Welcome to the Internet of Things Equation a podcast when I talk about the Internet of Things domain both from the technical and business perspectives. I'm Lukasz Malinowski the Internet of Things Advisor and Trainer my today's guest has 35 years of experience in building high performance teams in 2007 he founded Clearblade a successful IoT intersolution provider supporting companies during the digital transformation LG technology often assists digital transformation that's the topic that we're
going to cover today hey Eric thank you so much for accepting my invitation hey Lucas thanks for having me could you briefly summarize your track record for the business oh gosh sure I started back in 1988 at IBM on an air traffic control project in Maryland so my early career was mainframe complex systems um spent a few years doing that hospital systems and then was a specialist in what was called client server technology in the early 90s so we are moving workload off of mainframe systems onto
PCs object oriented programming was all the rage back then left IBM in 94 and and did a startup in the in the San Francisco Bay Area that became a pretty successful services company today it's company called proficient a bit of history on big enterprise systems and I Learned some interesting things in the early days about complex systems and about specifically how processing swings between centralized and distributed someone very smart on that air traffic control project told me as a kid hey Eri
c when you go throughout your career you're gonna see this pendulum swing between centralized and distributed and it's definitely a pattern that I've recognized over my career over the last several years before we jump into the main topic I would like to really cover a few things that you just mentioned actually I would like to ask you to mention complex systems based on your experience um do you see the overall complexity of it solutions like growing or decreasing overtime oh gosh it's growing
we've added so many different layers of complexity Devots would be that the thing that I would point to some for the better some not so much for the better it depends the systems of my era early era were often closed proprietary systems there's obviously a much more open ecosystem now so I think that parts easier but there's a big difference between building applications for certain systems and then building core software that needs to scale to millions of devices and it's a very different skill
set to piece together other people's products to create a solution and then to create something from the ground out that's great insight in my opinion the complexity is also bigger than used to be and together all of those obstruction layers that try to create interfaces between those underlying systems and we basically build obstruction over obstruction over obstruction which should kind of gets out of hand I totally totally agree with you that cycle we've got the centralized computing distrib
utors computing I think that's a great point cause in my opinion cloud is kind of centralized computing from the developer's perspective and we see a huge movement to the edge to the distributors computing and this is something that we will cover day so I think that's a great great instruct or sensation but you are on the mission to provide multiple industries with the power of IoT enabling them to deliver immediate return on investment that is significant undertaking I would like to decompose t
hat a bit what kind of ROI can companies achieve by utilizing Coyote technology well tremendous ROI as long as they identify what they want out of IoT right you just don't wanna go into it for the sake of of of doing it connecting up uh remote equipment making sure you're getting the data from that equipment to fuel your analytics initiatives and your AI initiatives is extremely important extremely valuable and some of the hardest data to acquire is machine data in the field there's a tremendous
upside into just first connecting your devices and and getting some insights into how those devices and those assets are operating in the field and then you can start moving up the maturity path and and really creating autonomous systems over time are there any specific outcomes when you talk with stakeholders mainly the business takeholders that they expect from digital transformation port by IoT well the ones that I'm seeing really first are just remote monitoring of equipment in the field th
at's kind of step one um you know say you're a large rail company we do a lot of work in rail so I always like to use that example I've got lots of assets along my railway I've got crossings I've got switches I've got locomotives I've got blowers heaters all sorts of things and typically those things are monitored and maintained manually we have someone in a truck that would drive and inspect these devices and then really look during the pandemic you didn't have the personnel to go do this if th
ey were furloader or they weren't coming into work so you needed remote monitoring of this equipment also during disasters or weather events like a Hurricane right you wanna be able to see what's operational in the field is multiply this times many industries right tried the building space other transportation like electric vehicles the ability to get the data and in real time know exactly what the status of any of your assets are in the field is extremely critical I agree with you that the visi
