Felipe Coniel: So is

your calendar ready for all of our partner stuff for next year in the run? Four
partner equipment, four advisory board meetings, and you can also inherit 2. 9
million in budget. Find your shop. I think Anthony.

How are you? I think you're probably over there. Yeah. Yeah. I saw you briefly
last night, I think. Where? I definitely saw you somewhere walking by. Yeah,
we'll meet tomorrow. Alright. Stacking. Stacking. Stacking. Stacking. Stacking.
Maybe they're,

yeah, just take it easy yeah. Okay. and it's so oftentimes, it's let me start
walking. How would that be? We should have the, yeah, they were actually
yeah. Yeah. I think it's just yeah. Yeah. Yeah. Yeah. Yeah, exactly. This is a,
this is You're right here. That's what you're looking for.

I've been seeing your on LinkedIn.

Yeah.

Yeah,

we don't have. Good to see you. How's it going? Oh, good. I'm excited. You're
famous Anthony. Yeah, tell them. If you ever find something, find me on the
phone. I think we're going to be famous. Yeah, I'm going to find you. I can give
you one package for your name. Yeah. It's nice to meet you. Nice to meet you.
Yeah.

Sure. Yeah. I just.

Okay.

Oh, you're just talking about food. You're just talking about food, yeah. Yeah?
Yeah. Yeah. Oh, I was just going to talk about that. You've been in just a bit of
a hurry. I've been busy. You've been in a bit of a hurry.

Do you want me to try it for you? Yeah. Sessions. This is a good. I think I want
to move to the right. Thank you, Father. It's prayerful. This is just. Oh, my God.
This is just. And our names. Maybe they're our schools.

Last minute, last,

you're supposed to be on April 7th. Names are not here. Should we write our
names down? We're supposed to be at this tick. I can't tell if this is my name or
his name. Oh that's great. But I'm missing the name. Oh, missing the name?
Let's fix that. Is it this one maybe? With a blank.

It's supposed to be.

Yeah. We don't have one. Oh, you don't have,

yeah. So we have a space for sure. Maybe what we can do, we. Yeah, I think
there's two seats here. But I'm not sure who's in the back. Exactly. Yeah, I think
there's two seats in this. You guys are here? Hey, I can see you. Hey, it's nice to
see you. Hi, Jerry Letterman. Nice to see you. I see you. Yeah. Yes, absolutely.

That's why I have the black one. I think we're supposed to add ourselves, I'm
sure. Because in case we run out of chairs, I shall move back. We'll bring some
chairs. Do you want to? I mean Do you have another pen? Yes I'm actually,
there is a person who owns the pen, so I will find the pen. Alright. Of course.

There you go. It's wobbly weather out here. We're outside. It's starting to get
cold in here. Yeah.

Yeah. Yeah. We should be doing more of this. We should be doing more of this.
That's a topic you need to be talking about. You mentioned it. It is. Yeah. And
we've lost a lot of the time. I know. I know. It's part of it. It's part of it. I'm just
kidding, I'm just kidding.

Good morning, everybody. We're going to start in a couple more minutes when
we start finding your seats. If you don't have a seat So this table, this one was
open, this chair was open, so I'm sitting there. This is open. And the other one is
open too. Which is the other one? Right next door. Okay.

Maybe we can have a look there? Yeah, maybe we can. This is open right here?
This is open, yeah. Yeah, we can take this. Yeah, we can take this. Stupid. Very
good. Hi, Jerry Leonard. Hi, Jerry Leonard. Nice to see you. Nice to meet you.
We haven't met all day. Nice to meet you. We're writing it right now. You were
first.

You were first. Oh, thank you. That's very gentle of you. He just wants to see
how neatly you write your name. Yeah, that's not easy. That's the challenge for
me. Writing neatly. I wrote Karen's name twice already out, and I just wrote
him out because it was so hard. I'm like, so she can write it. Yeah.
Nice. Not going to be anywhere. That's actually Karen. That's actually pretty
good. Oh, you don't? Oh yeah. Oh I've started

I've been up since three o'clock this morning. I'm not thinking straight. Three
o'clock. Yeah.

Las Vegas isn't exactly time zone friendly to a lot of our international
operations. Yeah. They learn. They learn. very much. Yes, we are. We are both
from Noventic. Okay. Nice to meet you. Nice to meet you as well. Yeah, but
there's really annoying light in my room as well. There's steps in the room
between the sleeping area and there's like the sun clouds in the area.

And there's a light to stop people falling down the stairs. And you can't turn it
off. There's no light to it. And I'm one of these people that needs a bit of help.
Don't worry, I'll survive another couple of nights. It's annoying though. Just to
be truthful, I also wake up at 3 o'clock. I literally will myself.

And, I don't know, four? I think I've found six. Six. I was in the shower at four
this morning, so I'm still a little bit weird. I might as well get showered, so that
way I can keep first in line at Starbucks. So I went down to Starbucks at six, and
the line was already massive. I think that's it.

Starbucks coming out of the bedroom hall was the longest Starbucks line I've
ever seen. Oh, it's nuts. I thought they were waiting to get into a, I thought they
were waiting to get into a van. 6 o'clock in the morning, you'd think it would be
okay, but no. There was like a hundred people in line, I'm like, at that point, just
give up.

Imagine working there. Just now it must be horrendous. And they've run out of
everything and every single person that comes to the counter, they to tell them
to say

no. I've never sussed that out.

Having team, the team acts are better in here than the in the black. They're still
not right now, you know what I've been looking for these days? Hot chocolate.
It's impossible. It's impossible. What would you like? You can't get anywhere
close to it. Oh, I know. I know. I've been looking for a banana for two days.

Can't find a banana anywhere. Walgreens. You can't get used to being able to
always get bananas. There is a food court. Are you doing a little video? What's
the idea? The thing with this picture is disgusting. I hate it. I always go home
feeling undernourished. It's I used to look horrible, so now I'm good.

All right folks, we are going to start. Finding your seats, making your way to the
table. We're going to kick off. Is everybody okay this morning? Who went to
the partner event last night? I see some familiar faces. Did you see the jokers?
That's my favorite thing, every year. Who was that person that fell over with a
smoke hit on the dance floor?

I wanted to shoot Julia, but she got knocked over with her sparkly dress. That
was really hot. Welcome everybody. Thank you for coming. I know it's amazing
to get back up in here in the Beethoven 1 conference room. We had this last
year in the same room. But we only had three domains last year.

So we had security, cloud ops, and resilience. This year we have expanded the
advisory board. Thank you to where's Mr. Schmidt? Where's he at? We've 8
domains, including Gen AI, Database, Migration Modernization, Analytics, Did
I say Database already? Database, and then EUC. I think that's all. So we've got
8 total domains.

The PATH is a place for us to really hear from you all. Any of the events that
we host, we typically don't have a lot of slideshows, even though we have one
today. It's very short. Because we're not here to preach to you, we're here to
learn from you. We're here to build a roadmap together. We're trying to figure
out how to do better with our partners.

By the way, who are you? Oh, I should do that. My name is Jake Babbit. I lead
our global partner CloudOps team. Partner go to market strategy focus on our
services. Mainly services like CloudWatch and Config and Control Tower. But
also looking at the customer use cases, right? Where we're seeing the need for
adoption.

Either from AWS toing or finding the right partner to help our customers. I also
lead our partner advisory board. So putting all of this fun stuff together, our
printing cards on the printer at home, my wife is like, why are you using all of
our purple ink? Least because they ran out and once tried.

Oh, I folks, I know most of you here, but Ryan Orey. I'm manager of Cloud
Foundations security, identity and cloud ops and resilience. And the partner
specialist will work. And we run a bunch of things around AWS on the partner
side. There's Padboard, Partner Equip, some competencies you might have
heard of, and Partners Live, Security Live, which is streaming from the Expo
floor.

Come check it out. We're adding Industries Live with Chris Dierman's team and
Ryan Thomas. And GNI Live is also a new show being premiered here at
reEvents. Let's get going. Alright, so the agenda today is going to be pretty
quick. We're going to do route tables pretty much right after we go through a
couple slides here.

Please be open and candid. We'll go through some of the rules on that in a
second. Then we're going to have lunch. I know some people have to leave
around 1. But we're going to have lunch and then we're going to close out. We
did have an ask us ask us anything session. We had some conflicts with some
leaders.

So we just pulled that out to make it easier. And I know, everybody needs 45
minutes to walk to their next meeting anyway. Hopefully we've freed up some
of your time. Did you get the part about grabbing your partner advisory board
polo on the way in? I did not did that. We do have some swags and nice partner
advisor advisory board, polo, Nike Polos.

Really nice. I think we have men's and women's right. Central or central Men's
and women's or no, just men. Like sentence? Yes. Men's and women. Okay,
nice. So we'll have those at the end of the show. But this this slide here, the
partners that are invited to the partner advisory board, we use an algorithm,
which we'll get to in a second.

Collectively, this group has 8. 5 billion launched ARR, year to date. 8. 5 billion
in marketplace TCB. 1, 600 specializations and 650 design wins. And those
design wins are both design wins and marketing design wins. This is the creme
de la creme of our partners. And we really appreciate all that you do.

So to put that into perspective, and this is not what kind of shocked me. 37% of
all launched a RR comes from you all in this room, which is pretty insane. And
31% of all created a RR. And that is all a RR, not just partner a RR. So 37% of
our pipeline comes from you all in this room. It's pretty made crazy.

Is that a circle, right? Congratulations.

I talked about the algorithm. We try to be as unbiased as we can when we're

doing the Partner Advising Board, when we started this back in security three
years ago. The algorithm has changed a little bit. This one is focused on our
services partners, our consulting partners. Sixty five percent of that algorithm
comes from native service launch ARR.

What does that mean? If you're in the CloudOps competency, you will then
have CloudWatch, CloudTrail Config, Oper Systems Manager, sorry Paul add it
to the ACE opportunity. So we're pulling that in. It's time to wake up. You have
to share with the class. I'm about to drop my slide. That is what we're pulling.

And it's not just Connection AR, we're looking at opportunity count and a few
other metrics, but for the most part, most of that is coming from a revenue
pipeline generation. And we'll show you how that's important in a second. 25
percent is design wins, but that's broken up into 10 percent of regular design
wins, 15 percent for marquee design wins.

