially when you start getting into these multi-cloud scenarios, there's no way that you can manually have even the smartest person in the room go through and capture all that information and make it useful. It's just not going to happen. What you have to have, and this is where I say catalog with UE, let's call that UE User Experience. A catalog that has good user experience is going to win the day. And a user experience takes several different forms. One is collaboration. You've got to enable collaboration. This is something that Google Docs has done so well. I mean, it's such a simple thing, but all of a sudden to be able to be in a spreadsheet with not just your team members, but people all over the world at the same time seeing the same document, that's just magical stuff. And I'm reminded one of the beauties of the cloud. Now, this was also technically true in the data center. It was just harder to get at the data, but in the cloud, so much of that metadata capture is just baked into the system. When you load a file, it's in there. You know when it was in there. Bob Jones did it on September 3rd, 2016 at 4.69 and 4.59 p.m., whatever the case may be. The exact precise details are all baked in by designing. That's a lot of data to have, but it's so good for things like lineage, for things like audit trail. It's so powerful to have all that data and to just know that it's there. And again, it used to be there too, but you had to go to the IT guys to get it. It was really hard and people forget that the traditional IT is so complex because you really had to understand so many different systems and there are so many versions of systems. And that's still true today, but I would argue that the IT person today who wants to thrive in the future tomorrow, that's going to be a cloud person. You're going to need to know cloud environments as well as you used to know your on-prem systems and that's a full-time job. That's a full-time job for a number of different people and really understanding nuances between this cloud environment and that cloud environment, which workloads work better in Azure, which workloads work better in Google. All these different considerations are going to come into play, but I promise you that catalogs, again, combined with Kubernetes and this whole container strategy, these two concepts, these two sets of technology are going to enable the great migration and I think that's why we see so much movement now over the past couple of years. But there's going to be a really long tail to on-prem. I promise you, on-premise data centers are not going away anytime soon. I look for some interesting developments in that space over the next two years, quite frankly, especially as you get these great container strategies rolling out. You really don't have to move to cloud. That was actually a big event in Orange County a couple of weeks ago at a major, major software vendor that does a lot of ERP work, Enterprise Resource Planning. They're all talking about the real-time in-memory architecture that can have an in-memory ERP. And that's great. That's good stuff. That's where you want to be.  But the interesting question becomes, in your cloud, what's it going to be? Is it going to be single-tenant or multi-tenant? Well, with respect to the people running the software company, well, I guarantee you, I know what they want. They want multi-cloud. They want multi-tenant rather. They want multi-tenant. It makes it easier for them. But single-tenant is what a lot of big companies are going to want. And there is a very candid consultant there who I talked to outside smoking cigarettes for a few minutes who shook his head and said in his Bella Russian accent, he's like, CFOs are never going to multi-tenant cloud. Like, this is not going to happen. Chief Financial Officers are not going to want their data in some multi-tenant cloud. Now, maybe someday that will happen, but it's not today. That's for sure. So there is going to be a very, very long tail to on-prem data centers. If you run a data center, if that's your job, don't worry. You're not going to get fired anytime soon. But please work with the cloud folks. Work with the container folks. Work with the catalog folks. Because the catalog, the reason the catalog is so important is because it's going to help you move all that data or all the critical data. And they have to figure out which data to focus on first and that depends on your company and your business model. But I promise you the catalog is like, it's just a critical component to moving that data. First of all, understanding what you have and then being able to manage a process where you can responsibly move into the cloud. But make no mistake about it. You're going to need some data life folks out there. I think what's going to happen eventually is a lot of stuff is going to get moved to the cloud. You know, in best case scenario, it's going to be like 80%. And then you're going to see some systems finally getting deprecated. And that's interesting, right? Because retiring systems, sunsetting systems almost never happens. I'm reminded of one of my favorite quotes by a guy named Gilbert Van Tutsen who said in a briefing one day out of the blue, he just said, so elephants go to a special place to die. But there is no software graveyard. It all just goes to the cloud. Love that line. And he's right. That's exactly what's happening. It's all going to the cloud. So with that, I've hopefully kind of set the stage and given you some fun energy to appreciate where we're going. And I'm going to hand it off to Paul Brunet. So Paul, I'll give you the keys. Take it away. All right. Well, thanks, Eric. I'm really going to rely on that analogy with UA, UE meaning user experience, because I think that is going to be one of the key things that we look at. So what we wanted to talk about was a little bit more, there's a lot of discussions. If you were listening to a little bit more of the pre-conference where we were just talking a little bit more about where are catalogs, why are catalogs happening today? And now, how are they being utilized? I still always talk about, you can talk to the multiple organizations. This idea of digital disruption, digital transformation. Now, however we want to define this is very much a part and will always be a part of businesses today. And the key question here is, you know, is where are you? Where is your organization? And how quickly are you able to capture those new opportunities? You know, I guess the thing, you know, and I think McKinsey has even followed up behind us and just reiterating that this is actually happening. That many of the markets that we are in today will not be there. And especially where most of the growth is happening. So the question is, you know, where do we go? There's an organization out there. You know, I always love it when we see conversations around where individuals think we need to be, right? You know, we kind of get out there, a lot of these big thought leaders. But I'm also a big believer in benchmarking. Let's get to the people