>>We're back at Supercomputing 22 in Dallas, winding down day four of this conference. I'm Paul Gillan, my co-host Dave Nicholson. We are talking, we've been talking super computing all week and you hear a lot about what's going on in the United States, what's going on in China, Japan. What we haven't talked a lot about is what's going on in Europe and did you know that two of the top five supercomputers in the world are actually from European countries? Well, our guest has a lot to do with that. Florian, bearish, I hope I pronounce that correctly. My German is, German is not. My strength is the operations director for price, ais, S B L. And let's start with that. What is price? >>So, hello and thank you for the invitation. I'm Flon and Price is a partnership for Advanced Computing in Europe. It's a non-profit association with the seat in Brussels in Belgium. And we have 24 members. These are representatives from different European countries dealing with high performance computing in at their place. And we, so far, we provided the resources for our European research communities. But this changed in the last year, this oral HPC joint undertaking who put a lot of funding in high performance computing and co-funded five PET scale and three preis scale systems. And two of the preis scale systems. You mentioned already, this is Lumi and Finland and Leonardo in Bologna in Italy were in the place for and three and four at the top 500 at least. >>So why is it important that Europe be in the top list of supercomputer makers? >>I think Europe needs to keep pace with the rest of the world. And simulation science is a key technology for the society. And we saw this very recently with a pandemic, with a covid. We were able to help the research communities to find very quickly vaccines and to understand how the virus spread around the world. And all this knowledge is important to serve the society. Or another example is climate change. Yeah. With these new systems, we will be able to predict more precise the changes in the future. So the more compute power you have, the better the smaller the grid and there is resolution you can choose and the lower the error will be for the future. So these are, I think with these systems, the big or challenges we face can be addressed. This is the climate change, energy, food supply, security. >>Who are your members? Do they come from businesses? Do they come from research, from government? All of the >>Above. Yeah. Our, our members are public organization, universities, research centers, compute sites as a data centers, but But public institutions. Yeah. And we provide this services for free via peer review process with excellence as the most important criteria to the research community for free. >>So 40 years ago when, when the idea of an eu, and maybe I'm getting the dates a little bit wrong, when it was just an idea and the idea of a common currency. Yes. Reducing friction between, between borders to create a trading zone. Yes. There was a lot of focus there. Fast forward to today, would you say that these efforts in supercomputing, would they be possible if there were not an EU super structure? >>No, I would say this would not be possible in this extent. I think when though, but though European initiatives are, are needed and the European Commission is supporting these initiatives very well. And before praise, for instance 2008, there were research centers and data centers operating high performance computing systems, but they were not talking to each other. So it was isolated praise created community of operation sites and it facilitated the exchange between them and also enabled to align investments and to, to get the most out of the available funding. And also at this time, and still today for one single country in Europe, it's very hard to provide all the different architectures needed for all the different kind of research communities and applications. If you want to, to offer always the latest technologies, though this is really hardly possible. So with this joint action and opening the resources for other research groups from other countries, you, we, we were able to, yeah, get access to the latest technology for different communities at any given time though. And >>So, so the fact that the two systems that you mentioned are physically located in Finland and in Italy, if you were to walk into one of those facilities and meet the people that are there, they're not just fins in Finland and Italians in Italy. Yeah. This is, this is very much a European effort. So this, this is true. So, so in this, in that sense, the geography is sort of abstracted. Yeah. And the issues of sovereignty that make might take place in in the private sector don't exist or are there, are there issues with, can any, what are the requirements for a researcher to have access to a system in Finland versus a system in Italy? If you've got a EU passport, Hmm. Are you good to go? >>I think you are good to go though. But EU passport, it's now it becomes complicated and political. It's, it's very much, if we talk about the recent systems, well first, let me start a praise. Praise was inclusive and there was no any constraints as even we had users from US, Australia, we wanted just to support excellence in science. And we did not look at the nationality of the organization, of the PI and and so on. There were quotas, but these quotas were very generously interpreted. So, and if so, now with our HPC joint undertaking, it's a question from what European funds, these systems were procured and if a country or being country are associated to this funding, the researchers also have access to these systems. And this addresses basically UK and and Switzerland, which are not in the European Union, but they were as created to the Horizon 2020 research framework. And though they could can access the systems now available, Lumi and Leono and the Petascale system as well. How this will develop in the future, I don't know. It depends to which research framework they will be associated or not. >>What are the outputs of your work at price? Are they reference designs? Is it actual semiconductor hardware? Is it the research? What do you produce? >>So the, the application we run or the simulation we run cover all different scientific domains. So it's, it's science, it's, but also we have industrial let projects with more application oriented targets. Aerodynamics for instance, for cars or planes or something like this. But also fundamental science like the physical elementary physics particles for instance or climate change, biology, drug design, protein costa, all these >>Things. Can businesses be involved in what you do? Can they purchase your, your research? Do they contribute to their, I'm sure, I'm sure there are many technology firms in Europe that would like to be involved. >>So this involving industry though our calls are open and is, if they want to do open r and d, they are invited to submit also proposals. They will be evaluated and if this is qualifying, they will get the access and they can do their jobs and simulations. It's a little bit more tricky if it's in production, if they use these resources for their business and do not publish the results. They are some, well, probably more sites who, who are able to deal with these requests. Some are more dominant than others, but this is on a smaller scale, definitely. Yeah. >>What does the future hold? Are you planning to, are there other countries who will be joining the effort, other institutions? Do you plan to expand your, your scope >>Well, or I think or HPC joint undertaking with 36 member states is quite, covers already even more than Europe. And yeah, clearly if, if there are other states interest interested to join that there is no limitation. Although the focus lies on European area and on union. >>When, when you interact with colleagues from North America, do you, do you feel that there is a sort of European flavor to supercomputing that is different or are we so globally entwined? No. >>So research is not national, it's not European, it's international. This is also clearly very clear and I can, so we have a longstanding collaboration with our US colleagues and also with Chap and South Africa and Canada. And when Covid hit the world, we were able within two weeks to establish regular seminars inviting US and European colleagues to talk to to other, to each other and exchange the results and find new collaboration and to boost the research activities. So, and I have other examples as well. So when we, we already did the joint calls US exceed and in Europe praise and it was a very interesting experience. So we received applications from different communities and we decided that we will review this on our side, on European, with European experts and US did it in US with their experts. And you can guess what the result was at the meeting when we compared our results, it was matching one by one. It was exactly the same. Recite >>That it, it's, it's refreshing to hear a story of global collaboration. Yeah. Where people are getting along and making meaningful progress. >>I have to mention you, I have to to point out, you did not mention China as a country you were collaborating with. Is that by, is that intentional? >>Well, with China, definitely we have less links and collaborations also. It's also existing. There, there was initiative to look at the development of the technologies and the group meet on a regular basis. And there, there also Chinese colleagues involved. It's on a lower level, >>Yes, but is is the con conversations are occurring. We're out of time. Florian be operations director of price, European Super Computing collaborative. Thank you so much for being with us. I'm always impressed when people come on the cube and submit to an interview in a language that is not their first language. Yeah, >>Absolutely. >>Brave to do that. Yeah. Thank you. You're welcome. Thank you. We'll be right back after this break from Supercomputing 22 in Dallas.

(upbeat music) >> We're back at VeeamON 2022. We're here at the Aria in Las Vegas Dave Vellante with Dave Nicholson. Bill Andrews is here. He's the president and CEO of ExaGrid, mass boy. Bill, thanks for coming on theCUBE. >> Thanks for having me. >> So I hear a lot about obviously data protection, cyber resiliency, what's the big picture trends that you're seeing when you talk to customers? >> Well, I think clearly we were talking just a few minutes ago, data's growing like crazy, right This morning, I think they said it was 28% growth a year, right? So data's doubling almost just a little less than every three years. And then you get the attacks on the data which was the keynote speech this morning as well, right. All about the ransomware attacks. So we've got more and more data, and that data is more and more under attack. So I think those are the two big themes. >> So ExaGrid as a company been around for a long time. You've kind of been the steady kind of Eddy, if you will. Tell us about ExaGrid, maybe share with us some of the differentiators that you share with customers. >> Sure, so specifically, let's say in the Veeam world you're backing up your data, and you really only have two choices. You can back that up to disc. So some primary storage disc from a Dell, or a Hewlett Packard, or an NetApp or somebody, or you're going to back it up to what's called an inline deduplication appliance maybe a Dell Data Domain or an HPE StoreOnce, right? So what ExaGrid does is we've taken the best of both those but not the challenges of both those and put 'em together. So with disc, you're going to get fast backups and fast restores, but because in backup you keep weekly's, monthly's, yearly retention, the cost of this becomes exorbitant. If you go to a deduplication appliance, and let's say the Dell or the HPs, the data comes in, has to be deduplicated, compare one backup to the next to reduce that storage, which lowers the cost. So fixes that problem, but the fact that they do it inline slows the backups down dramatically. All the data is deduplicated so the restores are slow, and then the backup window keeps growing as the data grows 'cause they're all scale up technologies. >> And the restores are slow 'cause you got to rehydrate. >> You got to rehydrate every time. So what we did is we said, you got to have both. So our appliances have a front end disc cache landing zone. So you're right directed to the disc., Nothing else happens to it, whatever speed the backup app could write at that's the speed we take it in at. And then we keep the most recent backups in that landing zone ready to go. So you want to boot a VM, it's not an hour like a deduplication appliance it's a minute or two. Secondly, we then deduplicate the data into a second tier which is a repository tier, but we have all the deduplicated data for the long term retention, which gets the cost down. And on top of that, we're scale out. Every appliance has networking processor memory end disc. So if you double, triple, quadruple the data you double, triple, quadruple everything. And if the backup window is six hours at 100 terabyte it's six hours at 200 terabyte, 500 terabyte, a petabyte it doesn't matter. >> 'Cause you scale out. >> Right, and then lastly, our repository tier is non-network facing. We're the only ones in the industry with this. So that under a ransomware attack, if you get hold of a rogue server or you hack the media server, get to the backup storage whether it's disc or deduplication appliance, you can wipe out all the backup data. So you have nothing to recover from. In our case, you wipe it out, our landing zone will be wiped out. We're no different than anything else that's network facing. However, the only thing that talks to our repository tier is our object code. And we've set up security policies as to how long before you want us to delete data, let's say 10 days. So if you have an attack on Monday that data doesn't get deleted till like a week from Thursday, let's say. So you can freeze the system at any time and do restores. And then we have immutable data objects and all the other stuff. But the culmination of a non-network facing tier and the fact that we do the delayed deletes makes us the only one in the industry that can actually truly recover. And that's accelerating our growth, of course. >> Wow, great description. So that disc cache layer is a memory, it's a flash? >> It's disc, it's spinning disc. >> Spinning disc, okay. >> Yeah, no different than any other disc. >> And then the tiered is what, less expensive spinning disc? >> No, it's still the same. It's all SaaS disc 'cause you want the quality, right? So it's all SaaS, and so we use Western Digital or Seagate drives just like everybody else. The difference is that we're not doing any deduplication coming in or out of that landing zone to have fast backups and fast restores. So think of it like this, you've got disc and you say, boy it's too expensive. What I really want to do then is put maybe a deduplication appliance behind it to lower the cost or reverse it. I've got a deduplication appliance, ugh, it's too slow for backups and restores. I really want to throw this in front of it to have fast backups first. Basically, that's what we did. >> So where does the cost savings, Bill come in though, on the tier? >> The cost savings comes in the fact that we got deduplication in that repository. So only the most recent backup >> Ah okay, so I get it. >> are the duplicated data. But let's say you had 40 copies of retention. You know, 10 weekly's, 36 monthly's, a few yearly. All of that's deduplicated >> Okay, so you're deduping the stuff that's not as current. >> Right. >> Okay. >> And only a handful of us deduplicate at the layer we do. In other words, deduplication could be anywhere from two to one, up to 50 to one. I mean it's all over the place depending on the algorithm. Now it's what everybody's algorithms do. Some backup apps do two to one, some do five to one, we do 20 to one as well as much as 50 to one depending on the data types. >> Yeah, so the workload is going to largely determine the combination >> The content type, right. with the algos, right? >> Yeah, the content type. >> So the part of the environment that's behind the illogical air gap, if you will, is deduped data. >> Yes. >> So in this case, is it fair to say that you're trading a positive economic value for a little bit longer restore from that environment? >> No, because if you think about backup 95% of the customers restores are from the most recent data. >> From the disc cache. >> 95% of the time 'cause you think about why do you need fast restores? Somebody deleted a file, somebody overwrote a file. They can't go work, they can't open a file. It's encrypted, it's corrupted. That's what IT people are trying to keep users productive. When do you go for longer-term retention data? It's an SEC audit. It's a HIPAA audit. It's a legal discovery, you don't need that data right away. You have days and weeks to get that ready for that legal discovery or that audit. So we found that boundary where you keep users productive by keeping the most recent data in the disc cache landing zone, but anything that's long term. And by the way, everyone else is long term, at that point. >> Yeah, so the economics are comparable to the dedupe upfront. Are they better, obviously get the performance advance? >> So we would be a lot looped. The thing we replaced the most believe it or not is disc, we're a lot less expensive than the disc. I was meeting with some Veeam folks this morning and we were up against Cisco 3260 disc at a children's hospital. And on our quote was $500,000. The disc was 1.4 million. Just to give you an example of the savings. On a Data Domain we're typically about half the price of a Data Domain. >> Really now? >> The reason why is their front end control are so expensive. They need the fastest trip on the planet 'cause they're trying to do inline deduplication. >> Yeah, so they're chasing >> They need the fastest memory >> on the planet. >> this chips all the time. They need SSD on data to move in and out of the hash table. In order to keep up with inline, they've got to throw so much compute at it that it drives their cost up. >> But now in the case of ransomware attack, are you saying that the landing zone is still available for recovery in some circumstances? Or are you expecting that that disc landing zone would be encrypted by the attacker? >> Those are two different things. One is deletion, one is encryption. So let's do the first scenario. >> I'm talking about malicious encryption. >> Yeah, absolutely. So the first scenario is the threat actor encrypts all your primary data. What's does he go for next? The backup data. 'Cause he knows that's your belt and suspend is to not pay the ransom. If it's disc he's going to go in and put delete commands at the disc, wipe out the disc. If it's a data domain or HPE StoreOnce, it's all going to be gone 'cause it's one tier. He's going to go after our landing zone, it's going to be gone too. It's going to wipe out our landing zone. Except behind that we have the most recent backup deduplicate in the repository as well as all the other backups. So what'll happen is they'll freeze the system 'cause we weren't going to delete anything in the repository for X days 'cause you set up a policy, and then you restore the most recent backup into the landing zone or we can restore it directly to your primary storage area, right? >> Because that tier is not network facing. >> That's right. >> It's fenced off essentially. >> People call us every day of the week saying, you saved me, you saved me again. People are coming up to me here, you saved me, you saved me. >> Tell us a story about that, I mean don't give me the names but how so. >> I'll actually do a funnier story, 'cause these are the ones that our vendors like to tell. 'Cause I'm self-serving as the CEO that's good of course, a little humor. >> It's your 15 minutes of job. >> That is my 15 minutes of fame. So we had one international company who had one ExaGrid at one location, 19 Data Domains at the other locations. Ransomware attack guess what? 19 Data Domains wiped out. The one ExaGrid, the only place they could restore. So now all 20 locations of course are ExaGrids, China, Russia, Mexico, Germany, US, et cetera. They rolled us out worldwide. So it's very common for that to occur. And think about why that is, everyone who's network facing you can get to the storage. You can say all the media servers are buttoned up, but I can find a rogue server and snake my way over the storage, I can. Now, we also of course support the Veeam Data Mover. So let's talk about that since we're at a Veeam conference. We were the first company to ever integrate the Veeam Data Mover. So we were the first actually ever integration with Veeam. And so that Veeam Data Mover is a protocol that goes from Veeam to the ExaGrid, and we run it on both ends. So that's a more secure protocol 'cause it's not an open format protocol like SaaS. So with running the Veeam Data Mover we get about 30% more performance, but you do have a more secure protocol layer. So if you don't get through Veeam but you get through the protocol, boom, we've got a stronger protocol. If you make it through that somehow, or you get to it from a rogue server somewhere else we still have the repository. So we have all these layers so that you can't get at it. >> So you guys have been at this for a while, I mean decade and a half plus. And you've raised a fair amount of money but in today's terms, not really. So you've just had really strong growth, sequential growth. I understand it, and double digit growth year on year. >> Yeah, about 25% a year right now >> 25%, what's your global strategy? >> So we have sales offices in about 30 countries already. So we have three sales teams in Brazil, and three in Germany, and three in the UK, and two in France, and a lot of individual countries, Chile, Argentina, Columbia, Mexico, South Africa, Saudi, Czech Republic, Poland, Dubai, Hong Kong, Australia, Singapore, et cetera. We've just added two sales territories in Japan. We're adding two in India. And we're installed in over 50 countries. So we've been international all along the way. The goal of the company is we're growing nicely. We have not raised money in almost 10 years. >> So you're self-funding. You're cash positive. >> We are cash positive and self-funded and people say, how have you done that for 10 years? >> You know what's interesting is I remember, Dave Scott, Dave Scott was the CEO of 3PAR, and he told me when he came into that job, he told the VCs, they wanted to give him 30 million. He said, I need 80 million. I think he might have raised closer to a hundred which is right around what you guys have raised. But like you said, you haven't raised it in a long time. And in today's terms, that's nothing, right? >> 100 is 500 in today's terms. >> Yeah, right, exactly. And so the thing that really hurt 3PAR, they were public companies so you could see all this stuff is they couldn't expand internationally. It was just too damn expensive to set up the channels, and somehow you guys have figured that out. >> 40% of our business comes out of international. We're growing faster internationally than we are domestically. >> What was the formula there, Bill, was that just slow and steady or? >> It's a great question. >> No, so what we did, we said let's build ExaGrid like a McDonald's franchise, nobody's ever done that before in high tech. So what does that mean? That means you have to have the same product worldwide. You have to have the same spares model worldwide. You have to have the same support model worldwide. So we early on built the installation. So we do 100% of our installs remotely. 100% of our support remotely, yet we're in large enterprises. Customers racks and stacks the appliances we get on with them. We do the entire install on 30 minutes to about three hours. And we've been developing that into the product since day one. So we can remotely install anywhere in the world. We keep spares depots all over the world. We can bring 'em up really quick. Our support model is we have in theater support people. So they're in Europe, they're in APAC, they're in the US, et cetera. And we assign customers to the support people. So they deal with the same support person all the time. So everything is scalable. So right now we're going to open up India. It's the same way we've opened up every other country. Once you've got the McDonald's formula we just stamp it all over the world. >> That's amazing. >> Same pricing, same product same model, same everything. >> So what was the inspiration for that? I mean, you've done this since day one, which is what like 15, 16 years ago. Or just you do engineering or? >> No, so our whole thought was, first of all you can't survive anymore in this world without being an international company. 'Cause if you're going to go after large companies they have offices all over the world. We have companies now that have 17, 18, 20, 30 locations. And there were in every country in the world, you can't go into this business without being able to ship anywhere in the world and support it for a single customer. You're not going into Singapore because of that. You're going to Singapore because some company in Germany has offices in the U.S, Mexico Singapore and Australia. You have to be international. It's a must now. So that was the initial thing is that, our goal is to become a billion dollar company. And we're on path to do that, right. >> You can see a billion. >> Well, I can absolutely see a billion. And we're bigger than everybody thinks. Everybody guesses our revenue always guesses low. So we're bigger than you think. The reason why we don't talk about it is we don't need to. >> That's the headline for our writers, ExaGrid is a billion dollar company and nobody's know about it. >> Million dollar company. >> On its way to a billion. >> That's right. >> You're not disclosing. (Bill laughing) But that's awesome. I mean, that's a great story. I mean, you kind of are a well kept secret, aren't you? >> Well, I dunno if it's a well kept secret. You know, smaller companies never have their awareness of big companies, right? The Dells of the world are a hundred billion. IBM is 70 billion, Cisco is 60 billion. Easy to have awareness, right? If you're under a billion, I got to give a funny story then I think we got to close out here. >> Oh go ahead please. >> So there's one funny story. So I was talking to the CIO of a super large Fortune 500 company. And I said to him, "Just so who do you use?" "I use IBM Db2, and I use, Cisco routers, and I use EMC primary storage, et cetera. And I use all these big." And I said, "Would you ever switch from Db2?" "Oh no, the switching costs would kill me. I could never go to Oracle." So I said to him, "Look would you ever use like a Pure Storage, right. A couple billion dollar company." He says, "Who?" >> Huh, interesting. >> I said to him, all right so skip that. I said, "VMware, would you ever think about going with Nutanix?" "Who?" Those are billion dollar plus companies. And he was saying who? >> Public companies. >> And he was saying who? That's not uncommon when I talk to CIOs. They see the big 30 and that's it. >> Oh, that's interesting. What about your partnership with Veeam? Tell us more about that. >> Yeah, so I would actually, and I'm going to be bold when I say this 'cause I think you can ask anybody here at the conference. We're probably closer first of all, to the Veeam sales force than any company there is. You talk to any Veeam sales rep, they work closer with ExaGrid than any other. Yeah, we are very tight in the field and have been for a long time. We're integrated with the Veeam Data Boomer. We're integrated with SOBR. We're integrated with all the integrations or with the product as well. We have a lot of joint customers. We actually do a lot of selling together, where we go in as Veeam ExaGrid 'cause it's a great end to end story. Especially when we're replacing, let's say a Dell Avamar to Dell Data Domain or a Dell Network with a Dell Data Domain, very commonly Veeam ExaGrid go in together on those types of sales. So we do a lot of co-selling together. We constantly train their systems engineers around the world, every given week we're training either inside sales teams, and we've trained their customer support teams in Columbus and Prague. So we're very tight with 'em we've been tight for over a decade. >> Is your head count public? Can you share that with us? >> So we're just over 300 employees. >> Really, wow. >> We have 70 open positions, so. >> Yeah, what are you looking for? Yeah, everything, right? >> We are looking for engineers. We are looking for customer support people. We're looking for marketing people. We're looking for inside sales people, field people. And we've been hiring, as of late, major account reps that just focus on the Fortune 500. So we've separated that out now. >> When you hire engineers, I mean I think I saw you were long time ago, DG, right? Is that true? >> Yeah, way back in the '80s. >> But systems guy. >> That's how old I am. >> Right, systems guy. I mean, I remember them well Eddie Castro and company. >> Tom West. >> EMV series. >> Tom West was the hero of course. >> The EMV 4000, the EMV 20,000, right? >> When were kids, "The Soul of a New Machine" was the inspirational book but anyway, >> Yeah Tracy Kidder, it was great. >> Are you looking for systems people, what kind of talent are you looking for in engineering? >> So it's a lot of Linux programming type stuff in the product 'cause we run on a Linux space. So it's a lot of Linux programs so its people in those storage. >> Yeah, cool, Bill, hey, thanks for coming on to theCUBE. Well learned a lot, great story. >> It's a pleasure. >> That was fun. >> Congratulations. >> Thanks. >> And good luck. >> All right, thank you. >> All right, and thank you for watching theCUBE's coverage of VeeamON 2022, Dave Vellante for Dave Nicholson. We'll be right back right after this short break, stay with us. (soft beat music)

>>welcome. My name is Ben Bennett. I am the director of HPC Strategic programs here at Hewlett Packard Enterprise. It is my great pleasure and honor to be talking to Professor Mark Parsons from the Edinburgh Parallel Computing Center. And we're gonna talk a little about exa scale. What? It means we're gonna talk less about the technology on Maura about the science, the requirements on the need for exa scale. Uh, rather than a deep dive into the enabling technologies. Mark. Welcome. >>I then thanks very much for inviting me to tell me >>complete pleasure. Um, so I'd like to kick off with, I suppose. Quite an interesting look back. You and I are both of a certain age 25 plus, Onda. We've seen these milestones. Uh, I suppose that the S I milestones of high performance computing's come and go, you know, from a gig a flop back in 1987 teraflop in 97 a petaflop in 2000 and eight. But we seem to be taking longer in getting to an ex a flop. Um, so I'd like your thoughts. Why is why is an extra flop taking so long? >>So I think that's a very interesting question because I started my career in parallel computing in 1989. I'm gonna join in. IPCC was set up then. You know, we're 30 years old this year in 1990 on Do you know the fastest computer we have them is 800 mega flops just under a getting flogged. So in my career, we've gone already. When we reached the better scale, we'd already gone pretty much a million times faster on, you know, the step from a tariff block to a block scale system really didn't feel particularly difficult. Um, on yet the step from A from a petaflop PETA scale system. To an extent, block is a really, really big challenge. And I think it's really actually related to what's happened with computer processes over the last decade, where, individually, you know, approached the core, Like on your laptop. Whoever hasn't got much faster, we've just got more often So the perception of more speed, but actually just being delivered by more course. And as you go down that approach, you know what happens in the supercomputing world as well. We've gone, uh, in 2010 I think we had systems that were, you know, a few 1000 cores. Our main national service in the UK for the last eight years has had 118,000 cores. But looking at the X scale we're looking at, you know, four or five million cores on taming that level of parallelism is the real challenge. And that's why it's taking an enormous and time to, uh, deliver these systems. That is not just on the hardware front. You know, vendors like HP have to deliver world beating technology and it's hard, hard. But then there's also the challenge to the users. How do they get the codes to work in the face of that much parallelism? >>If you look at what the the complexity is delivering an annex a flop. Andi, you could have bought an extra flop three or four years ago. You couldn't have housed it. You couldn't have powered it. You couldn't have afforded it on, do you? Couldn't program it. But you still you could have You could have bought one. We should have been so lucky to be unable to supply it. Um, the software, um I think from our standpoint, is is looking like where we're doing mawr enabling with our customers. You sell them a machine on, then the the need then to do collaboration specifically seems mawr and Maura around the software. Um, so it's It's gonna be relatively easy to get one x a flop using limb pack, but but that's not extra scale. So what do you think? On exa scale machine versus an X? A flop machine means to the people like yourself to your users, the scientists and industry. What is an ex? A flop versus >>an exa scale? So I think, you know, supercomputing moves forward by setting itself challenges. And when you when you look at all of the excess scale programs worldwide that are trying to deliver systems that can do an X a lot form or it's actually very arbitrary challenge. You know, we set ourselves a PETA scale challenge delivering a petaflop somebody manage that, Andi. But you know, the world moves forward by setting itself challenges e think you know, we use quite arbitrary definition of what we mean is well by an exit block. So, you know, in your in my world, um, we either way, first of all, see ah flop is a computation, so multiply or it's an ad or whatever on we tend. Thio, look at that is using very high precision numbers or 64 bit numbers on Do you know, we then say, Well, you've got to do the next block. You've got to do a billion billion of those calculations every second. No, a some of the last arbitrary target Now you know today from HPD Aiken by my assistant and will do a billion billion calculations per second. And they will either do that as a theoretical peak, which would be almost unattainable, or using benchmarks that stressed the system on demonstrate a relaxing law. But again, those benchmarks themselves attuned Thio. Just do those calculations and deliver and explore been a steady I'll way if you like. So, you know, way kind of set ourselves this this this big challenge You know, the big fence on the race course, which were clambering over. But the challenge in itself actually should be. I'm much more interesting. The water we're going to use these devices for having built um, eso. Getting into the extra scale era is not so much about doing an extra block. It's a new generation off capability that allows us to do better scientific and industrial research. And that's the interesting bit in this whole story. >>I would tend to agree with you. I think the the focus around exa scale is to look at, you know, new technologies, new ways of doing things, new ways of looking at data and to get new results. So eventually you will get yourself a nexus scale machine. Um, one hopes, sooner rather >>than later. Well, I'm sure you don't tell me one, Ben. >>It's got nothing to do with may. I can't sell you anything, Mark. But there are people outside the door over there who would love to sell you one. Yes. However, if we if you look at your you know your your exa scale machine, Um, how do you believe the workloads are going to be different on an extra scale machine versus your current PETA scale machine? >>So I think there's always a slight conceit when you buy a new national supercomputer. On that conceit is that you're buying a capability that you know on. But many people will run on the whole system. Known truth. We do have people that run on