bility is one of the core value propositions of IoT once you've got the visibility you can build on top of that as you said is due to god remote access to to those devices but you started Clean Blade in 2007 that is pretty long time ago at least from the IoT perspective what type of market opportunity you saw back then and how you approach that so 2007 ironically I was asked by IBM to go do it again basically rebuild the business that I built in the 90s that was really supporting something calle
d enterprise modernization so we would go into legacy big box mainframe systems and convert them from some older technology into something more current like Java is a good example as we went through those first four years one it was very hard we were very good at it they're very obviously a services labor intensive business and my CTO Aaron Alsbrook and I saw a couple really massive movements again I mentioned this earlier when you have a career as long as I've had you start to identify things a
nd I call it pattern recognition you see the same movie once again in a different way so just like I saw in the early 90s where we started moving processing from the main frame to the PC to take advantage of the graphical capabilities of PC we saw the same thing happening with mobile and cloud and eventually edge we had a massive opportunity one when we were pivoting within Ivy and we said look we're gonna work on mobility we really didn't like what IBM had acquired in that space or what their s
trategy was and we really I'll tell you a specific story there was a company in 2013 that got bought by Facebook that company is called parse and they were bought April 25th, 2013 I know the exact date because it was April 26th when I woke up and saw the news story and decided to call Aaron and say let's go build this so what we liked about that product was it was API based it was cloud base it was very flexible and it really solved the problem for mobile app development by putting the processin
g in the data in the cloud and not having it on the physical device where you had to back then deal with iOS versus Android native app development right so what we saw was by gosh Facebook just bought these folks they bought them for a pretty high multiple so the venture capital side of me said I like that but the other part was who's doing this for large enterprise right not just for mobile apps and not just for a company like Facebook but for industry for critical infrastructure and we didn't
see that anyone is really building something like this so we we quickly came up with our thesis and said we're gonna go build what the market needs for this the idea is great but execution is even more important in my opinion you've got proven track record you mentioned that you already created a few companies before starting to blade so if you could give us some some hints lessons Learned and some failures let's say that I want to start an IoT company I've got technical skills but non business
skills so what would you recommend so one um obviously believe in your team fire find people much smarter than yourself and and give them the power to create it was always something that that I'm limiting in my career when I worked for big companies was I felt like I had more to give but I wasn't really given the freedom to to to use my my brain um and that was one of the first things that that I Learned was when in charge don't make the same mistake that you felt like others made when you were
not in charge so first giving people that that agency that authority to go build their idea and we did that at Clearblade I I had the general thesis along with Aaron to say look let's build software that is cloud independent which was against the common knowledge at the time still is by the way back then it was especially with IoT was okay let's go build pick a cloud pick pick some of their parts and and lets the build on on on on what they're doing so my first advice would be one trust your peo
ple my second would be stick to your convictions the markets always going to do something to put you off your game or or concern you for example back in 2015 as we were building and actually had launched our first platform and edge product Amazon jumped into the the game buying a peer company of ours called telemetry at a Denver and that's how Amazon got started in IoT and all of a sudden my team comes racing and say oh no Amazon's doing this how we gonna compete and that's another thing you Lea
rned is 1 have confidence and know that that as long as you're addressing a market need don't be so afraid of the bigger companies because um there's a value there's there's there's value to being smaller and nimbler and doing things in a much different way then what the conventional wisdom says I've seen this in IoT over the last decade for sure is everybody almost everybody followed the same playbook and and look back in 2015 2016 there were probably 400 companies that look just like Clearblad
e right and I can tell you the number of times lots of times that we've been told you'll never make it it's another thing don't listen to your critics um believe in yourself believe in your team and continue on on building with convictions don't be blind to what's going on in the market but even if you're approaching it a different way embrace that and and take that risk because that's what being an entrepreneur is it's not about playing it safe it's about take the big bet um build something bet
ter bigger and different than everybody else and have the staying power to continue to prove it I think those are great great points especially the last one that you said about taking risks cause if you want to innovate like innovation is pure risk otherwise that won't be called innovation and sometimes market is not ready for that sometimes customers do not expect that they just want to have better horse instead of a car the story as it repeats over and over again so those are great points let'