who really understand this, who really have a knowledge of it. Let's go to the individual organizations that many of you are part of them. Take a look at, you know, like, where are we? And so the idea of this is we know data is going to be at the core of this transformation. And we've been saying this for a long, long period of time. But the key question is, you know, where are we in this journey? You know, like, are we able to get the data, the data and the analytics into the hands of the people that really need it? And so from a benchmarking study from a company called the Ahacca Group, you know, like, out there, is you can really see the idea of its limited adoption versus mainstream adoption. Like, we still aren't close to where we need to be able to be. You know, it has to be data-driven decision-making, right? It has to be, like, based upon analytics, especially as we want to start even evolving more so with the idea of AI and machine learning from an overall perspective. And many times you'll see a focus a little bit more around marketing, but across all of the business functions you see from finance to human resources to procurement to even the IT function in and of itself. The idea of it is that we, this is still the future. We have to figure out how to solve it. And it's one of the key drivers for catalogs and specifically, and with that is the idea of governance. We'll get into that a little bit more. But why are we where we are? Why isn't that we don't see this more broadly based adoption? And I think what we started to do, we thought the problem was that people didn't have access to data. You always said, I can't, I don't have access to data. I need access to the data. So the idea of this is that, you know, this is a piece of work that MIT does every year where they compare and contrast, you know, like what are people saying about access to the data versus is it actually useful access? And the study over the last couple of years is basically said it's between 75 to 77% for the last five years. Yeah, I got access to the data I think I need. The problem is it's not useful. And the gap between these two has actually increased, you know, so where it used to be, you make maybe around 10%, 15%, to now it's up to 28%. So what we've done with the various arrays of technologies, you can say everywhere from self-service, even some of the service business and B.I., to some of the areas around data warehouses to even data lakes, the early initiatives around data lakes is we made sure we put the data out there. But what we were missing is do we understand the context and exactly to your point, Eric, before, is do we think about the experience of making sure that someone could truly make it actionable? And so, you know, additionally to is who were we focusing on? You know, we're going to use a lot of analogy that the analogy really is you think about it from a commerce perspective and catalogs and from a commerce perspective. But I really think this model holds true because in commerce, you know, and especially if those of you that, you know, everyone thinks about it from a B to C perspective, but even from a B to B perspective, it's even more relevant. Today, we've built most of our systems for those data experts, the scientists, the engineer, the analyst, right? That's really where we focus on. But when we take a look at the proportion of these individuals inside of an organization, it's a very small proportion. It's like, if you're lucky, even 10% of folks. And then if you think about even more so, we're seeing a lot of questions around how do I drive data sharing beyond my organization? And you start thinking about it and adding into this idea of channel partners. There's an extreme unmet value out there. It's an untapped opportunity. And that's really where we see the idea of, you know, the idea of catalogs, but also moving to the cloud because the idea of if we put into the cloud, we really allow it to be much more accessible. And that's really where we're seeing a lot of these conversations happening today. So let me just, I'm just a humor meme and talk about it. It should be something, it's about consumption and driving this consumption. Let me give you an example. And I'm going to, and I'll come back to relate it.  And there's different ways, different stores you want to go shopping for. And sometimes you're going to shop for the individual items you might shop for individual vegetables or the meat that's associated with it. You may take a look at where some of these things are combined together slightly. You know, it might be a spice mix that I want to add to it. So to go forward, or you may even think about, you know, I may look for a completely pre-packaged dessert, right? And so there's different elements about what I may be looking for. I may be looking for the raw, very creative person where I want that raw materials to, I just want the simplicity of something combined for me. If you keep this idea of thing and going forward and said, maybe associate with that meal, I want a bottle of wine, but that's governed by some level of policy. I need to be of a certain age. I need to have a certain identification in order for me to go buy that. And then you think about it and then I want to be able to use it. I want this so I can get my hands on it. I may not get immediate access to it, but I've always got visibility about where am I, when is it coming so that I can really go drive that usage as I go forward. The last thing here is as you're going through it, in your shopping spirit, you may want to always get in contact with an expert. So an expert may be the butcher and may be a chef you may know and may be an expert around wines or what your favorite beverage may be associated with. But the idea is always as you're going through it, you want to also ask the expert as well as your community at hand. You want their feedback because as much as you trust the expert, you have a higher degree and higher likelihood of trusting that community that's near and dear to you. This is the basis of electronic commerce today. Now, the idea of catalogs is meant to go and represent that. But I think, you know, I want to come back to what Eric said, is catalog is just a repository for us, where we have to think about the experience that's based around it. So today a catalog is about giving individuals the data citizens and this is anyone who needs data to do their job, to do their function. Where we want to give access to the source systems because there is a series of consumption systems on the other side. And at some point in time, these consumption systems also become source systems. So the idea of this idea of catalog is to be the central repository for all of this quote-unquote data and the data and all the derivatives of this idea of data. And today, you know, this is increasingly becoming a mix of between, you know, in the cloud as well as being on-prem. And the idea of this catalog is that it needs to extend to data, right? And data in very different forms. I may be interested in a raw set of data or I may be looking for data sets coming back to my analogy and maybe just into raw vegetables or meat or I may be looking at some elements of these and put together a data set or I could be looking for a report, right? That's the completely pre-packaged meal, right? Whereas just give it to me on the platter. And these different requirements will be based upon the individual that's coming in. We may not want to give that marketing professional access to the raw data or to the data sets where there may be best served by the actual analytics, the reports, the dashboards or some of these refined models or algorithms that are created from the scientist so they can apply them into their marketing systems. So the idea of this is the whole focus of the catalog is to give this experience that we're all comfortable and familiar with all around this precious resource that's available out there. Now, it's just not as simple as putting it out there, right?  