visit att.com/internet. this week, a show full of socks. making the world healthier through wearable technology. plus, how to run a company with enthusiasm and a little bit of crazy. our reporters kate conger from gui gizmodo and heather somervil this week on "press:here." good morning, everyone. i'm scott mcgrew. there are two kinds of successful ceos in silicon valley. the hard working quiet type and the personality. mark zuckerberg is the hard working quiet type, there is no question steve jobs led through personality. now, when he started to go down

the list of successful silicon valley ceos, most of them, nearly all of them, are more like zuckerberg than jobs. successful leaders, but the hard worki ining quiet type not the of personality type. if we're being honest with ourselves, technology doesn't often attract showman or show women. and to those who try to cross that gap, who try to fake their way into showmanship, well, you get this. >> developers, developers, developers, developers, developers, developers. >> and you don't want that. there are a few people in silicon valley who can take a stage without a sweat, who can fire up developers and employees and clients. people like nick mehta. >> who is excited! who's fired up! >> mehta is ceo of gainsight, a company that helps other companies keep their customers happy. the san francisco business times has gainsight as one of the best places to work, named it the the

hottest startup in silicon valley. nick is described as infectious. he joins with us kate conger of gizmodo and heather somervil. i call you infectious. somebody called you that. looking at that video, you were infectious. you were sick as a dog in that video, right? >> 3,000 people going to show up and four days before, i was in urgent care with 103 degree fever and pneumonia. so that was a good story. >> you were able to deliver that sort of -- >> i, yeah, thank god for drugs and medicine, i had to go on stage, i lived on, i made sure i didn't touch anyone's hand, didn't elbow, instead of a handshake. it was fun. >> you come across as one of the very enthusiastic ceos. there is a line, i think you will agree with me, i'm not sure where you put yourself on that line, between enthusiastic ceos and jack ass, right? i'm not accusing you, but there is a line there, right? >> i think so. i think some of this is what is your enthusiasm about.

i think that for me, and i hope for a lot of people, i'm just really passionate about people and what i do and just very fortunate. so it is not me trying to do something, it is just i love what i do, just being honest. >> there are some ceos that you try to emulate their enthusiasm, their passion, their personality, their animation, and who do you think goes too far and you're, like, i shouldn't do that? >> i think for me, i'm not trying to emulate anyone else being my approach. i think a lot of it is about finding who you are. i look at people individually and, like, things they do. i heard the new ceo of microsoft, one thing i respect about him, i haven'ted me him, b but i heard from many people, if somebody feels like maybe their shorter than him, he doesn't want to dominate them. other ceos of companies in the past want to dominate the people they're talking to, stand over them. he'll kind of, like, come to your level, shrink down, get to your size, bend his knees, i really respect that try to come

to people at their level. i think the people that i have a hard time connecting with are people that feel like they're doing it for some goal, they're faking it. versus just -- >> celebrity ceo. >> feels like they're not into it. i love people that are into what they do. i'm into what i do. i like people that do things because they feel good, not because they're trying to hack the system or something. >> with all the controversy going on, uber, google, how are you thinking about building an inclusive culture in your company? >> something we're really passionate about at gainsight, for us, we love the things that we do, the products and all that, but i think all of us as a company are motivated by why we do what we do, the why, not the what. we have this principle internally we say we want to be a human first company. always be thinking about people first, and then the business goals second. we have to be a successful business, we have to make money, but we think that putting the people first, whether that means customers, employees, families, the people that are shareholders

or community around us, and so within that, all the people in our company were really focused on making an inclusive environment for them, thinking about how do we -- one of our values is the golden rule, treat people how you want to be treated. we think about little things, language and pronouns and he and she versus sales people, not sales guys. a lot of little things that companies do to make people feel more or less included. and gender is one example. there are so many different groups that don't feel like they're -- that's what gets me excited, making people feel good about work, for a lot of people i think work is not the thing that makes them feel good. that's terrible. it is half of people's lives. >> what did you do the first time that made you say i need to do this differently? >> i think -- the first time i had inklings of what i wanted to do in terms of the way we ran the company, the way we treated people. we had pieces of that. our last company, our values were service, reliability and

compassion. we were very values oriented. i don't think i was as front and center about it and really open and -- on stage talking about it, being excited about it, and just owning that we may not be the most -- the biggest company in the world, we may not be building a car to fly to mars, but we can do something special in the way we treat people. i'm proud of that. i think i'm more confident about that. >> you guys have been fairly active in doing secondary transactions to let some of your employees, early investors, cash out. that's not necessarily something that all tech companies embrace. can you talk about why you decided to let employees and investors do that as a last year, so -- and also how that positions you then for an ipo, does that give you a longer runway? >> i think -- we haven't had a formal program around it. we had different transactions, fortunate to have great investors. in general, we take an approach we want to be supportive of people. when they have situations, when something comes up in their life and they need the company to be