the whole of our archer system. Today's A 118,000 cores, but I would say, and I'm looking at the system. People that run over say, half of that can be counted on Europe on a single hand in a year, and they're doing very specific things. It's very costly simulation they're running on. So, you know, if you look at these systems today, two things show no one is. It's very difficult to get time on them. The Baroque application procedures All of the requirements have to be assessed by your peers and your given quite limited amount of time that you have to eke out to do science. Andi people tend to run their applications in the sweet spot where their application delivers the best performance on You know, we try to push our users over time. Thio use reasonably sized jobs. I think our average job says about 20,000 course, she's not bad, but that does mean that as we move to the exits, kill two things have to happen. One is actually I think we've got to be more relaxed about giving people access to the system, So let's give more people access, let people play, let people try out ideas they've never tried out before. And I think that will lead to a lot more innovation and computational science. But at the same time, I think we also need to be less precious. You know, we to accept these systems will have a variety of sizes of job on them. You know, we're still gonna have people that want to run four million cores or two million cores. That's absolutely fine. Absolutely. Salute those people for trying really, really difficult. But then we're gonna have a huge spectrum of views all the way down to people that want to run on 500 cores or whatever. So I think we need Thio broaden the user base in Alexa Skill system. And I know this is what's happening, for example, in Japan with the new Japanese system. >>So, Mark, if you cast your mind back to almost exactly a year ago after the HPC user forum, you were interviewed for Premier Magazine on Do you alluded in that article to the needs off scientific industrial users requiring, you know, uh on X a flop or an exa scale machine it's clear in your in your previous answer regarding, you know, the workloads. Some would say that the majority of people would be happier with, say, 10 100 petaflop machines. You know, democratization. More people access. But can you provide us examples at the type of science? The needs of industrial users that actually do require those resources to be put >>together as an exa scale machine? So I think you know, it's a very interesting area. At the end of the day, these systems air bought because they are capability systems on. I absolutely take the argument. Why shouldn't we buy 10 100 pattern block systems? But there are a number of scientific areas even today that would benefit from a nexus school system and on these the sort of scientific areas that will use as much access onto a system as much time and as much scale of the system as they can, as you can give them eso on immediate example. People doing chroma dynamics calculations in particle physics, theoretical calculations, they would just use whatever you give them. But you know, I think one of the areas that is very interesting is actually the engineering space where, you know, many people worry the engineering applications over the last decade haven't really kept up with this sort of supercomputers that we have. I'm leading a project called Asimov, funded by M. P S O. C in the UK, which is jointly with Rolls Royce, jointly funded by Rolls Royce and also working with the University of Cambridge, Oxford, Bristol, Warrick. We're trying to do the whole engine gas turbine simulation for the first time. So that's looking at the structure of the gas turbine, the airplane engine, the structure of it, how it's all built it together, looking at the fluid dynamics off the air and the hot gasses, the flu threat, looking at the combustion of the engine looking how fuel is spread into the combustion chamber. Looking at the electrics around, looking at the way the engine two forms is, it heats up and cools down all of that. Now Rolls Royce wants to do that for 20 years. Andi, Uh, whenever they certify, a new engine has to go through a number of physical tests, and every time they do on those tests, it could cost them as much as 25 to $30 million. These are very expensive tests, particularly when they do what's called a blade off test, which would be, you know, blade failure. They could prove that the engine contains the fragments of the blade. Sort of think, continue face really important test and all engines and pass it. What we want to do is do is use an exa scale computer to properly model a blade off test for the first time, so that in future, some simulations can become virtual rather than having thio expend all of the money that Rolls Royce would normally spend on. You know, it's a fascinating project is a really hard project to do. One of the things that I do is I am deaf to share this year. Gordon Bell Price on bond I've really enjoyed to do. That's one of the major prizes in our area, you know, gets announced supercomputing every year. So I have the pleasure of reading all the submissions each year. I what's been really interesting thing? This is my third year doing being on the committee on what's really interesting is the way that big systems like Summit, for example, in the US have pushed the user communities to try and do simulations Nowhere. Nobody's done before, you know. And we've seen this as well, with papers coming after the first use of the for Goku system in Japan, for example, people you know, these are very, very broad. So, you know, earthquake simulation, a large Eddie simulations of boats. You know, a number of things around Genome Wide Association studies, for example. So the use of these computers spans of last area off computational science. I think the really really important thing about these systems is their challenging people that do calculations they've never done before. That's what's important. >>Okay, Thank you. You talked about challenges when I nearly said when you and I had lots of hair, but that's probably much more true of May. Um, we used to talk about grand challenges we talked about, especially around the teraflop era, the ski red program driving, you know, the grand challenges of science, possibly to hide the fact that it was a bomb designing computer eso they talked about the grand challenges. Um, we don't seem to talk about that much. We talk about excess girl. We talk about data. Um Where are the grand challenges that you see that an exa scale computer can you know it can help us. Okay, >>so I think grand challenges didn't go away. Just the phrase went out of fashion. Um, that's like my hair. I think it's interesting. The I do feel the science moves forward by setting itself grand challenges and always had has done, you know, my original backgrounds in particle physics. I was very lucky to spend four years at CERN working in the early stage of the left accelerator when it first came online on. Do you know the scientists there? I think they worked on left 15 years before I came in and did my little ph d on it. Andi, I think that way of organizing science hasn't changed. We just talked less about grand challenges. I think you know what I've seen over the last few years is a renaissance in computational science, looking at things that have previously, you know, people have said have been impossible. So a couple of years ago, for example, one of the key Gordon Bell price papers was on Genome Wide Association studies on some of it. If I may be one of the winner of its, if I remember right on. But that was really, really interesting because first of all, you know, the sort of the Genome Wide Association Studies had gone out of favor in the bioinformatics by a scientist community because people thought they weren't possible to compute. But that particular paper should Yes, you could do these really, really big Continental little problems in a reasonable amount of time if you had a big enough computer. And one thing I felt all the way through my career actually is we've probably discarded Mawr simulations because they were impossible at the time that we've actually decided to do. And I sometimes think we to challenge ourselves by looking at the things we've discovered in the past and say, Oh, look, you know, we could actually do that now, Andi, I think part of the the challenge of bringing an extra service toe life is to get people to think about what they would use it for. That's a key thing. Otherwise, I always say, a computer that is unused to just be turned off. There's no point in having underutilized supercomputer. Everybody loses from that. >>So Let's let's bring ourselves slightly more up to date. We're in the middle of a global pandemic. Uh, on board one of the things in our industry has bean that I've been particularly proud about is I've seen the vendors, all the vendors, you know, offering up machine's onboard, uh, making resources available for people to fight things current disease. Um, how do you see supercomputers now and in the future? Speeding up things like vaccine discovery on help when helping doctors generally. >>So I think you're quite right that, you know, the supercomputer community around the world actually did a really good job of responding to over 19. Inasmuch as you know, speaking for the UK, we put in place a rapid access program. So anybody wanted to do covert research on the various national services we have done to the to two services Could get really quick access. Um, on that, that has worked really well in the UK You know, we didn't have an archer is an old system, Aziz. You know, we didn't have the world's largest supercomputer, but it is happily bean running lots off covert 19 simulations largely for the biomedical community. Looking at Druk modeling and molecular modeling. Largely that's just been going the US They've been doing really large uh, combinatorial parameter search problems on on Summit, for example, looking to see whether or not old drugs could be reused to solve a new problem on DSO, I think, I think actually, in some respects Kobe, 19 is being the sounds wrong. But it's actually been good for supercomputing. Inasmuch is pointed out to governments that supercomputers are important parts off any scientific, the active countries research infrastructure. >>So, um, I'll finish up and tap into your inner geek. Um, there's a lot of technologies that are being banded around to currently enable, you know, the first exa scale machine, wherever that's going to be from whomever, what are the current technologies or emerging technologies that you are interested in excited about looking forward to getting your hands on. >>So in the business case I've written for the U. K's exa scale computer, I actually characterized this is a choice between the American model in the Japanese model. Okay, both of frozen, both of condoms. Eso in America, they're very much gone down the chorus plus GPU or GPU fruit. Um, so you might have, you know, an Intel Xeon or an M D process er center or unarmed process or, for that matter on you might have, you know, 24 g. P. U s. I think the most interesting thing that I've seen is definitely this move to a single address space. So the data that you have will be accessible, but the G p u on the CPU, I think you know, that's really bean. One of the key things that stopped the uptake of GPS today and that that that one single change is going Thio, I think, uh, make things very, very interesting. But I'm not entirely convinced that the CPU GPU model because I think that it's very difficult to get all the all the performance set of the GPU. You know, it will do well in H p l, for example, high performance impact benchmark we're discussing at the beginning of this interview. But in riel scientific workloads, you know, you still find it difficult to find all the performance that has promised. So, you know, the Japanese approach, which is the core, is only approach. E think it's very attractive, inasmuch as you know They're using very high bandwidth memory, very interesting process of which they are going to have to, you know, which they could develop together over 10 year period. And this is one thing that people don't realize the Japanese program and the American Mexico program has been working for 10 years on these systems. I think the Japanese process really interesting because, um, it when you look at the performance, it really does work for their scientific work clothes, and that's that does interest me a lot. This this combination of a A process are designed to do good science, high bandwidth memory and a real understanding of how data flows around the supercomputer. I think those are the things are exciting me at the moment. Obviously, you know, there's new networking technologies, I think, in the fullness of time, not necessarily for the first systems. You know, over the next decade we're going to see much, much more activity on silicon photonics. I think that's really, really fascinating all of these things. I think in some respects the last decade has just bean quite incremental improvements. But I think we're supercomputing is going in the moment. We're a very very disruptive moment again. That goes back to start this discussion. Why is extra skill been difficult to get? Thio? Actually, because the disruptive moment in technology. >>Professor Parsons, thank you very much for your time and your insights. Thank you. Pleasure and folks. Thank you for watching. I hope you've learned something, or at least enjoyed it. With that, I would ask you to stay safe and goodbye.

>>Hello, everyone. My name is Rick Pew. I'm a senior product manager at Mirant. This and I have been working on the Doctor Enterprise Container Cloud for the last eight months. Today we're gonna be talking about multi cloud kubernetes. So the first thing to kind of look at is, you know, is multi cloud rial. You know, the terms thrown around a lot and by the way, I should mention that in this presentation, we use the term multi cloud to mean both multi cloud, which you know in the technical sense, really means multiple public clouds and hybrid cloud means public clouds. And on Prem, uh, we use in this presentation will use the term multi cloud to refer to all different types of multiple clouds, whether it's all public cloud or a mixture of on Prem and Public Cloud or, for that matter, multiple on Prem clouds as doctor and price container. Cloud supports all of those scenarios. So it really well, let's look at some research that came out of flex era in their 2020 State of the cloud report. You'll notice that ah, 33% state that they've got multiple public and one private cloud. 53% say they've got multiple public and multiple private cloud. So if you have those two up, you get 86% of the people say that they're in multiple public clowns and at least one private cloud. So I think at this stage we could say that multi cloud is a reality. According to 4 51 research, you know, a number of CEO stated that the strong driver their desire was to optimize cost savings across their private and public clouds. Um, they also wanted to avoid vendor lock in by operating in multiple clouds and try to dissuade their teams from taking too much advantage of a given providers proprietary infrastructure. But they also indicated that there the complexity of using multiple clouds hindered the rate of adoption of doing it doesn't mean they're not doing it. It just means that they don't go assed fast as they would like to go in many cases because of the complexity. And here it Miranda's. We surveyed our customers as well, and they're telling us similar things, you know. Risk management, through the diversification of providers, is key on their list cost optimization and the democratization of allowing their development teams, uh, to create kubernetes clusters without having to file a nightie ticket. But to give them a self service, uh, cloud like environment, even if it's on prem or multi cloud to give them the ability to create their own clusters, resize their own clusters and delete their own clusters without needing to have I t. Or of their operations teams involved at all. But there are some challenges with this, with the different clouds you know require different automation. Thio provisioned the underlying infrastructure or deploy and operating system or deployed kubernetes, for that matter, in a given cloud. You could say that they're not that complicated. They all have, you know, very powerful consoles and a P I s to do that. But did you get across three or four or five different clouds? Then you have to learn three or four or five different AP ice and Web consoles in order to make that happen on in. That scenario is difficult to provide self service for developers across all the cloud options, which is what you want to really accelerate your application innovation. So what's in it for me? You know We've got a number of roles and their prizes developers, operators and business leaders, and they have somewhat different needs. So when the developer side the need is flexibility to meet their development schedules, Number one you know they're under constant pressure to produce, and in order to do that, they need flexibility and in this case, the flexibility to create kubernetes clusters and use them across multiple clouds. Now they also have C I C D tools, and they want them to be able to be normalized on automated across all of the the on prim and public clouds that they're using. You know, in many cases they'll have a test and deployment scenario where they'll want to create a cluster, deploy their software, run their test, score the tests and then delete that cluster because the only point of that cluster, perhaps, was to test ah pipeline of delivery. So they need that kind of flexibility. From the operator's perspective, you know, they always want to be able to customize the control of their infrastructure and deployment. Uh, they certainly have the desire to optimize their optics and Capex fans. They also want to support their develops teams who many times their their customers through a p I access for on Prem and public clouds burst. Scaling is something operators are interested in, and something public clouds can provide eso the ability to scale out into public clouds, perhaps from there on prem infrastructure in a seamless manner. And many times they need to support geographic distribution of applications either for compliance or performance reasons. So having you know, data centers all across the world and be able to specifically target a given region, uh, is high on their list. Business leaders want flexibility and confidence to know that you know, they're on prim and public cloud uh, deployments. Air fully supported. They want to be able, like the operator, optimize their cloud, spends business leaders, think about disaster recovery. So having the applications running and living in different data centers gives them the opportunity to have disaster recovery. And they really want the flexibility of keeping private data under their control. On on Prem In certain applications may access that on Prem. Other applications may be able to fully run in the cloud. So what should I look for in a container cloud? So you really want something that fully automates these cluster deployments for virtual machine or bare metal. The operating system, uh, and kubernetes eso It's not just deploying kubernetes. It's, you know, how do I create my underlying infrastructure of a VM or bare metal? How do I deploy the operating system? And then, on top of all that, I want to be able to deploy kubernetes. Uh, you also want one that gives a unified cluster lifecycle management across all the clouds. So these clusters air running software gets updated. Cooper Netease has a new release cycle. Uh, they come out with something new. It's available, you know, How do you get that across all of your clusters? That air running in multiple clouds. We also need a container cloud that can provide you the visibility through logging, monitoring and alerting again across all the clouds. You know, many offerings have these for a particular cloud, but getting that across multiple clouds, uh, becomes a little more difficult. The Doctor Enterprise Container cloud, you know, is a very strong solution and really meets many of these, uh, dimensions along the left or kind of the dimensions we went through in the last slide we've got on Prem and public clouds as of RG A Today we're supporting open stack and bare metal for the on Prem Solutions and AWS in the public cloud. We'll be adding VM ware very soon for another on Prem uh, solution as well as azure and G C P. So thank you very much. Uh, look forward, Thio answering any questions you might have and we'll call that a rap. Thank you. >>Hi, Rick. Thanks very much for that. For that talk, I I am John James. You've probably seen me in other sessions. I do marketing here in Miran Tous on. I wanted to to take this opportunity while we had Rick to ask some more questions about about multi cloud. It's ah, potentially a pretty big topic, isn't it, Rick? >>Yeah. I mean, you know, the devil's in the details and there's, uh, lots of details that we could go through if you'd like, be happy to answer any questions that you have. >>Well, we've been talking about hybrid cloud for literally years. Um, this is something that I think you know, several generations of folks in the in the I. A s space doing on premise. I s, for example, with open stack the way Miran Tous Uh does, um, found, um, you know, thought that that it had a lot of potential. A lot of enterprises believed that, but there were There were things stopping people from from making it. Really, In many cases, um, it required a very, ah, very high degree of willingness to create homogeneous platforms in the cloud and on the premise. Um, and that was often very challenging. Um, but it seems like with things like kubernetes and with the isolation provided by containers, that this is beginning to shift, that that people are actually looking for some degree of application portability between their own Prem and there and their cloud environments. And that this is opening up, Uh, you know, investment on interest in pursuing this stuff. Is that the right perception? >>Yeah. So let's let's break that down a little bit. So what's nice about kubernetes is through the a. P. I s are the same. Regardless of whether it's something that Google or or a W s is offering as a platform as a service or whether you've taken the upstream open source project and deploy it yourself on parameter in a public cloud or whatever the scenario might be or could be a competitor of Frances's product, the Kubernetes A. P I is the same, which is the thing that really gives you that application portability. So you know, the container itself is contained arising, obviously your application and minimizing any kind of dependency issues that you might have And then the ability to deploy that to any of the coup bernetti clusters you know, is the same regardless of where it's running, the complexity comes and how doe I actually spend up a cluster in AWS and open stack and D M Where and gp An azure. How do I build that infrastructure and and spin that up and then, you know, used the ubiquitous kubernetes a p I toe actually deploy my application and get it to run. So you know what we've done is we've we've unified and created A I use the word normalized. But a lot of times people think that normalization means that you're kind of going to a lowest common denominator, which really isn't the case and how we've attacked the the enabling of multi cloud. Uh, you know, what we've done is that we've looked at each one of the providers and are basically providing an AP that allows you to utilize. You know, whatever the best of you know, that particular breed of provider has and not, uh, you know, going to at least common denominator. But, you know, still giving you a ah single ap by which you can, you know, create the infrastructure and the infrastructure could be on Prem is a bare metal infrastructure. It could be on preeminent open stack or VM ware infrastructure. Any of the public clouds, you know, used to have a a napi I that works for all of them. And we've implemented that a p i as an extension to kubernetes itself. So all of the developers, Dev ops and operators that air already familiar operating within the, uh, within the aapi of kubernetes. It's very, very natural. Extension toe actually be able to spend up these clusters and deploy them >>Now that's interesting. Without giving away, obviously what? Maybe special sauce. Um, are you actually using operators to do this in the Cooper 90? Sense of the word? >>Yes. Yeah, we've extended it with with C R D s, uh, and and operators and controllers, you know in the way that it was meant to be extended. So Kubernetes has a recipe on how you extend their A P I on that. That's what we used as our model. >>That, at least to me, makes enormous sense. Nick Chase, My colleague and I were digging into operators a couple of weeks ago, and that's a very elegant technology. Obviously, it's a it's evolving very fast, but it's remarkably unintimidating once you start trying to write them. We were able toe to compose operators around Cron and other simple processes and just, >>you know, >>a couple of minutes on day worked, which I found pretty astonishing. >>Yeah, I mean, you know, Kubernetes does a lot of things and they spent a lot of effort, um, in being able, you know, knowing that their a p I was gonna be ubiquitous and knowing that people wanted to extend it, uh, they spent a lot of effort in the early development days of being able to define that a p I to find what an operator was, what a controller was, how they interact. How a third party who doesn't know anything about the internals of kubernetes could add whatever it is that they wanted, you know, and follow the model that makes it work. Exactly. Aziz, the native kubernetes ap CSTO >>What's also fascinating to me? And, you know, I've I've had a little perspective on this over the past, uh, several weeks or a month or so working with various stakeholders inside the company around sessions related to this event that the understanding of how things work is by no means evenly distributed, even in a company as sort of tightly knit as Moran Tous. Um, some people who shall remain nameless have represented to me that Dr Underprice Container Cloud basically works. Uh, if you handed some of the EMS, it will make things for you, you know, and this is clearly not what's going on that that what's going on is a lot more nuanced that you are using, um, optimal resource is from each provider to provide, uh, you know, really coherent architected solutions. Um, the load balancing the d. N s. The storage that this that that right? Um all of which would ultimately be. And, you know, you've probably tried this. I certainly have hard to script by yourself in answerable or cloud formation or whatever. Um, this is, you know, this is not easy work. I I wrote a about the middle of last year for my prior employer. I wrote a dip lawyer in no Js against the raw aws a piece for deployment and configuration of virtual networks and servers. Um, and that was not a trivial project. Um, it took a long time to get thio. Uh, you know, a dependable result. And to do it in parallel and do other things that you need to do in order to maintain speed. One of the things, in fact, that I've noticed in working with Dr Enterprise Container Cloud recently, is how much parallelism it's capable of within single platforms. It's It's pretty powerful. I mean, if you want to clusters to be deployed simultaneously, that's not hard for Doc. Aerated price container cloud to dio on. I found it pretty remarkable because I have sat in front of a single laptop trying to churn out of cluster under answerable, for example, and just on >>you get into that serial nature, your >>poor little devil, every you know, it's it's going out and it's ssh, Indian Terminals and it's pretending it's a person and it's doing all that stuff. This is much more magical. Um, so So that's all built into the system to, isn't it? >>Yeah. Interesting, Really Interesting point on that. Is that you know, the complexity isn't not necessarily and just creating a virtual machine because all of these companies have, you know, spend a lot of effort to try to make that as easy as possible. But when you get into networking, load balancing, routing, storage and hooking those up, you know, two containers automating that if you were to do that in terror form or answerable or something like that is many, many, many lines of code, you know, people have to experiment. Could you never get it right the first or second or the third time? Uh, you know, and then you have to maintain that. So one of the things that we've heard from customers that have looked a container cloud was that they just can't wait to throw away their answerable or their terror form that they've been maintaining for a couple of years. The kind of enables them to do this. It's very brittle. If if the clouds change something, you know on the network side, let's say that's really buried. And it's not something that's kind of top of mind. Uh, you know, your your thing fails or maybe worse, you think that it works. And it's not until you actually go to use it that you notice that you can't get any of your containers. So you know, it's really great the way that we've simplified that for the users and again democratizing it. So the developers and Dev ops people can create these clusters, you know, with ease and not worry about all the complexities of networking and storage. >>Another thing that amazed me as I was digging into my first, uh, Dr Price container Cloud Management cluster deployment was how, uh, I want I don't want to use the word nuanced again, but I can't think of a better word. Nuanced. The the security thinking is in how things air set up. How, um, really delicate the thinking about about how much credential power you give to the deploy. Er the to the seed server that deploys your management cluster as opposed thio Um uh or rather the how much how much administrative access you give to the to the administrator who owns the entire implementation around a given provider versus how much power the seed server gets because that gets its own user right? It gets a bootstrap user specifically created so that it's not your administrator, you know, more limited visibility and permissions. And this whole hierarchy of permissions is then extended down into the child clusters that this management cluster will ultimately create. So that Dev's who request clusters will get appropriate permissions granted within. Ah, you know, a corporate schema of permissions. But they don't get the keys to the kingdom. They don't have access to anything they don't you know they're not supposed to have access to, but within their own scope, they're safe. They could do anything they want, so it's like a It's a It's a really neat kind of elegant way of protecting organizations against, for example, resource over use. Um, you know, give people the power to deploy clusters, and basically you're giving them the power toe. Make sure that a big bill hits you know, your corporate accounting office at the end of the billing cycle, um so there have to be controls and those controls exist in this, you know, in this. >>Yeah, And there's kind of two flavors of that. One is kind of the day one that you're doing the deployment you mentioned the seed servers, you know, And then it creates a bastion server, and then it creates, you know, the management cluster and so forth, you know, and how all those permissions air handled. And then once the system is running, you know, then you have full access to going into key cloak, which is a very powerful open source identity management tool on you have dozens of, you know, granular permissions that you can give to an individual user that gives them permission to do certain things and not others within the context of kubernetes eso. It's really well thought out. And the defaults, you know, our 80% right. You know, there's very few people are gonna have to go in and sort of change those defaults. You mentioned the corporate directory. You know, hooks right upto l bap or active directory can suck everybody down. So there's no kind of work from a day. One perspective of having to go add. You know everybody that you can think of different teams and groupings of of people. Uh, you know, that's kind of all given from the three interface to the corporate directory. And so it just makes kind of managing the users and and controlling who can do what? Uh, really easy. And, you know, you know, day one day two it's really almost like our one hour to write because it's just all the defaults were really well thought out. You can deploy, you know, very powerful doctor and price container cloud, you know, within an hour, and then you could just start using it. And you know, you can create users if you want. You can use the default users. That air set up a time goes on, you can fine tune that, and it's a really, really nice model again for the whole frictionless democratization of giving developers the ability to go in and get it out of, you know, kind of their way and doing what they want to do. And I t is happy to do that because they don't like dozens of tickets and saying, you know, create a cluster for this team created cluster for that team. You know, here's the size of these guys. Want to resize when you know let's move all that into a self service model and really fulfill the prophecy of, you know, speeding up application development. >>It strikes me is extremely ironic that one of the things that public cloud providers bless them, uh, have always claimed, is that their products provide this democratization when in the experience, I think my own experience and the experience of most of the AWS developers, for example, not toe you know, name names, um, that I've encountered is that an initial experience of trying to start start a virtual machine and figuring out how to log into it? A. W s could take the better part of an afternoon. It's just it's not familiar once you have it in your fingers. Boom. Two seconds, right. But, wow, that learning curve is steep and precipitous, and you slip back and you make stupid mistakes your first couple 1000 times through the loop. Um, by letting people skip that and letting them skip it potentially on multiple providers, in a sense, I would think products like this are actually doing the public cloud industry is, you know, a real surface Hide as much of that as you can without without taking the power away. Because ultimately people want, you know, to control their destiny. They want choice for a reason. Um, and and they want access to the infinite services And, uh, and, uh, innovation that AWS and Azure and Google are all doing on their platforms. >>Yeah, you know, and they're solving, uh, very broad problems in the public clouds, you know, here were saying, you know, this is a world of containers, right? This is a world of orchestration of these containers. And why should I have to worry about the underlying infrastructure, whether it's a virtual machine or bare metal? You know, I shouldn't care if I'm an application developer developing some database application. You know, the last thing I wanna worry about is how do I go in and create a virtual machine? Oh, this is running. And Google. It's totally different than the one I was creating. An AWS I can't find. You know where I get the I P address in Google. It's not like it was an eight of us, you know, and you have to relearn the whole thing. And that's really not what your job is. Anyways, your job is to write data base coat, for example. And what you really want to do is just push a button, deploy a nor kiss traitor, get your app on it and start debugging it and getting it >>to work. Yep. Yeah, it's It's powerful. I've been really excited to work with the product the past week or so, and, uh, I hope that folks will look at the links at the bottoms of our thank you slides and, uh, and, uh, avail themselves of of free trial downloads of both Dr Enterprise Container, Cloud and Lens. Thank you very much for spending this extra time with me. Rick. I I think we've produced some added value here for for attendees. >>Well, thank you, John. I appreciate your help. >>Have a great rest of your session by bike. >>Okay, Thanks. Bye.