Who knows the difference between those two? Has anybody heard of those
before? Who knows what a design win is? Let's start there. So when it, when
you make a decision with your partner management teams, your PDMs, PSA
counterparts, to integrate with a native service with AWS into your software, if
you're an ISV or into your consulting offer, your advisory offering, that would
count as a design window.

So some new feature comes out with Bedrock and you decide to adopt that
feature. Your PSA partner solution architect would log that in a system that
shows up as your company as a new design win for that particular service.
That's right. Now our software team it's a little bit different. The breakup is 20
percent of that native AR.

We know our ISPs typically don't, drive a lot in native AWS adoption, but they
drive a lot in our marketplace. So it's more weighted towards the, total contract
value and gross software sales, as well as year over year percentage in the
marketplace. Design ones are a little bit lower, but it's still comprised of both
marquee and regular design ones, with marquee having 10%.

And then, the gate to get into this, into the Partner Advisor Board, the
algorithms, the second part, the first part is, you have a specialization. Each of
these domains have multiple, for the most part, all have multiple designations or
specializations, like cloud ops or security or migration and modernization.

There's also our SRPs and SDPs, so Service Ready Programs and Service
Delivery Programs, such as WAF. So we try to map these together as best we
can for the domains to put, to bucket all of our partners in this. Now, a lot of our
partners in this room have multiple ones of these, right? There's a few partners
that made almost every board.

So calling out, Mission Comm and Caleb, right? They were on top of that list.
So they were, just give you guys a shout out that you made all of these. Well
done. Do the sales pitch. Here's all the random U. S. services that match these
domains, that we pull into that algorithm.

Filehouse and Security have quite a few. And then the others we have Bedrock,
etc., for Virginia. And if you don't know how to do this, ask one of us, ask
somebody at your table. But we do allow to, to add services to our leased
opportunities now, whether that's through the connector, through the portal,
through uploads and a lot of you do this on a regular basis, but that's how we
pull that. I would say 10 out of 10 one-on-ones I've had with some of your
executive teams and your alliance managers are not doing that. So please, what
we're talking about is when you're in the ace, it's a tactical thing to talk about,
but we can't measure our relationship financially without you doing this, is to let
us know what kind of AWS services are involved in the sales opportunities.

You are recording into ACE directly or through the CRM integration. Don't
leave it blank. If you leave it blank, it defaults to some kind of a placeholder
that doesn't really help us calculate our financial relationship together. And
finally, here's the list of our PAD members in here. Not everybody was able to
attend, so not everybody was able to register or come over here because, it's two
hours to walk here from Venetian.

But we do have quite a mix of partners in here. We try to, we use the algorithm
both ways. Most of these domains have an ISV and an SI component to it, so
those different ones will break up into half, right? So half of the partners come
from ISVs, half come from the consulting side of the business.

Some are just strictly consulting because there's no specialization for the ISV
side, right? So there's going to be a little bit of a mix in there. And we'll refine
this next year. And then, like I said in the beginning, we've been doing the
advisory board now for security, cloud ops, and resilience for two years.

We have security Three for security. Yeah, three for security. And what we did
is we combined all of the feedback we got, and I think if we look at our retreat,
we did it this year, and the retreat that we did last year, which is in Q3 this is a
summarization of all of the feedback we got. Now, we're service focused
domains, right?
We're working on use cases here, but a lot of the time it's go to market, partner
programs, funding, right? There's a bunch of different things that we're
extrapolating from that feedback. Yeah. And out of that, I think we have over
500 pieces of action items that we're working on. And we've added action IDs
too, with due dates and assignees, to go find those answers.

Or say, hey, there is no answer. But, we're trying. The genius behind that is
Jacob's Jacob Genius. The actual issue tracking system. So what you're speaking
about at the tables today, when we're about to get you engaged in your round
tables, does go into an issue tracking system. You should and could ask your
partner management teams, we'll probably eventually get to Jacob or one of us
here on the specialist side, about, hey, what happened to that?

And you can follow up with that. We should be communicating with you
through your partner management teams. If you're not receiving that
communication, just ask your PDMs. They will know how to get you the
information. Excellent. Okay. Let's get to the roundtables, and then we'll get
going. You'll notice there's two large microphones at everybody's table.

I swear we're not trying to record everything you're saying, but we are trying to
record everything you're saying. We're making a podcast. We're making a
podcast out of it. We will take this and do transcripts so that we make sure that
we capture as much data as we can. Because we all know that our hands get
tired writing all of the notes down.

And we want to be engaged in conversation and not have to worry about taking
notes. So these will all be transcribed. We'll describe a little bit of this through.
From Golanz's in the back, who runs all the roundtables. Hi, Golanz. Thank you
for the help. We'll extract those extrapolate those, and we will take those
transcripts and put them into the track.

All of these conversations are on your NDA. Talk about whatever you want.
There's service, there's some service team leadership in here. If you want to get
into some nitty gritties about some launches either coming up this week, next
week, next year, go to it, right? Let's figure out how we can solve problems
together.

And be candid, I know it can be weird being with a bunch of your potential
competitor partners right at the same table, but most of you all have the same
questions. Be candid, speak up, ask questions, don't be afraid. Anything else on
that one? Have fun, get to know your peers at your table and the whole room.
This advisory board group will be with us the whole year of 2025. And we'll
show you what's coming next after the roundtable session. Correct. So with that
being said, lunch is going to come on around 12, 12. 15, so from now until then,
please go ahead and start having conversations and let us know if you have any
questions.

Thank you.

Arshu: Alright, let's do it. I think I can get ourselves started. My name is Arshu.
I lead the Worldwide Resilience Partners team. We are here with Murad. He
leads a bunch of businesses for us here at AWS, part of the WSO. The idea is
very simple. What we want to do really is want to gather a lot of candid
feedback from all of you around the competencies, around partner programs,
just to set the tone of the conversation.

Be really candid because we actually take this feedback very seriously. We

submit it to the partner programs, the competency teams, and we try and ensure
that next year we are doing some improvements to how you apply for the
competencies, how do we simplify the process so that it's easier for the partners
to be able to participate and anything else that you think Bear Gators can
improve on, creating partner programs. So we'd love to get all that feedback into
consideration. And I like to have some fun. So what I would suggest is that
when you're introducing yourself, please let us know that if you were to give a
TED talk, what topic would it be?

Where are you flying from? And what's your name and organization? We'll start
with you. Oh, you're sitting in the spot. That's what I said, I love to have fun.
Yeah, fantastic. Okay I did not have the printed thing. Very bad handwriting.
No, the fault is mine. I only reached out to Ashu yesterday.

It's very bad handwriting. But my name is Nishant. I lead the technical side of
the AWS business for Romantic and based out of India traveling from Europe,
right? Not from India directly, so flight was not 30 hours, so still in twenties.
Yeah. Topic for TED talk yeah, one very interesting thing, that comes to my
mind and, and I believe that's everybody is, especially in the enterprise thing,
We are talking a lot of, thing about generative AI, however, how can,
enterprises really, take the the value of the real, return on investment from those
kind of, development investments or it's even for the generative AI kind of
solution, whether it is build versus buy, conversation, whether, the enterprises
should look at building their own generative AI to use it.
Maintain the competitive edge, or they should, rely more on the ISPs or the, for
them so that, they can be more cost effective. That, that should be something.
Awesome. Alright, thank you, sir. I'm also a last minute write in. Jerry Letter.
I'm the global CFO, because I take more important than Sean.

Flying with, I fly from New York, but I'm usually around the world. We're in 60
countries around the world, so I'm not quite sure what times I'm ever in. But,
now I think I'm in PST. We'll see what that is tomorrow. As far as TED Talk, I
had the the fortune to work at Airbnb and be one of the people who started
Airbnb for a number of years and I've worked across the world, comparing
every country around the world.

And I was again in the Atlantic, going to 60 countries around the world. So I
really enjoyed the ability to work with cultures and people from every different
country. So the ability to how to understand how to work with people, their
motivations, what gets people excited and to try to really, get people, moving
the right way forward is something I can probably give a pretty good
understanding of.

Awesome. My name is Bing Chi, I work both on PwC. Actually, I'm Cine
based, I'm from Down Under, so it's a very long flight. My role at PwC
essentially is the Director of Digital Engineering. What it means is for the cloud
native services, the platforms, DevOps, DevSecOps and a full stack
development. So we work closely with the business and risk functions, not only
tech So it's a really a combination of business risk and technology coming
together in terms of resilience, If I ever go for a tech talk, my topic will be air
crash investigation because that's my favorite TV show.

And you probably know every fatal incident, there's actually a hundred risks.
And then over a hundred risks. There's also maintenance, negligence and all
faults. So this is probably 10, 000 behind that. So this is You realize we're all
flying this weekend. It's about the probability, right? But essentially, I can easily
link that to my work.

Same thing with IT. Every major incident is a minor incident and every incident
behind that is a deployment issue, there's a design issue, there's an operation
issue. So yeah, nice to meet you all. Welcome. Welcome to AWS. Oh, really?
Hi, everybody. Good morning. I'm Prasad. Founder and CEO OpenUS.
Welcome to AWS.

We are AWS, a very interesting partner of AWS. We are AWS consulting

partner and also AWS ISV partner. I come from Bangalore. It's a Bangalore
headquartered company. We have operations in India, US and UK. Responding
in New Zealand, ANZ this year. In the context of tech talk, and I know a lot of
talk happening around A.

I. And every one of us has been playing with it, trying to see how to
accommodate it. I believe as we're doing more of A. I., what's going to be more
important down the line is making it more human centric. And trying to balance
things between AI and keep retaining the human angle and components of it.

If I were to do the AI, I would talk about designing human centric applications,
leveraging AI. Thank you. Good is it morning still here? Good morning
everyone, my name is Bertrand Blandier, I'm based in Paris. So I flew, and I got
the ROK, which is good. I lead the AWS business group for a company named
Eviden, which is part of Atos.