And there's, you know, from various sources everywhere from the idea is it structured or is it unstructured? What data are we making sure this data is all available? The idea too is coming back to my analogy of, you know, going to buying a bottle of wine. If I'm a miner, I'm maybe not supposed to have access to it. So are we only giving employees access to the data that they need? And are we really making sure it's simple for them to discover in a context that they're really looking for? Eric, as you mentioned before, the alignment to a glossary or dictionary to the business terms, those priority areas. And then comes the key area of trust. There's different ways that we have to think about trust. The first one is around quality. We know that bad quality is a big cost, but it also impacts the individual coming back and using it a second or third time. So once again, one of the key reasons we ask is, why aren't more people utilizing the data? Well, because they had a bad experience. What happens when you have a bad shopping experience?  Probably not, because you're not likely that it costs you more pain and angst than the value it delivered. Additionally too, is this not only at the individual level, but it goes all the way up to the CEO's office, where especially in these new areas of AI machine learning, what about the integrity? Can I trust the integrity? And can I really think about this in the broader context of ethics and usage?  If we don't do a good job of protecting the privacy of that data, the protection of it overall, they're less likely to shop from you and they're less likely to provide more data to you. So a catalog, while it's meant to really solve this idea of getting the data there, there's lots of other things we have to consider as we go forward. And hence the reason why we always talk about it in the context of the idea of a catalog, but then how do we really make sure we do a good job of managing it? So one of the things we hear from clients is the idea of this is about find, understand, and trust. We talk pretty extensively about the idea of find and that's what a catalog is. It's a really simple shopping experience where I can find things. I can research them. I can ask questions about it. I can put it into my shopping cart and I can get access to it. But this idea of really understanding of it, where does it come from? What's the lineage of it? Can I ask some additional questions around it? Is it directly aligned to the project at hand? Is it the right data source I'm looking for or are there different variations of it and I've got the wrong one going to go forward? So the idea of this classification and tying it into what you mentioned before, Eric, around what matters to me as a business is critical. And then lastly then is trust. Do I have access to the right data? Is it the right data? Should I have access to it? So the idea of trust plays across all of these different elements. And the one that we really see playing up more and more is this idea of collaboration, crowd sourcing, the ability of ratings, reviews, discussions. Others like me have shopped for this. It's becoming much more effective because we're seeing the idea of centralized governance becoming much more dispersed to more of these things if we capture them and allow the opportunities. The community itself can put this is a poor data source and therefore in and of itself the community has spoken and that's just something that we have to think about removing from it as we go forward. So this is just a general definition of what a catalog is and how it relates to governance. Let me give you an example. A client we work with, a company called Cox Automotive Unique, they have about 40 somewhat businesses of which integrations across it. And one of the things they were trying to do is build this integrative view across these various businesses. And they started by getting that understanding at one business level. Understanding of the glossary, the dictionary, and the alignment of the data to those terms, getting that universal conversation going. And then what they started doing is taking a look at how do we really think about expanding this across all the businesses. Then as we start doing this, making that available in a catalog. And then so what the idea is making it searchable, making it simple to find, making it sure that others can discover it and it's in a context that everyone understands. And as they started going through this, they started the ability being able to understand about retiring. They retired 10,000 legacy reports from their data warehouse. They were able to understand what are the core data sets that are important. So they were able to catalog more than 4,000 data sets as they were building their catalog. And then additionally to is this was combined with as they were moving to the cloud. In this case, the idea of AWS. So the idea of now I have an understanding of what's being utilized. And as I'm moving into cloud, it's the right data to be moving to cloud. It's not just any data. It's the right data. And so kind of going back into it, making sure it's accessible, but making sure it's done in context. So now organizations can really drive that insight. So let's talk a little bit about now how we see this transition of, okay, now I need to really, I get the idea of finding and understanding the role of catalog and some of the facilities around governance and how they play out. But how can we use this? How can organizations look at utilizing this as they're moving to the cloud and how they can use it to help really help accelerate it? We have to propose that there is some additional questions we have to start asking. The first one is, how do I provide this integrated visibility? If an individual knows today where a data source that they're looking for is currently sitting as you mentioned before on premises and next minute it's in the cloud world. That's a very bad experience. If one minute is there, next minute it's gone. So the idea of it is how can we use catalog to create a single experience and the backend discovery is, I mean, or where the