>>Hello, My name is John John Sheikh from Iran Tous. Welcome to our session on new extensions for doctors CLI as we all know, containers air everywhere. Kubernetes is coming on strong and the CNC F cloud landscape slide has become a marvel to behold its complexities about to surpass that of the photo. Letha dies used to fabricate the old intel to 86 and future generations of the diagram will be built out and up into multiple dimensions using extreme ultraviolet lithography. Meanwhile, complexity is exploding and uncertainty about tools, platform details, processes and the economic viability of our companies in changing and challenging times is also increasing. Mirant ous, as you've already heard today, believes that achieving speed is critical and that speed results from balancing choice with simplicity and security. You've heard about Dr Enterprise Container Cloud, a new framework built on kubernetes, the less you deploy compliant, secure by default. Cooper nineties clusters on any infrastructure, providing a seamless self service capable cloud experience to developers. Get clusters fast, Justus, you need them, Update them seamlessly. Scale them is needed all while keeping workloads running smoothly. And you've heard how Dr Enterprise Container Cloud also provides all the day one and Day two and observe ability, tools, the integration AP ICE and Top Down Security, Identity and Secrets management to run operations efficiently. You've also heard about Lens, an open source i D for kubernetes. Aimed at speeding up the most banding, tightest inner loop of kubernetes application development. Lens beautifully meets the needs of a new class of developers who need to deal with multiple kubernetes clusters. Multiple absent project sufficiently developers who find themselves getting bogged down and seal I only coop CTL work flows and context switches into and out of them. But what about Dr Developers? They're working with the same core technologies all the time. They're accessing many of the same amenities, including Docker, engine Enterprise, Docker, Trusted registry and so on. Sure, their outer loop might be different. For example, they might be orchestrating on swarm. Many companies are our future of Swarm session talks about the ongoing appeal of swarm and Miranda's commitment to maintaining and extending the capabilities of swarm Going forward. Dr Enterprise Container Cloud can, of course, deployed doctor enterprise clusters with 100% swarm orchestration on computes just Aziza Leah's. It can provide kubernetes orchestration or mixed swarming kubernetes clusters. The problem for Dr Dev's is that nobody's given them an easy way to use kubernetes without a learning curve and without getting familiar with new tools and work flows, many of which involved buoys and are somewhat tedious for people who live on the command line and like it that way until now. In a few moments you'll meet my colleagues Chris Price and Laura Powell, who enact a little skit to introduce and demonstrate our new extended docker CLI plug in for kubernetes. That plug in offers seamless new functionality, enabling easy context management between the doctor Command Line and Dr Enterprise Clusters deployed by Dr Enterprise Container Cloud. We hope it will help Dev's work faster, help them adapt decay. TSA's they and their organizations manage platform coexistence or transition. Here's Chris and Laura, or, as we like to call them, developer A and B. >>Have you seen the new release of Docker Enterprise Container Cloud? I'm already finding it easier to manage my collection of UCP clusters. >>I'm glad it's helping you. It's great we can manage multiple clusters, but the user interface is a little bit cumbersome. >>Why is that? >>Well, if I want to use docker cli with a cluster, I need to download a client bundle from UCP and use it to create a contact. I like that. I can see what's going on, but it takes a lot of steps. >>Let me guess. Are these the steps? First you have to navigate to the web. You i for docker Enterprise Container Cloud. You need to enter your user name and password. And since the cluster you want to access is part of the demo project, you need to change projects. Then you have to choose a cluster. So you choose the first demo cluster here. Now you need to visit the U C p u I for that cluster. You can use the link in the top right corner of the page. Is that about right? >>Uh yep. >>And this takes you to the UCP you. I log in page now you can enter your user name and password again, but since you've already signed in with key cloak, you can use that instead. So that's good. Finally, you've made it to the landing page. Now you want to download a client bundle what you can do by visiting your user profile, you'll generate a new bundle called Demo and download it. Now that you have the bundle on your local machine, you can import it to create a doctor context. First, let's take a look at the context already on your machine. I can see you have the default context here. Let's import the bundle and call it demo. If we look at our context again, you can see that the demo context has been created. Now you can use the context and you'll be able to interact with your UCP cluster. Let's take a look to see if any stacks are running in the cluster. I can see you have a stack called my stack >>in >>the default name space running on Kubernetes. We can verify that by checking the UCP you I and there it iss my stack in the default name space running on Kubernetes. Let's try removing the stack just so we could be sure we're dealing with the right cluster and it disappears. As you can see. It's easy to use the Docker cli once you've created a context, but it takes quite a bit of effort to create one in the first place. Imagine? >>Yes. Imagine if you had 10 or 20 or 50 clusters toe work with. It's a management nightmare. >>Haven't you heard of the doctor Enterprise Container Cloud cli Plug in? >>No, >>I think you're going to like it. Let me show you how it works. It's already integrated with the docker cli You start off by setting it up with your container cloud Instance, all you need to get started is the base. You are all of your container cloud Instance and your user name and password. I'll set up my clothes right now. I have to enter my user name and password this one time only. And now I'm all set up. >>But what does it actually dio? >>Well, we can list all of our clusters. And as you can see, I've got the cluster demo one in the demo project and the cluster demo to in the Demo project Taking a look at the web. You I These were the same clusters we're seeing there. >>Let me check. Looks good to me. >>Now we can select one of these clusters, but let's take a look at our context before and after so we can understand how the plug in manages a context for us. As you can see, I just have my default contact stored right now, but I can easily get a context for one of our clusters. Let's try demo to the plug in says it's created a context called Container Cloud for me and it's pointing at the demo to cluster. Let's see what our context look like now and there's the container cloud context ready to go. >>That's great. But are you saying once you've run the plug in the doctor, cli just works with that cluster? >>Sure. Let me show you. I've got a doctor stack right here and it deploys WordPress. Well, the play it to kubernetes for you. Head over to the U C P u I for the cluster so you can verify for yourself. Are you ready? >>Yes. >>First I need to make sure I'm using the context >>and >>then I can deploy. And now we just have to wait for the deployment to complete. It's as easy as ever. >>You weren't lying. Can you deploy the same stack to swarm on my other clusters? >>Of course. And that should also show you how easy it is to switch between clusters. First, let's just confirm that our stack has reported as running. I've got a stack called WordPress demo in the default name space running on Kubernetes to deploy to the other cluster. First I need to select it that updates the container cloud context so I don't even need to switch contexts, since I'm already using that one. If I check again for running stacks, you can see that our WordPress stack is gone. Bring up the UCP you I on your other cluster so you can verify the deployment. >>I'm ready. >>I'll start the deployment now. It should be appearing any moment. >>I see the services starting up. That's great. It seems a lot easier than managing context manually. But how do I know which cluster I'm currently using? >>Well, you could just list your clusters like So do you see how this one has an asterisk next to its name? That means it's the currently selected cluster >>I'm sold. Where can I get the plug in? >>Just go to get hub dot com slash miran tous slash container dash cloud dash cli and follow the instructions

>>Welcome everyone. Good morning. Good evening to all of you around the world. I am so excited to welcome you to launch bad our annual conference for customers, for partners, for our own colleagues here at Mirandes. This is meant to be a forum for learning, for sharing for discovery. One of openness. We're incredibly excited. Do you have you here with us? I want to take a few minutes this morning and opened the conference and share with you first and foremost where we're going as a company. What is our vision then? I also want to share with you on update on what we have been up to you for the past year. Especially with two important acquisitions, Doc Enterprise and then container and lens. And what are some of the latest developments at Mirandes? And then I'll close also with an exciting announcement that we have today, which we hope is going to be interesting and valuable for all of you. But let me start with our mission. What are we here to Dio? It's very simple. We want to help you the ship code faster. This is something that we're very excited about, something that we have achieved for many of you around the world. And we just want thio double down on. We feel this is a mission that's very much worthwhile and relevant and important to you. Now, how do we do that? How do we help you ship code faster? There are three things we believe in. We believe in this world of cloud. Um, choice is incredibly important. We all know that developers want to use the latest tools. We all know that cloud technology is evolving very quickly and new innovations appear, um, very, very quickly, and we want to make them available to you. So choice is very important. At the same time, consuming choice can be difficult. So our mission is to make choice simple for you to give developers and operators simplicity and then finally underpinning everything that we dio is security. These are the three big things that we invest in and that we believe that choice, simplicity and security and the foundation technology that we're betting on to make that happen for you is kubernetes many of you, many of our customers use kubernetes from your aunties today and they use it at scale. And this is something we want to double down on the fundamental benefit. The our key promise we want to deliver for you is Speed. And we feel this is very relevant and important and and valuable in the world that we are in today. So you might also be interested in what have been our priorities since we acquired Doc Enterprise. What has happened for the past year at Miranda's And there are three very important things we focused on as a company. The first one is customer success. Um, when we acquired Doc Enterprise, the first thing we did is listen to you connect with the most important customers and find out what was your sentiment. What did you like? What were you concerned about? What needed to improve? How can we create more value and a better experience for you? So, customers success has been a top of our list of priorities ever since. And here is what we've heard here is what you've told us. You've told us that you very much appreciated the technology that you got a lot of value out of the technology, but that at the same time, there are some things that we can do better. Specifically, you wanted better. Sele's better support experience. You also wanted more clarity on the road map. You also wanted to have a deeper alignment and a deeper relationship between your needs and your requirements and our our technical development that keep people in our development organization are most important engineers. So those three things are were very, very important to you and they were very important to us here. So we've taken that to heart and over the past 12 months, we believe, as a team, we have dramatically improved the customer support experience. We introduced new SLS with prod care. We've rolled out a roadmap to many many of our customers. We've taken your requirements of the consideration and we've built better and deeper relationships with so many of you. And the evidence for that that we've actually made some progress is in a significant increase off the work clothes and in usage of all platforms. I was so fortunate that we were able to build better and stronger relationships and take you to the next level of growth for companies like Visa like soc T general, like nationwide, like Bosch, like Axa X l like GlaxoSmithKline, like standard and Poor's, like Apple A TNT. So many, many off you, Many of all customers around the world, I believe over the past 12 months have experienced better, better, better support strong s L. A s a deeper relationship and a lot more clarity on our roadmap and our vision forward. The second very big priority for us over the last year has been product innovation. This is something that we are very excited about that we've invested. Most of our resource is in, and we've delivered some strong proof points. Doc Enterprise 3.1 has been the first release that we have shipped. Um, as Mirant is as the unified company, Um, it's had some big innovative features or Windows support or a I and machine learning use cases and a significant number off improvements in stability and scalability earlier this year. We're very excited to have a quiet lens and container team, which is by far the most popular kubernetes. I'd, um, in the world today and every day, 600 new users are starting to use lens to manage the community's clusters to deploy applications on top of communities and to dramatically simplify the experience for communities for operators and developers alike. That is a very big step forward for us as a company. And then finally, this week at this conference, we announcing our latest product, which we believe is a huge step forward for Doc Enterprise and which we call Doc Enterprise, Container Cloud, and you will hear a lot more about that during this conference. The third vector of development, the third priority for us as a company over the past year was to become mawr and Mawr developer centric. As we've seen over the past 10 years, developers really move the world forward. They create innovation, they create new software. And while our platform is often managed and run and maybe even purchased by RT architects and operators and I T departments, the actual end users are developers. And we made it our mission a za company, to become closer and closer to developers to better understand their needs and to make our technology as easy and fast to consume as possible for developers. So as a company, we're becoming more and more developers centric, really. The two core products which fit together extremely well to make that happen, or lens, which is targeted squarely at a new breed off kubernetes developers sitting on the desktop and managing communities, environments and the applications on top on any cloud platform anywhere and then DACA enterprise contain a cloud which is a new and radically innovative, contain a platform which we're bringing to market this week. So with this a za background, what is the fundamental problem which we solve for you, for our customers? What is it that we feel are are your pain points that can help you resolve? We see too very, very big trends in the world today, which you are experiencing. On one side, we see the power of cloud emerging with more features mawr innovation, more capabilities coming to market every day. But with those new features and new innovations, there is also an exponential growth in cloud complexity and that cloud complexity is becoming increasingly difficult to navigate for developers and operators alike. And at the same time, we see the pace of change in the economy continuing to accelerate on bits in the economy and in the technology as well. So when you put these two things together on one hand, you have MAWR and Mawr complexity. On the other hand, you have fast and faster change. This makes for a very, very daunting task for enterprises, developers and operators to actually keep up and move with speed. And this is exactly the central problem that we want to solve for you. We want to empower you to move with speed in the middle off rising complexity and change and do it successfully and with confidence. So with that in mind, we are announcing this week at LAUNCHPAD a big and new concept to take the company forward and take you with us to create value for you. And we call this your cloud everywhere, which empowers you to ship code faster. Dr. Enterprise Container Cloud is a lynch bit off your cloud everywhere. It's a radical and new container platform, which gives you our customers a consistent experience on public clouds and private clouds alike, which enables you to ship code faster on any infrastructure, anywhere with a cohesive cloud fabric that meets your security standards that offers a choice or private and public clouds and offer you a offers you a simple, an extremely easy and powerful to use experience. for developers. All of this is, um, underpinned by kubernetes as the foundation technology we're betting on forward to help you achieve your goals at the same time. Lens kubernetes e. It's also very, very well into the real cloud. Every concept, and it's a second very strong linchpin to take us forward because it creates the developing experience. It supports developers directly on their desktop, enabling them Thio manage communities workloads to test, develop and run communities applications on any infrastructure anywhere. So Doc, Enterprise, Container, Cloud and Lens complement each other perfectly. So I'm very, very excited to share this with you today and opened the conference for you. And with this I want to turn it over to my colleague Adam Parker, who runs product development at Mirandes to share a lot more detail about Doc Enterprise Container Cloud. Why we're excited about it. Why we feel is a radical step forward to you and why we feel it can add so much value to your developers and operators who want to embrace the latest kubernetes technology and the latest container technology on any platform anywhere. I look forward to connecting with you during the conference and we should all the best. Bye bye. >>Thanks, Adrian. My name is Adam Parco, and I am vice president of engineering and product development at Mirant ISS. I'm extremely excited to be here today And to present to you Dr Enterprise Container Cloud Doc Enterprise Container Cloud is a major leap forward. It Turpal charges are platform. It is your cloud everywhere. It has been completely designed and built around helping you to ship code faster. The world is moving incredibly quick. We have seen unpredictable and rapid changes. It is the goal of Docker Enterprise Container Cloud to help navigate this insanity by focusing on speed and efficiency. To do this requires three major pillars choice, simplicity and security. The less time between a line of code being written and that line of code running in production the better. When you decrease that cycle, time developers are more productive, efficient and happy. The code is higher, quality contains less defects, and when bugs are found are fixed quicker and more easily. And in turn, your customers get more value sooner and more often. Increasing speed and improving developer efficiency is paramount. To do this, you need to be able to cycle through coding, running, testing, releasing and monitoring all without friction. We enabled us by offering containers as a service through a consistent, cloudlike experience. Developers can log into Dr Enterprise Container Cloud and, through self service, create a cluster No I T. Tickets. No industry specific experience required. Need a place to run. A workload simply created nothing quicker than that. The clusters air presented consistently no matter where they're created, integrate your pipelines and start deploying secure images everywhere. Instantly. You can't have cloud speed if you start to get bogged down by managing, so we offer fully automated lifecycle management. Let's jump into the details of how we achieve cloud speed. The first is cloud choice developers. Operators add mons users they all want. In fact, mandate choice choice is extremely important in efficiency, speed and ultimately the value created. You have cloud choice throughout the full stack. Choice allows developers and operators to use the tooling and services their most familiar with most efficient with or perhaps simply allows them to integrate with any existing tools and services already in use, allowing them to integrate and move on. Doc Enterprise Container Cloud isn't constructive. It's open and flexible. The next important choice we offer is an orchestration. We hear time and time again from our customers that they love swarm. That's simply enough for the majority of their applications. And that just works that they have skills and knowledge to effectively use it. They don't need to be or find coop experts to get immediate value, so we will absolutely continue to offer this choice and orchestration. Our existing customers could rest assure their workloads will continue to run. Great as always. On the other hand, we can't ignore the popularity that growth, the enthusiasm and community ecosystem that has exploded with communities. So we will also be including a fully conforming, tested and certified kubernetes going down the stock. You can't have choice or speed without your choice and operating system. This ties back to developer efficiency. We want developers to be able to leverage their operating system of choice, were initially supporting full stack lifecycle management for a bun, too, with other operating systems like red hat to follow shortly. Lastly, all the way down at the bottom of stack is your choice in infrastructure choice and infrastructure is in our DNA. We have always promoted no locking and flexibility to run where needed initially were supporting open stock AWS and full life cycle management of bare metal. We also have a road map for VM Ware and other public cloud providers. We know there's no single solution for the unique and complex requirements our customers have. This is why we're doubling down on being the most open platform. We want you to truly make this your cloud. If done wrong, all this choice at speed could have been extremely complex. This is where cloud simplification comes in. We offer a simple and consistent as a service cloud experience, from installation to day to ops clusters Air created using a single pane of glass no matter where they're created, giving a simple and consistent interface. Clusters can be created on bare metal and private data centers and, of course, on public cloud applications will always have specific operating requirements. For example, data protection, security, cost efficiency edge or leveraging specific services on public infrastructure. Being able to create a cluster on the infrastructure that makes the most sense while maintaining a consistent experience is incredibly powerful to developers and operators. This helps developers move quick by being able to leverage the infra and services of their choice and operators by leveraging, available, compute with the most efficient and for available. Now that we have users self creating clusters, we need centralized management to support this increase in scale. Doc Enterprise Container cloud use is the single pane of glass for observe ability and management of all your clusters. We have day to ops covered to keep things simple and new. Moving fast from this single pane of glass, you can manage the full stack lifecycle of your clusters from the infra up, including Dr Enterprise, as well as the fully automated deployment and management of all components deployed through it. What I'm most excited about is Doc Enterprise Container Cloud as a service. What do I mean by as a service doctor? Enterprise continue. Cloud is fully self managed and continuously delivered. It is always up to date, always security patched, always available new features and capabilities pushed often and directly to you truly as a service experience anywhere you want, it run. Security is of utmost importance to Miranda's and our customers. Security can't be an afterthought, and it can't be added later with Doctor and a price continued cloud, we're maintaining our leadership and security. We're doing this by leveraging the proven security and Dr Enterprise. Dr. Enterprise has the best and the most complete security certifications and compliance, such as Stig Oscar, How and Phipps 1 $40 to thes security certifications allows us to run in the world's most secure locations. We are proud and honored to have some of the most security conscious customers in the world from all industries into. She's like insurance, finance, health care as well as public, federal and government agencies. With Dr Enterprise Container Cloud. We put security as our top concern, but importantly, we do it with speed. You can't move fast with security in the way so they solve this. We've added what we're calling invisible security security enabled by default and configured for you as part of the platform. Dr Price Container Cloud is multi tenant with granular are back throughout. In conjunction with Doc Enterprise, Docker Trusted Registry and Dr Content Trust. We have a complete end to end secured software supply chain Onley run the images that have gone through the appropriate channels that you have authorized to run on the most secure container engine in the >>industry. >>Lastly, I want to quickly touch on scale. Today. Cluster sprawl is a very real thing. There are test clusters, staging clusters and, of course, production clusters. There's also different availability zones, different business units and so on. There's clusters everywhere. These clusters are also running all over the place. We have customers running Doc Enterprise on premise there, embracing public cloud and not just one cloud that might also have some bare metal. So cloud sprawl is also a very real thing. All these clusters on all these clouds is a maintenance and observe ability. Nightmare. This is a huge friction point to scaling Dr Price. Container Cloud solves these issues, lets you scale quicker and more easily. Little recap. What's new. We've added multi cluster management. Deploy and attach all your clusters wherever they are. Multi cloud, including public private and bare metal. Deploy your clusters to any infra self service cluster creation. No more I T. Tickets to get resources. Incredible speed. Automated Full stack Lifecycle management, including Dr Enterprise Container, cloud itself as a service from the in for up centralized observe ability with a single pane of glass for your clusters, their health, your APs and most importantly to our existing doc enterprise customers. You can, of course, add your existing D clusters to Dr Enterprise Container Cloud and start leveraging the many benefits it offers immediately. So that's it. Thank you so much for attending today's keynote. This was very much just a high level introduction to our exciting release. There is so much more to learn about and try out. I hope you are as excited as I am to get started today with Doc Enterprise. Continue, Cloud, please attend the tutorial tracks up Next is Miska, with the world's most popular Kubernetes E Lens. Thanks again, and I hope you enjoy the rest of our conference.