s go back to the main topic the digital transformation cause this is the topic that is extremely overused often misunderstood on the social you can find number of experts on digital transformation that don't know what they are talking about so speaking about that is that a technical transformation business transformation or both or mentality change maybe how do you define this transformation in plain English it's definitely both it's it's one of those terms that drives me insane because it's so
broad and it means something different to everybody um just like Digital Twin does we can go and go for an hour and what the heck is Digital Twin right same DT but digital transformation really depends on the business you're in and what you wanna achieve at the back of right what where do I wanna be some of its technology driven but a lot of it is business driven right I know companies that have completely changed their bottom line by transforming themselves through internet effects saying we're
gonna charge uh for this service in a different way or we're gonna add this feature to our set of products but we're then gonna be able to do some very interesting things uh for example with energy uh on the back end and we're gonna be able to uh increase the margins in our bottom line um I'm gonna be able to change the way that I maintain aircraft and I'm gonna be able to do a better job of being efficient in that and seeing seeing all my my equipment in a digital dance so digital transformati
on has to be driven by the business first technologies like us uh what we provide or the tools and we should be one set of tools in your toolbox to help you with that digital digital transformation which is why we architected our software to be very flexible right we I always says you've got to play nice with others means other technologies in your space and enterprise technologies that have been around for decades because that's where the data needs to flow to so having that sort of a view agai
n going back in history to my past um knowing what it's like to work on very structured very closed mainframe systems making things as open and flexible as possible so the customer the consumer can can bend and twist your product in a way that that works for them to one other thing I'll add and this kind of goes back to digital transformation and lessons Learned we also can get too enamored with your own technology and in the end no matter what your how great your technology is we have to be cog
nizant of delivering outcomes and user solutions and and that's something we Learned uh several years ago and and added our products that to say hey look let's let's give the business operators the product that they need to to mop remotely monitor and control these these assets then you provide the tons of details and I would like to drill into few of them first is extremely important and I would like to underland that for the listeners that IoT is all about creating ecosystems like you don't wa
nt to is light your solution to pretty different from competition you want to be as open as possible as you said and you want to be willing to integrate with some legacy systems sort of speak because those are often the source of data of this in the industrial IoT space this is great point and for everyone designing Coyote solution be as flexible as possible and IoT is just about ecosystem and it's about the technical capability as as you said I I love that that approach you mentioned the busine
ss stakeholders that are the actual people in charge of digital transformation could you give us some hints how you designed your technical solution to be easy to use by people that are not necessarily focused on technology on daily basis sure so the first part of our journey was to build software that's identical between cloud and edge um I know of no other company that has done this um that's the technical part right we're enamored with our technology so created this fantastic I call it a runt
ime I like to avoid the term platform but it's basically a platform that really can run on any Linux machine anywhere so that means Linux in the cloud that means gateways at the edge any edge that can run a Linux operating system can run Clearblade so we're closer to an operating system than we are a platform we sit on top of Linux but it really gives you that flexibility now that being said as we were rolling through 2018 2019 and we had lots of big customers what we noticed was it still took o
ur customers too long to implement a solution even though we were had this great software in this great edge and they could do both we're working with big railway companies we're working with an aerospace company we're working with building companies and in 2019 we started realizing they're all building their own version of the same application to monitor or control a device and gather data from that device and what I saw was most of the money was being made by system integrators nothing wrong w
ith system integrators they're they're valuable part of the ecosystem but they're building spending 90% of the time building dashboards right and building connectivity building and what I thought was too low of a level usually using cloud vendors components and this is was basically our competition and even our customers were taking too long so when the pandemic hit and and we had look at our business we said well let's go focus on solving this solution problem not just a technology problem so m