actual source of the data is, doesn't mean it's a relevant. They have a consistent experience to go through. Second question is, how do we understand the idea of prioritizing which data assets can be moved to the cloud? If we can see this through our catalog and understand the usage and what's being, those are the priorities that should be moved and it's going to help us to drive a more efficient and effective cloud environment. What we see is especially as we started building out the data lakes and the broader data warehouses that we just started loading it up with lots of data in anticipation that someone would need it. But as these things have grown and our usage of cloud has grown, so have the expenses. The idea of it now is, how can we make sure we utilize catalogs and governance to be more efficient in our spend within the cloud? The next piece is AI machine learning. We hear a lot about it and we're still at the early if we see that this. But the idea of it is, if there's a data source, if my AI machine learning capability is only existing in the cloud or that's where I'm trying to leverage it, but most of my data sits from an on-premises world, how does the organization know what's needed? Can I provide that visibility across all the data and then make the request for the right data to be moved from the on-premises world into that raw zone in the cloud? And then the last piece, and definitely a key question we have is, we spent lots and lots of money, depending upon the industry, of ensuring that we have compliance for different regulations and we see this even expanding as we think about GDPR and soon to be CCPA on California, is how can I do this? If all of a sudden I got a figure for my financial reporting or for insurance or from a healthcare perspective, how can I really do this? And if I move the data, do I break my compliance? And so the idea of visible processes, processes that can go across the on-premises and the cloud world will help to ensure that you kind of extrapolate your governance processes and your compliance processes regardless of where the data is. And so this idea of moving to the cloud adds some challenges, but once again if we think about it in the context of the values of a catalog in conjunction with governance, it can really help us move forward in many of these areas. And so let me give you an example of, and this can happen across any. So there's a data citizen. It's an analyst who's thinking about creating a report. In this example, they can be in the supply chain arena and they're looking for pulling a six month forecast report around orders. They go into the system, they look at the catalog and they see that there's an already existing report that's out there. It's a non-premises report. And they look at the rating reviews. It seems to be pretty good, but all of a sudden they see that there's a caution that one of the core data sources can no longer be used because it's being deprecated. The key question is, okay, how could I find what's the right source and how do I make sure it's moved to the location into the new data lake that I'm supposed to be accessing and how do I help better facilitate this? So the idea of this is that you go into and that the catalog provides not only the existing report but also provides information based upon the stewards and the owners that the new source is actually sitting in a new ERP system. And that you can go in and make the request that that data source is moved to the cloud, moved into the data lake in the cloud. So again, and this is facilitated through the different workflows and capabilities that you've built within your environment. Then once it's moved in there, you're notified. Now I can go in there as the analyst and say, is this the right data? You're like, I don't see, I don't have access to it but I can understand a little bit more about it because as the data has been moved I can see, by the way, and I can choose and select which data elements I want and I create a data set that's relevant to me. I then publish this and make the request. I put it in my shopping basket and I make that request. And then the conversation goes to the actual data owner, the data stewards. All right, based upon policies based upon and in there, I put in their request by the way, the analyst puts in their request. By the way, I need it to do this work and I need it for a certain period of time. Now I'm starting to get that broader visibility around why? What's the usage? Because we know we're going to need that, going to go forward from many of the new regulations that are coming forward and even this idea of ethics. And that goes off to the stewards so they can better compare and say, yes, based upon this, I could see what your usage for and it makes sense and your given protection. And it's also done in conjunction with the policies. So you can really make sure from an overall data protection and a policy perspective that you can validate this. And now, as we're getting better integrations with the different cloud environments as much as the on-prem world, is not only can we provide that analyst access to it, but we can also provide them the keys to be able to. So now, if you go to the right-hand side of this, that data citizen not only has found what it is but they've now given permission to access it and are also given the keys so they can continue. And this experience, which has been completely on, from an on-premises world, has now moved completely to the cloud world. And they will take that analytics report that they create and put it into the cloud. So now it can be shared and more readily usable by others. This is the world. This is how the idea of catalogs and governance, especially as we're moving to the cloud, can really have a powerful impact. And so if you think about it, let me give you a real example. Here is like one where you can see the same model where it was an individual looking at Tableau where they wanted to see available all those reports. Once again, those pre-packaged meals, those pre-packaged desserts. And that's what they're looking at trying to create. But they need access to some of those key various elements. And that is, today, exist in an AWS, in this case, an AWS environment. Could be a ZER, could be Google Cloud, could be an IBM Cloud, whatever it is. But in the case of this, it's an S3 and it's utilizing maybe glue from an AWS perspective. And then that notification goes to that subject matter for that data engineer so that they can make the notification. And then they get notified as the data source moves. And then you can see as it flows through. And then at some point in time, they make that request so that the data owner, the data steward, can then approve it in conjunction with everything. And they can see all the different usage and can really track the lineages, this broad lineage of the capabilities from the actual individual data elements through to the data environment as well as providing the Athena keys. In this case, the security keys that's associated with it and go and create a