>> From the CUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE conversation. Welcome to this CUBE conversation. I'm Lisa Martin, and today I'm talking with Ivanti again, Nayaki Nayyar, their Chief Product Officer EVP is back with us, as is another Cube alumni, Sumedh Thakar, the President and Chief Product Officer of Qualys. Nayaki, sweet, great to have you guys both back on the program. >> Great to be back here, Lisa. I think it's becoming a habit for me to be here, talking to you almost... >> I like it. >> every week. >> Good to be here, thank you for inviting me. >> So, let's go right into some exciting news here, so Ivanti has had a lot of momentum in the last week or so, Nayaki with launch announcements, talk to us about what you're announcing today in terms of an expansion with the Ivanti-Qualys partnership. >> So Lisa, as you remember, this week we had a great week this week with the launch of our Ivanti neurons platform, that really helps our customers address end-to-end management of their endpoints and security of those endpoints. How we can help them, would be called self fuel, self secure and self service the endpoints. And one of the key strengths Ivanti has, in our portfolio, is our ability to manage all the patches. Today, with our Ivanti patch management solution, we patch approximately 1.2 billion patches on an annual basis. So that's a pretty big volume, and we are extremely excited as a part of this launch announcement, to also share the partnership we have with Qualys and how we are extending and helping Qualys with their overall vision for VMDR. >> So Sumedh, let's go right into that, talk to us about the VMDR, vulnerability management has been around for a while, what is VMDR and Qualys perspective? And what are you looking to do with your partnership with Ivanti? >> I should know about vulnerability management being around for a while, I've been 18 years at Qualys, so we've been doing for a long time, and, what's happened is with the hybrid infrastructure exploding and a lot more devices being added and focus shifting from just servers to endpoint, I think that is just a need to be able to do vulnerability management, in addition, also have the ability to do assessment of your devices in terms of inventory, etcetera, so, discovering your devices, being able to do vulnerability assessment, configuration assessment, but also be able to prioritize those vulnerabilities on which one do you really need to patch because you just have way too many vulnerabilities. And then at the end, all of this vulnerability management is not useful if we can't do something about it, and that's where, you need the ability to patch and fix those issues, and this is where VMDR really brings that workflow in a single platform end-to-end, So instead of just throwing a big report of CVEs, we provide the ability to go from detection of the device, to the patching, and this is where Ivanti partnership has been something that has really helped our customers because they bring in that patching piece, and this is one of the most complicated things you do, and because taking a vulnerability and mapping it to a particular patch is very complex to do and that's where the Ivanti partnership is helping us. >> And so, this is an expansion Sumedh, you guys have been doing this for Windows and Linux, and now this is adding Mac support and others. Tell me a little bit more about the additional capabilities that you're enabling. >> What's interesting is that, when we started working on this, this was before the pandemic hit, and COVID has certainly added a very interesting twist to the patching challenge, and the ability for the system admins to suddenly patch 100,000 to 200,000 devices, which are not in your office with a high speed internet anymore, they are sitting in little apartments all over the world with low bandwidth, WiFi connections, etcetera, how do you patch those endpoints? And so when, while the focus of the beginning was a lot more on Windows and Linux, which are more on the server side, with the pandemic hitting, there is a big need now for people also to be able to do their Macs and other endpoints that are now remote and at people's homes, and so obviously, with the success of the patch management capabilities on Windows that we got with Ivanti, they are a natural partner for us to also expand that into being able to do it for the Macs as well, and so, now we're working together to get this done for the Macs. >> So Nayaki, in terms of the announcements from Ivanti that they've been coming out the last week or so, we talked with Jeff Abbott last week about the partnerships and the GTM, talk to me about from a strategic perspective, how does the expansion of the Qualys partnership dial up Ivanti's vision? >> Lisa, when you take a look at what's really happening across every enterprise, every large company, especially during COVID, and post COVID, is what we call this explosive growth of remote workers, as everyone is trying to manage what the transformation to remote working means, the explosive growth of devices that now have to be managed by every IT organization, not to mention how to secure those devices, which is where this partnership with Qualys becomes extremely strategic for us. Now we can extend that overall vision that we have with our Ivanti neurons to discover every device we have, the customers' have, sense any security vulnerabilities, anomalies that are on those devices, prioritize those based on risk-based priority of it and going through priority as we embed more and more AI Amal into it, and get into what we call this auto remediation, remediating all those vulnerabilities, which nicely fits into Qualys's, or our VMDR vision and strategy. So, this truly helps our customers, go beyond just managing the endpoints to now what we call sub securing those endpoints, being able to automatically detect all security vulnerabilities and issues and get closer and closer to the self remediation of those vulnerabilities, and that's why this partnership makes, a great strategic benefit for all of our customers and large enterprise. >> So Sumedh, talk to us about the VMDR lifecycle, give us a picture of where your customers are and that how does this really going to help them deal with the new normal of even more devices going to be remote for a long period of time? >> what's happening now is that, this is being extended to home devices, customers in the past were only looking at enterprise devices that were owned by the organization, and we continuously now see, we can't get a new laptop to the user, or they're using their home device, home desktop, because it's bigger screen, more powerful, whatever it is, so people are starting to do that, and you can't really stop them from doing that if you want to get work done, and so, essentially VMDR is four things, which is, continuous asset inventory discovery, Second is, detection of all security issues, including vulnerabilities and misconfigurations. Third is the prioritization based on the knowledge of the device, and what's running on the device just because you have a severity, five vulnerability or highly exploitable vulnerability does not mean that you need to prioritize that as the first one to patch, and then you need to be able to patch it, and so that's the four elements that make up the VMDR lifecycle, and as customers have no good way to detect what devices are there, what is connecting to the VPN, because now they don't actually, physically see the devices, the traditional network devices that were... office firewalls that are sitting in the office, that were detecting devices are now not useful because everybody's outside the firewall. And so that entire life cycle, is something that customers want to do, because at the end, you want to reduce your risk quickly. And having a single platform that does all of that, is the key benefit that we get from there. >> Talk to me a little about the go-to market, in terms of how are your customers, joint customers buying the solution? >> I think what we've really worked on is typically what happens today is the customers'... different vendors are providing individual pieces, you have to go buy a different inventory solution, a different vulnerability solution, a different prioritization, a different patch solution, so, working with Ivanti, we've really worked on creating a single platform, and this took us a quite a bit of time to really make that engineering integration work, to be able to have Ivanti patch management directly embedded into the Qualys' agent. So that way, customers don't have to deploy another agent, and they don't have to buy different solutions for different consoles, so, from a go-to market perspective, we keep it very simple for our customers, they essentially have a one price for the entire asset and then if they choose to do the patch management, this is something that we sell as a capability that is directly available through Qualys and Ivanti has done a huge amount of work to integrate seamlessly in the back end to help the customer so that they don't have to, buy from one, buy from another and try to integrate it themselves. >> And Lisa if you look at it, it's really a way for customers to handle heterogeneous landscape, patching of heterogeneous landscape that they have, in their environment all the way from the data centers to those endpoints, the Windows devices, Mac devices, Linux devices, and in future, we'll also be supporting multiple other devices and platforms through Qualys VMDR, absolutely. >> Let's talk about the target audience and really understanding, from a security perspective, it's top of mind for the C-suite all the way up to the board, now with COVID and the increase in ransomware, and some of the things, the device spread, that's probably only going to spread even more, Nayaki, starting with you, how are you seeing the customer conversations change? Are you now not just talking to ITs elevated up the stack? Is this a CEO, board level concern that you're helping them to remediate? >> Absolutely, Lisa, this conversation about cyber security challenges, especially as organizations are trying to figure out what this transformation to remote working means, this is really not just limited to an IT organization or a CIO level conversation, this is a C-suite conversation at the CEO level, and in most cases, I'm also seeing this becoming a board conversation and I'm on a couple of boards myself, and this is truly a board conversation where discussing how we help enterprises transform to remote working and cyber security challenges as more and more workers are working from home, securing those devices is top of mind, for pretty much CEOs and the boards, and helping them through the transition is a number one priority. So, this is between the partnership with Qualys and Ivanti, for us to offer this joint solution, and really make it available where they can address the security concerns that they have, in their environment. >> And Sumedh, in terms of target market, we talked with Nayaki and Jeff last week about, from a vertical perspective, they've got a lot of strengths in healthcare and retail, for example, are you looking at any leading edge markets right now, verticals that really are at most risk? Or are you attacking us from a GTM perspective, or in a horizontal way? >> It's not even our choice anymore, because what's happened with remote working in no matter what industry you are in, everybody's workers are working from home essentially, and using laptops and the number of attacks have significantly multiplied because now that this endpoint is outside of your traditional defenses that you have in an office environment, these endpoints are a lot more vulnerable, and they are in a home network, I have devices in my home network for my kids that are running all kinds of fortnight and things like that, that now actually could have access to my work laptop, so that is becoming a big concern and the other realization that you cannot really use enterprise solutions as you have in the past, for patching and securing your endpoint that's not inside the enterprise, because if a single SMB goes vulnerability patches 350 Megs for one device, if you have that patch 1000 devices trying to download that over VPN, it's just not going to work, and it kills the VPN, so that is this big push towards moving into a cloud based method of deploying these patches, So you going to actually get these patches deployed without hitting your VPN environments, and this is really the big thing, and the other day I read something that that asked like, what is accelerating the digital transformation to the cloud for your enterprise? And, there was a CEO and the Sea So and then COVID, so unfortunately, the pandemic has been bad in many ways, but in other ways, it has really helped organizations move more quickly, to get approvals from the board and the management because the other option is just not a choice anymore, which is trying to use on-prem solution so that resistance to cloud based solutions is significantly decreasing because, today, we're all sitting in different locations and meeting every day on video, etcetera and that's really powered by that cloud-based platforms that we have today. >> I call it the COVID catalysts, there are a lot of interesting things that are positive, that are being catalyzed as a result of this massive change. One more question Sumedh for you, in terms of, this enabling VMDR to become a category, a target market for endpoint security, how does this help? >> I think, the more we can provide the customer ability to reduce the number of different steps that they have to go through and the different tools that they have to purchase and multiple agents and multiple consoles that they have to put together, then it just becomes a category in itself because you kind of have that ability to do detection, prioritization and response in a single solution, which is something that nobody else offers today because everybody is focused on just one aspect of it, and so, today the response from our customers has been absolutely tremendous, they are extremely happy to have this ability to very quickly figure out what's wrong, one of the things we didn't talk a lot about, but I would say in patch management process, the biggest challenge and where most time is spent is mapping a CVE to a specific patch that needs to be deployed on a specific machine, because of 64-bit architecture, 32-bit architecture, so, the Ivanti catalog helps us tremendously to help bring the knowledge that we have on the CVEs to that catalog, and then give our customers a way to be able to get those patches deployed in a very, very quick way, and so that essentially is just created this new category, when you have this end-to-end ability on a single platform. So whether it comes from Qualys or somebody else, I think the need is there to say, when I'm looking at patch management, I want the discovery of vulnerability and patching all of that to be done together. >> And that speed is absolutely critical. So in terms of the general availability, Sumedh, is this available now, when do customers get access? >> So with the partnership with Ivanti, VMDR in general has been available now for our customers for a couple of months, but now with the enhanced partnership, it was available for Windows or is currently available for Windows and now we are working with Ivanti for the next few months to get the Mac version out, so, we would think about in the next couple of quarters, we will have that available through Qualys VMDR, the ability to patch the Macs as well. >> Excellent. Nayaki let's go ahead and take this home with you, in terms of give me kind of an overall, round this out, the expansion of the partnership, the importance of helping customers in these disparate environments, and the momentum that this gives Ivanti for the rest of the year and going into 2021? >> This really rounds our entire Ivanti's vision and strategy, reservoir, our ability to discover every asset customers have on their endpoints and point assets as devices, being able to manage those devices holistically and to secure those devices, and also do service management of those devices and I had mentioned this, we are the only vendor in the market, that can do all of this end-to-end all the way from discovery, to security, to service managing the devices which... and the partnership with Qualys really helps as round it off across the board is full lifecycle of endpoint management, device management, and also enables us to extend to the natural adjacencies of IoT with Ivanti neurons, vision and strategy and truly get into a world of what we call self healing and self securing, the autonomous edge that we really strive to in the longer term. >> Congratulations both of you on this expansion of the partnership, we thank you for taking the time to explain to us the value in it, the challenges that this going to solve for your customers, Nayaki it's always great to have you on the program, thank you for joining me. >> Thank you, thank you Lisa and Sumedh, absolutely a great pleasure talking to all of you. >> Thank you for inviting me and good seeing both of you and I look forward to seeing you guys again. Have a good day >> Yeah, Sumedh. Great to meet you as well. For my guests, I'm Lisa Martin, you're watching this CUBE conversation. (upbeat music)

>>from around the globe. It's the Cube with digital coverage of you. I path live the release show brought to you by you. >>I path Hi. Welcome back to this special R p A drill down with support from you. I path You're watching The Cube. My name is Dave Volante and Bobby CMO. You know I passed Bobby. Good to see you again. Hope you're doing well. Thanks for coming on. >>Hi, Dave. It's great to see you as well. It's always a pleasure to be on the Cube and even in the virtual format, this is really exciting. >>So, you know, last year at forward, we talked about the possibility of a downturn. Now nobody expected this kind of downturn. But we talked about that. Automation was likely something that was going to stay strong even in the downturn. We were thinking about potential recession or an economic downturn. Stock market dropped, but nothing like this. How are you guys holding up in this posted 19 pandemic? What are you seeing in the marketplace? >>Yeah, we certainly we're not thinking of a black swan or rhino or whatever we call this, but, you know, it's been a pretty crazy couple of months for everybody. You know, when When this first started, we were like everybody else. Not sure how it impact our business. The interesting thing has been that you're in code. It actually brought a reality check through. A lot of companies and organizations realize that it's very few tools to respond quickly, right? Bond with, you know, cost pressures that we're urgent or preserving revenue, perhaps, or responding to Ah, strange resource is, you know, in all centers, or or built to support. You know, the surge in in, um, in the healthcare community. And so r p a became one of those tools that quickly waas knowledge and adopted. And so we went out two months ago to go find those 1st 1st use cases. Talk about him, then. You know, 1st 30 days we had 50 in production, right? Companies, you know, great organizations like Cleveland Clinic, right? You know where they use their parking lot? Give the first tests the swab tests, right of, uh, well, who have proven right? You know, they had a line of 88 hours by, you know, putting a robot in place in two days. They got that line down by 80 or 90% right? It is a huge hit as we see that kind of a kind of benefit all across right now in the world. Right now we have. We were featured in The Wall Street Journal recently with nurses and a large hospital system in Ireland called Matter. The nurses said in the interview that, you know they have. They were able to free up time to be a patient's right, which is what they're there for, anyway, thanks to robots during this during this emergency. So I think you know, it's it's definitely raise The awareness that that this technology is provides an amazing time to value, and that's it's pretty unprecedented in the world of B two B software. >>I want to share some data with you in our community is the first time we've we've shown this. Guys would bring up the data slide, and so this is ah, chart that e. T are produced. There's enterprise technology research. They go out of reporter. They survey CIOs and I T practitioners and a survey in different segments and the use of methodology Net score. And this is sort of how method how Net scores derived. And so what this chart shows is the percent of customers that responded there were about 125 You I path customers that responded. Are you adopting new U I path? Are you increasing spending in 2020? Are you planning on flat spending or decreasing spending? Are you replacing the platform of beacons? And so basically, we take the green, uh, subtract the read from the green, and that gives us net score. But the point is that Bobby abouts about 80% of your customers are planning to spend Maurin 2020 than they spent in 2019 and only about 6% of planning on spending less, which is fairly astounding. I mean, we've been reporting on this for a while in the heat nous in the in the automation market generally and specifically. But are you seeing this in the marketplace? And maybe you could talk about why? >>Well, we just finished our first fiscal quarter into the end of April, and we're still privately held, so we can be, uh, find some insights of our company, but yeah, the the pace of our business picked up actually in in the mark. April timeframe. Um, customer adoption, large customer adoption. Um, the number of new new companies and new logos were at a record high. And, you know, we're entering into this quarter now, and we have some 20 plus $1,000,000 deals that are like that. It closed, right? I mean, that's probably a 30% increase Versus what? How many we have today alone. Right? So our business, you know, is is now well over 400 million and air are we ended last year, 3 60 and the growth rate continues fast. I think you know what's interesting is that the pace of the recode world was already fast, right? The the luxury of time has kind of disappeared. And so people are thinking about, you know, they don't have they can't wait now, months and years for digital transformation. They have to do things in days and days and days and weeks. And and that's where our technology really comes into play. Right? And and and it actually is also coming to play well in the world of the remote workforce. Reality two of the ability for remote workers to get trained while they're home on automation to build automation pipelines to to build automation. Now, with our latest release, you can download our podcast, capture and report what you're doing, and it basically generates the process definition document and the sample files, which allow for faster implementation by our center of excellence. So what's really happening here? We see it is a sense of urgency coming out of this. Prices are coming down the curve. Hopefully, now this is of urgency that our customers are facing in terms of how they respond, you know, and respond digitally to helping their business out. And it varies a lot by industry, our state and local business was really thinking was not going to be the biggest laggard of any industry picked up in a significant way in the last couple of months, New York State, with Governor Cuomo, became a big customer of ours. There's a quote from L. A County, see Iot that I've got here. They just employed us. It's public, this quote, he said. Deputy CIO said Price is always the mother of invention. We can always carry forward the good things they're coming out of this crisis situation. He's referring to our P A is being a lesson. They learned hearing this, that they're going to carry forward. And so we see this state of Oklahoma became a customer and others. So I think that's that's what we're seeing kind of a broad based. It's worldwide. >>You're really organizations can't put it off anymore. I think you're right. It sort of brought forward the future into the present. Now you mentioned 360 million last year. We had forecast 350 million was pretty good for you guys released, so it's happy about that. But so obviously still a strong trajectory. You know, it might have been higher without without covert. We'll never know, but sort of underscores the strength of the space. Um, and February you guys, there was an article that so you're essentially Theo Dan, Daniel Hernandez was quoted. Is that on hold now? Are you guys still sort of thinking about pressing forward or too early to say right? >>Yeah. I mean, I think I think the reality is we have a very, very strong business. We've raised, you know, significant money from great investors, some of which are the leading VCs in the world. and also that the public company investors and, you know, we have, ah, aggressive plan. We have an aggressive plan to build out our platform for hyper automation to continue. The growth path is now becoming the center of companies of I, T and Digital Strategies, not on the side. Right. And so to do that, you know, we're gonna want capital to help fuel our our our ambitions and fuel Our ability to serve our customers and public markets is probably a very, very logical one. As Daniel mentioned in a in a A recent, uh, he's on Bloomberg that he definitely sees. That is ah, maybe accelerating that, You know, we're late Last year, we started focusing on sustainable growth as a company and operational regular. These are important things in addition to having strong growth that, you know, a long term company has to have in place. And I can tell you, um, I'm really excited about the fact that we, you know, we operate very much like a public company. Now, internally, we you know, we do draft earnings releases that aren't public yet, and we do mock earnings, earnings calls, and we have hired Thomas Hansen is runs our chief revenue officer with storage backgrounds. And so you're gonna interview as well. These are these are these are the best of the best, right? That joint, they're joined this company, they're joining alongside the arm Kalonzo the world that are part of this company. And so I think, Yeah, I think it's an AR It's likely. And and it's gonna We're here to be a long term leader in this decade of automation. >>Well, and one of the other things that we forecast on our breaking analysis we took a look at the total available market kind of like into it. Early days of service Now is you know, people were really not fully understanding the market and chillin C it is is quite large, so video. So when we look at the competition, you know, you guys, if I showed you the same wheel with automation anywhere, it would also look strong. You know, some of the others, maybe not a strong but still stronger than many of the segments. I mean, for instance, you know, on Prem hardware. You know, compared with that and you know the automation space in general across the board is very, very strong. So I wonder if maybe you could talk a little bit about how you guys differentiate from the competition. How you see that? >>Yeah, I think you know, we've We've come a long way in the last three years, right? In terms of becoming the market leader, having the highest market share, we're very open and transparent about our numbers with We've long had the vision of a robot. Every person, uh, and and we've been delivering on that on on that vision and ah, building out a platform that helps companies, you know, transform digitally enterprise wide. Right. So, you know, I don't see any of our competitors with a platform for hyper automation like this. We have an incredible focus on the ability to help people actually find the ideas, build the pipeline, score the pipelines and integrate those with the automation center of excellence. Right? We have the ability now with our latest release to help test automation testers now not only in the world of art A but actually take robotic robots and and architecture into doing test automation. The traditional test automation market in a much better and faster way So you know, we're innovating at a pace that that it is, I think, much faster than I don't. I don't know automation anywhere. I won't share any their numbers. You know, who knows what the numbers are. We have guesses, but I'm fairly certain that we continue to gain share on them. But you know, what's most important is customer adoption, and we've also seen a number of customers switch from some of our competitors to us. Our competitors are undercapitalized and middle. Invest in R and D. This is an investment area, really build a platform out from our competitors have architectures that are hard to upgrade, right? This has been a big source of pain for companies that have been on our competitors. Where upgrades are difficult requires them to retest every time where our upgrades are very rolling, you know, are very smooth. We have an insider program which you know, I don't think any of our competitors have. If you go inside that you had pat that your customer every single bit every single review betting, private preview, public preview and general availability, you can provide feedback on and the customers can score up new ideas. They drive our our roadmap. Right. And this is I think we operate differently. I think our growth is a is a good indication of that. And, you know, and there are new competitors like Microsoft. But I think you know, you know, medium or long term, you know, they're gonna make effort around our, um and you know, they're behind the, um, automation is really hard. The buried entry here is not it's not. Not easy. And we're going to keep me on that platform, play out, and I think that's ah, that's what makes us so different. Um and ah, you know, we have the renewal numbers, retention numbers, expansion numbers and and the revenue numbers to improve that, uh, you know, we're number one. >>Well, so I mean, there's a lot of ways to skin the cat, and you're right. You guys are really focused, you know, you automation anywhere really focused on this space, and you shared with us how you differentiate there. But as you point out Microsoft, they sort of added on I had talked to Allan, preferably the day from paga. You know, those guys don't position themselves as our PC, but they have r p A. I talked to, you know, our mutual friend Robert Young John the other day, right? They're piling onto this this trend, right? So why not? Right, It's it's ah, it's hot. But so, you know, clearly you guys are innovating there. I want to talk about your vision before we get into the latest product release two things that I would call out the term hyper automation with, I think is the Gartner term. And then it will probably stick. And then this this idea of a robot for every person How would you describe your vision? >>Yeah, I mean, we think that robots can and improve, you know, the the lives of of or pers everywhere, right? We think in every every function, every role. And we see that already, the job satisfaction and the people don't want to do the mundane, repetitive work, right? The new hires coming out of college, you know, they're gonna be excel and sequel server. We're no longer the tools of productivity. For them, it's it's your path. We have business. Schools that have committed top tier business schools have committed to deploying your path or to putting you're passing every force in the school these students are graduating with the right path is their most important skill going into companies. And they're gonna expect to be able to use robots within their companies in their daily lives. A swell. So, you know, we have customers today that are rolling out a robot for every person you know. We had Ah, Conoco Phillips on just earlier in our launch, talking about citizen developers, enabling says, developer armies of developers and growing enterprise wide. See, Intel was on as well from Singapore, the large telco. They're doing the exact same thing. So I think you know, I think this is this is this is this is about broad based digital transformation. Everybody participating And what happens is the leading companies to do this, you know, they're going to get the benefit of benefits out of it. It can reinvest that productivity, benefits and data science and analytics and serving customers and in, you know, and and, ah, new product ideas. And so, you know, this is this. You know, automation is going to fuel now the ability for companies to really differentiate and serve their customers better. And it's only needed enterprise wide view on it that you really maximizing. Take Amazon, for example, a great customer during during this prices. You know, they're trying to hire hundreds of thousands of people, right? Help in the fact that in their in their distribution centers elsewhere, this all served demand to help people who like you and I home or ordering things that we need, right? Well, they're use your path robots all throughout their HR hr on boarding HR recruiting HR administration And so helping them has been a big during this prices surge of robots is helping them actually hire workers. You know another example of Schneider Electric and amazing customer of ours. They're bringing their plants, their manufacturing facilities, implants back online faster by using robots to help manage the PPE personal protective equipment in the plant allow people workers to get back to work faster. Right? So what's happening is is, you know in that in those cases is your different examples of robots and different functions, right? In all cases, it's about helping grow a company faster. It's about helping protect workers. It's about helping getting revenue machines back up and running after Kobe is going to be critical to get back to work faster. So I'm I'm really excited about the fact that as people think about automation across the organization, the number of ideas and Aaron opportunities for improvement are are we're just starting to tap that potential. >>Well, this is why I think the vision is so important because you're talking about things that are transformative. Now, as you well know, one of the criticisms of RPS. So you have people, the suppliers and just yeah, we, you know, looking at mundane tasks, just automating mundane tasks like sometimes paving the cow path and say, you're very much aware of that criticism. But if I look at the recent announcements, you're really starting to build out that vision that you just talked about. They're really four takeaways. You sort of extending the core PAP platform, injecting AI end some or and more automation end to end automation really taken that full lifestyles lifecycle systems view and the last one is sort of putting it talks to the robot. For every person that sort of citizen automation, if you will, that sort of encompasses your product announcements. So it wasn't just sort of a point Announcement really is a underscores the platform. I wonder if you could just What do we need to know about you guys? Just that out. >>So we think about how we think about the rolls back to a division of robots person how automation can help different roles. And so this product launch $20 for this large scale launch that you just articulated, um, impacts in a fax and helps many different kinds of new roles Certainly process analysts now who examined processes, passes performance improvements. You know, they're a user of our process mining solution in our past. Find a solution that helps speed on our way. Arpaio engine, no testers and quality engineers. Now they can actually use studio pro and actually used test robots are brand new, and our new test manager is sort of the orchestration and management of test executions. Now they can participate in in leveraged power of robots and what they do as well. And we kind of think about that, you know, kind of across the board in our organization across the platform. They can use tools like you have path insights in Europe. If you're an analyst or your, uh ah. B I, this intelligence person really know what's going on with robots in terms of our wife for my organization and provide that up to the, you know, sea levels in the board of directors in real time. So I think that's that's the big part. Here is we're bringing, and we're helping bring in many, many different kinds of roles different kinds of people. Data scientist. You mentioned AI. Now data scientists can build a model. The models applied to ai fabric an orchestrator. It's drag and drop by our developer in studio, and now you can turn, you know, a a mundane, rules based task right into an experience based ones where a robot can help make a decision right. Based on experience and data, they can tweak and tune that model and data scientists can interact, you know, with the automation is flowing through your path. So I think that's how we think about it, right? You know, one of the great new capabilities, as well as the ability to engage line workers, dispatch out workers If you're a telco or or retail story retail store workers you know the robots can work with humans out in the field. We've got one real large manufacturer with 18,000 drivers in a DST direct store delivery scenario. And you know the ability for them to interact with robots and help them do their job in the field. Our customers better after the list data entry and data manipulation, multiple systems. So I this is this makes us very unique in our vision and in our execution. And again, I don't I have not heard of a single ah example by competitors that has any kind of a vision or articulation to be able to help a company enterprise wide and, you know, with the speed and the and the full, full vision that we have. >>Okay, so you're not worried about downturns. You can't control black swans Anyway, you're not worried about the competition. It feels like you know, you're worried about what you're worried about. You want about growing too fast. Additionally, deploying the the capital that you've raised. What worries you? >>Yeah. You know, we're paranoid or paranoid company, right? And when it comes to the market and and trying to drive, I think we've done a lot to help actually push the rock up the hill in terms of really, really driving our market, building the market, and we want to continue that right and not let up. So there's this kind of desire to never let up, right? Well, we always remind ourselves we must work harder, must work harder. We must work harder. And that's that's That's sort of this this mentality around ourselves, by the smartest people. Hire the smartest people you work with our customers, our customers are priority. Do that with really high excellence and really high sincerity that it comes through and everything that we do, you know, to build a world class operation to be, you know, Daniel DNS. When I first met him, he said, You know, I really want to be the enemy of the great news ecology company that serve customers really well. And it was amazing things for society, and and, you know, we're on that track, but we've got, you know, we're in the in the in the early innings. So, you know, making sure that we also run our business in a way that, um, you know, uh, is ready to be Ah, you know, publicly successful company on being able to raise new sources of capital to fund our ambitions and our ideas. I mean, you saw the number of announcements from our 24 release. It reminded me of an AWS re invent conference, where it's just innovation, innovation, innovation, innovation. And these are very real. They're not made up mythical announcements that some of our competitors do about launching some kind of discovery box doesn't exist, right? These are very real with real customers behind them, and and so you know, just doing that with the same level of tenacity. But being, you know, old, fast, immersed and humble, which are four core culture values along the way and not losing that Azeri grow. That's that's something we talk about maintaining that culture that's super critical to us. >>Everybody's talking about Okay, What What's gonna be permanent? Postpone it. I was just listening to Julie Sweet, CEO of Accenture, and she was saying that, you know, prior to Covic, they had data that showed that the top 25% of companies that have leaned into digital transformation were outperforming. You know, the balance of their peers, and I know question now that the the rest of that base really is going to be focused on automation. Automation is is really going to be one of those things that is high, high priority now and really for the next decade and beyond. So, Bobby, thanks so much for coming on the Cube and supporting us in this in this r p. A drill down. Really appreciate it, >>Dave. It's always a pleasure as always. Great to see you. Thank you. >>Alright. And thank you for watching everybody. Dave Volante. We'll be right back right after this short break. You're watching the cube. >>Yeah, yeah, yeah, yeah.