y team got to work and built an application that runs on Clearblade in the cloud in at the edge called Intelligent Assets and what that application is is a no code and I can go on a whole debate on no code versus low code I was a low code expert in the 90s low code is great for demos very very hard for production systems no code however gives the power to the operator who doesn't know a single line of Java script or doesn't know how to write in any language but they know their business so they c
an go in and define what the attributes are of the asset so basically the digital twin but I don't need to know every aspect of that digital twin I need to know temperature location speed right vibration whatever whatever attribute that the operator wants to to read they can read by defining it within the system and and connecting with the device all without getting their it department involved um or system integrator that's really what took off for us when we launched Intelligent Assets in 2020
and we use the blueprint from what we Learned in rail what we Learned in aerospace what we Learned in the building space and to find a very flexible system for defining assets in areas and connecting to those physical assets digitally in real time let me highlight one Fox that you just casually put out there that might be missed by audience that's extremely smart in in terms of your design that your only dependency is the inexprating system essentially means that your solution can run anywhere
and I believe this is extremely smart move we've got all that debate to like single cloud multi cloud on pram that the fights on and on and there are good arguments on every side if you can design and build a solution that is only dependent on the Linux which is essentially anywhere like it it doesn't really occur if that's physical emotional physical whatever then you really got tons of value for for your customers cause they can just pick and choose whatever hardware they are going to put you
on soul dependency on Linux only gives great flexibility and is very good from the customer's perspective as well cause the dependency is extremely limited so let's say aw has decided to close the IoT offering that doesn't hurt you at all right cause you can just move around so I wanted to bring that up to the audience cause this is super important strategic decision that dealing with is the only dependency and and what we've seen especially over the last couple years um is the big players I wou
ldn't say getting out of IoT but shifting their model saying look we want to ingest the data we want to provide the AI but let us defer to our partners that specialize in IoT to provide the engine um this is happens at Google this is happening at Microsoft I wouldn't be surprised if it happens in Amazon and to be honest the clouds are our partners not our competition um they're just as happy if they're ingesting data through Clearblade as if they were ingesting it with from their own products an
d and what we all want is faster time to value for the customer I personally believe the last decade of IoT has been a complete disaster I think most projects have been a failure um because they've taken too long they're too expensive and they really have struggled on scalability and that's something that is not that's not easily built when you are software company and you have design for scalability out of the gate that means you made very different design decisions early on we've got a single
binary that runs in a very small footprint 30 35 megabytes both in the cloud and at the edge and when you can scale that component horizontally very efficiently and that's an embedded message broker that is Javascript execution that is visualization that is the whole thing the whole stack so I get frustrated when I see people trying to piece together different parts of open source that may be successful for certain types of projects but it's very hard if you're dealing with hundreds of thousands
or millions of concurrent connected devices it's a very hard problem to solve scalability is a huge topic on its own cause if you want to do it right you essentially need to create a slight framework and you build on top of that framework the business functions and the business modules sort of speak but if you build a POC that is just using some processing to deliver that specific business use case that won't scale there's no way to to scale that piece of logic and there is no way actually to e
xtend that logic with some additional use cases the underlying infrastructure the way it is architected and developed crucial for IoT cause IoT should scale for any load that's the whole premise we should be able to connect any number of devices and if your business is solely IoT I think that's a huge advantage because you're constantly improving that software you're constantly building it for security that would be 100% of our time is is also looking at security risk and constantly updating the
software if you're doing this for your company it's very difficult to remain that discipline at that low of a level on a daily basis so when you can trust it's you can trust that executable that binary that you know is solid and constantly updated and in use it over 300 customers around the world over 39 countries right you know that there's lots of people using that software and constantly making suggestions to improve it or enhance it so that's a big factor it's having that reliability and re
peatability and knowing that look large class 1 rails are usually in the United States and aerospace and so forth and then making sure it's flexible then you now can play nice with others and be compatible with other solutions that are up and coming in the IoT space and in the enterprise space let's go for a second to the digital transformation and let's look at it from the different angle so what are the huge challenges and misconceptions about it that you see when you speak with sea level exec