report. Now, when I publish that report, I can drill through all the way from the report to the workbook, all the way through to the different data sets to the individualized data elements that I can truly see how data is being utilized. And it gives us the flexibility now of in event that something changed, it could be a calculation. It could be a data, a schema has changed where we can notify all these users. So now what we're seeing is some of these other elements, the elements of quality and the elements of trust are really increasing as we go forward. And so just a little bit, you know, so one of the things you can see on how this really expands. And this is once again, is an example for AWS and especially just because we're coming off of, you know, like last week, if many of you were out there, but the re-event out in Las Vegas and a lot of the new announcements that they were making out there, the idea of pulling together and integrating into many of these different cloud systems. So now that it's a seamless process, it's a seamless, auditable process, it's visibility. We can now deliver it in a better experience for that end user and we can drive the idea of find, understand and trust. But even more importantly, we can get to the activation of the data and making sure that there is no question I ask for it. Don't know where it is, how to actually get access to it. That idea of, oh, I put in my shopping cart, I placed my order, but I don't know where it is. We can now complete the lifecycle. So we can drive quicker and simpler and more complete access to the individuals that really need it. And so let me give you a couple more examples of some other customers. Now, obviously, the challenge with these is that many of these clients we're working with feel that this is a competitive differentiation. So we have to keep blinded. One example is a banking leader. They were trying to integrate across their various pillars for a customer 360 model. At the same point in time, they were trying to move their data to the cloud. But what they wanted to do is make sure it was the right data moving to the cloud. So they set up very, very light why it's going into the cloud, who's the owner of it, and making sure we're bringing along the right information around it. So the right metadata. So therefore, as it gets put into that data lake in the cloud, that anyone who describes it later on has the information so they can make the right justification about it. Additionally, too, it made that catalog of experience so as people were shopping for it, that much more efficient and that much more focused. Another example is an organization in the global industrial equipment. Where many of these, this was purely from an analyst perspective. They're getting much more into the area of IoT. So the types of data that is being moved into the cloud in combining with many of the things that were also from an on-premises basis that their primary driver was to drive in very quick facilitation of all the data so that their analysts can take a look at these new opportunities with these new data sources. Once again, this mix of an on-premises as compared to a cloud with the idea here is this idea of this big data and with a lot of the IoT data that's generated. The last one is a financial services firm has spent many years creating because of all the regulatory and very strong compliance and audit trails around the data. And then what they've been able to do is through strong alignment with their business leaders and through the catalog and through the dictionary and glossary is being able to get a clear understanding of the data. And now what they've been doing is making sure that it's much more accessible through a catalog to the point where they have in excess of 50,000 individuals throughout the year who have logged in to understand and get access to the data. And now they're utilizing that as making sure that they maintain that compliance as they're moving into a cloud environment because they want to get a lot of those benefits broader, more approved efficiencies at the same point in time allowing helping them to facilitate even broader access to the data as they go forward. So there's lots of examples where individuals and clients are doing this and the whole point of it is depending upon many times it's based upon driving the consumption, getting to the analytics leaders or even to a more broadly based of user access and the understanding of what it means to drive consumption. And so now the next key question is how do you think about measuring a value? And this is where today it was always the key challenge was always I can't get access to it. I'm spending all this time trying to find the data. But now, what is the broader impact are we seeing? And so the idea if you have more of this time to do the analytics around the data, where can we see the broader impact? We're seeing it happen in regards to marketing functions where they're making these broad investments in regards to marketing analytics. A great study that was published in Harvard Business Review in the middle of this year about some work that was done by Deloitte and Duke's Business School along with American Marketing Association shows that the percentage of investments in marketing technology has been relatively consistent but it's going to actually triple in the next two to three years. But the impact, the performance impact of these investments has shown little. Why? Because we haven't gotten to the mess. We haven't really gotten this into the hands of the individuals that need it. And this could be true as you take a look at HR, procurement, your trust functions all the way through to your sales. The idea of it now is what is the type of impact that we can have and what are the areas of impact? If you haven't seen it, you know, if Cleaver had spent time because we really felt that it's not only about time, it's hard to make that business case for these type of investments is if you are able to provide this visibility of moving data around and making sure it's much more accessible. How do we think about measuring the impact? And the impact comes in three ways. The first of which is obviously if we have that data what are we doing from a revenue perspective? Secondly is how are we proving efficiencies? And this is when I really talk about reach, giving it to more people and not locking it down with a small number of those data savvy individuals but to a broader group everywhere from the analysts and intelligence teams to the governance teams all the way through to your compliance teams. And the last one is an area of quality. Not data quality because we sometimes get so lost in the definition of that from an IT perspective but the quality of the data. I can find it simpler spending less time doing that. When I find if there is an issue I can resolve it much more quickly but even more importantly is I'm even eliminating quality issues because I'm thinking about it in a little bit more broadly based sense. And what this will drive is greater consumption because