supportive, we don't want to block that. that's our approach in general, we don't want to block that. we haven't done anytngh. if i have a situation in my life, a medical issue, whatever, i need cash to do something, we need to be supportive of that. >> you have a 100% score, i noticed, on glass door. what do you think is -- what do you attribute the reason for that? >> i don't know if my mom is clicking on that. i see that, i'm, like, super flattering and probably too much. but i would say that the thing i do hear from people is that they feel like what i'm saying is genuine. i think that's a massive weapon for people, is to just be themselves, that work. up front, i said i think organizations make people not be themselves and we say there is business and there is personal. there is the godfather quote, it is not business, it is personal. it is not personal, it is business. >> i have a video of you doing

car pool songs and video of you attempting to be a rapper. yet somewhere i read that you consider yourself to be reasonably self-conscious and shy. >> yeah. >> you do not come across in those videos or right now as somebody who is self-conscious or shy. walk me through the effort that you need to make to be the person that you're sitting here right now as a self-conscious or shy person. >> sometimes i think in life it feels like things -- what you were before and what you are now, it seems like different people. that's what it feels like for me. as a kid, i was very shy. i -- one of the sad factors, i ate alone every day in high school in the computer lab and i think i didn't have friends, i'm sure i was afraid of people, and i'm not sure what happened, but at some point i just got some confidence and then i guess i started rolling with it. and so i see people now that are introverts and shy and i respect that and i tell them, including my daughter by the way, i think

that you can be whatever you want to be, don't restrain yourself to what you are now. it is unbelievable how different i am now -- if you knew people from back then, they wouldn't recognize me now. >> what caused that flip? >> again, self-introspection. i think i was fortunate enough to meet my wife in high school and we ended up dating and we're the only high school relationship that survived 20 years. i have a lot of confidence through having supportive partnership and i think college allowed many to reset myself. a lot of that. and now every year i try to put myself more out there. you're seeing from the ridiculous things. but they give you confidence because you're, like, wow, if you're authentically yourself, people may laugh with you but not with you and that feels good. >> nick mehta, the ceo of gainsight, thank you for being with us this morning. >> thank you. up next, the head of a team of hackers and a plan to hack the department of homeland security when "press:here" continues. the bill congress is

considering...

and how (your silicon valley expertise could come in handy - if you )ve got pure intentions. and as always - we )ll monitor breaking news as it develops while you sleep. see you monday - for )today in the bay. ) welcome back. if you're a hacker, i think the dumbest possible point of your hacking is the department of homeland security. it would be like poking a nest of angry hornets. lots of jail time, right? it turns out someone in washington is encouraging hackers to hack the dhs. senator maggie hasan of new hampshire, her bill, s-1281, the hack the department of homeland

security bill, passed the senate last week. if it passes the house, approved bit president, i guess you could hack the government legally. martin nicos is a hacker, leads a team of hackers as hacker one. thank you for being with us. i understand you didn't write the bill. you're familiar with it. why would someone want somebody to hack the dhs? >> hackers are good. they're here to make our internet, our connected society more secure. the government is seeing that. they're taking measures to mandate it for dhs and other agencies. maybe one day -- >> like a bank saying try to break into our safe. >> exactly. and paying you when you can break in. >> there is an old movie, sneakers. >> a wonderful movie. it explains our business model completely. there are hundreds of thousands of hackers out there who want to do it good, know how to break in

and if you let them break in first, nobody can break in after that. >> why is there a legislated effort to do this at dhs. they have hacked the pentagon, the air force. why do we need a legislative rule that says, okay, dhs is going to do this too? >> it is very possible that dhs would do it anyhow and they don't need the law for that. i think it is great that societsociety is stepping in and setting the bar for this. the state of cyberthreats and cybercriminality is so bad. it will take legislative action to fix it. whether this law is the best one could be argued, but we are moving in the right direction finally. >> great for why are business model, right to have legislatively required. >> it is great for the business model. great for society. they're doing this, we're building a great business, but if we don't do this, this society will not function. >> i wanted to ask you about your opinion on this -- some of the changes that uber announced today regarding their program, you're familiar with it.