utives you touched on it um IoT at at a basic levels not hard right if I'm connecting up one device or one type of device and and I want to use the the the the parts that are available to me in any of the clouds I can I can do a pretty good job of creating an IoT system and maybe that one device becomes 100 or 1,000 or even 10,000 that's not that hard but when you start getting into multiple different types of devices multiple different protocols multiple different use cases which every IoT syst
em I've ever seen unless it's very basic becomes more and more complex as you built and I think this is kind of the conventional wisdom of the industry has has really put us in a bad spot meaning huge teams have been built inside of these companies to achieve digital transformation and these teams are engineers and what are we engineers like to do we like to build and we like to build it the lowest level so their job is wait a minute why would I buy software that does this when my job is to buil
d it and look at all these tools that I have at my disposal this is where we have seen digital transformation fail time and time again because of internal um beliefs in politics and lots of failure um can't tell you how many times we've come in to replace the guts of an IoT project that's really started to fail and allow them to keep the assets that they had built around that project the mobile apps the dashboards the different databases that they wanted to flow to that's the key to flexibility
and digital transformation is you know select your elect your partners carefully and make sure that you can achieve ROI in less than three months I think if you can achieve an ROI in less than 3 months then you probably picked the wrong provider or taking the wrong approach based on my own experience free miles is extremely short period if we are speaking about Iology deployment there are always things that you cannot predict there are always some technical issues they are some misalignment betw
een technology business and even between business units and you're saying that you are able to deliver ROI in within three months so what's the magic trick to do that so it's one it's over 10 years of development right so there's a lot of work put into it but also having lots of customers place requirements on your software to say I need it flexible enough to do this this and this typically we achieve it in a few weeks and it's and it doesn't mean that they they built out the entire system but y
ou can prove to them phase by phase look we will we will replatform you off of whatever that you started with and we'll do that in the first two weeks or three weeks right depending on how complex it is now let's set another milestone of show me that you can connect 20,000 concurrent devices sending this many messages and then it's like okay show me you can can pass a test on 1 million concurrent devices these are the things that we typically don't see unsuccessful ones do the successful ones fo
rce you to prove yourself every milestone along the way one of our biggest customers force that on us years ago Ream is one of our biggest customers they they forced us to prove it to them before they committed to us and they were very tough on our reports because they had gone through a couple fits and starts on their own and that kind of discipline should be used throughout the IoT industry I think and that's why I say the three month windows kind of my window is if you can achieve some sort o
f return on investment in the first three months you may wanna re evaluate your strategy I think that's very smart and let me make that very clear to everyone listening to the IoT transformation digital transformation whatever you're going to call it that is an interactive process cause everyone will learn along the way the enterprise the business takeholders will realize how the company actually works bring back to the visibility that you said that they will actually see data flowing from devic
es back to the backing system so they can see what's going on and business units like based on my own experience during digital transformation business units on same company start actually to speak with each other and to align about the processes that are cross units that is huge mindset and if you can provide the framework as you said that is flexible enough that you can say that's okay that you've got all of those little applications that you created yourself I can integrate your applications
within the base that I'm providing and I put my name on it that this base is secure scalable and I will support it and by the way it only requires Linux to to Toronto that is that is huge that is really huge valuable position and huge opportunity for enterprises another thing that we've done here is we've taken on very very tough projects and we've remained humble um a good example is Google when um when they sunset their IoT core we decided to build a product to match what Google's IoT core was
and run it on our enterprise product and that was a huge undertaking cause we took on 250 new customers all around the world in a few months you can imagine the different types of businesses the different regions of the world the different profiles of the devices and onboarding that many um that many devices it's a huge undertaking so we had to learn a lot about improving our devots right um in three different regions of the world Asia Europe and North America how to um how to support that many