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. >>This is a cube conversation. I'm stew Minuteman, and this is the Cube's virtual coverage of AWS Summit online. Happy to welcome back to the program to help give us some insight into what's happening. Aws last week. And today, that is Cory Quinn is the cloud economist at the Duck Bill Group. Cory, I know it's >>thank you. Always a >>pleasure to see you >>now it is always a pleasure to see me. Thank you for once again exhibiting remarkably poor judgment and inviting me back onto your program. >>Yeah, you know, Korea, you've been on the program a few times now, including in some of the AWS goes Ah, 18 San Francisco AWS, New York City. You know, reinvent we see you. But this is the first time we've had you on online. So give us a little bit about you know what? That impact of the global pandemic has been meaning to you and more importantly, what you've been seeing from our dear friends at AWS. >>Sure, the fact that not traveling anymore and spending almost all of my time at home means that I'm a lot closer to the edge when it comes to the content I put out because I no longer have to worry about someone punching me in the face. But other than that, from a business perspective, things tend to be continuing on much as they have before with four different customer concerns. The more interesting question from my side has been what is the effect this is having on people Because we're working from home remotely? It's not really a fair test of how well you can do remote. I've been doing it like this for years, and there's a There's a sense of existential dread that's hanging over people's at more so than usual, more so than right before the AWS re invent. You know, when you're wondering if you're about to have your entire business put out of business by an AWS. Now, it's just that sort of dread that never goes away because they won't deliver the keynote If you'll pardon me if using a metal >>Yeah, it's been really interesting to watch, you know, for you, of course. I mean, Amazon is, you know, a big player in the industry before this Amazon one that gets talked about a lot in the news. You know Amazon overall, You know, when this first pitch they announced they were hiring 1000 then they went through that faster than anyone could believe. You know, you think about having to hire a driver remotely. You know, my joke was you know, Alexa the screen. Everybody and I are everyone. But then they hired another 75,000. And it's not just the warehouse and the whole food people, because I've seen a number of people that I know getting hired by AWS do. So you know, you talk. It's all about the people that you know, the number one in the endemic people. How's Amazon doing? What feedback are you getting for? How they're doing? >>Well, I don't have too many internal sources that confirm or deny things of strategic import because it turns out that I'm generally not for those things. Who knew something I'm picking up on across the industry has been that if you're building a hyper scale cloud provider, you're not looking to next border. The investments you make today are going to be realized 3 to 5 years No one is currently predicting a dramatic economic impact community felt for a decade, based on the current question. So, yeah, AWS is still investing in people, which is always going to be the limiting constraint there still launching regions we have to launch within a month, and we're still seeing a definite acceleration of anything of the pace of innovation as a W was like. Now my perspective, that's both reassuring that some things never change. And, of course, the usual level of depression where oh, good, there's still more services to learn what they do. Learn how the names work, find ways to poke holes in their various presentational aspects. And, of course, try and keep the content relatively fresh. There's only so many times you could make the same joke for people. >>Yeah, absolutely. And of course, you bring up a really good point. You know, Amazon that they have a long strategic plan there. If they're building new data centers, they're building the power in perfect for these things. It's not something that they're going to change on a dime. They plan these things out far in advance, and AWS does, of course, have a global scope. Um, you know, I really, you know, wonder. You know, from an operational standpoint, are there any pressures on them? You wrote an article you know, relatively recently talking about one of the other public cloud providers that is by our customers. And we even have performance issues. AWS seems to be running through this dealing with acid. You know, I've had phone systems that have problems. You know, everybody as when they're working from home engine internally. Even if you've got a gig bandwidth When the fire neighborhood has Children on, you know, the classrooms online for video. There's pressures there. So you know where your teams from what I've seen, you know, AWS operationally is running well and, you know, keeping things all up and running Is am I missing anything? >>No. I mean the database is fond of saying there's no compression algorithm for experience, as I'm fond of saying, that's why they charge per gigabyte. But what that means is that they've gone through a lot of these growing pains and largest instructional stories in 2010 to 2012 EBS outages, causing a cascading failures as everyone saturates links as they roll from region to region or availability zone availability zone. They understand what those workloads look like and what those years are, and they've put in credible amount of engineering into solving these problems. I think that anyone who looks at this and doesn't see this happening is unfortunate place because we don't have to its approach utility level of reliability. You don't wonder every time you turn the faucet on whether water is going to, and we're now at a point of seeing that with AWS Resource. Now they're still going to be recurring issues. And there have been basically since this thing watched a particular instance. Size and family in a particular availability zone of a particular region may be constrained for a period of weeks, and that is something that we've seen across the board. But that has less to do with the fact that they didn't see this stuff coming in that appropriately and more to do with the fact that there's a lot of different options and customer demand is never going to be an exact thing we are seeing some customers dramatically turn off city and others sporadically scrapping capacity up. It comes down to what is the nature of this endemic on >>there. Yeah, well, this absolutely does. But you know, some of those promises of the cloud test I should be able to spin things down some things I should be able to turn off. And if I have to know shut down by business, I should be able to do that. Um, I'm curious what you've heard on changing demand out there. Worry. Um, you know, on the one hand, you know customers there re buying, they're getting reserved. They're making for that. They can, you know, optimize every dollar. But when something like this comes up and they need a major change, you know, are they stuck with a lot of capacity that they didn't necessarily want? >>Sometimes it comes down to a lot of interesting variables For me, the more interesting expression of this is when companies see demand falling off a cliff. As users, we're no longer using what their what they built out. But their infrastructure spend doesn't change. That tells me that it's not a particularly elastic infrastructure. And in fact, when people are building the elasticity into their applications, they always interpret that is scaling up rather than scaling down because the failure mode of not scaling up fast enough is you're dropping customer requests on the floor. The failure mode of not scaling down fast enough just means you're spending money. So when you see user demand for environment cut by 80% but the infrastructure cost remains constant or the infrastructure usage defending. That's a more interesting problem. And you're not gonna have a lot of success asking any cloud provider for adjustment when? Well, okay, you're suddenly not seeing the demand, but you're still remains the same. What is this based upon? You need to actually demonstrate a shortfall. First of wow, you know, we normally spend a $1,000,000 a month. Well, now we're spending 200 grand a month. Yeah, about that. And once you could do that, there are paths forward. I have not yet heard stories about, frankly, any of the big Three cloud providers, absolutely hanging customers out to dry in the cloud I have heard whispers about, for example, with G suite, where they're not willing to. And this this feels like a very dark way to go. But I'm going for it. Where will we just laid off 1/3 of our staff and we get a break on the annual licensing for those seats on G suite. And the answer is no. That feels like it stings and is more than a little capricious. >>Yeah, No, absolutely. You know, one of the things that the underbelly of fast is, you know? Oh, it should be elastic like cloud. But often times you're locked one or your contract, and if all of a sudden you find yourself with that meeting half the demand and you call them up, you know, Are they going to give you that break? So you know, Price and Corey, you know better >>than most. So all right, let me spoil it for you. Every provider is going to give you a break on this because this is a temporary aberration. As far as the way the world works, we're not going to start seeing Global 10 X every year, I hope. And when this crisis passes, people are going to remember how their vendors treated. And if it's well, we held your feet to the fire and made you live up to that contract that sticks with me, and it doesn't take too many stories like that, or people pulling lawsuits out of Acer to demonstrate that a company beat the crap out of them to say, Huh? Maybe that's not where I want to thank my sizeable cloud. Invest. >>Yeah. So, Corey, how about you know, there are there certain areas where I heard, you know, certain that maybe were slow rolling cloud and all of a sudden realize that when they're working from home, they plug and adjust their servers that are saying, Oh, jeez, maybe I need to hop on this. Then there's other services. You think VPN usage must be through the roof workspaces. So when first announced, you know, many years ago was a bit of a slow roll had been a growth ah, area for Amazon for the last couple of years. Are you hearing anything specific to new services or increase growth in certain services like I'm in? >>There are two patterns we're seeing. Of all. One is the traditional company you just described, where they build out a VPN that assumes some people will occasionally be working from home at a 5% rate versus the entire workforce 40 hours a week that that model that model is training every. Whereas if you go back the last 10 years or so and look at a bunch of small businesses that have started up or startups that have launched where everything they're using is a SAS service or a cloud service, then there is no VPN. I don't have a VPN. For example, the fact that I have a wireless network here in my house and I'm at dislocation. There's this I p address isn't white listed anywhere. The only benefit that this network has over others is that there's a printer plugged in here, and that's it. The identity model of Ioffe indicate to these services by the credentials of a user name and password by enchanting something, and they send an email that I click the link that that winds up handling the Asian night and there is no bottleneck in the same direction. I feel like this is going to be the death now for a lot of VM centric for tonight. >>Alright, Corey, want one of the other things about aws is they don't stop. And what I mean is, you know, you talked about them always being online. But you know every week there's a new announcement. It keeps feeding your newsletter, feeding your feet. You know everything going on there. How is number one? You know the announcement? Brains from AWS going and anything specific. You know, John Furrier was, you know, interest in, you know, Amazon Apolo, something that was released relatively recently. >>The problem with a lot of these new services that get released relatively recently is that it requires time to vet out how it works, how it doesn't work, how it should have wound up being implemented to solve your particular use case or, in my case, how they could have named it better. But you're not able to come up with those things off the top of your head the first time you see it because it's irresponsible at scale to deploy anything in production. You don't understand. It's failure cases right now, with everyone scrambling, most companies are not making significant investments in new capabilities. They are desperately trying to get their workforces online and stay afloat and adjust very rapidly changing. And oh, they built a new data store or something of that. Nature is not going to be this sort of thing that gets people super excited in most shops, that time will change. But I do feel a bit of it right now for a lot of these product teams who've been working away on these things for months or years. And now suddenly they're releasing something into a time when people don't I care about it enough to invest the effort that, yeah, you bring up a really good >>point. Corey, you know, there's certain things. If I was working on a project that was going to help me be more agile and be more flexible, I needed that yesterday. But I still need that today. Um, some other projects, you know, might take years to roll out a eyes. Technology that has been growing bring over the last couple of years were I O T solutions are a little bit more nascent. So is what you're thinking. It's a little bit more Stick to your knitting and the solutions and the products that you're leveraging today. And some of the, you know, more visionary and futuristic ones might be a little bit of a pause button for the next couple months. >>Exactly if you're looking at exploring something that isn't going to pay dividends for 18 months. Right now, the biggest question everyone has is what is the long term repercussion of this going to be? What is the year? What we're gonna look like in three years? Because that's where a lot of these planning horizons are stretching to. And the answer is, Look, when I wind up doing a pre recorded video or podcast where I talk about this stuff and it's not going to release for four days, I'm worried about saying something that was going to be eclipsed by the new site. I worry on my podcast reporting, for example, that I'm going to wind up saying something about that dynamic, and by the time it airs in two months, it's Oh, look at this guy. He's talking about the pandemic. He doesn't even mention the meteor, and that's the place right now where people are operating from, it becomes much more challenging to be able to adequately and intelligently address the long term. When you don't know what it's going to look like, >>Yeah, absolutely. For our viewers, when you hear my segment on Cory's ask and you wonder why we could talk about that it's because we missed that one week window that we're in right now When we're talking about murder Hornet, Not when we recorded it. Not when we released the really good point court. You know, Corey, you know, data is one of the most important things. You've done a lot about data portability, you know, all the costs involved. Cloud Amazon's trying to help people, you know, with, you know, bringing data together. You know, I said in one of the interviews with Andy Jassy a couple years ago, while customers were really the flywheel for AWS for a number of years, I think it is data that is that next flywheel. So I'm curious your thoughts as our, you know, enterprises think about their data, and AWS is role >>there incorrectly. If you want me to be blunt, there's an awful lot of movement, especially as we look at AI and machine learning to gather all of the data. I've been on cost optimization projects where Wow, that's an awful lot of data sitting there. And that s three bucket. Do you need it all? And I'm assured that yes, all of the sales transaction logs from 2012 are absolutely going to be a treasure trove of data just as soon as they figure out what to do with it, and they're spending our piles of money on >>it. But >>it's worse than that because it's not just that you have this data that's costing you money. That's almost a by product. There's risk to an awful lot of forms of data with regulation that continues to expand. Data can become a toxic asset in many respects. But there's this belief of never throw anything away that's not really ideal. Part of the value of a same data management strategy is making sure that you can remove all of the stuff that you don't absolutely need right now, with AI and ML being where they are, there's this movement or keep everything because we don't know what that's going to be useful for. Down the road, it's a double edged sword, and enterprises are at this point not looking at this through a lens of this thing could hurt me so much as they are. This thing could possibly benefit that the business in the future. >>Alright, so Cory, I I've really noticed over the last few months you've spent a bit more. I'm talking publicly about some of the other clouds that aren't AWS, though. You know what we are covering? AWS Summit online. Give us what you're hearing from Microsoft, Google and others. You know any strategies that Aaron you any you know, customer movement? That is worth >>sure. I think that we're seeing customers move in the way that they've always been moving. People made a bit of a kerfuffle about a block post I put out with the extremely Clickbait idle of Zoom chose Oracle Cloud over AWS. Maybe you should, too, and there were a few. There are few conclusions people drew understandably from that particular headline, which was, for example, the idea that AWS have lost a workload that was being moved from AWS to Oracle. Not true. It was net new. They do already has existing relationships with both Azure and AWS by their own admission. But the argument what what I took that particular change to be in my case was an illustration of something that's been bugging me for a while. If you look at AWS data transfer pricing publicly posted stop, which again, no one of this scale is going to pay. It is over 10 times more expensive than Oracle. Wow. And what that tells me is that I'm now sitting here in a position where I can make you made a good faith recommendation to choose Oracle's for cost reasons, which sounds nuts. But that's the world in which we live. It's a storytelling problem, far more than it is a technical shortcoming. But that was interpreted to mean that Oracle's on the rise. AWS is in decline. Zoom is a very strong AWS customer and has made public commitments. They will remain so right now. This is what we're seeing across the board. You see Zoom doing super well. They're not building out a whole lot of net new, either. What they're doing is building is just it's desperately trying to stay up under brushing unprecedented demand. That's where the value is coming from right now, clouds elasticity and they're not doing. You know, we're going to go ahead and figure out if we can build a new continuous deploy process or something that it makes on call a little bit less brutal. That's not what anyone's focusing on it here. Wow, this boat is sinking. If we don't stay up, grab a bucket, start bailing. And that is what they're doing. The fact that they're working with every cloud provider, it shouldn't come as a surprise. >>Yeah, well, it's interesting. I'm thinking about Zoom, and one of the things that I've been watching them for the last couple of everybody has is, you know, the daily updates that are happening Related security. Um, you know, I think back, you know, 67 years ago, Amazon had This is our security model. We're not changing it for anyone now. You know Amazon as a much more flexible and nuanced. So there are >>still in violent principles that Amazon will not and cannot shift. So, to be clear, they have different ways of interfacing with security in different ways of handling data classification. But there are rules that you knew are not changing. It's not well surprised. Now, suddenly, every Amazonian who works there can look through your private data that none of that is >>happening. I >>just want to very clear on >>that. Yeah, No, you're absolutely right. It's more security, you know, getting more engine even than ever. And it was already coming into 2020 before everything changed. What was one of the hot topic? Great. You know, I'm curious. You know, we're looking at a virtual event for AWS. Have you been to some of these? You know, you're getting burnt out from all of the online content. I'm sure everybody's getting tired of you. So are you getting tired of everyone else? >>I don't accept that anyone ever get tired of me. I'm a treasure and of the light. But as far as online events go, I think that people are getting an awful lot profoundly wrong about that. For example, I think that people focus on, well, I need to get the best video and the best microphone, and that's the thing that people are going to focus on, rather than maybe I should come up with something that someone wants to listen. People are also assuming that the same type of delivery and content works super well in a stage for 45 minutes is not going to work when people can tab over to something else and stop paying attention. You've got to be more dynamic. You've got to be able to grab people's, and I think that people are missing the forest for the trees. Here, you're just trying to convert existing format into something that will work online in the immediate short term. Everyone is super sympathetic. It's not going to last. People are going to get very tired of the same tired formatting ropes, and there's only so much content people are going to consume. You've got to stand out and you've got to make it compelling and interesting. I've been spending a lot of time trying to find ways to make that >>work. Yeah, I had a great conversation with John Troyer, he said. You know, we can learn something about what? Some of the late those Ah, you know, I think there's a new opportunity for you to say There's a house band, you know. You have a small child at home, divert Amerine there's your house band. You know you can have a lot of fun with >>Oh, absolutely, especially during a tantrum that's going to go super. Well, I'm just gonna watch one of her meltdowns about some various innocuous topic, and then I'm going to wind up having toddler meltdown the Amazon s three remix, and I'm sure we could wind up tying it back to something that is hilarious in the world of cloud. But I'm trying to pull off a little bit longer before I start actively exploiting her for Internet points. I mean, I'm going to absolutely do it. I just wanted to get a little color. >>All right. Well, Corey, want to give you the final word on AWS? The online events happening, you know, give our audience that what they should be looking at when it comes to their AWS estate, >>cool as usual attention to what's coming out. It's always been to have a low level awareness of what's coming out on stage. I don't feel you need to jump in and adopt any of it immediately. Focus on the things that matter to your business. Just because something new and shiny has announced on stage does not need a fit for you doesn't mean it's not, but remain critical. I tend not to be one of the early adopters in production, things that have a potential to wind up housing challenges, and I'm not saying, Oh, stay on the exact old stuff from 2010 and nothing newer, but there is a bit of a happy medium. Don't think that just because they released something that a you need to try it or B, it's even for, you know, AWS service is for everyone but every AWS services for someone. >>Alright, Well, Cory Quinn, always a pleasure to catch up with you. Thanks so much for joining with you joining us. >>Thank you. It was over the suffering. The slings and arrows Appreciate >>it. All right. Thank you for watching everyone. Lots of coverage of the cube at the AWS Summit online. Check out the cube dot net for all the offering. And thank you for what? >>Yeah, yeah, yeah.