And I actually manage the alliance with AWS for the Atos group, which at
some point thought about separating into two different entities and now we are
back together, which is which is good news. What else can I say? Yeah, so we
are, ev is a 5 billion company, 88,000 people, and the Theto group is about 10
billion of revenue company with about a hundred thousand people.

When it comes to TikTok, I would probably speak about we signed the very
largest SCA with the WSA year ago, and as part of the SCA we. We have one
specific goal to develop industry specific solutions, targeting five verticals, as
opposed to being very horizontal, and have them being generally focused.

And I was, when we signed the ACA, I was I hoped it was going to work, but I
wasn't sure, right? This is probably one of the things that we're doing the best
this year, is to be very focused on verticals, industry solutions, and to inject the
generators. That will probably be the topic of discussion in the in the future.

Good morning, everyone. Karen Penman. I'm PwC partner in London look after
technology resilience, and I'm also the CTO of our cyber business in the UK. So
it's great to meet you all today. I flew from London. Obviously the odds were
favorable. Hopefully they won't be going back again. If I was doing a TED talk,
the thing that fascinates me, I've been in the tech business for 28 years now and
there's still a huge disparity between Companies that are like trailblazers in
adopting new tech and companies that are really far behind and I still see a lot
of clients that are really far behind and it's the dynamics that generate that
disparity that I find fascinating.
Whether it's political revenue based culture, there's so many different reasons. I
find it an interesting topic. Yes, should I? Yes. Thank you, first of all, for your
time and being a valued and a good partner. I know I've met some of you we
met in London a few weeks ago at the Barberia Cook.

Welcome, and I really appreciate your time and your business. So my name is
Murad. I've been with AWS for 11 years. Based in Seattle. So I'm part of our
specialist organization. As I should mention, I'm mostly aligned to all things
migration, modernization, cloud operations, and security. So the teams that I
lead are global.

We cover these topics and then we bring typically the way to think about the
specialist organization is and the partner organization is to from the specialist
side, really bring deep domain expertise in the, whatever the domain is, in this
case, resilience. And then from a partner perspective, we work with our partners
to understand their challenges and, find work on ways on helping you remove
some of the blockers that you face, but also ultimately to delight our customers.

TED Talk? Yes. Does it have to be tech or anything? It can be anything.

Actually, I would avoid tech. I have, I don't have, I have no tech. Yeah. Okay,
so I'm also very passionate about travel. I lived in eight countries. Two of them
were very interesting in the early 90s. Kazakhstan, Uzbekistan, I lived in each
of them.

I lived in Russia. Each time I made one of these decisions, it was a risk. So I
think if I were to give a TED talk, it would be about how to take smart risks and
let them pay off. That's a topic, yeah. Awesome. And I think, Karen, now we
have you. Yeah Karen James. I'm a partner specialist for disaster recovery and
resilience.

Part of a group that I'm actually with at the moment. And I'm originally from
Austria, but I've traveled from London. I live in England. I don't live in London,
I live in the Forest of Dean. So Karen will know where that is. Very nice. Very
nice. And if I had a tech talk, and I'm trying not to make it a technology, but
would it, does it make sense for technology to be involved in skills to the extent
it is?

And I'm thinking a little bit about that. Thinking about how all the data insights
and how we are manipulating performance of And I'm thinking Lewis
Hamilton, who was robbed. And maybe technology, if that hadn't been invoked,
to the extent it had been impossible, decisions might have been made.
Thank you. That's a great topic. Thank you, everyone. Just some rules of
engagement. Just housekeeping rules, right? I think Jacob already mentioned we
are strictly under an NDA here. So whatever we are discussing is going to
remain in this room. Also, I'd like to just, mention it again that this session is
being recorded just for notes.

What we do is that we want to make sure that we crystallize all these notes and
then take all the feedback and figure out a way to process that with, the specific
teams within AWS and the customer organization. With that I do want to share
some of the feedback that we collected in the last year's Partner Advice Report.

Most of If you're coming to the fab for the first time, what we do is that we look
at partners which are part of the competency in one year, and then we look at
their performance. For example, Cambrino was one of our launch partners.
Ventec was one of our launch partners and then we looked at their revenue
contribution looked at their, overall success.

What we are trying to go sell in the market together, the joint solutions that we
have, joint go to market strategies that we have with these partners across the
globe. So you guys are the chosen few. So we only shortlisted 11 partners out of
48. So thank you for doing this for us. I think you guys are the great revenue
contributor to the Resilience Competency and we want to Make sure that as we
kind of progress, we continue the momentum here.

I know we are working a lot with PwC as well with the North America team,
and I would love to send that over to EMEA so that, we can replicate some of
the stuff that we're doing there. Some feedback that we gathered was really
interesting from last year's partner advisory board, and that was our first ever
board for resilience.

So some of the partners actually shared, some key pieces of feedback around the
competency application itself. If you have gone through the pain of applying for
a competency at AWS, you would know that, we actually produce a technical
validation checklist, wherein we basically assist the partner on their technical
capabilities.

We asked you to submit some case studies. We basically asked. The kind of
practices that you have, for example, if you're applying for security or if you're
applying for cloud ops, we look at, very relevant practice that you have your
technical competence around that topic. So that process is very laborious.
That was one of the feedbacks that we got. So the reason I'm sharing that with
you is that anything that you think can help you in working with AWS better,
please share that candid feedback. With us, and that's what we've been talking
about. And with that, I will open with a very generic question, right?

And please, all of you. How can we better facilitate you, as a partner, to work
with AWS? Two competency programs. What is that one thing that comes to
your mind that we can do better?

Okay, so I'll start with one thing So first of all, thanks, you know for inviting us
and making us proud that we are chosen ones You absolutely are. We're going
to see a lot of us like each other next year too. And another, one very important
thing I would like to share about the competencies is that, we at Noventic, we
look at competencies in two different ways.

One definitely is a batch so that, customers can distinguish us from other

partners and we can establish, we can say that, yes, we have a good proven
practice. But at the same time, when we prepare for the practice, It actually
improves a lot of our internal processes, knowledge, the way we are working.

So it's external facing as well as internal facing because it in a way validates our
way of working and allows us a good insight that, so that one very good thing in
the practice. Competency especially I would say. One, area, I'm not sure if it is
directly related to the competency or partner team is that Jerry mentioned about
that we operate in 60 countries.

And, it is not necessary that we are strong in all the countries, but definitely we
have a vision to expand AWS business in most of the countries wherever
possible. Especially if I look at today we are very strong in our AWS business
in India. We are expanding in EMEA. Some of the European countries and a
large number of Middle Eastern countries and some countries in Iraq.

Now, that's where I don't know if having competencies or relationships with the
practice teams, can help, a partner like us, who is strong in one geography, but
not known in the other geography, whether in terms of wholesale, in terms of
getting the face time within the, relevant AWS stakeholders.

I, I don't know, I'm just throwing this as a posture, I don't even know whether
this is relevant for this table or not. No, it is, like all kinds of feedback as well, I
don't know. Yeah, I think we discussed some of this in, yeah, so you know the
pain. It's the issue here is, like how a partner who's really strong in the domain,
who's expanding into another geography, right?
Gets to be introduced into the sales teams and the ecosystem and, there's active
participation in the lead sharing, so I think the, maybe a blocker on our end is,
the Department of Development Specialist assigned to Novanti in this case is
based in a geography. But then when they go into another geography, that
person doesn't know what's happening in that geography.

So that's a bottleneck that we should probably make an order. Just relating to

that point, if we, so in PwC we have the resilience competency. Gaining that
competency was led out of the U. S. with some support from the U. K. firm. If
your sales guys need to look up to find out who has the competency and they
see a list and they see PwC on that list and they think well that's relevant to my
client, the contact name, I don't even know who that would be in PwC and then
because we're so big, the chances of that then routing to the right people, how
does that, it would be good to get a bit of understanding of how that works in
practice?

I'll try and respond to the first question that you had, right? We totally
acknowledge that there is a gap in terms of, regional presence versus having a
PDS assigned, for example, to a particular partner. But on the lead gen side, I'll
tell you that we launched a bunch of programs last year.

We have basically, we can help you in generating qualified leads. So basically

provide you an uptick in your sales cycles in the qualified opportunities that we
can get for you There is another thing that we are doing. For example, if you
just want to write let's say a white paper What it does is that these are passive
ways That's how I put it, right?

So it's all about thought leadership. I would highly encourage all of you to
basically figure out, find out the topic that is relevant in that market, because we
lack those insights and that's where we need help from you. Wherein you can
tell us that, okay, this is what we see in terms of, resilience bands in India or in
European markets or in a very specific market segment, wherein we can publish
something together.

And the last thing is more like we have a platform called Quartz Network,
which is an external agency. We work with them and they have something
called the sales ready meeting generator. So it's a way for you to basically
utilize your MDF in buying qualified leads. And what we are doing here is that
these are not prospects.

These are actually leads and you actually get to meet with a decision maker and
a stakeholder who is actually currently in a resignation process. So those are
like some of the ways as to how we can help you in post selling better. To
Murad's point the other thing that we are doing is that, how do we connect the
dots with our field teams and with the partner?

Trust me, I get this like Day long, this is what I do, right? Every single partner
of ours is like, how do we get access to the sales teams and work with the
account? I would say we need to start small. We did a brilliant exercise last year
with PwC and also with one of the GSI partners. And the idea was simple.

I just asked them that, can you look at the accounts that we have jointly
wherein, that there is AWS footprint and you guys have a dominant presence,
rather than keeping this, as we highlighting and promoting a particular partner,
we wanted it to be very rational approach as to, hey, there is an active
opportunity, and then we can reach out to some of the account managers, and
we have been really successful because we distilled the data down to it.

10 or 20 accounts versus, taking an approach of Hey, here is what, for example,

PwC does, right? I think a lot of our PwC sales guys know that, but what they
don't know is that here is an opportunity wherein PwC is actively engaged and
it's a closed sales cycle, right? So you can basically be able to articulate and
close that opportunity really quickly.

So that's where we can really help you and I'm happy to spend more time with
you in the region to facilitate that conversation with your PDM and, with our
accountants. Before we get to all this, Pedram, you mentioned industry focus,
right? Have you noticed that has helped you go cross region?