a largely procedural changes, sort of providing clarity on, you know, what belongs in the program and what doesn't, do you think that that's the fix, that uber really needed to do in the aftermath of the revelation of the 2016 data breach that it did treat as the bounty program or is this more fancy pr and something else needs to change g? >> i think two sides to this. the program has been very successful and continues to be so. and making changes to it is natural. they're making good changes now. so we should see all of that in the positive light. if you go back to the incident of 2016, there was one major failure that -- by uber. there was the failure not to notify the authorities about the incident. that was the main problem of it. all the rest is much lesser in terms of severity or importance. >> for the behalf of the viewer just in case, though bug bounty

is fairly obvious, it is the payment, if you find a bug, something in the software that is incorrect, we'll give you money for that, which encourages people to try to find the bugs. >> back to my analogy of you hire people to break into banks. when it comes to breaking into the dhs, you don't want to use dynamite to blow up the safe. how do i hack somebody who wants to be hacked, but not in a way in which i made them upset or damaged, you know what i mean? that's a tough question to answer without getting specific about hacks work. but how do i not blow up the safe in the process? >> that's why you need somebody orchestrate it. there is risk for both the hacker and the company. they're being prosecuted and the company risks being breached. you need to set the rules for that and need to be clear about the intent of both sides. we track our hackers. we know they have good intent and then -- >> you're the referee in this.

>> we're the referee. >> very true. and the company will say, if you act according to our rules, we will not press charges against you. but you're welcome to hack. it is all about the intent of the hacker and what is authorized conduct and what is unauthorized conduct. and that's what we define in the policy documents like uber recently did. >> bug bounty payouts, how big are those? and how much have they grown over the last two years as bug bounty programs have become more popular? >> it is very popular today. the average bounty has been trending up a little bit. we started a few years go around $300 per bounty. that is to 500. now 600 across the whole platform. but within that average, you have high maximum, like we have intel now offering 250,000 for the most severe reports they can get. and many companies pay $50 or

$100 for vulnerability. it is completely depends on how severe the vulnerability is, meaning how bad it would be if a criminal exploits it. >> would these kinds of financial incentives getting high in the private sector, how can we make sure there isbug bounty programs going on in the public sector and that we're securing, you know, election systems, government agencies, when the payouts are so much higher on the private side? >> we tend to think that the government -- the federal agencies are behind the trend here, but they aren't. we see very good activity on this side. hack the pentagon, hack the army, hack the air force, with gsa has a program, now dhs will have a program, actually the federal government is in the forefront of this. sure. we have to extend it to state government as well. but we already have a good start i would say. >> you mentioned that you have hackers and it almost seemed that you have not met them. is that -- there are hackers you never met. is that fair to ask?

>> maany i haven't met. >> how do you know there is not a bad guy in the bunch? >> well, first of all, the only reason to join our network is for doing good. there is no benefit to you if you're a bad guy. you get rewarded only for your good deeds. a little bit like in the boy scouts and girl scouts where you get badges and you advance. it is the most advanced hackers we invite to the most attractive programs. to get there, you have to show over a long time you perform well, you're a good guy meaning a good hacker, and that you report the vulnerabilities to the owner of the system. that's how we know. >> martin mikos, thank you for being with us this morning. >> thank you, scott. up next, an entrepreneur who is two feet ahead in wearable technology when "press:here" continues.

welcome back. i've been thinking a lot lately about how the elderly use technology. part of that is because my parents are older and there are so many apps and inventions that can make their lives easier. but teaching my parents how to use the app can be difficult. now, in san francisco there is a company that creates socks. socks with technology, that measure foot temperature to

protect people with diabetes and, of course, anybody can have diabetes, but it tends to be older people. so i asked the company's ceo, one of the best bioengineers in the business to talk to us about designing for the elderly. she is a graduate of johns hopk hopkins and northwestern university. thank you for being with us with your props this morning. talk to me about -- i realize diabetics can be of any age. but a lot of your customers are going to be the elderly. how do you design an interface that tells them what is happening in their computerized socks that my parents are going to understand in the first place? >> that's a great question. we spent a lot of time talking to our customers and users, and we really tried to make the sock easy to use. it is machine washable, machine dryable. we send the data directly to your phone through bluetooth. >> my dad can put on a pair of socks just fine. he's an expert at it. he's not that great at reading

the data off the phone. >> we make it very easy. it is color coded. green is okay. yellow is be aware. and red is check your feet, reduce activity, the problem continues, seek out your doctor. color coded, easy to understand, and great customer service, the callers can ask questions. >> what is the sock measuring? >> the temperature of the feet. when you get injured you get redness, pain, and also you have a heat rise. the skin heats up before it breaks down. for many diabetics, they don't feel pain, so injury can go unnoticed and become an ulcer, ga gangrene and amputation. all we do is pick up the high heat, we translate it and tell you through the app, hey, something could be wrong, please see your doctor. >> are you mueasuring heat just in this little sensor here or throughout the sock?