>>live from Stanford University. It's the queue covering Stanford women in data science 2020. Brought to you by Silicon Angle Media. >>Yeah, yeah. Hi. And welcome to the Cube. I'm your host, Sonia Atari. And we're live at Stanford University, covering the fifth annual Woods Women in Data Science Conference. Joining us today is Lillian Kearse. Keo, who's the Insights manager at Spotify. Slowly and welcome to the Cube. Thank you so much for having me. So tell us a little bit about your role at a Spotify. >>Yeah, So I'm actually one of the few insights managers in the personalization team. Um, and within my little group, we think about data and algorithms that help power the larger personalization experiences throughout Spotify. So, from your limits to discover weekly to your year and wrap stories to your experience on home and the search results, that's >>awesome. Can you tell us a little bit more about the personalization? Um, team? >>Yes. We actually have a variety of different product areas that come together to form the personalization mission, which is the mission is like the term that we use for a big department at Spotify, and we collaborate across different product areas to understand what are the foundational data sets and the foundational machine learning tools that are needed to be able to create features that a user can actually experience in the app? >>Great. Um, and so you're going to be on the career panel today? How do you feel about that? I'm >>really excited. Yeah, Yeah, the would seem is in a great job of bringing together Diverse is very, uh, it's overused term. Sometimes they're a very diverse group of people with lots of different types of experiences, which I think is core. So how I think about data science, it's a wide definition. And so I think it's great to show younger and mid career women all of the different career paths that we can all take. >>And what advice would you would you give to? Women were coming out of college right now about data science. >>Yeah, so my my big advice is to follow your interests. So there's so many different types of data science problems. You don't have to just go into a title that says data scientists or a team that says Data scientist, You can follow your interest into your data science. Use your data science skills in ways that might require a lot of collaboration or mixed methods, or work within a team where there are different types of different different types of expertise coming together to work on problems. >>And speaking of mixed methods, insights is a team that's a mixed methods research groups. So tell us more about that. Yes, I >>personally manage a data scientist, Um, user researcher and the three of us collaborate highly together across their disciplines. We also collaborate across research science, the research science team right into the product and engineering teams that are actually delivering the different products that users get to see. So it's highly collaborative, and the idea is to understand the problem. Space deeply together, be able to understand. What is it that we're trying to even just form in our head is like the need that a user work and human and user human has, um, in bringing in research from research scientists and the product side to be able to understand those needs and then actually have insights that another human, you know, a product owner you can really think through and understand the current space and like the product opportunities >>and to understand that user insight do use a B testing. >>We use a lot of >>a B testing, so that's core to how we think about our users at Spotify. So we use a lot of a B testing. We do a lot of offline experiments to understand the potential consequences or impact that certain interventions can have. But I think a B testing, you know, there's so much to learn about best practices there and where you're talking about a team that does foundational data and foundational features. You also have to think about unintended or second order effects of algorithmic a B test. So it's been just like a huge area of learning in a huge area of just very interesting outcomes. And like every test that we run, we learn a lot about not just the individual thing. We're testing with just the process overall. >>And, um, what are some features of Spotify that customers really love anything? Anything >>that's like we know use a daily mix people absolutely love every time that I make a new friend and I saw them what they work on there like I was just listening to my daily makes this morning discover weekly for people who really want >>to stay, >>you know, open to new music is also very popular. But I think the one that really takes it is any of the end of year wrapped campaigns that we have just the nostalgia that people have, even just for the last year. But in 2019 we were actually able to do 10 years, and that amount of nostalgia just went through the roof like people were just like, Oh my goodness, you captured the time that I broke up with that, you >>know, the 1st 5 years ago, or just like when I discovered that I love Taylor Swift, even though I didn't think I like their or something like that, you know? >>Are there any surprises or interesting stories that you have about, um, interesting user experiences? Yeah. >>I mean, I could give I >>can give you an example from my experience. So recently, A few a few months ago, I was scrolling through my home feed, and I noticed that one of the highly rated things for me was women in >>country, and I was like, Oh, that's kind of weird. I don't consider >>myself a country fan, right? And I was like having this moment where I went through this path of Wait, That's weird. Why would Why would this recommend? Why would the home screen recommend women in country, country music to me? And then when I click through it, um, it would show you a little bit of information about it because it had, you know, Dolly Parton. It had Margo Price and it had the high women and those were all artistes. And I've been listening to a lot, but I just had not formed an identity as a country music. And then I click through It was like, Oh, this is a great play list and I listen to it and it got me to the point where I was realizing I really actually do like country music when the stories were centered around women, that it was really fun to discover other artists that I wouldn't have otherwise jumped into as well. Based on the fact that I love the story writing and the song, writing these other country acts that >>so quickly discovered that so you have a degree in industrial mathematics, went to a liberal arts college on purpose because you want to try out different classes. So how is that diversity of education really helped >>you in your Yes, in my undergrad is from Smith College, which is a liberal arts school, very strong liberal arts foundation. And when I went to visit, one of the math professors that I met told me that he, you know, he considers studying math, not just to make you better at math, but that it makes you a better thinker. And you can take in much more information and sort of question assumptions and try to build a foundation for what? The problem that you're trying to think through is. And I just found that extremely interesting. And I also, you know, I haven't undeclared major in Latin American studies, and I studied like neuroscience and quantum physics for non experts and film class and all of these other things that I don't know if I would have had the same opportunity at a more technical school, and I just found it really challenging and satisfying to be able to push myself to think in different ways. I even took a poetry writing class I did not write good poetry, but the experience really stuck with me because it was about pushing myself outside of my own boundaries. >>And would you recommend having this kind of like diverse education to young women now who are looking >>and I absolutely love it? I mean, I think, you know, there's some people believe that instead of thinking about steam, we should be talking instead of thinking about stem. Rather, we should be talking about steam, which adds the arts education in there, and liberal arts is one of them. And I think that now, in these conversations that we have about biases in data and ML and AI and understanding, fairness and accountability, accountability bitterly, it's a hardware. Apparently, I think that a strong, uh, cross disciplinary collaborative and even on an individual level, cross disciplinary education is really the only way that we're gonna be able to make those connections to understand what kind of second order effects for having based on the decisions of parameters for a model. In a local sense, we're optimizing and doing a great job. But what are the global consequences of those decisions? And I think that that kind of interdisciplinary approach to education as an individual and collaboration as a team is really the only way. >>And speaking about bias. Earlier, we heard that diversity is great because it brings out new perspectives, and it also helps to reduce that unfair bias. So how it Spotify have you managed? Or has Spotify managed to create a more diverse team? >>Yeah, so I mean, it starts with recruiting. It starts with what kind of messaging we put out there, and there's a great team that thinks about that exclusively. And they're really pushing all of us as managers. As I seizes leaders to really think about the decisions in the way that we talk about things and all of these micro decisions that we make and how that creates an inclusive environments, it's not just about diversity. It's also about making people feel like this is where they should be. On a personal level, you know, I talk a lot with younger folks and people who are trying to just figure out what their place is in technology, whether it be because they come from a different culture, >>there are, >>you know, they might be gender, non binary. They might be women who feel like there is in a place for them. It's really about, You know, the things that I think about is because you're different. Your voice is needed even more. You know, like your voice matters and we need to figure out. And I always ask, How can I highlight your voice more? You know, how can I help? I have a tiny, tiny bit of power and influence. You know, more than some other folks. How can I help other people acquire that as well? >>Lilian, thank you so much for your insight. Thank you for being on the Cube. Thank you. I'm your host, Sonia today. Ari. Thank you for watching and stay tuned for more. Yeah, yeah.

(upbeat music) >> From the Silicon Valley Media Office in Boston Massachusetts, it's theCUBE. Now here's your host, Dave Vellante. >> Hello everyone, and welcome to this exclusive CUBE conversation. Here's the setup. The storage industry has been drowning in complexity for years. Companies like Pure Storage and Nutanix, you know they reached escape velocity last decade, primarily because they really understood well how to deliver great products, that were simpler to use. But as we enter the 2020's, virtually every player in the storage business is trying to simplify it's portfolio. And the mandate is coming from customers, that are under huge pressure to operationalize and bring to market their major digital initiatives. They simply can't spend time managing infrastructure that the way they used to. They have to reallocate resources up the stack, so to speak to more strategic efforts. Now, as you know post the acquisition of EMC by Dell, we have followed closely, and been reporting on their efforts to manage the simplification of the storage portfolio under the leadership of Jeff Clark. IBM is one of those leading companies, along with Dell EMC, NetApp, and HPE that are under tremendous pressure to continue to simplify their respective portfolios. IBM as a company, has declared the dawn of a new era. They call it Chapter II of Digital and AI. Whereas, the company claims it's all about scaling and moving from experimentation to transformation. Chapter II, I will tell you unquestionably is not about humans managing complex storage infrastructure. Under the leadership of General Manager, Ed Walsh, the companies storage division has aligned with this Chapter II vision, and theCUBE has been able to secure an exclusive interview with Ed, who joins me today. Great to see you my friend. >> Thanks very much for having me. >> So, you're very welcome. And you heard my narrative. How did we get here? How did the industry get so complex? >> I like the way you kicked it off, because I think you nailed it. It's just how the storage industry has always been. And there was a reason for it twenty years ago, but it's almost, it's run its course, and I could tell you what were now seeing, but everyone there's always a difference between high end solutions sets, and low end solution sets. In fact their different, there's custom silicon on the high end. So think about EMC Matrix in the day, it was the ultimate custom hardware and software combination. And then the low end storage, well it didn't have any of that. And then there's a mid tier. But we actually, everything is based upon it. So you think about the right availability, the right price port, feature function, availability features. It made sense that you had to have that unique thing. So, what's happened is, we're all doing sustaining innovation. So we're all coming out with the next high end array for you. EMC's next one is Hashtag, Next Generation storage, right, mid-range. So they're going to redo their midrange. And then low end, but they never come together, and this is where the complexity is, you're nailing it. So no one is a high end or a low end shop, they basically use it all, but what they're having to do, is they have to manage and understand each one of those platforms. How to maintain it, it's kind of specialized. How to report on it, how to automate, each the automation requirements are different, but different API to actually automate it. Now the minute you say, now help me modernize that and bring me to a hybrid multi-cloud, now you're doing kind of a complex thing over multiple ways, and against different platforms, which are all completely different. And the key thing is, in the past it made sense to a have high end silicon with high end software, and it made sense. And different low end, and basically, because of some of the innovation we've driven, no longer do you have to do that. There's one platform that allows you to have one platform to meet those different requirements, and dramatically simplify what you're doing for enterprises. >> So, we're going to talk a little bit more about what you guys are announcing. But how do you know when you get there, to this land of simple? >> One it's hard to get there, we can talk about that too. But it's a, when a client, so we just had a call this morning with our board advisor for storage, our division. And they're kind of the bigs of the bigs. Up on the need, more on the high end side, just so you know the sample size. But literally, in the discussion we were talking about the platform simplification, how do you get to hybrid cloud, what we're going to do with the cyber incident response type of capabilities have resiliency. And literally in the call they are already emailing their team, saying we need to do something more strategic, we need to do that, we need to look at this holistically. They love the simplicity. Everything we just went through, they can't do anymore. Especially in Chapter II, it's about modernizing your existing mission critical enterprises, and then put them in the context of Hybrid multi-cloud. That's hard, you can't do it with all these different platforms, so they're looking for, let me spend less. Like you said, to get my team to do up-stack things, they definitely don't want to be managing different disparate storage organizations. They want to move forward and use that freed up resource to do other things, so. When I see big companies literally jumping at it, and giving the example. You know I want to talk about the cyber resiliency thing, I've had four of those this week. That's exactly what we need to have done, so it's just, I haven't had a conversation yet that clients aren't actually excited about this, and it's actually pretty straightforward. >> So I'll give you the benefit of the doubt, and again we'll get there, but assuming your there. Why do you think it took you so long? You kind of mentioned it's hard. >> So, transformations are never easy, and typically whoever is the transformation engine, gets shot in the back of the head, right. So it's really hard to get teams to do something different. So imagine every platform, EMC has nine now, right. So it is through acquisition of others, you have VP's, you know. VP of development, offering and maybe sales, and then you have whole teams, where you have founders you've acquired. So you have real people, that they love their platform, and there's no way they're going to give it up. They always come up with the next generation, and how it's going to solve all ills, but it's a people transformation. How do you get we're going to take three and say, hey, it's one platform. Now to do that it's a operational transformation challenge. It's actually driving the strategy, you don't do it in matter of a week, there's development to make sure that you can actually meet all the different use cases, that will take you literally years to do, and have a new platform. But, I think it's just hard to do. Now, anyone that's going to do that, let's say you know EMC or HP wants to do it. They're going to have to do the same thing we did, which is going to take them years of development. But also, it's managing that transition and the people involved, or the founders you've acquired, or it just it's amazing. In fact, it's the most wonderful part of my job is dealing with people, but it can frustrate you. >> So we've seen this over the years, look at NetApp, right with waffle, it was one size fits all for years, but they just couldn't cover all markets. And then they were faced with TAM expansion, of course now the portfolio expands. Do you think -- >> And now they have three and -- >> And David Scott at HPE, Storage VP at the time used to talk about how complex EMC's portfolio was, and you see HPE has to expand the portfolio. >> We all did, including IBM. >> Do you think Pure will have to face the same sort of -- >> We are seeing Pure with three, right. And that's without the file, so I'm just talking about what we do for physical, virtual, and container workloads and cloud. If you start going to what we're going to scale up to object we all have our own there too. And I'm not even counting the three to get to that. So you see Pure doing the exact the same thing, because they are trying to expand their TAM. And you have to do some basic innovation to have a platform actually meet the requirements, of the high end requirements, the mid range, and the entry level requirements. It's not just saying, I'm going to have one, you're actually have to do a lot of development to do it. >> All right, let's get to the news. What are you guys announcing? >> So basically, we're announcing a brand new, a dramatic simplification of our distributed storage. So, everything for non-Z. If you're doing physical boxes, bare metal, Linux. You're doing virtual environments, VMware environments, hyper-V, Power VM, or if you're doing container workloads or into the cloud. Our platforms are now one. One software, one API to manage. But we're going to actually, we're going to do simplification without compromise. We're going to give you want you need. You're going to need an entry level packaging, midrange and high end, but it's going to be one software allows you to meet every single price requirement and functionality. And we'll be able to do some surprises on the upside for what we're bringing out to you, because we believe in value in automation. We can up the value we bring to our clients, but also dramatically take out the cost complexity. But one thing we're getting rid of, is saying the need, the requirement to have a different hardware software platform for high end, midrange and low end. It's one hardware and software platform that gets you across all those. And that's where you get a dramatic simplification. >> So same OS? >> Same OS? >> Normally, you'd do, you'd optimize the code for the high end, midrange and low end. Why are you able to address all three with one OS? How are you able to do that? >> It took us three and half years, it was actually, I will talk about a couple innovation pieces. So, on the high end you have customized silicon, we did, everyone does, we had a Texas Memory Systems acquisition. It was the flash drawer 2U, about 375 TB, uncompressed de dup, pretty big chunky, you had to buy big chunks. So it was on the high end. >> That was the unit of granularity, right. >> But it gave you great value, but also you had great performance, latency better than you get in NVMe today, before NVMe. But you get inline compression, encryption, so it was wonderful. But it was really ultra high end. What we did was we took that great custom silicon, and we actually made it onto what it looks like a custom, or to be a standard NVMe SSD. So you take a Samsung NVMe, or a WD and you compare it to what we call our flash core module. They look the same and they go interchangeably into the NVMe standard slot. But what's in there is the same silicon, that was on this ultra high end box. So we can give the high end, exactly what we've did before. Ultra low latency, better than NVMe, but also you can get inline compression de dup and the were leveling, and the stuff that you expect in the custom silicon level. But we can take this same NVMe drive and we can put it in our lowest end model. Average sale price $15,000. Allows you to literally, no compromise on the high end, but have unbelievable surprises on the midrange and the low end, where now we can get the latency and the performance and all those benefits, to be honest on a much lower box. >> Same functionality? >> Same functionality, so you lose nothing. Now that took a lot of work, that wasn't easy. You're talking about people, there was roadmaps that had to be changed. We had to know that we were going to do that, and stick to our guns. But that'll be one. Other things is, you know you're going to get some things on the upside that you're not expecting, right. Because it's custom silicon, right, I might have a unique price performance. But also cost advantages, so I'm going to have best price performance or density across the whole product line. But also, I'm going to do things like, on the high end you used to unbelievable operational resiliency. Two site, three site, hyper-swap, you know two boxes that would act like one. Have a whole outage, or a site outage and you don't really miss a transaction, or multi-sites. But we're going to be able to do that on the low end and the midrange as well. Cyber resiliency is a big deal. So I talked about Operational Resiliency. It's very different coming back when it's cyber. But cyber incident response becomes key, so we're going to give you special capabilities there which are not available for anyone in the industry. But is cyber incident response only a high end thing, or is it a low end thing. No, it's across everywhere. So I think we're going to shock on the upside a lot of it, was the development to make sure the code stack, but also the hardware, we can at least say no compromise if you want entry-level. I'm going to meet anyone at that mote. In fact, because the features of it, I'm able to compete at an unfair level against everyone on the low end. So you say, midrange and high end, but you're not losing anything because your losing the custom silicon. >> So let's come back to the cyber piece, what exactly is that? >> All right, so, listen, this is not for data breaches. So if a data breach happens, they steal your database or they steal your customer name, you have to report to, you know you have to let people know. But it's typically than I call the storage guy and say hey, solve it. It was stolen at a different level. Now the ones that doesn't hit the media, but happens all the time actually more frequently. And it definitely, gets called down to the operations team and the storage team is for cyber or malicious code. They've locked up your system. Now they didn't steal data, so it's not something you have to report. So what happens is call comes down, and you don't know when they got you. So it's an iterative process, you have to literally find the box, bring up, maybe it's Wednesday, oh, bring it up, give it to application group, nope, it's there. Bring up Tuesday... it's an iterative process. >> It's like drilling for oil, a 100 years ago, nope, not it, drill another hole. >> So what happens is, if it's cyber without the right tools, you use your backup, one of our board advisors, literally major bank, I had four of those, I'll give you one. It took me 33 hours to bring back a box. It was a large database 30 TB, 33 hours. Now why did you backup, why didn't he use his primary storage against DR copies of everything. Well they didn't have the right tool sets, so what we were able to do is, tape is great for this air gap, but it takes time to restore and come back up and running. The modern day protection we have like Veeam or Cohesity allows the recovery being faster, because your mounting backup copies faster. But the fastest is your primary snapshot and your replicated DR snapshots. And if you can leverage those, the reason people don't leverage it, and we came upon this, almost accidentally. We were seeing our services brethren from IBM doing, IBM SO or outsourcing GTS, when they did have a hit. And what they want to do is, bring up your snapshots, but if you bring up a snapshot and you're not really careful, you start crashing production workloads, because it looks like the VM that just came up. So you need to have, and we're providing the software that allows you to visualize what your recovery points are. Allows you to orchestrate bringing up environments but more importantly, orchestrate into a fenced network environment, so it's not going to step on production workloads and address this. But allows you to do that, and provide a URL to the different business users, that they can come and say yes, it's there or it's not. So even if you don't use this software before this incident, it gives you visibility, orchestration, and then more importantly a fence, a safe fence network, a sandbox to bring these up quickly and check it out, and easily promote to production. >> So that's your safe zone? >> Safe zone, but it's just not there. You know you start bringing up snapshots, it's not like a DR case, where you're bringing things up, you have to be really smart, because you bring it up, and checking out. So without that, they don't want to trust to use the snapshots, so they just don't use primary storage. With it, it becomes the first thing you do. Because you hope you got it within a week, or week and a half of your snapshots. And it's in the environment for ninety days, now you're going to tape. Now if you do this, if you put this software in place before an incident, now you get more values, you can do orchestrated DR testing. Because where doing this orchestrated, bring up application sets it's not a VM, it's sets of VM's. Fenced network, bring it up, does it work. You can use it for Test/Dev data, you can use it for automatic DR. But even if you don't set it up, we're going to make it available so you can actually come back from these cyber incidents much faster. >> And this is the capability that I get on primary storage. Because everybody's targeting you know the backup corpus for ransomware and things of that nature. This is primary storage. >> And we do put it on our backups. So our backups allows you to do the exact same thing and do the bootable copies. And so if you have our backup product, you could already do this on primary. But, what we're saying is, regardless of who your using, we're still saying you need to do backup, you need to air a cup your backup. 