That if you have an industry focused position, that you are able to replicate this
across multiple regions? Or is that not a help at all? I think it's a, I think it's a
very strong differentiator when you have industry focus. And if it was being
organized by industry, it helps, because you can target.

Sales population and say, okay, this is, this is how our differentiator in the
specific industry and the solutions that we have developed. And it's easier to
actually gain in my chair this way. Because it's a way for investors to say, Okay
those guys can help me bring differentiation to a specific set of customers.

So that has helped us, and it travels really well across geos as well. Because if
you are in manufacturing in Germany, you have the same issue that you have in
India, for example, or I'm sure in Australia. That helped us a lot. Travels really
well. So I think that could be something to look at as an industry focus for a
particular place.
And then, we can help you decide. I haven't one example, which is a success
story co worked by PwC and the AWS locally in Australia is next year in July,
we will have a new regulation for financial services, which is related to
operational resilience as the opera, the Australian regulator.

Come up with CPS 230, which is following five years ago, what the UK
government is doing. Yeah, exactly. And Adora in Europe. So what happened is
we worked with the AWS team locally in AU and developed a workbook. And
Work has been released to artifact. So that means that all AWS customers can
get access to it.

And that's an Australian version. I think we should do more, right? Because I

haven't seen one for CPS 234 cybersecurity, operational resilience being got a
traction because by July, every single financial services customer need to
comply with that. And that's time sensitive. I have another question for you
guys.

I'm now getting introduced to Resilience Core Program. I'm not sure if you've
heard of this. And our partner, kind of specialist, told us this is not yet public to
the market because it's only public to APN. Resilience Core Program for
Native? I don't know. We actually launched it publicly for all the AWS partners
this year.

It's called partner led RCP. So it's absolutely available. Yeah. Okay. So my
point is there, there is some confusion regarding RCP and the well active
framework because the well framework is a reliability pillars. So I do, I
personally do understand this is goes beyond, above and beyond. Just say the
best, right?

Because now the resilience of digital system is highly reliant on third party
APIs, not just the core services that customer may run themselves, right? But
for example, there's another payment API, there's a credit check, API, there's a
address, lockup and all sorts of APIs. I think what I, the question.

The question that I got is how can AWS basically package that better to make a
clear message that here's an RCP, you probably need to go RCP first and run a
well attribute, and how the message is going to join up, because right now it's a
little bit disjointed. So people got confused, should I run both, should I run one
of them first, right?

And there is no founding support for RCP. I asked the question, unlike the
wireless framework review, there isn't a GSI funding bucket which we can
leverage. There's no funding bucket for RCP. Yes, at this time, yes, it's not
available. But help me understand this a little bit more, right? So when you say
RCP assessments, are you saying that you're not able to run it, or you have your
own assessment or a core program?

No, I'm, right now, I'm unable to run it as a sales tool. Because what happens is
you run a review And you have a whole bunch of findings, and that becomes a
remediation, right? Yes. Potentially a follow on engagement for remediation.
That's only the first question, is how can we leverage that as a sales tool?

Now, when you start using that, you find that question number two is, Karen,
you probably know this really well, is the risk rating sometimes not aligned with
Typically, what in the internal audit and then the management, especially the
risk management will get confused and say, Hey, same with the framework,
right?

Because by ticking or unticking a box, right? You will change the rating and
that rating isn't. Can't be changed. It's predefined by AWS because high risk has
a special meaning in internal audit. Because that means within 90 days,
typically in Australia, in 90 days, you have to come up with management action.

So my question is, can you guys make it flexible so Parliament can change the
rating based on our understanding? And not following the AWS prescriptive
way, but. Rather than organizational standard, like each organization has a
different standard. So as a partner, as your partner, can we change this and you
make it a flexible.

So same framework, same questionnaire, but so I'll just share something around
RCP. is basically a program that is originally done by Resilience TFC, which is
the technical field community. If you're not familiar with the term, What we do
is that it's a part of like subject matter experts within AWS who are part of
different services, for example, AWS Resilience Hub, FIS, DRS.

And we collectively look at some kind of a workflow discovery assessment.

That's exactly what RCP does, right? So it's basically a six to eight week
assessment depending on the timeline. We can also do it very quickly
depending on the complexity of the application. I can, I'm absolutely happy to
facilitate a discussion with you and with our RCP team.

If, I don't know if we can. And I'll tell you the reason why. It's because it's pre
configured in such a way that, we want to look at like certain assessments and
then give the rating again. One of our partners, I'm not going to name them. We
can have an offline conversation.

That's where you can come in and help us in basically automating our SQL.
And that could be something that is your offering in market. Because most of
the GSI partners miss this point that you can have your own offerings on
marketplace that our customers can actually consume, right? So you can take
our CPA of like a basic framework, take the best practices out of it and basically
automate it to your liking, right?

To you, the kind of application that you're assessing. And the internal audits that
you're talking about. Is that a technology audit, or is it a general audit?
Technology risk. Yeah. Nothing to do with finance. Yeah. Yeah. So usually so
in the last 12 months, I probably involved in 10 of those reviews.

Some are really specific about data protection, for example, disaster recovery.
Some in relation to single point of failure identify third party and fourth party
risks in their kind of supply chain, right? So there's technology supply chain
because you use a SAS service. That SAS service uses another cloud.

And often, they don't have the obligation to disclose which supply they use and
maybe there's a risk associated with that so things like that. And also, we use
that framework during delivery, so we are actually right now helping another
client building a new digital bank division. And then, for those greenfield
projects, it's the right timing.

You probably run that assessment different. different stages throughout the life
cycle. So I can see, definitely see value but the challenge is A, it doesn't come
with any funding support. B, the risk rating is not customizable. Sorry to ask
this, what is the long term RPC here? It's a resilience core program.

We can share the links. And I'm sure there was an email sent from the APN
Resilience Competency mailbox when it went public. I would like to assume
that was probably around May. And we were basically running a pilot that, we
wanted to make sure that some of our competency partners, we wanted to run
some active assessments on their customers.

So that was one of the things, but I'm sure it always doesn't land into the right
inboxes. I can see that totally. So yeah, we'll probably do a better job including
all of you to that distribution list so that you get access to that. And I think that
goes well to Karen's question about who gets what email, because again, any
communication that we send out probably goes to the main contact for the
competency, which probably didn't include you, I'm sorry.

So I think she needs to do a better job of crossing the oceans. Yeah, I

understand that you probably can't send a hundred people to under one partner,
but you can have a primary contact and a secondary can be CC list, right? Yeah.
So that we can all get notified. Yeah, you could even have an annual sort of self
certification.

Who are the key contacts in your organization? Because it will change over
time. People come and go. Yeah. Jessica is right here in table number 12. Okay.
And they're on the part of the room. So absolutely happy to gonna share this
feedback because we want to make that partner portal flexible right now.

What do we see on our end? I'll absolutely share that with you. All we see is
like a P. W. S. Alliance contact. That's all we have right as far as when it comes
to the partner. And then if we have a P. S. A. Assigned to, for example, a
particular partner who is the P. D. M. Assigned So all we get is like a very
generic mailing list to the internal part of the company.

But that's where we come in, right? Because we are specialists. For example,
AWS White, we've done 79 competency or specialization programs, right? And
what in this room is the privileged few because we are trying to make this
process better and seamless for all of our partners. That's why I said that we are
really in a special room.

And I'm not, don't want to brag, but I think this is a great initiative. As to how
we brought together, security cloud up to resilience last year, and then we added
six more domains this year to this cohort. Absolutely happy to take that
feedback, for my resilience, but we will do better.

Yeah, we will, absolutely. I have one more point. Absolutely. And then, and this
is again on the competency side. And I wish to understand Paragasit in my
perception or understanding, that how aware the sales team, People sales
represent you about the competency and selecting faculty from the competency
and I believe that there's a lot of bias for familiarity works with the sales people.

Okay. And I'll take this an example. Last month we we became AWS Managed
Services partner. And by the numbers we understand that. Competency because
in 2014 it was launched and since 2014 there were only 180 companies in the
last 10 years to really cross that bar. And then, and when I saw it in India, there
were only 10 companies.
ahead of us who could really become managed services and service competency
partner. And in five of them were GSIs. So somebody like us who is SI getting
in their queue was pretty proud moment. But what I realized that what
advantage it gives us into the managed services market or share of the market
because Bias for familiarity works better with the sales representatives, so that
if there is an opportunity where the customer is asking for a managed services
partner, how often sales people are really saying, you know what, there are only
10 companies, 11 companies in this region who have really crossed that bar and
I can tell you the effort is going, because it took us two and a half years to really
achieve that kind of maturity.

But we don't see that kind of inquiries coming to us from the sales rep. While
there is a, quite a thriving business, not only in India, but across, because being
among 180 companies globally, I believe That would give us a good, fair
amount of access to the PII, which is available from the Humanities Services
Center.

So how does that work? And again, there's a lot of human angle to this. I don't
think the system can fix it. But is there a special focus of some kind of
awareness or education which is given to sales reps? And you know what? It
makes sense. Better if you position an MSP partner or a JNI competency partner
or a resilience partner here, or you are trying to, is your familiarity taking over
and are you, in this process it's creating a bad experience for the customer.

How does that, is there a So help me understand that bad experience for the
customer, because that really So let me tell that, let's take the resilience part of
it. And a resilience competency partner then. There is an approach they would
make to a customer. The way we would understand the things is far more
deeper.

Perhaps we would first start with that, let me understand your industry, let me
understand your SLAs, let me understand your RPA, let me understand your
RTO, and then let me talk the technology. Yeah. Working backward from what
business needs and then building the technology. Now all that has gone in as a
culture, because as Nishant said, we also look at competency.

It's a way to mature ourselves, our practices and then use that mature practices
to create positive impression for customers and believe that, building business
through that. But then if you're not getting on the table and if it is being
addressed by a non competent partner, when I say non competent, not
necessary, non certified partner, then it's obviously going to impact the way
customers are going to go through it.
The biggest problem in the field is And I always see 90 percent of our projects
are educating customers and 10 percent of our project is execution. If you tell
me if the customer is educated enough, perhaps they don't need in that case, but
let's say understand. Then the whole project can be done in real 10 percent time.