I have that confidence and trust in the data that I know I can go in there and I can find what it is I'm looking for across the organization. The last thing that I do want to talk about and we're just barely at the cusp of this is as much now as we're thinking about getting access to it and we're really starting to think about very strongly about privacy especially with a lot of the issues that have recently come up around organizations releasing accidentally different levels of client data especially with Marriott that just was the most recent one. But now we have to start thinking about ethical. So now we think about protection is okay we've got the data protection down but how do we think about how we think about using the data and the usage and the ethical usage of this and this is everywhere from the quality if it touches your quality to your security data subject rights retention periods and purpose right and the ability being able to audit and track and see this as we go forward it is the next horizon it is conversations that we're starting to engage with right now and we see this from across different leaders across different parts of the organization. So with that in mind so what can you do and you know obviously here is I think if you want to do is you know especially from a cleaver perspective is if you want to see this in a little bit more some of the work that we've been doing come we have a site set up now with cleaver.com slash AWS where we came out with a whole bunch of new announcements and stronger partnerships with the work we're doing on AWS but it's also applicable across different different arenas. The second thing here is one of the key questions that I get is I just was hanging out with 50,000 of my friends last week in in Las Vegas and probably 70 or 80 interactions with clients. One of the key questions is is is there a way that I can really think through it? There was a great study that just came out you know from one of the from an animal sorry Eric not from Bloor but you guys do great work but it really took a look at understanding of who are the players and helping to define some of these various use cases around the idea of catalog and how it can really help engage in this area and strongly recommend that folks should take a look at that. And the last thing is for McCall that if you want to learn more as we've got it upcoming and another upcoming webcast where we talk a little bit more about this this idea of transformation and combining with trust and demo with trust the data on-premises in the cloud. So with that in mind let me just wrap it up. So Cleaver if you don't know who we are we focus around helping organizations to find understanding trust their data across all of these different elements as we go for it from both a governance perspective combining with a catalog but we have a very strong emphasis around what is the experience how do we drive an experience that drives engagement always with the supporting idea that it's about privacy. We feel is and we make available to all of you besides yes we are a technology provider but we have an understanding of the alignment mean how to drive business usage so in the context of how does the business user want to be able to do and how does that facilitate conversations to the IT organization so that they can complete this. There's a request for data to come in why do you need to have access to data what is the data set and really change try to take a look at different ways as we go forward around it very strong emphasis around a leader in the space but I don't like leadership not only from a technology perspective but we want to facilitate the conversation among organizations like yourself across the broader community we have 7,000 practitioners in our community invite you to join ask them questions we offer a university where you can come and take classes about it coaching services to hey you know I really need to build the skills of my team so we can go train others around this as well as then there is no single vendor who can completely solve this so this area is really the connecting between the end users and the analytics teams all the way through your data management teams requires an extensive ecosystem of partners and points of integration and that's one of the things that really sets Cleaver apart so there's my little marketing push for Cleaver on there and with that in mind it gives us a look like we got about 10 minutes now to get to some questions from Q&A so Eric let me hand it back to you yes indeed we have a bunch of great questions and folks thank you also for this wonderful chat going on in the chat window I've been tracking a lot of the comments people are making talking about what they've done how they've done things and you know this again gets back to the power of collaboration and I have to say you know many eyes make light the errors and make light to work but also makes few the errors right and what you have folks collaborating on the catalog trying to help each other understand the meaning of these things it's a whole new world I mean you can't even compare the sort of waterfall linear approach to this new multimodal multifaceted collaborative effort that we can have today it's just an amazing difference that is now taking place and into my mind Paul go for the comment on this we're just at the beginning of really appreciating that and understanding that and changing how we work with data and the nature of the teams that work with data what do you think about that I couldn't agree I you know I think I think I think it's spot on well let me throw this because the good question attendee is throwing at us can you offer perspective on the current state of using machine learning to identify organize and link conceptual data entities and elements to physical data structures and fields columns they'll build the foundation for the data catalog I'll just throw one comment and let you talk about it here Paul the real key for me with machine learning is focus and constraint and what I mean is using some of these algorithms to do very specific things that take time to train you have to train the algorithms on the data sets training is very very important part because algorithms can't really unlearn they can only relearn so machine learning is excellent in terms of being able to hack through massive amounts of data and kind of sort things out for you but you do have to be very precise in how you use it what do you think Paul I think that's it I don't think it's I don't think it's necessary always the technology that's getting in the way I think it's to your point here it's the access to the data to do the training so that the models can are doing in regard to AI machine learning and we're working through a number of the clients around from an industry basis you know so how can we work with them to not necessarily you know and it's a balance between privacy and protection of data but at the same point of time if you do it on an industry basis they can all learn from the behavior and from the training