>>From the Cube Studios in Palo Alto in Boston, bringing you data-driven insights from the cube and E T R. This is breaking analysis with Dave Valante. >>Making technology predictions in 2022 was tricky business, especially if you were projecting the performance of markets or identifying I P O prospects and making binary forecast on data AI and the macro spending climate and other related topics in enterprise tech 2022, of course was characterized by a seesaw economy where central banks were restructuring their balance sheets. The war on Ukraine fueled inflation supply chains were a mess. And the unintended consequences of of forced march to digital and the acceleration still being sorted out. Hello and welcome to this week's weekly on Cube Insights powered by E T R. In this breaking analysis, we continue our annual tradition of transparently grading last year's enterprise tech predictions. And you may or may not agree with our self grading system, but look, we're gonna give you the data and you can draw your own conclusions and tell you what, tell us what you think. >>All right, let's get right to it. So our first prediction was tech spending increases by 8% in 2022. And as we exited 2021 CIOs, they were optimistic about their digital transformation plans. You know, they rushed to make changes to their business and were eager to sharpen their focus and continue to iterate on their digital business models and plug the holes that they, the, in the learnings that they had. And so we predicted that 8% rise in enterprise tech spending, which looked pretty good until Ukraine and the Fed decided that, you know, had to rush and make up for lost time. We kind of nailed the momentum in the energy sector, but we can't give ourselves too much credit for that layup. And as of October, Gartner had it spending growing at just over 5%. I think it was 5.1%. So we're gonna take a C plus on this one and, and move on. >>Our next prediction was basically kind of a slow ground ball. The second base, if I have to be honest, but we felt it was important to highlight that security would remain front and center as the number one priority for organizations in 2022. As is our tradition, you know, we try to up the degree of difficulty by specifically identifying companies that are gonna benefit from these trends. So we highlighted some possible I P O candidates, which of course didn't pan out. S NQ was on our radar. The company had just had to do another raise and they recently took a valuation hit and it was a down round. They raised 196 million. So good chunk of cash, but, but not the i p O that we had predicted Aqua Securities focus on containers and cloud native. That was a trendy call and we thought maybe an M SS P or multiple managed security service providers like Arctic Wolf would I p o, but no way that was happening in the crummy market. >>Nonetheless, we think these types of companies, they're still faring well as the talent shortage in security remains really acute, particularly in the sort of mid-size and small businesses that often don't have a sock Lacework laid off 20% of its workforce in 2022. And CO C e o Dave Hatfield left the company. So that I p o didn't, didn't happen. It was probably too early for Lacework. Anyway, meanwhile you got Netscope, which we've cited as strong in the E T R data as particularly in the emerging technology survey. And then, you know, I lumia holding its own, you know, we never liked that 7 billion price tag that Okta paid for auth zero, but we loved the TAM expansion strategy to target developers beyond sort of Okta's enterprise strength. But we gotta take some points off of the failure thus far of, of Okta to really nail the integration and the go to market model with azero and build, you know, bring that into the, the, the core Okta. >>So the focus on endpoint security that was a winner in 2022 is CrowdStrike led that charge with others holding their own, not the least of which was Palo Alto Networks as it continued to expand beyond its core network security and firewall business, you know, through acquisition. So overall we're gonna give ourselves an A minus for this relatively easy call, but again, we had some specifics associated with it to make it a little tougher. And of course we're watching ve very closely this this coming year in 2023. The vendor consolidation trend. You know, according to a recent Palo Alto network survey with 1300 SecOps pros on average organizations have more than 30 tools to manage security tools. So this is a logical way to optimize cost consolidating vendors and consolidating redundant vendors. The E T R data shows that's clearly a trend that's on the upswing. >>Now moving on, a big theme of 2020 and 2021 of course was remote work and hybrid work and new ways to work and return to work. So we predicted in 2022 that hybrid work models would become the dominant protocol, which clearly is the case. We predicted that about 33% of the workforce would come back to the office in 2022 in September. The E T R data showed that figure was at 29%, but organizations expected that 32% would be in the office, you know, pretty much full-time by year end. That hasn't quite happened, but we were pretty close with the projection, so we're gonna take an A minus on this one. Now, supply chain disruption was another big theme that