We can just go and say, do the thing. It doesn't take long to deploy things, do
the piping and everything. 90 percent of the time they're telling the customer,
why am I doing this? And first phase is getting him confident that they are into
the trusted hands. Second phase is telling them, It's telling, rather, re educating
them, saying that, okay, what you believe is not what exactly it is, and this is
how it is, and then the third phase is proving them that this is how the best way
of doing it, and hence we are doing it.

Often, Non certified partners do not follow this process, and they end up doing
something fast. And this bias for familiarity might just get them into the
account. But as a partner who is being investigated, I think, I don't know how it
is done. And obviously there's a lot of GSI sitting here. But even at the SI level,
we have a separate department in our company.

Their only mandate is get confidence. Their KPIs of competencies, their KPIs of
confluences, their numbers are, their salary numbers are competencies, right?
So we believe that there's a lot of business value, but we want to see how
monitor, once it is achieved, monetizing, it depends on how sales rep look at us
as different than others.

Yes. So there are two parts, right? And I do not have a hundred percent solid
response to this because I'll tell you, I totally acknowledge the challenge that
you're talking about in terms of. Does our account manager of the sales team
know that, okay, these are my go to partners for a particular conference?

That's slightly twisted because how it works is that there's an opportunity in

salesforce, and I'm getting into the tactical details so that you'll probably
understand this better. So there's an opportunity that is being created, for
example, on resilience, right? And then We were basically looking at it that
whether AWS can do this ourselves or no, right?

That's when typically a partner gets involved and comes into the play. Then we
look at these specializations, right? So then it comes to w. S. For example, if
you're talking specifically about resilience, right? As a domain and from there,
they actually reach out to us and work with us that, Hey, do you have a partner
in the region?
So there is definitely like it's, that's a well oiled machine, I would say. But to
your point do all the account managers really know that? Okay. These are my
10 guru partners. I think we are working on it, right? And it's very different for
different specialization programs and competencies. And also you have to
remember specialists could be like a very scarce resource in the grand scheme
of things, right?

We want a lot of hands on learning opportunities, but I think the way this should
ideally work, and I understand it's not, working that today, but your partner,
person should be, Making the introduction. It's been very decentralized, right?
We have different geos, and in each geo assigned to a geo leader is a partner
leader.

And then, if the geo is North America, and then there's Canada, U. S., et cetera,
et cetera. So there's partner resources decentralized in the geography working
hand in hand with the sales team. The way it should work is, your partner
development person responsible for your company should be making these
introductions to each of these partner people in the different fields.

And then where I saw this work in my eyes, There's some areas where the
platform bringing these parties, what they can over and educate the sales teams
on the capabilities of each partner. You need these introductions for what you're
selling to the world, right? So be We'd get our hands on some number of
opportunities, but not every opportunity, because there's only so many of us.

And maybe to add, I think we have accomplished an interesting, this is a general

challenge. So we have launched Partner Matching Engine. I don't know if
you've heard about it, but it's basically, it's embedded in Salesforce. And it runs
on a very sophisticated algorithm. But the one thing that really drives the
algorithm is specialization and competency.

So the minute you have those, it immediately puts you higher in the calculation.
And so what a seller sees, if they're not attaching a partner, they get that
recommendation on the side of the opportunity. To see a different partner, right?
So they know that if their partner suggested that it's because they have the
specialization or a competency required.

That's the matching engine you're talking about. PME. Yes. It's evolving. It's not
perfect. Yeah, it is. It's not perfect. Is there a cheat book for the Getting higher
rank in a SEO kind of activity we can do No, there is no cheat book we can get
creative Send an email to AWS every single day That's a more refined way of
saying it No actually, no there is a very legit way of doing it Yeah, that's what I
meant Register your opportunities in ACE Put your opportunities in ACE Take
them correctly, because the more we see volume coming through, attached to
your competence and attached to your specialization, the more it will influence
the algorithm.

So again, we're trying to automate it to not replace us, but we can't touch the
opportunities, right? So I think that is an important one that we are working on.
But it's new. There's a technical angle, there is a social angle, both of those are
there. I'm not saying. This bias for familiarity is not, is always, because this bias
for familiarity has also helped us when we've been there.

It's both ways. It's a two way story. Yeah, it is. Yeah. Yeah. And I'll give you
like one, yeah, go ahead please. Sorry I actually have a thought may not work
because AWS is also a big organization. We are really scrappy, I'll tell you that.
I I. What I observe elsewhere is, yes, the match engine helps to make make a
recommendation.

But at the end of the day, it's still seller's decision, which partner they want to
attach to, right? Yeah, so therefore, I think, in many other ways, it's the,
sometimes the wrong behaviors are driven by wrong metrics. When I say in this
case, it's not necessarily wrong, but it's imperfect, right? So what, I think, what
It's worth considering is, maybe it's a rewarding system to say when they close a
deal, if you've chosen the right partner with the right competency, you'll get a,
you'll get a reward.

We don't punish you if you don't do it at school. Maybe the accelerator is not
huge, even 5 percent and more commission that's a good reward. Are you co
funding? Yes. We can talk about that, right? Only if it's the WC. This is a real,
this is a real life example. Because previously I worked for previous life I
worked for another organization, a SaaS company.

What they do is to encourage all the sellers to attach a deal to a partner. They
actually double, double the commission. Say, if you have a partner attached to
you, double your commission, obviously a different stage, right? That was a
growth stage, and AWS has passed that point. But my point here is, maybe just
even a small amount will potentially change the behavior.

It's not about I have to talk to ten people. No, you don't need to talk anymore.
The system is there. It's up for them to leverage. That's going to be scalable. The
second point is, I want to make here is more like an observation rather than a
question is, at least in Australia what we see is now everyone is tightening up
their budget when they have a limited budget, the client, your customer, our
client is They often see resilience as gold plated.

That means if they want to build a digital system, they focus most of the money,
the budget towards feature building. However, resilience is often hidden and
unseen until something, something really bad happens. It's about you, you build
your house for sunny days or you build a house for all weather, right?

Is that still durable in storm, in rainy days? This is the, I think the piece I think
AWS and a partner should work together to, to educate the customers and often
they don't see Did you happen to see my notes? For my life, because you're
actually saying a lot of things. I think that we keep talking about, especially
when budget is limited.

If you have ample budget, that's not a problem. But it's a mindset shift that we
need to drive it up. It's not something that they're thinking about today. Just a
question on this then, right? This is really interesting to me because if you look
at cloud cost management, there's standards, there's there's.

TBM Council, maybe more in that space. There's nothing in the resilient spaces
there. And if you think about in the UK, the only thing that keeps me awake at
night is cyber attack on critical national infrastructure. What if someone hits our
water supply? Our electricity supply, and it's probably the single biggest
vulnerability that all of our clients suffer.

And the only way I think we could if you talk to rubric, right? There's a
ransomware attack somewhere in the world every two minutes. It's not
something that People like us competing is going to fix. There's got to be some
kind of common standards that come out in the resilient space. Otherwise in 10
years time, God only knows where we're going to be because the scale of the
attackers is so much greater than the people like us trying to help our clients
prepare to recover from something like that.

Maybe you're the same topic. Is there, Any version or any lens within Amazon
Q developer related to Resilience? Absolutely. Yes, the short answer is yes. The
longer answer is that if you were to look at the AWS Resilience competency
and the different categories that we have, we talk about design, operations, and
resources.

Right? Resilience design is where we are really focusing on how do you

actually develop applications which are resilient by design from an architecture
standpoint. And Q, and like a lot of services which are part of our next
generation, I'm actually part of that service portfolio. So I'd be happy to share
that in detail with you.

We can do a demo as to how we can help you develop more applications. So

that is one. My point was more towards, let's say, if the customer is already
running an AWS environment, and I saw in, I believe, today's launch that there
is a queue that can read the AWS environment and provide, the gap in the best
practices.

So does this, Set of best practices includes resilience also. That's my point is, I
think there's a trust advisor is one of the advisor has, but that's limited. It's
limited. I agree to Karen's point. I think the standard is far from being ready, but
in the interim I would treat the well at the framework and the RCP potentially as
it matures as the interim one for anyone that is on AWS.

But the challenge really is for large organizations. AWS, probably. Max, it's
probably 70 percent of the digital system. There's 30 percent running elsewhere.
That's the challenge, right? You're not trying to I still talk to far too many CIOs
who are the same age as me, right? They're old. And they still think about
traditional ITDR.

We've got primary and a secondary data center, and they think they're okay until
they have a major incident. And then they realize they're not okay because the
vast majority of incidents don't take out your data center. They take out a
service, a customer facing service. And the mentality is still not there in all of
my clients.

That's a problem. I'll give you my version of this, right? And I do want to
address what Prasad brought in at the very beginning. And there's some
numbers that I love to talk about, right? So we have about 120, 000 plus
partners across AWS. So we did an exercise simply to see where do you guys
stand. You are in 0.

3%, which is radically visible, if you ask me. You're in the 0. 3%. Only 0. 3
percent of partners are actually specialized partners, right? So you are
definitely, there is like a huge spectrum of partners that you have and then
there's a small bubble in which you guys live. Now, can we do a better job in
basically getting you more visibility?

The answer is an absolute yes. There are multiple ways to do that, right? One of
which is, I would say, to your point, Selling resilience is like selling insurance,
right? Like, why fix it if it's not broken? And that's the biggest challenge that we
have seen across resilience and positioning resilience.

You talk to CTOs, you talk to CIOs, they'll get absolutely excited about, yes,
let's invest in resilience. And then you go to the CFO and they'll be like this is
really expensive. Why? And that's the objection that we're really trying to
handle as to how do we make it simpler, right?

From a sales pitch perspective to look at everything from the resilience lens,
right? It could be simply designing an application, running an existing
application, or running your operations in a resilient manner. So we've created
kind of a run book, that can help you with that. It's actually available in our
partner central as we speak, so I would highly encourage you to look at it.

We would love to come in and talk to you about it. You want the kind of
dovetail into that story. The other thing that I want to mention, right? So at
AWS, we are really have been talking a lot about security. Everyone wants to
talk about security, right? It's job zero. We have to come up with something for
resilience, and we are basically focusing on availability as feature number one.