to happen so that they can then pull and leverage that algorithm as created and pull from multiple entities I think that's the key the key chat challenge I think we're all moving this direction it's the number when you you request we get is how can you think about automation and including the next AI machine learning but the challenge is the access of data and the learning and how do we get there to do it I would agree and I sorry I think you I think you respond on without that Eric well and you know that there's another really good question here about risk and compliance in the whole process of moving to the cloud right and you know the risk management world I spent a lot of years really focused on that environment in the post 2008 scenario I should say so pre 2008 risk managers were kind of off of the corner swearing they were trying to get through to people trying to get through to people and not really getting through to people and post 2008 after the crash all of a sudden everyone paid attention to the risk managers but there is this really interesting confluence of functionality and business need and you kind of hinted at this in your presentation we think about privacy governance and security these are all part and parcel to the same concept of responsibility basically and so I think one of the really positive aspects of a data governance program that incorporates a catalog is that you really can not I won't say heard the cats but you can lure the cats all in towards the the feeding space basically and then pet them and groom them get them to to play well with each other because hitherto you know apart from some mandate coming from an iron fist in chief executive it was very hard to get your security team to work with your governance teams to work with your privacy people to work with the data people all the stuff there was all these different groups that were fairly disjointed all maybe doing good work but not any cohesive what collaborative way and it seems to me that that a data catalog as part of your governance strategy can actually be the the construct to bring these folks together and that's what you have to do if you're going to succeed in all of those things in in respecting privacy and governing data and in making your environment more secure right I exactly and I think the idea of separation I mean one of I think one of the mistakes we made early on as we're moving to the cloud especially setting up the data leaks in the cloud is the idea of just put it all there and we'll figure it out later on that becomes unwieldy I think the idea of just doing a little bit of an understanding about why it goes in there and separating in the example I gave where the movement of data to the cloud has got to be viewed independently to getting people access to it because to your point is you need to understand what is in that data set who has access to it are just specific policies that are associated with and even more so now can we start in automatically enforcing those policies around you know the protection of data and the usage of data and I think to your point is they need to be served together and I think this is where the collaboration between the business as the data owner today the business owner we see more that happening with the IT organization that still is mission and unprotecting that data where they can both collaborate and have a role and is visible to both sides as they're going to go out there and do it in that so I think exactly and I think we need to have a better view and it's because risk and compliance and then the idea of the audibility and traceability that's associated with it we can manage going forward but that's point time we need to be able to see what happens later on Yeah and you know the risk management I was thinking in terms of the regulator or the auditor who's coming in it's a very difficult job to be clear it's a very difficult job to to do that and I think that if you are a large organization especially in financial services but also in healthcare and you know really any industry these days quite frankly especially retail with all the consumer data that they have if you get yourself if you start the journey of a data catalog you have a defensible strategy to work with auditors and to work with regulators whereas if you don't you're going to have a pretty hard time so to me it's really a slam dunk from the regulatory side but the beautiful thing is that all those other business benefits around to your point data quality data consumption trust and data all of that comes along with it I think that's why we're seeing data catalogs rise to such prominence in a fairly short period of time like two to three years this is about four years ago that I first used the term data catalog in an email blast to our audience and it just flew off the radar we were like wow this is really important stuff out of the blue I didn't think it would work I was wrong something term data catalog would would not be exciting I don't think I've been wrong that wrong in quite some time but once again it is the it's the center piece that allows you to bring together all of these previously somewhat disparate functions right Paul that exactly right and and to your point is you know and they all have to have a server role and the same point of time you know it's always the question of how much process you put in there that it then becomes you know an impediment into actually driving the usage of it and so you're always looking for this balance one of the words you know that we say is how can you do it confidently right how can you be confident if you have these regulations if you've already you're going to invest it tens if not hundreds of millions of dollars in certain in compliance that if I start doing I start breaking that so one of the things you and that's the idea of it is the ability of marrying this together as you go forward is another key because you want to protect that investment as much as this risk you want to manage to risk in it but there's also been a substantial investment there and you want to really make sure you protect that that that investment man that this is just so much fun I'm so glad you guys did another deep dive here folks who burn through an hour this one there's a lot of good questions here we're going to forward these on to Paul and his team and just to close on attendee rights it appears that Kaliber has all the components needed to formulate a strong analytics governance framework correct yes that is correct and these are interesting times with that I'll hand it back to Shannon camp great show guys thank you so much thank you Eric and thank you Paul for this great presentation and thanks to our attendees for being so engaged in everything we do we just love it all the comments and questions as Eric mentioned just a reminder I will send a follow-up email by end of day Friday for this webinar if you have any additional questions we will put it in there and thanks everybody and thanks again Paul and Eric I hope you all have a great day thanks again folks bye bye thanks everyone