>> we have six sensors and the highest pressure points are the feet, the toes, the metatorresals and the heel. >> the one problem that a lot of health wearable companies have, getting people to come back and buy yet another version of a product when they may not need it. they're machine washable, machine dryable. how long do they last. what sort of purchase rate of your customers. >> so machine washable and machine dryable, never have to charge them. every six months we send you a new box of sorks new box of sork s new box of sorkocks. it is a subscription. and we really make it easy for people to use our product. >> you have background in bioengineering. what made you pick socks? and diabetic socks? could have been anything, right? >> right. so i worked in our wound care clinic. i learned a lot about all kinds of wounds, facial wounds, feet wounds. and i learned that diabetic foot is such a huge problem and completely underserved. and there has been great

research showing that temperature monitoring works. so this is a device that podiatrists use in their office, you can monitor the temperature of people's feet. as you can imagine, this is hard to use at home and imagine your parents using it, grandparents using it, it really stuck with me. why is this great research trapped in the clinic? why can't people use this at home? so with electronics being cheaper and smaller every day, it made sense, why put it in bulkybands, why can't we put it in a sock? we have people wearing it now, people trying them right now, we have clinical trials. it is all going really well. >> you have a pretty interesting background with having worked in scandinavia, family in china, and of course you're here. and i think we have talked about ways of, you know, bringing together those three markets to serve them. that seems like a difficult thing to do, really different cultures, different economies

and different regulations. biotech. so what is your idea of how to do that? >> so we started in the u.s. and canada. so we're available to purchase there. of course, diabetes is not just a silicon valley problem, not an american problem, it is a global problem. there are over 400 million people living with diabetes now. having that global perspective allowed us to build a great product. we were inspired by scandinavian design. we tried to make it very minimal, seamless, beautiful. we're inspired by the spirit of entrepreneurship and silicon valley and also we do a lot of engineering in china as well. those three places help us. >> what got you to scandinavia in the first place. you're a big advocate for business in scandinavia. you're from texas, right? >> yes. >> whthe question is why not? i felt like i saw the u.s. i wanted to see the world. i wanted to broaden my hour

zonz, understazon horizons and different cultures. >> there are great companies out there. they have been falling off the -- erickson, nokia, that kind of thing. what does scandinavia got technologiwise that we should be watching for? where are they going to do something interesting? >> i think they have a great history in medicine and health care. big awareness for diabetes and great diabetic research coming out of the region. i was inspired to go into digital health while i was in scandinavia, they have a great health care system, welfare system, really take care of the elderly and chronic disease, most vulnerable citizens. and we entered a couple of competitions for nordic innovation and denmark in a competition. i met the prince of norway. he liked our product. >> i got about a minute left. let me squeeze in one last

question. you are in the field that is i think going to be one of the most important in the next 10, 20 years. if you have the technology, right now, to do anything in the world, what problem would you solve? >> good question. i think what we're solving now but on a grander scale. for elderly, for chronic disease, the most vulnerable people, the people that are often overlooked by technology, those are the people that need help. i'm not getting younger any day, right? and i want to have great tech. i want to live my days with dignity and with great products and feel awesome taking care of myself, right. so elderly, chronic disease, those kind of problems. >> ran ma, the ceo of siren socks, the subscription socks. thank you for being with us. >> thank you so much. >> we'll be back in a moment.

that's our show for this week. thanks to my guests and thank you for making us part of your sunday morning.

damian trujillo: "comunidad del valle." i'm damian trujillo, and today, a bilingual puppet show at happy hallow zoo, plus el trio los panchos on your "comunidad del valle." male announcer: nbc bay area presents "comunidad del valle" with damian trujillo. damian: we begin today with the monthly visit by the mexican consul general here in san jose. juan manuel calderon is my guest on "comunidad del valle" one more time. [speaking in foreign language] thank you, welcome to the show. juan manuel calderon: gracias. damian: how are things going so far for you here in this office? you're working about seven, eight days a week now trying to get all the people in and out of your offices. juan: yes, we have many, many things to do at the office. we work every day almost, saturday and sundays. and last sunday, we are in--we are--let me remember.