The Doppler Quarterly Winter 2019 | Page 18

As we see those mechanisms become richer and more robust, we will go through and be deploying that approach to any and all of our resources — even being embedded at the edge within a point of sale (POS) device. As we examine the different requirements from govern- ment regulations, it really comes down to managing per- sonally identifiable information. So if you can secure the transaction information, by abstracting out all the other stuff and doing some interest- ing cryptography that only those governments know about, the [transaction] flow will still go through [the cloud] but the data will still be there, at the edge, and on the device or appliance. We already provide for detection and other value-added services for the assurance of the banks, all the way down to the consumers, to protect them. As we start going through and seeing globalization — but also the regionalization due to regulation — it will be interesting to uncover fraudulent activity. We already have unique insights into that. Gardner: It seems to me that International Real-Time Pay- ments could be a bellwether use case for such global hybrid cloud adoption. What then are the check boxes you need to sign off on in order to be able to use cloud to solve your problems? Pelizzoli: I can’t give you all the criteria, but the persistence layer needs to be highly encrypted. The transports need to be highly encrypted. Every time anything is persisted, it has to go through a regulatory set of checks, just to make sure that it’s allowed to do what it’s being asked to do. We need a lot of cleanliness in the way metrics are captured so that you can’t use a metric to get back to a person. If nothing else, we have learned a lot from the recent [data intrusion] announcements by Facebook, Marriott and Equi- fax. The data is quite prevalent out there. And payments data, just like your hospital data, is the most personal. As we start figuring out the nuances of regulation around an individual service, it must be externalized. We have to be able to literally inject solutions to regulatory requirements — and not by coding it. We can’t be creating any payments that are ambiguous. 16 | THE DOPPLER | WINTER 2019 That’s why we are starting to see a lot of effort going into how artificial intelligence (AI) can help. AI could check ser- vices and configurations to test for every possibility, so that there isn’t a “hole” that somebody can go through with a certain amount of credentials. As we go forward, those are the types of things that -- when we are in a public cloud -- we need to account for. When we were all internal, we had a lot of perimeter defenses. The new perimeter becomes more nebulous in a public cloud. You can create virtual private clouds, but you need to be very wary that you are expanding time factors or latency. Gardner: Robert, it sounds like major financial applications, like a global real-time payment solution, are getting from the cloud what startups and cloud-native organizations have taken for granted. We’re now able to take the benefits of cloud to some of the most extreme and complex use cases. Christiansen: That’s a really good observation, Dana. A healthcare organization could use the same technologies to leverage an industrial-strength transaction platform that allows them to deliver healthcare solutions globally. And they could deem it as a future proof infrastructure solution. One of the big advantages of the public cloud has been the isolation of all those things that many central IT teams have had to do day in and day out. That is to patch releases, upgrade processes, constantly looking at the refresh. They call it painting the Golden Gate Bridge — where once you finish painting the bridge, you have to go back and do it all over again. And a lot of that effort and money goes into that refresh process. And so they are asking themselves, “Hey, how can we take our three or four billion dollar IT spend, and take x amount of that and begin applying it toward innovation?” And if someone can take a piece out of that equation, all things are eligible. Everyone is asking the same question, “How do I compete globally in a way that allows me to build the agility transformation into my organization?” Right now there is so much rigidity, but the balance against what