customers with a small team how to make sure that your software continued to improve from a scalability standpoint security standpoint very very tough stuff we also gave all those customers a free migration tool to convert from Google into Clearblade while keep staying on the Google cloud and that's why we won the majority of that business as we gave it easier choice to those customers as opposed to go and building from the ground up to replace what they were using before moving somewhere else
one thing that we maintained here Clearblade is while we have a very dedicated team that's been I've got most of my engineers have been here over a decade which is unheard of especially in Austin Texas and Chicago where most of them are um but they remain very curious and very focused on improving the software every day so that sort of dedication is something that I would also say that companies need to look for companies that have done it for a long time companies that have multiple success sto
ries across industry and then that fit your profile those are those are the things that we're proud of here and I say we're kind of like a cockroach we've survived the last 11 years of IoT when it's been just kind of the storm and now it's filtering out we're happy to be one of the players that are making a difference I used to work for big names in the industry and dedication that you just mentioned that there are people that are willing to stay for a long time with you this is something extrem
ely unique everyone is talking about it but I never saw that in practice so what's so special about the way that that you work your secret to actually make everyone engaged for longer period of time and they want to to on board with you so that's the thing I'm most proud of is I think it's my superpower and it's about team building right you treat every individual and your organization is an equal and you give them the freedom to create and what ends up happening is they're not there for you the
y're there for their own challenge their own education and the other people around them so when you maintain that excellence that cohesiveness keeps people together I'm constantly amazed that interns that we had that started with us in 2011 2012 are now leading big parts of our business and it's a mix of people from all different eras of of programming right I've got folks that were uh CTOs of public companies in the 90s during the dot com boom working with people that just graduated from univer
sity of Illinois masters in computer science right completely different eras but they all get along so when you have exceptional set of people that that all respect and work well together and then when they're working on really hard problems that they love to solve then that thing takes a life of its own and when you're seeing success in the market and you're seeing your your software being used across industry you're seeing your edge compute used that's the kind of reward along with the growth
of the company um and I've said this for years now it's very hard to do but the best software is built by small teams under extreme pressure to compete to survive right we're not doing this is just a part of a division of a big company that could end up deciding not to continue with it in a few years this is part of our survival this is part of our success and they all know that they're part of a bigger and they're John a cog in a machine they're really really get to use their brains and and the
utmost and I'm super grateful to everyone on our team that has has has get here the 50 mention that this a single thing that did demotivated me a few times in my own career that I was putting my brain and my heart to design and develop something and that thing got on the shelf no one cared about it at the variant that that was devastating for me like I thought what's going on there is no point for me to drink my best if there is a risk that no one would care as you said that education and when
you see the outcomes that actually someone is using your product in the wild that makes you feel proud and makes you feel focused and I think that I'm glad that you shared that story because that's exactly what happened to me I'm a computer scientist my few years I was working on an air traffic control project you know late nights just just doing your very best and I realized after two years none of the stuff I worked on was ever gonna see the light a day it never made it to production and that
was extremely demotivating to me uh and then you know working in big corporate America there were times where I was really good programmer I was really good at sales I was very bad at politics horrible at it so uh my mouth would get me in trouble typical entrepreneur right I didn't color between the lines I did great things but those great things got rewarded but not rewarded as much as they should have and um that's what put it in my head years years later if I said it to myself as a 26 27 year
old they said if you're ever in a position of power where you can lead a team don't do it the way that you saw that you didn't like right don't follow those same patterns do try to do it differently and and I think that's part of the culture of our organization is respect all the folks in the company but really take an engineering mindset to say the engineers of the life blood of the organization let's be sales and marketing and and around those folks and make sure that the work that they do uh