I think that's the top track that we're positioning to some of our customers as to
why you should be focusing on availability so that, to your point, a lot of
incidents can actually be avoided beforehand. You're really predictive about,
basically, failures. You know what and, how and what and when and why my
systems can actually go wrong and you can fix them beforehand.

So you actually avoid the impact on the downtime. You have high availability.
Those are the few things that we are really focused on. I think one of, I agree
with that. So one of the approach we've taken is, back to your point of CFO
conversation, right? Usually the organizations, they have a business impact
assessment done.

And often that has a value in there. If that system goes down, what is the loss of
revenue? What is the loss of revenue? of reputation, et cetera, then the
investment of resiliency cannot go above and beyond that. You need to be in
line with that and you can, you must show you actually, you have a cost benefit
by doing this.

So this is the approach we've taken is always try to find out where the BIA is
and try to find a BIA and build a case to improve the availability. Cause. Every
nine costs, right? You add one nine to the availability, that costs all those
magnitude higher. They're not doing it. And then, by doing that, you have to
show the business, man.

Absolutely. There is, and that's why I'm like, most of if you were to look at ISV
partners they're only talking about high data level environments. They're talking
about downtime. If you go to Optum, for example, right? Every single outage is
actually something that you go on to a portal and they'll tell you that, okay, we
had this many microseconds or these many seconds of, an outage and how soon
they got it back up, right?

It's all about high availability also to your point earlier, Prasad and I think this is
a collective question that I'm hearing as a team. I think we need to do a better
job in terms of marketing resilience. That's where I would say, please utilize us.
I'm committing this on behalf of here. Reach out to us.

We'll be happy to come in, talk to your customers about this. Happy to be
engaging, in your customer events. We're trying to launch a series called Road
to Resilience in 2025. All we want to do is that we want to be with partners at
your customers, right? So it's a worldwide program that we're planning to run.

We're happy if we can go funded. If not, we can figure out a creative way to get
this done. But the idea is to invite customers, invite decision makers in a room
and let's not be salesy about it, but let's really be. Highlight some of the real
time issues. Understand from them that what are the challenges in terms of,
availability they have.

What are the challenges they see in terms of getting resilient. We recently did a
survey with IDC. You'll be surprised from the results that we have got. And,
Out of this we surveyed about 1, 200 customers, currently, if I'm wrong. And
we got very interesting data. The data is that most of these customers do not
have the right IT teams to even assess resilience.

Forget about fixing it. They just do not have the resources or the money or the
the capability to do that. And that's where partners come in. 43 percent of these
customers are actually working with partners or third party service providers
who are helping them with their resumation.

So there's a huge market which is untapped, right? It's all about positioning
resilience right, positioning this with AWS right. I think that's what we need to
do. And we can absolutely help you with that. And even focusing on unlocking
the money you can make by being resilient. As in, if you don't pay the penalty.
Because some of these penalties are costly. It's not even having But if you're not
doing the right thing, you still get paid. So in regulated industries, that is real
money that you're giving away. To me, that's making money. Risk avoidance.
It's no. I position it with my clients as a competitive advantage now.

There's so many different industry sectors where if a customer has choice and
they see outages publicised in the media, they're not going to go to that
organisation. They're to one that, like the UK banking sector, right? As a
customer, you know which banks are always having problems. So you're not
going to bank with them anymore.

And I think Karen mentioned this in the beginning, like focusing on industry.
There are some low hanging fruits, like you guys are big with FSI Healthcare. I
think those are the two industries I would focus on. Build campaigns, like build
AWS, wherein we can go and Create a, market penetration strategy only on FSI
customers around resilience.

Same thing is replicable in case of healthcare and life sciences. Yeah. Because
there's, those, they have a lot of regulatory compliances. Yeah. In Australia we
also have a critical infrastructure act which covers telcos. There you go. And
mining, water supply, et cetera. Yeah, definitely number three on our list as
well.

So we'd love to look at that and devising that strategy to AWS. There's another
important thing. I think this is probably where I shouldn't spend marketing
money on is while it's Share responsibility of the truth, but often that's
misinterpreted is some customers will blame AWS platform when there's an
outage to say, Oh, the media doesn't really know which one is their
responsibility, which one is AWS and say, The platform is down, by the way,
that's hosted on AWS I hear you. That's all about like infrastructure, but we do
have the shared responsibility model for resilience and we have created a
version that says for customers and along with partners. I'd be happy to share
that with you as well. My point is for long lasting success for AWS, it's also
your common goal to make, your customers more and more resilient.

But yeah, we, because we're so customer obsessed, we're never going to turn
around and say dear customer, it really is your fault, right? You should have
done this differently. So it's a bit of a, That's why we need our partners to help
them do the right thing. And sometimes they need an independent voice and
say, Hey, you are the product and you always try to show me more.
The point, what I was saying, when you're talking about the GDNP and Are
there a better way? We do, but are there better ways where we can do a cross
practice GTM or a cross competency GTM? Let's say, we drive, maybe, a
migration, GTM with resilience contribution. Something like that.

Again? Yes. Please come to her talk. That's exactly what we're addressing
tomorrow. All right. And we're planning to do that. What time, what place? 2 to
220. Alright, lightning one. 314 is right next to it. 314. But great inputs,
everyone. Thank you. I had a lot of fun. I think going after a simple and focused
industry is very cool.

And I'll talk to you, Prasad, there are ways that we can fix it. We just recently
did an exercise with one of our GSI partners. They had the exact same
complaint, right? How do I get to a non manager, right? How do we get to
AWS? You would be surprised. I requested them to do a customer ad. It was on
LinkedIn all over.

I was actually one of the panelists in that. We invited 20 CXOs in a row. And
we were not salesy at all. We just asked them to just open up about their
resilience challenges. Do they even care, right? Do they even want to invest in
resilience? And believe me, that, Event costed us 20, 000. We generated 16
opportunities.

And these are big opportunities. With this particular partner. The change in the
mindset was that the head of your team sellers, they were pinging us, that, Hey,
can I come into this event? And I'm like, guys, you'd you'd never listen to us.
Why would you want do that? So I'm just saying that we need to find creative
ways Oh yeah.

To get in front of these sellers. Because honestly, what we said, like very, they
don't get incentivized if they have a mark incentive doesn't change. And here's,
it's a long short that, we can go and change the incentive policy. Trust me, UBA
is working on it because it's a Ws wide issue. It's not a competency problem or
just, so I used to do Oracle work years ago and.

UK where the Oracle sales guys weren't as good as the SAP sales guys. So they
kept losing things to SAP. So I actually developed a training course for Oracle,
for their sales guys, that we spent two days delivering to groups of sales guys.
On how to sell to a CFO and not just a CIO. To help the people, because then
we benefited because we got the services for them.
We can always do things like that. Exactly. It's all about getting creative, getting
in front of these sellers. Yeah. Coming to us, we can go to them, and then
eventually they'll come. So maybe there's an opportunity, trust me, they are all
ears, they're like yeah. What are you gonna do? It's just, we're all busy people,
that's the thing.

And unless it's in your face, you've got 20 other things that you're focused on.
Yeah. And also like briefly, this is strictly under NDA, but I totally hear you on
the funding. We are working on something, and we didn't necessarily steal the
name from Matt, it's called RAP, because it just sounds cooler, it's Karen's
invention, it's for Resilience Acceleration Program.

So we are working and trying to see if we can secure a fund and maybe we can
do a Resilience Assessment for 10, 000 pilot customers. Love it. So stay tuned.
Love it. Give some. Yeah. Brilliant. Thank you so much. So this is a breath. Is
any of the resilience content Yeah, that set embedded in the CISO circles that
we do?

Yes. We have to do a better job like it's there, but it's not like a, most of the
track is around cyber resilience with C source, not complete resilience, but like
internally last year what we did was the resilience recharge training. That was to
our internal sellers, and that has a lot of content embedded.

It's all about resilience, working with partners and stuff like that. I think you're
producing some really good stuff with resilience. I really do. You're really cool.
In the last 18 years. No, you are. Like, the quality of your work is really good.
The stuff that is coming out, we're just going to do better.

And you should say that louder. Karen really good. But I'm saying like more
and more like I see you, like the right security and resilience oh, it's completely
converging. Completely converging. Our biggest market now is cyber recovery.
Cyber resilience. How do you sequence your recovery?

So if you've got some AWS, maybe you've got some Azure, you've got legacy
on prem, and someone takes out a chunk of your estate, how do you sequence
bringing that back? It's really complicated. Some lunch anyone? You guys have
to be there, I don't want to stand in, please, guys, go. It's lunchtime. Yeah.

Great. These are nice, aren't they? I'll need an extra suitcase for a haul. So I did.
Yeah, that's exciting. Never have too many. Thanks, that was really good.
Really? Yeah. I think it was really good. And I used to love paying it. I think it's
really cool. It's inside. Heh.
We're having a reception here now. A people can sit here. We've got a meeting,
too. The meeting should go. And then, we're going to have a meeting. So it's
going to be nice to maybe, I know you're not going to step out, but we're going
to have a meeting, and then I'm going to have a meeting. Yeah, we will be
meeting.

Didn't see you in the past night.

No, I went to I went to the conference. I went to the conference. I went to the
conference. Yeah. Yeah. Yeah. Yeah. Yeah. Huh. Absolutely. I know this is a
long time. so much. I'll put this off until we can get through to the next one, but
that's going to make it a little more interesting.

Does that mean? Yeah.

Want

lunch for you? I think I'm gonna pass, I think I have a lunch, some close late
lunch with somebody. Oh, okay. It looks good. Doctor. So where do you live
now? I'm in Seattle. Oh, okay. Are you in New York, sir? I'm in New York. Not
the easiest thing with most of our businesses in Asia and Middle East. So do
you have to travel a lot?

Quite a bit, yeah. So what's the, is there is Novan or public? It was public on the
LC and we took it private. A lot of fun stuff.

Seattle is beautiful. I love it up there. I've never lived there, I've just been up
there. I think it's beautiful. I love to ski. All the other stuff. I lived in Whistler
for a little bit. Yeah, but Crystal's nice and there's other places around. Closer to
Yeah. Something like whistle. Yeah. Yeah.