'cause you know Want to Cry was in the environment for 90 days, you know your snapshots are only for a week or two. So the fact of the matter is that you need it, but in this case, if you're using the other guys, you can also, we're going to give it just for this tool set. >> How does immutability does it factor? I know like for instance AWS Reinvent they announced an immutability capability. I think IBM may have that, because of the acquisition that you made years ago, Clever Safe was fundamental to that, their architecture. Is that a way to combat ransomware? >> So immutability is obviously not just changes. So ransomware and you know malware typically is either encrypting or deleting things. Encrypting is what they do, but they have the key, so. The fact of the matter is that they're deleting things. So if it's immutable, than you can't change it. Now if you own the right controls, you can delete it, but you can't change it, they can't encrypt it on you. That becomes critical. So what you're looking for, is we do like for instance all of our flash system allows you to do these snapshots, local or remote that allow you to have, go to immutable copies either in Amazon, we support that or locally on our object storage, or in IBM's cloud. It allows you to do that. So the different platforms have this immutability that our software allows you integrate with. So I think immutability is kind of critical. >> How about consumption models? The way in which your packaging and pricing. People want to, the cloud is sort of change the way we think about this, how have you responded to that? >> So, you hit upon our Chapter II. We, IBM, actually resonates to the clients. In Chapter I, we are doing some lift and shift, and we're doing some new use cases in the cloud. And they had some challenges but it worked in general. But we're seeing the next phase II, is looking at the 80% of your key workloads, your mission critical workloads, and basically how you transfer those in. So basically, as you look at your Chapter 2, you're going to do the modernization, and you might move those into the cloud. So if you're going to move into the cloud, you might say, I'd like to modernize my storage, free my team up, because it's simple, I don't have to do a lot of things. But you need to simplify so you can now, modernize so you can transform. But, I'm going to be in the cloud in 18 months, so I don't want to modernize my storage. So what we have, is of course we have so you can buy things, you can lease things, we have a utility model, that is great for three to five years. But we have now a subscription model, which think of just cloud pricing. No long term commitment. Use what you use, up and down, and if it goes to zero, call us we'll pick it up, and there's no expense to you. So, no long term commitments and returns. So in 14 months, I've done my modernization, you've helped me free up my team. Let me go, and then we'll come and pick it up, and your bill stops that day. >> Cancel at anytime? >> Yeah, cancel at anytime. >> Do you expect people to take advantage of that? Is there a ton of demand at this point in time? >> I think everyone is on their own cloud journey. We talk a lot about meeting the client where they are, right. So how do I meet them where they're at. And everyone is on their own journey, so a lot of people are saying, hey, why would I do anything here, I need to get there. But if they can modernize and simplify what they're doing, and again these are your mission critical. We're not talking, this is how you're running your business, if we can make it better in the mean time, and then modernize it, get it in containers, get it into a new platform, that makes all the sense in the world. And because if we can give them a flexible way, say it's cheaper than using cloud storage, like in Amazon or IBM cloud. But you can use it on-prem, free you up, and then at anytime, just return it, that's a big value that people say, you know what, you're right, I'm going to go do that. You're able to give me cloud based pricing, down to zero when I'm done with it. Now I can use that to free up my team, that's the value equation. I don't think it's for everyone. But I think for a segment of the market, I think it's critical. And I think IBM's kind of perfectly positioned to do it with a balance sheet to help clients out. >> So how do you feel about this? Obviously, you've put a lot of work into it. You seem pretty excited. Do you feel as though this is going to help re-energize your business, your customer base, and how do you think competitors are going to respond? >> Good question. So, I think simplification, especially we can talk about value equation. I think I can add more value to you Mr. Customer. I can bring things you're not expected, right, and we're get to this cyber in a second, that would be one of the things they would not expected. And reduce the costs and complexity. So we've already done this a couple of times, so we did it with our Mainframe storage launch in the fall. It bar none, the best box for that workload. Lowest latency, most integration, encrypt, pervasive encryption, encryption in flight. But also, we took it from nine variants, to two. Because we could. We go, why did you need all those, we'll there's reasons for it in the past, but no longer. We also got rid of all the hard disk drives. We also add a little non-volatile cache and allowed you to get rid of all those battery backups. All these custom things that you used to have on this high end box. And now it's dramatically simpler, better. And by the way, no one asked, hey what are my other seven variants went. It was simpler, it was better, faster, but then it was the best launch we've had in the history of the product line. It think we can add better value and simplify for our clients. So that's what we'll do. You asked about how people respond. Listen, they're going to have to go through the same thing we did, right. A product line has people behind it, and it's really hard, or a founder behind it. You mentioned a couple, they're acquiring companies. I think they're going to have to go this, it's a transformational journey, that they'll have to go through. It's not as simple as doing a PowerPoint. I couldn't come to you and say, I can simplify without compromise. I can help you on the low end, the midrange, high end with same platform unless I did a lot of fundamental design work to make sure I could do that. Flash core modules being one of them, right. So I think it's going to be hard. It'll be interesting, well, they're going to have to go through the same thing I did, how about that. >> Usually when you make a major release like that, you're able to claim Top Gun, at least for a while with things like latency, and bandwidth and IOP's and performance. Are you able to make that claim? >> So, basically you saw it in the launch today. But basically you saw the latency which is one, because we're bringing a custom silicon down, our latency you'll see like I'll give you Pure bragging on their websites, their lowest latency is 70 microseconds, which by the way is pretty, you know. It's gonna be 150 microseconds, pretty good bragging rights. We're at 70 microseconds, but that's on the X90 using storage class memory. So literally we are 2x faster than on latency, how fast can you respond to something. But we can do it not only on our high end box, but we can also do it on our average sale price $15,000 box. Because I'm bringing that silicon up and down. So we can do the latency, now EMC the highest and PowerMax box. Two big chassis put together, that can do 100 microseconds. Again, still we're 70 microseconds, so we're 30% faster. And that's epitomized of the high end custom silicon software. So latency we got it. IOP's, so look at the biggest baddest two boxes of EMC, they'll do you know 15 million IOPs on their website. We'll do 18 million IOPs, but instead of two racks, it's 8U. It is 12x better IOPs per rack space, if you want to look at it that way. Throughput, which if you could do, it's all about building for our businesses. It's all about journey of the cloud and building for our businesses, everyone's trying to do this. Throughput in analytics becomes everything, and we you can do analytics in everything. Your DBA's are going to run analytics, so throughput matters. Ours is for every one of our boxes, that you can kind of add up and cluster out, it's 45 Gb/s. Pure, for instance their bragging rights, is 18, and they can't cluster anymore. So what we're able to do is on any of the, and most of those are high end, but I'll say, I can do the same thing up and down my line, because of where I'm bringing the custom silicon. So on bragging rights, and that's just kind of website, big bragging rights, I think we got a cold, and if you look price performance, and just overall price per capacity, we're inline to be the most the cost effective across everyone. >> Yeah, up and down the line, it's very interesting, it's kind of unique. >> And then you mentioned resiliency, I'll tell you that's the hottest thing, so. You mentioned the cyber incident response, that is something that we did on the Mainframe. So, we did the last Mainframe cycle, we allow you to do the same thing, and it literally drove all the demand for the product sets. It's already the number one thing people want to talk about, because it becomes a you're right, I needed that this week, I needed it last week. So, I think that's going to really drive demand? >> What worries you? >> (laughs) On this launch, not much. I think it's how fast and far we can get this message out. >> Wow, okay, so execution, obviously. You feel pretty confident about that, and yeah, getting the word out. Letting people know. Well, congratulations Ed. >> No, thank you very much, I appreciate it. I appreciate you coming in. And thank you for watching everybody. This is Dave Vellante for theCUBE. We'll see you next time. (upbeat music)

>>live from Copenhagen, Denmark. It's the Q covering Nutanix dot next 2019. Brought to you by Nutanix >>Welcome back, everyone to the cubes. Live coverage of Nutanix dot Next here at the Bella Centre in the Copenhagen. I'm your host, Rebecca Knight, coasting along side of stew, Minutemen were joined by Bala Coochie bottler >>Bhola. He is the VP GM Nutanix era and business critical lapse at Nutanix. Thanks so much for coming on the island. >>It's an honor to come here and talk to guys. >>So you were up on the main stage this morning. You did a fantastic job doing some demos for us. But up there you talked about your data, your days gold. And you said there are four p's thio the challenges of mining the burning process you want >>you want to go through >>those for our viewers? >>Definitely. So for every business, critical lab data is gold likely anam bigness for a lot of people are anyone. Now the question is like similar to how the gore gets processed and there's a lot of hazardous mining that happens and process finally get this processed gold. To me, the data is also very similar for business could collapse. Little database systems will be processed in a way to get the most efficient, elegant way of getting the database back data back. No. The four pains that I see for managing data businesses started provisioning even today. Some of his biggest companies that I talkto they take about 3 to 5 weeks toe provisions. A database. It goes from Infrastructure team. The ticket passes from infrastructure team, computer, networking stories, toe database team and the database administration team. That's number one silo. Number two is like proliferation, and it's very consistent, pretty much every big company I talkto there. How about 8 to 10 copies of the data for other analytics que year development staging Whatever it is, it's like over you take a photo and put it on. What Step and your friends download it. They're basically doing a coffee data. Essentially, that Fordham be becomes 40 and in no time in our what's up. It's the same thing that happens for databases, data bits gets cloned or if it's all the time. But this seemingly simple, simple operation off over Clone Copy copy paste operation becomes the most dreaded, complex long running error prone process. And I see that dedicated Devi is just doing Tony. That's another thing. And then lineage problem that someone is cloning the data to somewhere. I don't know where the data is coming from. Canister in The third pain that we talk about is the protection. Actually, to me it's like a number one and number two problem, but I was just putting it in the third. If you're running daily basis, and if you're running it for Mission critical data basis, your ability to restore the rhythm is to any point in time. It's an absolute must write like otherwise, you're not even calling The database. Question is, Are the technologies don't have this kind of production technology? Are they already taken care? They did already, but the question is on our new town expert from Are on Cloud platform. Can they be efficient and elegant? Can we can we take out some of the pain in this whole process? That's what we're talking about. And the last one is, ah, big company problem. Anyone who has dozens of databases can empathize with me how painful it is to patch how painful it is to get up get your complaints going to it. Holy Manager instead driven database service, this kind of stuff. So these are the four things that we actually think that if you solve them, your databases are one step. Are much a lot steps closer to database service. That's what I see >>Bala. It's interesting. You know, you spent a lot of time working for, you know, the big database company out there. There is no shortage of options out there for databases. When I talked to most enterprises, it's not one database they now have, you know, often dozens of databases that they have. Um so explain line. Now you know, there's still an unmet need in the marketplace that Nutanix is looking to help fill there. >>So you're absolutely right on the dark that there are lots of date of this technology is actually that compounds the problem because all these big enterprise companies that are specially Steadman stations for Oracle Post Grace may really be my sequel sequel administrator. Now they're new breed of databases in no sequel monger leave. You know, it's it's like Hardy Man is among really be somebody manage the Marta logics and stuff like that so no, we I personally eating their databases need to become seemed like Alex City. Right? So >>most of >>these banks and telcos all the company that we talk about data this is just a means to an end for them. So there should focus on the business logic. Creating those business value applications and databases are more like okay, I can just manage them with almost no touch Aghanistan. But whether these technologies that were created around 20 years back are there, there it kind of stopped. So that is what we're trying to talk about when you have a powerful platform like Nutanix that actually abstracts the stories and solve some of the fundamental problems for database upstream technologies to take advantage of. We combine the date of this FBI's the render A P s as well as the strength of the new tenants platform to give their simplicity. Essentially. So that's what I see. We're not inventing. New databases were trying to simplify the database. If that's what >>you and help make sure we understand that you know, Nutanix isn't just building the next great lock in, you know, from top to bottom. You know, Nutanix can provide it. But Optionality is a word that Nutanix way >>live and time by choice and freedom for the customers. In fact, I make this as one of the fundamental design principles, even for era we use. AP is provided with the database vendors, for example, for our men, we just use our men. AP is. We start the database in the backup, using our many years where we take that one day. It is the platform. Once the database in the backup more we're taking snapshots of the latest visit is pretty much like our men. Regan back up with a Miss based backup, essentially alchemist, so the customer is not locked in the 2nd 1 is if the customer wants to go to the other clothes are even other technologies kind of stuff? We will probably appear just kind of migrate. So that's one of the thing that I want to kind of emphasize that we're not here to lock in any customer. In fact, your choice is to work. In fact, I emphasize, if the customer has the the computer environment on the year six were more than happy weaken. Some 40 year six are his feet both are equal for us. All we need is the air weighs on era because it was is something that we leverage a lot off platform patent, uh, repentance of Nutanix technology that we're passing on the benefits canister down the road where we're trying to see is we'll have cyclists and AWS and DCP. And as you and customers can move databases from unpromising private cloud platform through hybrid cloud to other clusters and then they can bring back the data business. That's what we can to protect the customers. Investment. >>Yeah. I mean, I'm curious. Your commentary. When you go listen, toe the big cloud player out there. It's, you know, they tell you how many hundreds of thousands of databases they've migrated. When I talk to customers and they think about their workload, migrations are gonna come even more often, and it's not a one way thing. It's often it's moving around and things change. So can we get there for the database? Because usually it's like, Well, it isn't it easier for me to move my computer to my data. You know, data has gravity. You know, there's a lot of, you know, physics. Tell General today. >>See what what is happening with hyper killers is. They're asking the applications. Toby return against clothed native databases, obviously by if you are writing an application again, it's chlorinated. Databases say there are Are are are even DCP big table. You're pretty much locked technical because further obligation to come back down from there is no view. There's no big table on and there's no one around. Where is what we're trying to say is the more one APS, the oracles the sequels were trying to clarify? We're trying to bring the simplicity of them, so if they can run in the clover, they condone an art crime. So that's how we protect the investment, that there is not much new engineering that needs to be done for your rafts as is, we can move them. Only thing is, we're taking or the pain off mobility leveraging all platform. So obviously we can run your APS, as is Oracle applications on the public lower like oracle, and if you feel like you want to do it on on from, we can do it on the impromptu canister so and to protect the investment for the customers, we do have grown feeling this man, That means that you can How did a bee is running on your ex editor and you can do capacity. Mediation means tier two tier three environments on Nutanix using our time mission technology. So we give the choicest customers >>So thinking about this truly virtualized d be what is what some of the things you're hearing from customers here a dot next Copenhagen. What are the things that you were they there, There there Pain points. I mean, in addition to those four peas. But what are some of the next generation problems that you're trying to solve here? >>So that first awful for the customers come in acknowledges way that this is a true database. Which letters? I don't know what happened is what tradition is all aboard compute. And when when he saw the computer watch logician problem you threw in database server and then try to run the databases. You're not really solving the problem of the data? No, With Nutanix, our DNA is in data. So we have started our pioneered the storage, which location and then extended to the files and objects. Now we're extending into database making that application Native Watch Ladies database for dilation, leveraging the story published Combining that with Computer. What's litigation? We think that we have made an honest effort to watch less data basis. Know the trend that I see is Everyone is moving. Our everyone wants cloudlike experience. It's not like they want to go to club, but they want the cloud like agility, that one click simplicity, consumer, great experience for the data basis, I would liketo kind of manage my data basis in self service matter. So we took both these dimensions. We made a great we made an honest effort to make. The databases are truly watch list. That's the copy data management and olive stuff and then coupled with how cloud works able to tow provisions. Self service way ability to manage your backups in self service. Weigh heavily to do patch self service fair and customers love it, and they want to take us tow new engines. One of the other thing that we see beget Bronte's with ERA is Chloe's. Olive or new databases generally are the post press and the cancer, but there's a lot of data on site because there's a lot of data on Mississippi. Honey, there's a lot of data on TV, too. Why don't we enjoy the same kind of experience for those databases? What? What did they do wrong? So can we >>give >>those experience the cloud like experience and then true? Watch allegation for those databases on the platform. That's what customers ask What kind of stuff. Obviously, they will have asked for more and more, um, br kind of facilities and other stuff that way there in the road map that we will be able to take it off. One >>of the questions we've had this week as Nutanix build out some of these application software not just infrastructure software pieces, go to market tends to be a little bit different. We had an interesting conversation with the Pro. They're wrapping the service for a row so that that seems like a really good way to be able to reach customers that might not even knew no Nutanix tell us, you know, how is that going? Is there an overlay? Salesforce's it? Some of the strategic channel and partnership engagements, you know, because this is not the traditional Nutanix, >>So obviously Nutanix is known. Andi made its name and fame for infrastructure as service. So it's really a challenge to talk about database language for our salespeople. But country that I heard the doubt when I kind of started my journey It Nutanix Okay, we will build a product. But how are you going to the city? And we get off this kind of sales for But believe me, we're making multimillion dollar deals mainly led by the application Native Miss our application centric nous so I could talk about federal governments. And yes, she made perches because it was a different station for them. We're talking about big telco company in Europe trying to replace their big Internet appliances because era makes the difference vanished. We're providing almost two X value almost half the price. So the pain point is real. Question is, can we translate their token reconnect with the right kind of customer? So we do have a cell so early for my division. They speak database language. Obviously we're very early in the game, so we will have selected few people in highly dense are important geographic regions who after that, but I also work with channels, work with apartments like geniuses like we prove head steal another kind of stuff and down the best people to leverage and take this holding and practice. This is the solution. In fact, companies like GE S D s is like people take an offer. Managed database seven. Right. So we have a product. People can build a cloud with it. But with the pro they can offer in a word, why do you want to go to public Lower? I can provide the same cloud. Man is database service more on our picks, Mortal kind of stuff. So we're kind of off fighting on all cylinders in this sense, but very selectively very focused. And I really believe that customers fill understand this, Mrs, that Nutanix is not just the infrastructure, but it's a cloud. It's a It's a club platform where I considered arise like Microsoft Office Suite on Microsoft's operating system. Think about that. That's the part off full power that we think that I can make make it happen >>and who are you know, you said you're going in very tight. Who are these Target customers without naming names? But what kinds of businesses are they? You know? How big are they? What kinds of challenges. Are >>they looking at all? The early customers were hardly in the third quarter of the business, but five. Financial sector is big. The pain point of data mismanagement is so acute there capacity limitation is a huge thing. They are spending hundreds of millions of dollars on this big. When that kind of stuff on can they run in the can extract efficiencies out of this hole all their investment. Second thing is manufacturing and tell Cole, and obviously federal is one of the biggest friend of Nutanix and I happened to pitch in and religions is loaded. And they said, Israel, let's do it real demo. And then let's make it happen. They actually tested the product and there are taking it. So the e r piece, where are they? Run Oracle, Where the run big sequence kind of stuff. This is what we're seeing. It >>followed. Wanna make sure there was a bunch of announcements about era tudo Otto, Just walk us through real quick kind of where we are today. And what should we be looking for? Directionally in the future. >>So we started out with four are five engines. Basically, Andi, you know that Oracle sequel and my sequel post this kind of stuff, and we attacked on four problems this provisioning patching copy, data management and then production. But when we talked to all these customers on, I talked to see Ables and City Walls. They love it. They wanted to say that Hey, Kanna, how around more engines? Right? So that's one will live. But more importantly, they do have practices. They have their closest vehicles that they want to have single pane of management, off era managing data basis across. So the multi cluster capability, what we call that's like equal and a prison central which manage multiple excesses. They weren't error to manage multiple clusters that manage daily basis, right? That's number one. That's big for a product with in one year that we regard to that stage. Second thing was, obviously, people and press customers expect rule rule based access control. But this is data, so it's not a simple privilege, and, uh, you would define the roles and religious and then get it over kind of stuff. You do want to know who is accessing the data, whether they can access the data and where they can accident. We want to give them freedom to create clones and data kind of act. Give the access to data, but in a country manor so they can clone on their cure. Clusters there need to file a huge big ticket with Wait for two weeks. They can have that flexibility, but they can manage the data at that particular fear class. So this is what we call D a M Data access management. It's like a dam on the like construct on the river, control flow of the water and then channel is it to the right place and right. But since Canister, so that's what we're trying to do for data. That's the second big thing that we look for in the attitude. Otto. Obviously, there's a lot off interest on engines. Expand both relation in Cecil has no sequel are We are seeing huge interest in recipe. Hannah. We're going to do it in a couple of months. You'll have take review monger. Dubious. The big big guy in no sequel space will expand that from long. Would it be to march logic and other stuff, But even D B two insiders There's a lot of interest. I'm just looking for committed Customers were, weren't They are willing to put the dollars on the table, and we're going to rule it out. That's the beauty of fair that we're not just talking about. Cloud native databases Just force Chris and kind of stuff. What? All this innovation that happened in 30 40 years, we can we can renew them to the New Age. Afghanistan. >>Great. Well, Bala, thank you so much for coming on. The Cuba was >>Thank you. >>I'm Rebecca Knight for stew minimum. Stay tuned. For more of the cubes. Live coverage of Nutanix dot next.

>> Announcer: From Sand Hill Road in the heart of Silicon Valley, it's "theCUBE," presenting the People First Network, insights from entrepreneurs and tech leaders. (upbeat electronic music) >> Hi, everyone, welcome to this special "CUBE" conversation. I'm John Furrier, co-host of "theCUBE" and co-founder of SiliconANGLE Media. We are on Sand Hill Road at Mayfield Fund, the venture capitalist funding startups. We're here with Tara Vaishnav, who is the vice president of technology, innovation, and advanced analytics at The Clorox Company, as part of the People First Network co-creation of content with SiliconANGLE and Mayfield. Tara, welcome. >> Well, thank you very much for having me! And congratulations to Mayfield on 50 amazing years, wow! >> 50 years they have been in Sand Hill Road, they've been investing in some great startups. They really have a great philosophy about people first. >> Yep. >> And you've had a very distinguished career in technology, IT, in big companies. Long tenures, too, like, you know, decades. >> Yes, oh, yes. >> And now at Clorox, a consumer company. So talk about your journey, where your experience is, where you started, tell us about your background. >> Yeah, well, I grew up in India, if it's not obvious already. I came to the United States after I finished my undergrad in India, I had an undergrad in electrical engineering. Came over here, got my electrical engineering master's at the University of Southern California, go Trojans. And after that, I worked for several companies, but mostly in health care and life sciences. So the past four years, I have been the vice president of IT at The Clorox Company, which is a CPG company, so quite a bit of a learning curve there. >> Health care, serving patients, now you're serving consumers. >> That's right, that's right. >> Clorox is well-known for their analytics, well-known for technology, innovation. >> Tara: Yes, yeah. >> I've interviewed a bunch of folks at Clorox, they've always been at the head of the curve. >> Tara: Yeah. >> Like Procter & Gamble, you guys, consumer companies have to be. >> Tara: Definitely. >> Now, more than ever, digital disruption is an opportunity for companies to have a better relationship with their customers. >> Tara: Absolutely. >> And changes the makeup of their brand as well, since it touches the customer. How do you see that evolving? What's the current state of the art of some of the things you're working on? >> Yeah, it's pretty fascinating, actually. And I hate to use cliches, but things like consumer experience is really at the heart of it. We're a brand company, at the end of the day, and how people feel about us is really, really important. It's not so much, it is about the products, and we make amazing products, but how do they feel about us as a company, and how do they engage with us differently than they did before? We do not buy the same way as we did even five years ago. And so, learning that, learning the new, evolving consumer, and getting really close to what's important to them, that's really on the forefront of how we think about our digital transformation. >> One of the cool things that's great about the People First Network that we've been doing-- >> Tara: Yeah. >> This content, is that we have a lot of luminaries who have had a storied career, like yourself, have looked at the changes and the waves of innovation that have come before, and now, more than ever, omnichannel, how you advertise and reach customers, how they interact, how they buy and consume. When you look at health care and some of the things you've been involved in, in the '90s, remember, client-server was big, they had computers. >> Tara: (laughs) Oh, yes. Oh, yeah. >> IT has changed a lot. >> It has. >> What is the most striking thing that you see from those changes in this new wave that we're living now? >> You know, so, (sharply exhales) I was fortunate in that I decided that data was where it was at, right from the beginning of my career. That's how I kind of made my way up my career ladder, is really that focus on data. I had a software engineering background, but really felt the power of data to change things. What has happened, if I think about some of the big changes, or the key milestones, if you will, in my career, one of the first real big changes came about when data, which was up until that point really sort of coming along for the ride, you had applications, applications had data, when data actually became the mainstay and the applications kind of came and went. I remember one of my mentors in the past, a past CIO, actually, telling me that applications come and go, but data is forever. And when that really started to become a thing was when big data and big data technologies became, came of enterprise age, if you will, along with cloud technologies. That marriage really, that was, I think, the tipping point where the things that you could do with data and the way that you could get insights from data really took on a life of its own, if you will. >> You know, one of the things, that's a great point. I'd love to get your insights as a leader and as you grew with data, because it wasn't really obvious at that time. Certainly, people had databases and that, the big data, the applications had data. >> Tara: Sure, sure, yeah. >> But it was always kind of old-school data. "Hey, get some data, let's look at the demographics, "let's look at the Consumer Price Index," blah, blah, blah, all kinds of data. But access to data became driven by the database. >> Tara: Correct. >> So there might've been data available-- >> Tara: Yeah. >> But getting it in the hands of the practitioners even now is hard, but even back then, you might not have had the data. So as a leader who's sought data-- >> Tara: Yeah. >> As a strategic advantage. By the way, that's rare early, isn't it? So, (laughs) awesome for you. >> You know, I got lucky. >> How did you get through that? How did you lead the organization to make data at the center of things? >> It is a very good question. There were a few things that started to take shape once big data and the marriage of the cloud started to happen. It started to open up doors, break down organizational silos. When you brought that data together, the business value, or the potential business value that could be unlocked, became obvious. The way that we approached it, though, under my leadership, I always believe in small steps. I believe in leapfrog, but I believe that you have to feed innovation or innovative thinking out in small doses. People are not always ready to consume it in one big (laughs) fell swoop, if you will. So doing things incrementally, but with an idea towards transformation, was, I think, the secret sauce that I used to approach these things. So as a couple of examples, in Kaiser Permanente, when I worked there for almost seven years, I was instrumental in bringing their big data platform to life. But it was not just a matter of, "Here's the technology "for technology's sake." It was a matter of, "Here are some real problems "that we are having a lot of difficulty in solving today. "Let's show you how we can solve those differently "in an amazing way." And we proved that. It was an experiment, that we proved that, and that really started to get us those adopters, if you will. >> John: So take baby steps. >> Yep. >> Don't try to do wholesale changes hardcore. >> Correct, correct. >> Let people get used to it. >> Yeah. >> This must've had an impact on culture. >> Yes, yes. >> And this comes up a lot in the DevOps culture we've seen in the past decade, even now. >> Yeah. >> Getting people to change has become very difficult. >> Yes! >> John: We all know that person-- >> Yes. >> Has their project that's their baby, adding features, "No, don't take my "baby away from me." >> Tara: Yes, yes, yes. >> "I don't want to change." >> (laughs) Oh, yeah. >> How do you make that happen? How do you lead people through that very difficult transformation at an emotional level, on a business level? What's the strategy there? What's your technique? >> Yeah, so, again, back to, you have to show results. And you have to show results incrementally in a way that people can appreciate them and consume them. You have to look at technology from a business value perspective. Business value comes first, technology is just along for the ride. That's how people see it, and that's how they should see it. >> John: Mm-hm. >> It's what you can do with the technology that makes a difference. So, some of the techniques that I have used in the past have been, number one, you do have to find like-minded people in the organization. You can't go at it alone. You have to start to build your clan, if you will, of innovators, so you've got a target audience that you're chippin' away at, slowly, but you've got to build credibility. Because results build credibility. Credibility builds trust. Trust removes barriers. So that's kind of the way that I approach things. I bring like-minded people together, I find people in the organization, of the people that are resistant, that I can bring onto "my side," if you will, and I use their knowledge, their insights, their knowledge of how this person who is obviously a stakeholder, and an important stakeholder, how they think and what's important to them, and I use that language and that person to be able to approach individuals in different ways. It's about culture. >> And it's always good to make them, you know, success has many fathers, if you will-- >> Yep. >> Is always an expression. Making them feel part of the solution. >> Absolutely. >> So I got to ask you a question. Is having a software background, coming into the tech world and the business world, this, now, you're starting to see applications really dictate to the infrastructure. Elastic clouds are out there. >> Tara: Yes. >> You have data as a