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Individual Member Profile

 

Jennifer Lin


Date Joined
November 30, 2012

Affiliations
Contrail Systems From (Current)
Statement of Interest

California

Bio

I am currently responsible for product management and market development for SDN, network virtualization and cloud service automation at Juniper Networks.  I was part of the founding team at Contrail Systems, which was acquired by Juniper to deliver network and business architectures and accelerate the adoption of open, interoperable software systems for elastic cloud networks. 


In addition to driving Juniper’s product strategy for telco and enterprise cloud automation, we have been aggressively driving adoption of scale-out network architectures for open hybrid clouds and expanding our partner ecosystem.  In addition to networking/security industry standards bodies, we are driving open cloud interoperability and open source innovation.


Prior to Contrail Systems and Juniper Networks, I spent over a decade driving product management and technical marketing at Cisco in enterprise routing, wireless/mobility services and large-scale sensor network control/automation.   I have a BSE from Princeton University and an MSE from Stanford University, and live in Los Altos Hills where I am an avid soccer/basketball/lacrosse mom to three young boys.


 


Projects

I'm involved in the following OpenStack projects: Nova,Keystone,Quantum,Ironic

 

Jennifer is a candidate in the 2014 Board Election.


Q

What is your relationship to OpenStack, and why is its success important to you? What would you say is your biggest contribution to OpenStack's success to date?

A

Juniper Networks has been a Gold Member of the OpenStack Foundation and has been actively promoting OpenStack as the primary framework for agile cloud architectures.  Its success is critical given the focus on and market demand for modular, interoperable components across an open ecosystem.   We have contributed actively with Neutron plug-ins designed to automate the configuration and provisioning of large-scale, mature physical and virtualized network architectures, as well as simplify interoperability and policy-enablement across mixed public/private cloud environments (i.e. L3VPNs, Ethernet VPN, VPC, etc.)

Q

Describe your experience with other non profits or serving as a board member. How does your experience prepare you for the role of a board member?

A

I have participated in several industry efforts across networking/security/mobility consortia (Metro Ethernet Alliance, Wifi Alliance, GridWise Alliance) and have driven global partner ecosystems focused on interoperability, compliance and certification across startups, large enterprise, carrier and government environments.  My prior experience driving Linux-based network and wireless/mobility services developed cross-functional skills across globally distributed teams. In driving Wifi adoption for mobile devices, my team drove technology-focused interface with industry associations, device makers, regulators and policy-makers. For areas like energy automation, balancing the interests of regulatory commissions, government and policy makers, commercial entities and community organizations revealed that very often, the board's role is to balancing the technical and business/market needs of diverse stakeholders and varied incentives.

Q

What do you see as the Board's role in OpenStack's success?

A

It is critical that the Board fosters an environment that enables  OpenStack leadership and broader ecosystem to focus on solving real customer problems.  By eliminating barriers and building modular, interoperable architectures and models that scale, rapid adoption of both technology and market innovations can thrive on a global basis.  It is critical that the board upholds the governance and open dialog to accelerate the  Foundation's success, as well as maintains a level playing field for software developers and customers in a way that balances the best of open source innovation as well as the needs of commercial players.  The system of incentives and rewards across the vendors and customers is the most critical balance to strike.

Q

What do you think the top priority of the Board should be in 2014?

A

 

The Board must continue to expand market awareness and engage the dialog of a broader customer base, while demonstrating best practices to scale and replicate open, interoperable, secure heterogenous  environments that bring open cloud adoption to the mainstream.  Existing technology and operational/deployment gaps need to be addressed at scale, and developer code reviews and continuous integration across partners must be accelerated to achieve rapid closure of key technology/solution gaps.