sees the light of day politics is something I suck on cause I'm too honest and too straightforward for that and but typically gets me into troubles but in the events when the other side understands the true meaning of what I'm trying to together cross that that is rewarding cause the then you can see the transformation going on and if some customer wants to buy lots of money for something they don't really need then you should have the courage to say that this is not going to work for them caus
e exactly in the long run that will hurt your brand if you take that money and provide like exactly what the customer wants but not what the customer needs so what is your approach going back to the digital transformation how can you distinguish what customers want from you what if what they actually need you'd hit on it and honesty and directness so when we came up with the name Clearblade when I came up with the name I wanted a name that said cut through the BS that's actually what Clearblade
means because I see so much in the marketplace so much I get marketing marketing you know you promote your product but I see a lot of falsehoods and I see people that aren't as truthful as they should be about what their product can and cannot do and so we have a team here that will be very honest about where Clearblade is best used and and it's not so we have customers then have now been with us for years having a product having people that behave in that way that respect each other but also re
spect the customer is critical to our success a word of mouth it's critical as these companies go through digital transformation cause digital transformation is extremely hard there's a lot more politics that I think you're the harder part of the problem in the technology part is right so you got to be flexible and work with those partners those customers to say okay on your journey how can Clearblade best help you let us suggest the best ways to help let us suggest other products or other tools
that we work well with to to had ecosystem of delivery um being hardware agnostic was a big part of our design you bring your own devices um we can recommend gateways we can recommend sensors but every vertical every industry is different right um we can recommend software partners right development partners we have a very small services team here that helps train the trainers cause we're not in the services business we're in the software business so really being flexible not only with our in o
ur technology but flexible in the way we work with our customers is is big value out of what we do here I think that is great piece of advice to anyone thinking about starting healthy business or any business is that you should focus on your core strength like your genius son and be open and flexible to integrate with others that are great at something else cause only then you can achieve really great results you provide the call the the foundation and you guarantee that the foundation will deli
ver the promise and yeah there are companies out there and I won't name the names but there's lots of incumbents that have hardware and software that are bundled that are very closed right they don't want you they don't have an open API approach and what they don't wanna do is break what they call their their chain I'm gonna sell you my device it's gonna flow into my service and you're gonna pay for it in this way and no one else is gonna participate in that chain I think those days are numbered
I'm already seeing it happen that these these providers need to open up their software and their hardware architecture and companies are demanding it we've had situations where that's happened with us and embrace the fact that everyone is gonna have different expertise that they can bring whether it's hardware whether it's vertical whether it's software having screenwork that can tie it all together is critical for things like what I call intelligent infrastructure how are we gonna connect up a
ll the roadways the railways the airports the waste management the police fire electricity energy that that everyone wants to do with IoT critical infrastructure is a big movement you've heard smart cities since a huge mess because it's not just a technology mess it's a funding so you have to get better about using software that can cross cut across all these technologies and unify how data flows both at the edge and in the cloud and on premise and then get that data into the analytics in the AI
engines that are very popular right now but without it they don't have the fuel they need to power this new future I believe AI is transformational but I believe there's a bit of overhype right now because access to the data is too fragment AI is as good as the data we fit it and IoT is the pipe that connects the physical and digital words what's the best way to to cure if someone is interested in what you offer or they just want to ask you something about digital transformation in general so I
'll point to Clearblade com obviously Clearblade on LinkedIn and Twitter or or for what was formerly Twitter X I can be reached on LinkedIn Eric Simone my X handle is at e Simone 9 2 8 so now all know my birthday September 28th yeah and info at clearblade com for email right follow us on LinkedIn there's lots of articles we put out lots of things that we're doing around case studies lots of least really nice thought pieces by Aaron and rcto and happy to have it any questions anyone has perfect s
o once again thank you so much for joining me today for sharing your honest insights cause I believe that you enjoy the tons of value for everyone listening congrats thanks for having me I appreciate it thank you for listening go to the thingrex.com to find more materials about the Internet of Things domain. My name is Lukasz Malinowski the Internet of Things Advisor and Trainer
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