we felt would carry through 2022. And sure that sounds like another easy one, but as is our tradition, again we try to put some binary metrics around our predictions to put some meat in the bone, so to speak, and and allow us than you to say, okay, did it come true or not? >>So we had some data that we presented last year and supply chain issues impacting hardware spend. We said at the time, you can see this on the left hand side of this chart, the PC laptop demand would remain above pre covid levels, which would reverse a decade of year on year declines, which I think started in around 2011, 2012. Now, while demand is down this year pretty substantially relative to 2021, I D C has worldwide unit shipments for PCs at just over 300 million for 22. If you go back to 2019 and you're looking at around let's say 260 million units shipped globally, you know, roughly, so, you know, pretty good call there. Definitely much higher than pre covid levels. But so what you might be asking why the B, well, we projected that 30% of customers would replace security appliances with cloud-based services and that more than a third would replace their internal data center server and storage hardware with cloud services like 30 and 40% respectively. >>And we don't have explicit survey data on exactly these metrics, but anecdotally we see this happening in earnest. And we do have some data that we're showing here on cloud adoption from ET R'S October survey where the midpoint of workloads running in the cloud is around 34% and forecast, as you can see, to grow steadily over the next three years. So this, well look, this is not, we understand it's not a one-to-one correlation with our prediction, but it's a pretty good bet that we were right, but we gotta take some points off, we think for the lack of unequivocal proof. Cause again, we always strive to make our predictions in ways that can be measured as accurate or not. Is it binary? Did it happen, did it not? Kind of like an O K R and you know, we strive to provide data as proof and in this case it's a bit fuzzy. >>We have to admit that although we're pretty comfortable that the prediction was accurate. And look, when you make an hard forecast, sometimes you gotta pay the price. All right, next, we said in 2022 that the big four cloud players would generate 167 billion in IS and PaaS revenue combining for 38% market growth. And our current forecasts are shown here with a comparison to our January, 2022 figures. So coming into this year now where we are today, so currently we expect 162 billion in total revenue and a 33% growth rate. Still very healthy, but not on our mark. So we think a w s is gonna miss our predictions by about a billion dollars, not, you know, not bad for an 80 billion company. So they're not gonna hit that expectation though of getting really close to a hundred billion run rate. We thought they'd exit the year, you know, closer to, you know, 25 billion a quarter and we don't think they're gonna get there. >>Look, we pretty much nailed Azure even though our prediction W was was correct about g Google Cloud platform surpassing Alibaba, Alibaba, we way overestimated the performance of both of those companies. So we're gonna give ourselves a C plus here and we think, yeah, you might think it's a little bit harsh, we could argue for a B minus to the professor, but the misses on GCP and Alibaba we think warrant a a self penalty on this one. All right, let's move on to our prediction about Supercloud. We said it becomes a thing in 2022 and we think by many accounts it has, despite the naysayers, we're seeing clear evidence that the concept of a layer of value add that sits above and across clouds is taking shape. And on this slide we showed just some of the pickup in the industry. I mean one of the most interesting is CloudFlare, the biggest supercloud antagonist. >>Charles Fitzgerald even predicted that no vendor would ever use the term in their marketing. And that would be proof if that happened that Supercloud was a thing and he said it would never happen. Well CloudFlare has, and they launched their version of Supercloud at their developer week. Chris Miller of the register put out a Supercloud block diagram, something else that Charles Fitzgerald was, it was was pushing us for, which is rightly so, it was a good call on his part. And Chris Miller actually came up with one that's pretty good at David Linthicum also has produced a a a A block diagram, kind of similar, David uses the term metacloud and he uses the term supercloud kind of interchangeably to describe that trend. And so we we're aligned on that front. Brian Gracely has covered the concept on the popular cloud podcast. Berkeley launched the Sky computing initiative. >>You read through that white paper and many of the concepts highlighted in the Supercloud 3.0 community developed definition align with that. Walmart launched a platform with many of the supercloud salient attributes. So did Goldman Sachs, so did Capital One, so did nasdaq. So you know, sorry you can hate the term, but very clearly the evidence is gathering for the super cloud storm. We're gonna take an a plus on this one. Sorry, haters. Alright, let's talk about data mesh in our 21 predictions posts. We said that in the 2020s, 75% of large organizations are gonna re-architect their big