resource now. If you were entering the market as a young software engineer today, and you were asked to come in and make an impact, knowing what you know, how do you see the world today? Because, you know, a lot of software engineers creating value from men, and, now, a lot more women are coming on board. >> Yeah, yeah. >> It's still lower numbers, but still, software's not just that software engineer. >> Yeah. >> It's software architecture, it's software engineering, software development, UX, UI-- >> Tara: Yeah. >> Analytics, a lot of range-- >> Tara: Yeah, yeah. >> Of software opportunities. How would you attack the marketplace today if you were coming in and entering the workforce or in the middle of your career? >> Yes, you know, when I look at my career, which is a little longer than I'd like to admit, I see myself as a young undergraduate student in India. I was one of six girls in a class of about 50. I was striving to get a degree in what was called, actually, electronics and telecommunication. I was in a minority. I came over here to the United States, and I continued to be in the minority. I look at my career, which is more than 25 years old. I have also continued to stay in the minority throughout that career. The biggest difference between where I am now in my career versus where I was then is I don't care as much anymore that I'm in the minority. (both laugh) Right? What is fascinating to me, though, John, is when I look at some of the very young students, actually, we had a high school intern program for the first time this year at Clorox, which is actually interesting. We typically have college interns, but this year, Clorox, a 105-year-old company in the middle of the Silicon Valley, having the ability to see that the very, very young generation can think very differently, and bringing in the high school intern, or a set of high school interns, to help with that journey, I think, was forward-thinking for the company. And those kids, the confidence that they have? They are not shackled by knowing too much, you know? >> John: Yes. >> But they know what's relevant, they know how to make things happen, and boy, do they know how to use technology to make problems that we consider problems that would take months, happen so quickly. They were with us for four weeks. In four weeks, they developed an app, a website. They developed our logo. They developed a PR video for us. They had an innovation showcase. In four weeks, four little students. >> It's interesting, for the first time (Tara laughs) in my career, I can admit that, from a self-awareness standpoint, "Well, I really don't know what I'm talking about." These young kids have a different view, because now their experiences are different. >> Tara: Yes. >> And so, the insight coming out of this new generation really is pretty compelling. >> Tara: It is. >> They are adding a lot more because there's been a shift in expectations, there's been a shift in experiences-- >> Tara: Yes. >> For this new generation, and they're at the forefront, so it's a big wave coming. What's your thoughts on that? Because analytics is a big part of your career now, and it always-- >> Tara: Yes, yes. >> Has been, but now, more than ever-- >> Yeah. >> The younger generation, they want instant gratification, they want value. >> They do. >> They don't want to wait and be told-- >> They do. >> They want to see the immediacy. >> They do. >> Talk about this new shift, this new younger generation. >> Yeah, yeah. You know, there used to be the good old days, where we could, say, put a product out there and, you know, eventually it kind of works its way into the consumer ecosystem, and then we'd get to hear back, over the course of time. Customers would call in with a recommendation or a complaint. It's very different now. Things are out there instantaneously. We put something out there, you're getting comments and reviews, some of them good, some of them not so good. It's out there, and it's out there instantly. And that also, the modern consumer is not shy. They kind of hide behind the keyboard, and they're putting their comments out there, right? (both laugh) They're the keyboard warriors! >> John: (laughs) Yeah. >> So being able to respond to that and having not just the data, but the ability to extract insights from data and to extract insights in real time, that is crucial. And so, gone are the days where you had months to do your analytics. You have to be able to do your analytics in the flow, you have to be able to take in new information, incorporate it into your models, be able to do predictive analytics on it. So technology and the way that it is evolving is super critical for survival these days. >> So, survival, and also competitive advantage, we've heard-- >> Oh, for sure. >> From other CIOs, and also CSOs, from a security standpoint-- >> Yes, yes. >> There's business risks involved. How real-time do you see the advantage being? Obviously, near real time is pretty much what people talk about. >> Yeah. >> Real time is to the second, and self-driving cars will certainly need that. >> Yeah, yeah, yeah. >> But as a leader chasing the real-time holy grail-- >> Yeah. >> Seems to be a theme we hear. How do you react to that, and how do you view real-time data? >> There is definitely something that builds up to the richness of data that you can take advantage of in "real time." And I am saying "real time" in quotes because there is a contextuality associated with it. The wonder of modern advanced analytics and machine learning is that you have an existing model that you're tweaking and evolving with new information, and that model is serving as your guide as you receive new information. So, does it have to be reactive, or can it be proactive? You're building the insights, and then you're adding on new information as you see it. And you're using technology to help you make more holistic decisions. And at the end of the day, there is something to be said about the human aspect of it. The machine can give you guidance-- >> John: Yes. >> But the human being needs to make the decision. >> I'd love to ask you a quick question on that, because I think this is something that we talk about all the time. >> Yeah. >> Humans are critical in the equation, machines augment the humans. >> Yes. >> In the data world, if you're "data-driven," which has been (laughs) a cliche, "We're data-driven!" >> Tara: Yes, yes. >> It takes on multiple forms. >> Tara: Yes. >> I've seen multiple actors saying, "We're data-driven," but they're really just correlating data. >> Tara: Yeah. >> The causation side of it is, what's causing things, that's more of a management thing. >> Tara: Yeah. >> So causation and correlation are two different variables-- >> Tara: Yes. >> In the analytics field right now-- >> Tara: Yeah. >> That are being amplified as, you got to know the distinction between correlation, because you can correlate anything, causation is something that might be more designed towards figuring out something, and you really can't rest on one more than the other. >> Yeah. (laughs) >> Your thoughts on the balance between the two. >> You're talking to someone who worked in health care for-- (laughs) >> John: (laughs) I probably won't get you to continue. >> For almost seven years. Causation and correlation are-- >> John: More important than ever. >> Are more important than ever. And I think more and more, the boundary between what machines can do and how they can augment human beings, versus actually having the machines help you make decisions, it's getting fuzzier, and machines are able to do more and more. I mean, all of the knowledge that you could read about 24 hours a day cannot sit in your head. You have to be able to leverage machines to help you make those decisions. So as far as causation and correlation, I think the correlation is something that the machine can be the master of. It can see patterns where you may not even think to look for patterns. So I think that, let's give it up to the machines. Correlation is where-- >> John: They got that. >> The machines have got that, and you got to set them up so that they can do that for you. Causation is where the tricky area starts to happen. Because there is a lot to say, especially when you talk about doctors, about experience and working with individuals. Each individual is different. You can't say that the causation for this person is the same as that because the correlations are similar. No, you have to look, there are so many factors that go into what is causing-- >> John: Yeah. >> A disease or a condition in a person. So I think that is where the human element and experience really, really still make a difference. >> In the media business, we call it behavioral and contextual. >> Yes. >> Context is really important for really aligning-- >> It is. >> With whatever the problem statement may be. >> Yes, yes. >> Correlation, behavior, machines can do that. >> Correct. >> That's awesome, great, great, great insight there. A final question for you is, for other folks out there, CIOs or IT executives, as they look at the digital transformation journey, which, again, very cliche, but very real, there's a lot of opportunities, but also potential pitfalls if not executed properly. >> Tara: Yeah. >> Your thoughts on general roadmaps or best practices around how to tackle transformation, if they're doing it, coming in for the first time or at the beginning, or if they're in the middle of a digital transformation, and they're stuck in the mud-- >> Yeah, yeah. >> Or "Oh my God, "my head person quit. "I got to get more people." >> Yeah. >> "I need developers," or people on the back end of the transformation, different parts of the journey. What's your advice? >> Yeah, I've got a couple of, again, from the scars of my past, a couple of things that I think are important. Number one, when I joined Clorox, I had the stretch goal of actually building out their cybersecurity program. I had not done that in the previous part of my career. I was an enterprise architect, that's where I would spend most of my many years. But cybersecurity, and I hired the CSO and built out that program for Clorox, it puts a whole different lens on how you look at your transformation, and it is an important lens. And I think I would not have been rounded, as either an enterprise architect who's developing technology strategy or a digital technology innovator, if I did not have that lens of, there is risk that you need to consider. Now, the point to remember is that you can't over-rotate one way or the other. You have to consider risk and opportunity, and there's a fine line. And I think the smartest CIOs and senior executives know where that fine line exists, and are able to tell when you need to go this way or that way. So that's one thing that I would say, is don't lose that lens. Technology can do wonderful things for you, but so can the hackers from a different-- >> You got to be aware-- >> You've got to be aware. >> And then, you've got to shape it, too, as it evolves. Is that something that you see as important? >> You have to have that lens of, you're doing this wonderful, amazing thing, however, what if the unintended audience is able to access whatever you're doing? And what can they do with it? So that's one thing that I would say, is keep that balance in mind. Again, don't over-rotate one way or the other, but keep that balance in mind. The other thing that I would say is, innovation is a state of mind that needs to be nurtured and developed, and it needs to be sought from every part of the organization. The only way to scale innovation is to have everybody be an innovator in the organization. So that would be my advice, is innovation can come from the youngest high school intern, or, we actually just had someone at Clorox celebrate their 50th year at Clorox. So, you know-- >> John: Yeah. >> Innovation can come from anywhere in the organization. You have to always be ready, open-minded, and prepared to grab that opportunity when it happens. >> My final takeaway for this is in context to where we are now, we're on Sand Hill Road-- >> Yes. >> At Mayfield Fund, they're a venture capitalist. >> Yes. >> They fund early-stage and growth. >> Yep. >> The younger generation, we just talked about the insights that they can have, new shifts that are happening in experiences, expectations. The startups, more than ever, have an opportunity to have customers like Clorox. >> Tara: Yes, yes. >> What used to be, "Well, a startup, "risk, don't go through the, go through TSA, "and when you get approved, "then we'll talk to you," kind of thing. (Tara guffaws) It's a big, painful process. >> Used to be? >> Now, more than ever, startups want to land the big Clorox deals. >> Yes, yes. >> They want to show the value proposition, time to value, shortening, with cloud and other things. What's your advice to startups who want to sell to you or hope to, aspire to, be successful in the marketplace? >> You know, I love startups, and I spent a lot of time with them. What I have seen as differentiating in the startups that I have seen is, some of them, they're out there, they want your business. So they are looking at you from that, "Can I get your business?" And then there are other startups that, I'm sure they've got that lens, but they don't make it obvious to you. To them, the value is in working with you. You're a company that is well-reputed. You've got a ton of amazing data that can be used to develop your models. You've got a ton of insights and understanding of the business that you can get by just working with this "reputed" company, like Clorox. Those in itself, you can't put a tangible, material value on that, but that is what helps startups build relevant and amazing products. And that, in itself, is "payment." The money will come, but look to the experiences, look to the ability to leverage data, and, above all, look to how you can position your product in a way that it is solving a business problem. Don't do technology for technology's sake. >> So, your advice would be, don't focus on on the PO. If they're venture-backed, they probably have some runway. >> Yes. >> Focus on the value proposition. >> Absolutely, and learning how companies operate and what's important to them, take the time to do that. >> How about scale? Do you hear that a lot with startups, they want to try to use the value proposition? One, they have to get in the door and show value, so that's one. >> Tara: Of course. >> Kind of table stakes, get through the door. >> Okay, yep. >> Then it's more about how they can be operationalized. That becomes something I've seen with startups. What's your thoughts on that? Because one of the benefits of getting in the door is getting (laughs) in the door, but staying in-- >> Yeah. >> Is about operationalizing that new value proposition. How do you look at that as a leader? >> (sharply exhales) Yeah, the word operationalization is an interesting one. So, companies like Clorox, I mean, while I love to work with startups, I will tell you that I do experiments, four, six, eight weeks, we've got a metric. If we go beyond that, it's probably a project that needs to go through a different route. But we do these experiments, and we do them quickly. The thing that we do worry about is, "Okay, great startup, great product. "Is it enterprise-ready?" You know? And I think that is where a lot of startups struggle a little bit, is, can they prove to you that their product is Fort Knox, that it won't be a way through which your systems get hacked? Can they prove to you that they've got a good handle on where they are going, what their roadmap is, what capabilities they are developing in their roadmap? Can they showcase that to you in a way that makes sense to you? We're looking for companies that are not just here today and gone tomorrow, companies that are here for the long run. And then, even if they can't do all of that, show that you integrate really well with our other products. Because, guess what, if you don't work out so well for us, little startup, we want to be able to replace you. We want to have that option. And if you don't integrate seamlessly and can be plucked out and put back in again, then we're stuck with something that we can't extract from our environment. So they've got to think how we think, is what I would advise them. (laughs) >> Tara, thanks so much for this great insight. For startups out there, for folks entering their career, for other women who are looking to break into tech, we have a great inspirational leader here. >> Thank you. >> John: Thank you for spending the time, we really appreciate it. >> Thank you very much, really appreciate it. >> Thank you very much. I'm John Furrier. You're watching the People First program with SiliconANGLE and Mayfield. Thanks for watching. (upbeat electronic music)

(upbeat jazzy music) >> Announcer: From our studios, in the heart of Silicon Valley, Palo Alto, California. This is a CUBE Conversation. >> Hello and welcome to theCUBE studios for another CUBE conversation. Here where we go in depth with thought leaders driving innovation across the tech industry. I'm Donald Klein, today I'm here with Tom Stepien, CEO of Primus Power. We're going to talk about the state of clean tech. Tom, welcome to the show. >> Great to be here, thank you very much, Don. >> Okay, great, well look, we're going to kind of get into the state of climate change, and what's happening and why the solutions that you provide are kind of important, but first just why don't you just give a quick overview of Primus Power and what you guys do. >> Sure, so Primus Power is a stationary energy storage company. Our flow batteries work on both sides of the meter, the utility side, the guys who are supplying electricity, and the behind the meter side, the folks who use electricity, like this studio. And what we do is offer a solution that allows that allows you to optimize your electricity use. You charge the batteries typically when the price of electricity is low, and the usage is low, and then you pull from those batteries, instead of the grid, when the grid prices are high, and the cost is high. >> Donald: Okay. >> And that allows our customers to save money on both sides. >> Excellent, and so just quickly, who's the you, who's the customers here, who are the primary focus that you're selling to? >> Sure, sure, so the utilities are PG&E, the utility that's putting electrons to this studio, to smaller utilities, there's several thousand utilities in the US and then worldwide, of course. Folks who are supplying electricity. Also think about renewable plants, right, Solar-Plus storage, wind farms have curtailment problems because wind is gusty, tends to show up at the wrong time sometimes. You can save wind when it's extra, and then dispatch it when timers low. So renewables projects are customers. And then homeowners are customers. I lost power on the way here this morning, if I had a battery in my garage or by the side of my house I would have been able to keep the lights on and the garage door open. >> Okay, excellent, okay, all right. Well, lets, lets talk about kind of clean tech, right? So everybody's interested in what's happening with climate change, it's kind of front and center in the news cycle these days. California's actually been a real leader in implementing legislation to accelerate the adoption of Grid-tied storage solutions to make better use of renewable energy, correct? >> They sure have, absolutely. The California Energy Commission has been a leader in this space, the CPUC that governs the three investor owned utilities in California, initially 8-10 years ago put out a very important law that Nancy Skinner lead, relative to using storage and mandating storage in chunks for the three IOU's over the next 10 years. >> Interesting. >> We have exceeded those goals, I think it has helped drive down the cost of storage. It's helped companies like Primus blossom because it's created a market. Other states have jumped on that bandwagon, New York has, you know, done that, Oregon has storage goals, and many other states also, and it's helped improve the technology for sure. >> Interest, but so California's really been leading the charge since 2010 in this area? >> Yes, yes, I travel a lot, I've been to China, and Europe, and Kazakhstan, and all places. Everyone asks me, "What's happening in California?" If you look at Bloomberg numbers about energy storage, California is broken out and often the leader. South Korea did a lot last year, but within the US, California leads for sure, and will continue to do so. >> Interesting, and then they doubled up on those numbers again back in 2016, is that right? >> They are, they're continuing to up the goals, right? As a state we now have a carbon free goal. Wisconsin just this morning I read is also moving to carbon free goals under Energy Mix. So California has led for sure, but other cities, Chicago has a goal, other states are following, but it all has started here, for sure. >> And just talk about this connection between, kind of, a carbon free energy solution and grid-tied battery solutions, what is the connection? How do the batteries help with making states carbon free? >> Yeah, for sure, so solar is the least expensive way of generating electricity, full stop, right? What Germany did years ago with Feed-in Tariff and has driven down the cost is actually somewhat similar to what California did and helped drive down the cost and improve the technology. It is now at a point where it is the cheapest form, it is less expensive to put in a new solar plant than to run some of these gas plants. >> Interesting. >> California has no coal, got rid of that years ago, but has a lot of gas. Point in fact, in earlier this year in the Southern California Edison district the California Public Utility Commission, the guys who rule the utilities, said, "No, no, no, lets not put a couple hundred million dollars "to update and refurbish some of these gas plants, stop, "instead lets move that toward energy storage." >> Interesting. >> So here's how it's going to look in the future, you have solar, right? And we all know the low, low cost of that, right? Next Era Energy, using some of their numbers, because their the largest, one of the largest developers in the US, has the 20 year power purchase agreement price of solar by itself, is $25 to $35 a megawatt hour, right? Really low, so two and a half cents a kilowatt hour, right? I pay 10, 12, 18 cents per kilowatt hour for electricity at my home, depending on the uses. So, wow, right, it's an order of magnitude less than that. And then we all know what solar looks like, right? It's great during the day, but there's two dynamics that are important with solar. One are clouds, right? If you lose power because clouds go over, that intermittency is a problem. Quick acting batteries can take that out. The second one that everyone knows is the solar parabola tends to fall down when the sun sets, well what do you do for the other, either 12 or 18 hours of the day? And that's where batteries of a different type come in that gets charged in the middle of the day with that extra electricity from the peak and dissipated at night. >> Okay. >> That is the grid of the future, for sure. >> And you can do this both at a residential level, right? But also at a distribution center, replacing an older, kind of, you know, peak generation plant? >> Absolutely, right, and if you look at the refurbishments that are happening up and down the coast here in California, that's exactly what they're moving towards, and here in California we have a utility that got into a bit of trouble because of some of the wildfires and not maintaining some of the lines as we all have read about. Now they are publishing and turning off parts of the grid, if there are wildfire concerns. That is going to drive the use of storage at home, and the tariffs also are going to encourage that, right? Where you are encouraged economically to save extra electricity if you have panels on your roof, and then use that at night. So it's helping drive that market, and it's the right way to go. >> Interesting, so both in terms of houses that are in, sort of, forested areas, right, they're going to need this type of local energy storage solution. You've also got replacing the, kind of, peaker plants with using grid-tied storage to be able to push out energy over the grid, right? So these are going to be increasing use cases, so we're going to see battery installations both at plants and also in homes, but all of these battery solutions they're all tied to the cloud, correct? They're all tied to the internet, they're effectively functioning as IOT devices at the edge. Maybe talk a little bit about how that works and how, what the benefits are from a leveraging those types of technologies. >> Sure, yeah, so yes you're absolutely right, they are at all points of the grid, and different types of batteries for different functions. And it's fascinating, there is a whole class of companies that, of course, are emerging on the battery scene, right? Lithium-ion batteries, flow batteries like Primus, etc., and other types, really long thermal batteries are going to be coming, but then there's the class of the software companies that are helping manage these assets because you need to smartly charge and discharge. Sometimes driven by weather signals. Okay, it's going to be really windy tonight so I want to enter tonight with an empty battery if I'm a wind farm down in Palm Springs so I can take that extra wind and put it into the battery. Sometimes they're driven by economic signals, right? Because it's a really hot day and the prices of producing electricity are going to be high, so therefore I can take a different type of action. >> Interesting. >> And they will control those assets, batteries, on either side of the grid and make intelligent choices, driven by economics to provide the best outcome for, again, either the utility or the homeowner, maybe even the neighbors, right? At some point we're going to be able to share electricity. Why can't I use my neighbors panels if they're out of town for two weeks, and they can do the same when I'm out of town? So that will all come here over time. >> And that's all being enabled by a new class of software companies that are really treating these energy solutions as, kind of, you know, IOT devices. >> Absolutely, and they, it's a great model because it's just another IP address, right, and there's some attributes that it has and you understand the batteries and you can make economic decision. So think of it like a trading platform if you will. So those are emerging, you know, there's some really fascinating companies that are young and starting but off to a great start on those tasks. >> Excellent, okay, so why don't we just talk a little bit about Primus Power itself for a second. So you're in particular type of energy solution. Why don't you talk about that, and how you differ from some of the other providers that are out there? >> Sure, so there's lots of different types of batteries, right, and one thing to mention, that there's no perfect battery. There's always trade offs on batteries, right?. You always, of course, get less out than you put in, because you can't create energy. So there's efficiency differences. We're probably all familiar, the audience here is, with lithium ion batteries, with the Powerwall and Sonin and some, you know famous companies. SolarEdge has done a great job putting batteries with solar, or just having batteries by themselves. Those batteries today, most of the market is lithium ion. Lithium ion is 20-30 years old, first showed up on the Sony Handycam, very bankable, very proven, but like all batteries, have trade offs. We know the fade that we've experienced with our laptops and our cell phones-- >> Absolutely. >> Which is lithium ion. That's okay, because you can buy a new iPhone every three years, but if you have that on the grid, not so good, you don't want to go out to the substation every three years with a new set of batteries. Well, there's also fire concerns. There were 30-40 fires in South Korea last year, lithium ion based, and there was a big one earlier this year in Surprise, Arizona, bit of a Surprise down there, it sent some firefighters to the hospital. So that's some of the strengths and weaknesses of lithium ion. A flow battery, like ours, gets its name because we flow a liquid electrolyte, and a typical flow battery has two tanks and you're moving liquid from one tank to the other take through a reaction chamber, that's a stack of electrodes, and you plate a metal, we plate Zinc, other people plate iron, or you're playing tennis with electrons. This is high school chemistry coming back to haunt all of us, you're changing valance states of Vanadium, for example, Primus, if I talk about that difference, is unique in that it only has a single tank because we exploit the density differences in our electrolyte, kind of got a oil and vinegar separation going on, and we don't have a membrane in our stack of electrodes, so it's about half the cost, half of the price compared to other batteries. It's earlier, right? That's our biggest detriment is that we're not quite at bankable scale yet, we'll get there, right? As a young company you have to earn your stripes and get the UL certification and get enough things out there to do that. But there will be a number of winners in this space. Lithium ion is really good for certain applications, flow generally is good for daily discharges, think solar plus storage, deep discharge, multiple hour 4, 5, 6, 8 hour storage, and then there's going to be week long batteries that might be thermal based. There's a company that's moving, got a nice round of funding last week that's blocks of concrete around because you can, just like the pumped hydro you can move water up and down depending on the price of electricity and the use, you can move concrete blocks up and down. Spend energy moving it up, and then use gravity as your friend when you need electricity from the concrete battery. >> So, so in terms of future battery economy, like with multiple types of solutions for different sort of use cases right? >> Exactly. >> Whether sort of transportation or handheld, right, to residential, to grid-tied, etc.-- >> Absolutely, sure, and it will be drive by economics and then, you can't have a concrete battery in downtown San Francisco but you could in the middle of the Mojave-- >> Understood. >> So it would be-- >> Understood-- >> Absolutely-- >> Okay, so in order to kind of let you go here why don't you just talk a little bit about Primus, how you, where you guys are at in terms of your own evolution. How much deploy battery pods do you have out there in the world today? >> Sure, so Primus is at a stage now where we are growing. We're trying to grow at the right rate, because you don't want to get too far ahead of yourselves. We have systems up and down California, at some projects that have been put at waste water treatment centers, right, where we can help optimize the economics of the waste water treatment centers. They have components that are spending electricity they have solar, okay, batteries can help improve those economics. We have them at utilities that are testing them to see, "Okay, how well do these work?" Many of these new battery companies are where we are, where our customers are a try before you buy or a test before you invest type of a situation. We have a battery in China at one of China's largest wind turbine provider. Wind curtailment is acute in certain provinces in China. In fact in one of the provinces, Qinghai, in northwest China they passed a law a couple years ago that said "every new wind turbine has to have "a battery with it," so that's created a market there. >> Okay. >> There's also, we will be coming out with a residential version for some of the same reasons we mentioned about the wildfire concerns. >> Excellent, and so just give a sense how big, you talked about your pipeline and how many kind of quoted sales you've got out there. Just give us, the audience, a rough idea of what kind of pipeline you're looking at. >> Sure, so as a company we're moving from single digit million type of revenue that we did last year, to double digit million that we want to do next year. That translates into roughly 200-300 of our systems. Our systems, by the way, are think of a large washing machine, two meters, by two meters, by two meters. We have, in our pipeline of projects that we've quoted, more than a billion dollars worth of projects, a lot of solar-plus storage, a couple years from now. We won't get them all, for sure, but it shows the really strong interest in solutions like ours. >> Excellent, well exciting stuff Tom. Thank you for coming into TheCUBE and having a conversation with us. Appreciate you taking the time. >> Don, thank you very much, it was wonderful, really appreciate it! >> Donald Klein, thank you for joining us for another CUBE conversation, we'll see you next time. (upbeat jazzy music)