Whistle's. Great. Well, New York is great too. , yeah, in its own way. It's a
different animal, trying to catch up on emails when you leave the office, they
don't they forget that you are not there, right? Yeah.

Do you have to do deals, approvals and stuff? You know the answer. All the big
ones come through, obviously, the CFO's office, so there's a, there's an index,
and everything is urgent. Everything is urgent. Look, I don't mind the deal with
Google stuff, because then I'm actually helping to add value, right? That type of
stuff is I'll answer those types of emails any day of the week. I always tell my
team, I don't mind that. Just trying to get everything else across the line.
How long you been in Seattle? I'm originally from Turkey. I think I moved in
90.

1991, then you moved to Luxembourg for 5 years, in the middle, and then came
back. We we have a relatively large office in Istanbul. Oh, cool. Yeah, so I was
just in Istanbul, Couple months ago, and then Crazy city. Yeah. I love it. I think
it's amazing. I think it's beautiful. It's really cool.

We also, you wanna join for lunch? I have a lunch after this, oh yeah. I'm just
gonna stay. Is there like a development sort? No, it, it does all the same thing. It
does cloud clouds. Cyber security, all that kind of stuff. So we, Novacek is a
holding company. We have a number of different brands that we acquired.

There's a business called MakroNeko, which is based out of Turkey. So we have

that business. And then you mentioned, we have businesses in Uzbekistan,
Kazakhstan, Tajikistan. There's a lot of money over there. Oh yeah, they do.
Armenia. We, we're in a lot of the old CIS countries as well.

Did I've not been to the stands yet, but spent time in Turkey and obviously India
and the Middle East and London. I'm told like, they've developed a lot since I
lived there. No, I'd love to go back. I'd love to go there to be honest with you.
Cause I hear Astana's beautiful and there are a lot of places that are really nice
over there.

Kazakhstan's a very good market for us. Kazakhstan's they also have a lot of
good skiing and stuff over there. Yeah, I actually have heard that too. Yeah. I've
actually heard that too. That would be pretty cool.

How long have you been at New? About, I'm very relatively new about seven
months now. I wasn't venture capital beforehand and we were the investor of the
business and then I as a partner there and I moved over to help run the business
as part of an investor. It's been quite I never thought I'd go back into the
operations side of thing.

It's after, my five years at Airbnb, but you came from the Airbnb? Yeah, I was
at Airbnb for, a long period of time.

Yeah.

I have a lunch right after this, if you can believe it. Alright. I wasn't gonna do a
watch, even though I'm probably hungry enough to eating,
done something else coming up.

Sidney. It's a beautiful city, huh? It is. Where are you from? I don't know. It's
another beautiful city. Another. Easy. It's a raining season now. Sorry? It's a
raining season. Yeah. Is that what's there? It's good because then you get snow
and it's fun to ski. Oh, yeah. We don't get slow. We have to drive five hours.

It's somewhere between Sydney and Melbourne, halfway.

Paris.

It's not as good as New Zealand or Japan. It's still real.

I didn't do a very good job of building my my life, my things. My wife is from

New Zealand, so I spent quite a bit of time over there, and then her good friends
moved down to Melbourne. Yeah. I love Sydney though. Everyone always talks
about Melbourne, but I like Sydney better than Melbourne. I missed the PwC
welcome party last night because I went out with one of our foreigners.

Melbourne is probably better for sports and the like. You guys had a PwC
welcome party? Yeah, we were at Topgolf last night. Australia Open. We got
two days off, one for Melbourne Cup. I did think about joining at Melbourne
Cup, but it's 4am. That's favorite. We don't have those days. We're not keeping
this building to go to another building where my bed is upstairs.

Must be getting old because there was a time, I would think twice. So you're
talking about Formula One and we were just going from one I spent about five
years working with Bernie Ecclestone to bring Formula One in New York. That
actually didn't get done, because Bernie Ecclestone is a pain in the ass.

Is he? Oh my god. I did read somewhere that he has a reputation. He is the

hardest person I've ever dealt with in my entire career. We used to have people
check to see his mood in the morning before we had meetings, and if it wasn't
good, we would cancel the meeting. Why do you think it's like that?

He just grew up in, he basically, leveraged his position. He was a used car
dealer. He was a used car dealer and he went to all the Formula One owners and
said, Hey, look, I can figure out a way to get some money for your media rights.
This is like the 60s. You sign over your contract to me, I'll go get you some
money.
He's a hell of a negotiator, built a, a billion dollar empire, then he sold it and
bought it back and sold it again and bought it back. He's a very tough nosed
negotiator. What do you think of his stage of life with all that money? He'd be
quite chilled. Because this was about ten years ago, and we were off in pretty,
pretty attractive financial terms, and he was looking at what we were trying to
do in New York, Similar to what you get in a gold briefcase in, Astana.

But I'm like, look, having a race in New York could expand your brand so much
more. For your sponsors, for your business, for the drivers. And we're still
giving a competitive rate. He wanted the plus plus because it was New York.
And it's hard to get investors to agree with that concept, didn't I read today that,
is he selling his car collection?

What Bernie? Was it Bernie or someone else? Someone else. I'm not sure. I
have to check, but I read something today about some, one of these chaps
selling their car collection. Yeah. And then he had an impressive one, right?
Yeah. But he was an interesting guy to say, to leave. So what's happening with
New York and a gambling license?

Is it becoming the next Vegas director? I don't know about that. It's one of those
things that they've approved it. Now everyone's just trying to lobby to get one of
the six licenses. And it depends on what they're doing. I have, this type of. This
stuff takes forever in the United States, and I'd be surprised if it was a full
gambling license like they have out here versus just off track kind of betting
type of things.

So we'll see. Who do you go to the gym to? A friend of mine works for Sands
Resort. They used to own like the Venetian and they've been selling all their
real estate in Vegas. They're prioritizing New York, Singapore, and Macau.
Really? That's interesting. Yeah. Because I got no preferential treatment this
year.

He's yeah, we don't own it anymore. You're like, come on!

I haven't been following it closely, but if it does come like a proper casino, it
must be coming soon. The momentum behind those guys. Yeah. Cause there's
big projects that are proposed right for Times Square and then out what's called
Willis point, which is out in Long Island, right by all the baseball field and
everything.

So those are big projects. There's gambling in Atlantic city, which is Southern
part of Jersey, but. New Yorkers just don't go down there. I spent a summer in
Wildwood. Yeah. But I was down there. I hear it's nice down there. Isn't it
beautiful? Yeah, I hear it's really nice. There's a place further down called Cape
May.

Yep. That's really nice. That's nice too, yeah. Really nice. Wildwood was a bit
rough. In those days. I hear it's actually really nice. Yeah. I think it's nice.
Overall, what a quality of life. You would walk about on your own in the
middle of the night. We did. But then, we quickly learned that.

That was a bad idea.

Oh, y because everywhere I went was too busy and got fed up.

And everything is so hot, I think I haven't even gotten one. Oh, it's ridiculous.
We've we sponsored the Starbucks in the Venetian, but at PwC, but none of us
could get in. Yeah. There's some sort of secret wristband that you need that no
one knows how to get one, so it's So we love your booth. The

booth is very nice. Yeah. Thank you, I like it. It's the coolest looking booth. It's
conveniently right next to the bar as well. So we got excited. So did ours.
Perfect location. Yeah. Yeah, if you guys need coffee come over to our booth.
We have a barista in our booth. Oh, really? Proper coffee? Yeah.

Indian Expo? Yep. On East City Summit, there are 20 We're serious about
coffee yeah. And in the Expo floor, yeah, they're almost ready. 10, 20 of
Marista stations. And mostly sponsored by our partners. RSV partner. Yeah,
Australia's the ones I keep drinking country right now. Especi. Yep, exactly.

Yeah,

it is knowing everything I know now, so I got mine, so there was none, there
weren't really. So many people bought them during COVID and realized that
you can't leave them to go to work they don't like, they call them the welfare
dogs. So not a lot of the bigger bags than that, is there any?

Yeah, because we are in the front now, because she's too big. We are. Except
for us. But they're meant to be. We looked it up. We have very few bags. Oh,
there's a few. They're really funny dolls. It's we laugh all the time, dogs. They've
got such strong personalities.

It's hard to explain how a little furry animal can have such a strong personality.
Any other puppy you've ever had? He was a comedian. Like I said, he made me
laugh every day. Yeah my mom's called Ollie. I call her Ollie McIntyre. She's
like a comedian. She's so funny. Did you guys sit in the garden?

Like, when I go home on Saturdays I don't want to speak to you for 24 hours.
She takes the hot. She's listening. Not even looking at me. Yeah, they're like
You walk in the room and they're like So my husband says the first two days
she'll be with Mr. P. Right, so she'll look at me. And then she's okay.

And then I come back. Yeah. It's yeah, you're back with me. Yeah, you're back
with me. Yeah. It's coming to an end. I'm so glad you said it because I don't
know. It's amazing, isn't it? It always makes me laugh. I'm like, okay then. You

have your hat off. I have to head to Venetian song walking. Yeah. Thank you all
very much for Nice to meet you. Rad. Enjoy the rest of the event. For the table,
different. The other one, like a big room.

That's just like a big room. Yeah. More open group, right? Yeah. Alright.

Hi everybody. We're going to do the closing now. While you're eating, you can
just leave whenever you want. What's next after this? If you want to support me
in the security labs, or if you guys would be doing your own little offsite for the
business side of things. Q2 we'll be doing a technical breakout, getting some of
our project managers, our senior management services teams engaged.

And then Q3 we do our fun retreat. The last one we have is in Seattle, just cause
there's some fun new things which I won't get into. But the year before that was
in Phoenix in July. So that was also when I was free. But we will finish that
next year. Because we actually have funding already planned for next year.

So it's going to be awesome. If you have any questions, just feel free to come
talk to me or anybody. The yellow badge. If you want a polo, they're nice blue
golf polos. There's women's and men's sizes over there. They're over there
getting the boxes in. We'll help you get those as well. Other than that, thank you
all for coming.