What is that that could make a priest to declare that he's no more a priest in the altar of God in the church before a large congregation and then declare that he accepted Islam of all religion? What would that be? In my previous videos I've made it point blank that for a priest to leave his faith and decide to join Islam might just be motivated by discovering the truth. If someone feels, okay, this area, this faith theory is dying and I am not the fear that can see grace at the other side and he decided to become a Muslim. It would be ordinary, it would be normal, but for a priest ordained in the order of Mechizedek, for a priest who recognizes the power and strength of someone being a priest and the privileges that come with it, it leaves it and then get married and then becomes a Muslim is something completely unprecedented. So when we see videos like this, we immediately jump into it to see what happened. Assalamu alaikum guys, welcome to another episode of the Open Mider Thinker Show. Don't forget to be part of this great channel by liking and sharing this video so that others can see it and you know, subscribing to help us grow from strength to strength. You're welcome. The story of this priest that we're about to review today is completely hypothetical to what a priest ordinarily can do and where things appear like this.  So that's exactly the story we are looking at today. This is the story of Ahmad Dider and a priest. Assalamu alaikum. Before I start saying what I have to say, if anybody wants refreshments, they're on my right at the back, they are available to you. Alhamdulillah, that means all praise is true to Allah. I am a revert. You may wonder what that is. Every child is born a Muslim. According to our Holy Prophet Muhammad, every child born is born a Muslim. And so I too was born a Muslim. But sadly my folks, my parents who didn't know any better, taught me the faith of their fathers. They taught me Christianity. And I came to love the church that I belong to. I came to respect them. And I was raised up a Christian. And all my life I cherished the thought that one day I would pray and work for the church. I would become a priest. I worked hard, I studied hard, and I eventually did go to Rome. But as a young cleric, as a young seminarian, you question a great deal. You learn a lot of dogmas, you learn a lot of philosophies. And I began to question all the time about the oneness of God, the creator of this universe. But I still did not get enough information. I sometimes was a little bit of a headache to my professors. But Alhamdulillah they put up with me. I'm a return after my ordination to the diaconate. I came back to South Africa. And one of my dearest friends was not at the airport to meet me. I was a little surprised and naturally disappointed. And when I arrived at the airport my parents said they hadn't seen this fellow. His name was Carl. He was also going to become a priest in the Catholic Church. So I went around to see him. And he told me that he and I could no longer be friends. So I said what's preventing you and I becoming friends or remaining friends? He said well I'm no longer a Catholic. I said fine, if you're no longer a Catholic that shouldn't prevent us from bringing friends. Alright, before he continues with that I would just quickly want to bring it up to speed with what he's talked about this seminary. When I tell people that going through the seminary was actually preparing me for this thing I am doing today for this hour that I am part of and I'm proudly part of it. They think I'm joking. The training of philosophy is another area that is somewhat confusing. What philosophy does to you is that it gives you the ability to question certain things. I'm surprised it's part of it because when you start looking at Christianity from the back end it actually leads you from living Christianity. But if you're no longer a Catholic what are you? He said I'm a Muslim. I was stunned. I said a Muslim. They heathens. They don't believe in God. They don't believe in Christ. Peace be upon him. He said he wasn't prepared to fight with me. He wasn't prepared to argue with me. He said go along to the people who have taught me Islam and taught to them. So I said who's done this to you? He said Ahmed Dedet. I said that does it. I've had enough of this man. I'm going to see him. Which I did. Mr. Dedet and Mr. Vanke and Mr. Kahn were in the office in my dress arcade and I went along. But it was an encounter of the Dedet kind. He participated. Such a man. And within a short period of time he proved to me step by step that there isn't a trinity. He revealed to me the simplicity and beauty of Allah's word in the Holy Qur'an. And eventually one Juma on Friday which is our congregational day. I was the reciter of La ilaha illallah Muhammadur Rasulullah. Which means there's no object worthy of worship except Allah. And Muhammad sallallahu alayhi salam is the messenger of Allah. Yes. The same thing happened to me some few months ago. I recited my Shahada and ever since I've not felt the same. I think it's the act of God. I think it is the will of God that it is so. And apparently God is in control of everything that happens in one's destiny. It's really a very exclusive case for someone who has gone to the stage of diaconate ordination to live the suddenary. Because Ahmadid had explained certain things to him. For the Christian mind this is completely untenable. But for the mind I really understand the logic of truth. This is completely tenable. You think that people are converts. Nobody converts to Islam. I said originally everyone is born Muslim. We just go off the surat al-Mustakeem. We go off the straight path. So I reverted back onto the path of Islam. It was difficult. Very, very, very difficult. The community I had left were not too happy with me. My family persecuted me. But it's understood. I think if I had a son or a daughter and they were to revert to another religion or convert to another religion other than Islam, I would naturally be upset. But Alhamdulillah. I found a new life in Canada. I went to live in Canada for a time. And started a new practice. I had new friends. I had this new religion. But I was destined to come back. But in all this time that I was away, I wasn't practicing this new religion, this Islam. I was a Muslim. I had recited the kalimah. But I wasn't practicing it. But now Alhamdulillah. I'm a five-time namazi. It means I make my salaf five times a day. And I am full-time with the Islamic Propagation Centre. The same. I would say I am a missionary of Islam right now because I am doing the work of Allah. I'm doing a very strong da'wah right now. It is not matured, you know, but we're really pushing very hard to create high-end videos for, apparently, the case of this da'wah. Guys, I really appreciate your time. I really appreciate your patience. Well, to assist us. The only thing you can do is to share this video to a bunch of folks, you know, family and friends. And subscribe to help us grow. Until next time. Assalamualaikum.