We look forward to doing a lot with you next year. And then we have the scrims
on Tuesday, so you can come in. You don't have to leave. Applause Oh, sorry.
If you have time, we can serve you after the rest of the ceremony. No. We can
introduce our guest. Yeah. Yeah. But yesterday I got a little I was sorry because
I didn't have time to
That was. First people meet yesterday. I got an outfit. I'm curious about the
Australian market. Let me know if there's anything I should talk to you about.
We all have a lot of stuff planned. I'm happy to work with you. I'm happy to
work with you. I'm happy to work with you. I'm happy to work with you.

I'm happy to work with you. I'm happy to work with you. I think that's what it's
called. Columbia. Columbia. That's pretty far out, but I want to get out of the
way. I just got out of Texas. I'll just stay right here. But it's great to be able to
present the article that we're doing.

There's one thing about the article that I like. I think that there is a very large
desire in our places, our shareholders, that they should come to the table and
present the book that they want to. And I think that I don't know, but because of
that, I can't report back to the way the government's doing unless there's a lot of
power.

But there are a lot of people who have supported us in this kind of effort. There
is but then, we're at the end, and we've come to a point where I think I'm going
to support that like a surrogate or a vet. We've never really been invested money
in healthcare. It's a very important thing. It's a very important thing.

And it might be true if I'm lucky. Or it might be retired. It never comes far too
late. If I'm lucky. And it just hasn't changed that much at all. And it's been two
years since I've been in a wheelchair. And it technically was And if you come
back to me with something around that's fine, I try to tell people this all the
time.

I'm fine with it. I'm not spending money. Because I know some of this is for
Jacob, so I get it. But, if you can come back to me, or the team can come back
to me, and there's some story to tell, I'm fine with it. Right there. Come with
some sort of. It's what we know what we're delivering. But, we're, I think not
sure if it's happened in some of my counter conversations.

That's part of the group. I'm close to him. I'm close to him. It's one of the people
in the show who are actually in the show. I drive that group. And, obviously,
we're on Microsoft. That's what I'm talking about here. But I want to make it
better. Yeah. Nice. And they're having, I assume, a little bit of a team to to get
funding to the venue.

So the part of it is registration fees. And the guys have some rare rules. Like,
where I've read all the standards. So I don't know, but that's what I do. And they
want this video quality. I would be happy to. So I have a start date. There's a
fine line of complaints. I've been doing it. Look, I've already learned way more
than I thought I would.

So I appreciate you taking the time to think about it. Alright, safe travels back.
Yeah, and I I met him subsequently, but I had to call him. I was asked to come
to the inclusion and diversity meeting. Yeah first meeting. I knew something
was missing. Nice to meet you. Enjoy the rest of your week. The first meeting, I
knew there were people in the room that had complained about Mexico to me.

So I was trying to educate them that, my generation, National Stadium type, was
a form of humor. And I said, I'm Scottish. I've had jokes my whole life. Scottish
ginger jokes. Yeah, time. In the same way, though, we may want to re english
and Oh my god, that comment didn't go down well at all.

I'm not right. I'm not. No, but I actually resigned. I said, you're going to have to
find another diversity inclusion leader and I'm scared to say anything without a
complaint from me. Therefore, I'd rather not do it. It's terrible.

A that wants to.

Oh yeah. Round table round. So if not me, yes.

And if you stand up for yourself, you get,

and I used to get this all the time. You're, I scared to say that. So they used to
say all the time, I'm like, I'm no more direct than you, or you are you. But the
difference is you're a guy and people don't like. But, I believe it will take a
while. I don't know why. Maybe because I'm late, or because

I was just late. But they will just find out I'm behind. Oh yeah. And then, If
anything, it doesn't matter. Oh, they undermine the guy's story. Yeah,
sometimes. It's not really good. It's not as bad as it could be. Yeah. The ship's
there.

Prasad,

did you collect your t shirt? My gosh, I just wanted to say thanks for everything.
So yeah, I've not managed to find it. So I think we've prepped for it. I need to
stop. I've given up. I know you asked for me Yeah. Yeah. Are

fix, oh, it annoys me. And it annoys me that you have different days, like some
days it's people like us don't make sex. Who's going to help these young women
when they're gone? And then there's other days when it's I'm fed up being the
one who tries to make sex. Yeah. And it's all the generation that needs to come
up with the things they can and don't have to do.

They can and don't have to do, yeah. And there's a disservice to some that don't
do that. Oh yeah. Look at this. Look at this. It's crazy. It's crazy. I've got a girl in
my team working for me at the moment. She's 25. She's really smart. Really.
You know when you see someone and you say, okay, you're smart.

All of us. She's brilliant. She doesn't realize how good she is. And I asked her
one day, what do you want to do when you grow up? She said all my friends are
asking to get married. And I'm like, what are you talking about? And I was like,
what? When you get to my age, and all your married friends have been cheated
on, Are they divorced and life will stop for them in the end?

I'm sorry? I'm asking if they have a good kid. Ah, okay. If they have a good kid,
we'll send them. Tomorrow. Oh, alright. I'll see you. I'll see you. Alright. I'm
going tomorrow.

Everything.

So now my friend in action, He has he's going to say, Can you make this one?
And I'm able to. I think that you've created this. No. It's all good. It's all good
for an audience. And they'll be like, Can you make this one? I am. It'd be like,
My best friend, Yeah, but I'm here.

Can you make this one? Can you make this one? Oh, Lovely to meet you. You
work for a company. That is a supply. Haha. Then and then, anyway you sent
me the email to confirm. Yeah. I can get it and get it. Ok. I love it. And I'll see
you soon. Ok. Have a good day. Yeah. I don't like food. Oh, yeah. I'm happy to
like you.

I'm honored to be seeing you. You are very welcome. And, what, you'll be back
with me in any way? Yeah. She's happy. You're happy? Yeah. Yeah,

I.

Okay, so what am I going to add? I'm going to add, you guys can talk but of
course I don't have a lot of time, because I like you guys as critics, so I'm going
to put a lot of things on here. What do you mean by being a critic? Yeah,
because I, yeah maybe I'm a teacher, and I go online, and I read, and I solve,
and I curate, and then I look at these things, and I'm like, there's no second
better.

Aren't you safe and sound?

It's something that I've worked on for a long time. Both my husband and I have
worked on it. It's amazing. It's such a safe, it's just something you can't do it
again. It's it's healthy. It's it's got a lot of vitamins. It's very, he's a happy little
boy. And I know he wants to, so he's very happy.

I have an idea. My my ex girlfriend, we're separating. But he always struggled.

He was not good at math. But he struggled so much. I've trusted him. He's
crazy. I know. He's crazy. I like your son in law. He's always crazy for you.
She's my girlfriend. And they were together all the time. The problem was, I
was always floundering.

I think it's a little bit of both sides. It's not the same as your ex wife. But do you
think that everybody was in some sort of relationship? Oh, every relationship
I've had has been a program that prepared me for money and prepared me for a
job. And I think anyone who knows someone who's been through something
like that, Yeah, it might be worse for them.

So s.

It is hard for them. I never understood why it was hard for them. They said we
can't do it, that's the least we can do. We don't have it. It's not fair. It's not. I
don't understand why. I don't understand what this is like. I don't understand
anything. Oh, yeah. I know not very well. A nice polyester. No, I think there
should be a center for it.

It is all visible. Right here. I think this is awesome, right? Yeah. This is
awesome. Yeah. Yeah. Yeah. Yeah. This is awesome. It was like, when I went
into work, I could die for a few years. And everyone said to me, I don't know
why you're doing that, why do you need to die there? I was like, I don't need to,
I'm okay.

And then they were like, Oh yeah, but the guy who was the judge in the city, he
was a horrible man. And they were like, I don't think you should work there. I
was like, I'll be fine, I'll be fine. My attitude was always, I'll be fine. I got out
there thinking I would change I'll be fine. After two days there's nothing I can
do to like, make this kind of interesting, and, oh my god, it was terrible. And the
first day, I was working for Timmy for lunch. And lightning was just horrible.
We went for lunch in the Keto facility. It was terrible. And the PwC office in
Dubai has got television in the lift and honestly, it was the day Mike Portia not
Mike Portia, he came in first day, he was Prime Minister, and he declared war
on Syria.

And it was live on TV, and in the lift was my civilian, my new civilian
colleague, who I've always liked very much, going, Mike Portia. Wow. But that
is really un unfair. Had a star.

So after three years out there much, I love the place. Last three years,

I know wasn't easy. And they wanted me to stay, but in GWC Middle East, 70
percent of our revenue comes from science. And I didn't, so I didn't work in
science. And I said to my big boss, who I really liked, I'm not so much
responsible for science as I am for science. I would love to stay here, but I will
never have a level playing field like this.

I live in the middle of the park. We are doing 10 million dollar deals in society.
I'll be paying 9. 5 million deals in Dubai because it's easier as a bar. I don't want
to be like

So everything else,

forget. Forget, I didn't know how

such a nice. But yeah, that was hard. That was hard. Having to accept. I couldn't
make it work. I couldn't post it. I couldn't even use a mail. It was stuck with the
text. It was like an inner circle of mail, 30 emails, and text messages. And then
it's the guys from the company, they're just like, people like me.

And I'm like, nah, that's not a good way to be. In a CU case, it's okay, you can
write a small paragraph. But it's, it's work. I think the U. K. And I came to the
U. K. And I I've always come back. And then we live in Ireland. Have you ever
been to Australia? No. Wow, so you were very lucky.

So if you hadn't gone to Australia, you wouldn't have. If I hadn't gone to

Australia, I wouldn't have. It's interesting, because I'm going to be in the
hospital. Monday, Sunday, Tuesday, Wednesday, Thursday, Friday, Saturday,
Sunday, and Sunday, I'm going to be in the hospital. And my friend, she's going
to be in the hospital.
And they said, hey, we're thinking about, we're going to keep you for an exit, so
keep back the next day. Not that my exit, I left the pipes. But if that had
happened, I would have met him. Yeah, but he died at the end. And then we
moved on. I love stories like that. How did you meet him? Yeah, I was bored.

Because he would have never left.

The worst experience I had was actually with a German. He worked for Stratis.
At Stratis? At Stratis.

And as I was visiting my meeting

and he rang me and said, I need you to do such,

no, I need you.