data platforms. So kind of a decade long prediction. We don't like to do that always, but sometimes it's warranted. And because it was a longer term prediction, we, at the time in, in coming into 22 when we were evaluating our 21 predictions, we took a grade of incomplete because the sort of decade long or majority of the decade better part of the decade prediction. >>So last year, earlier this year, we said our number seven prediction was data mesh gains momentum in 22. But it's largely confined and narrow data problems with limited scope as you can see here with some of the key bullets. So there's a lot of discussion in the data community about data mesh and while there are an increasing number of examples, JP Morgan Chase, Intuit, H S P C, HelloFresh, and others that are completely rearchitecting parts of their data platform completely rearchitecting entire data platforms is non-trivial. There are organizational challenges, there're data, data ownership, debates, technical considerations, and in particular two of the four fundamental data mesh principles that the, the need for a self-service infrastructure and federated computational governance are challenging. Look, democratizing data and facilitating data sharing creates conflicts with regulatory requirements around data privacy. As such many organizations are being really selective with their data mesh implementations and hence our prediction of narrowing the scope of data mesh initiatives. >>I think that was right on J P M C is a good example of this, where you got a single group within a, within a division narrowly implementing the data mesh architecture. They're using a w s, they're using data lakes, they're using Amazon Glue, creating a catalog and a variety of other techniques to meet their objectives. They kind of automating data quality and it was pretty well thought out and interesting approach and I think it's gonna be made easier by some of the announcements that Amazon made at the recent, you know, reinvent, particularly trying to eliminate ET t l, better connections between Aurora and Redshift and, and, and better data sharing the data clean room. So a lot of that is gonna help. Of course, snowflake has been on this for a while now. Many other companies are facing, you know, limitations as we said here and this slide with their Hadoop data platforms. They need to do new, some new thinking around that to scale. HelloFresh is a really good example of this. Look, the bottom line is that organizations want to get more value from data and having a centralized, highly specialized teams that own the data problem, it's been a barrier and a blocker to success. The data mesh starts with organizational considerations as described in great detail by Ash Nair of Warner Brothers. So take a listen to this clip. >>Yeah, so when people think of Warner Brothers, you always think of like the movie studio, but we're more than that, right? I mean, you think of H B O, you think of t n t, you think of C N N. We have 30 plus brands in our portfolio and each have their own needs. So the, the idea of a data mesh really helps us because what we can do is we can federate access across the company so that, you know, CNN can work at their own pace. You know, when there's election season, they can ingest their own data and they don't have to, you know, bump up against, as an example, HBO if Game of Thrones is going on. >>So it's often the case that data mesh is in the eyes of the implementer. And while a company's implementation may not strictly adhere to Jamma Dani's vision of data mesh, and that's okay, the goal is to use data more effectively. And despite Gartner's attempts to deposition data mesh in favor of the somewhat confusing or frankly far more confusing data fabric concept that they stole from NetApp data mesh is taking hold in organizations globally today. So we're gonna take a B on this one. The prediction is shaping up the way we envision, but as we previously reported, it's gonna take some time. The better part of a decade in our view, new standards have to emerge to make this vision become reality and they'll come in the form of both open and de facto approaches. Okay, our eighth prediction last year focused on the face off between Snowflake and Databricks. >>And we realized this popular topic, and maybe one that's getting a little overplayed, but these are two companies that initially, you know, looked like they were shaping up as partners and they, by the way, they are still partnering in the field. But you go back a couple years ago, the idea of using an AW w s infrastructure, Databricks machine intelligence and applying that on top of Snowflake as a facile data warehouse, still very viable. But both of these companies, they have much larger ambitions. They got big total available markets to chase and large valuations that they have to justify. So what's happening is, as we've previously reported, each of these companies is moving toward the other firm's core domain and they're building out an ecosystem that'll be critical for their future. So as part of that effort, we said each is gonna become aggressive investors and maybe start doing some m and a and they have in various companies. >>And on this chart that we produced last year, we studied some of the companies that were targets and we've added some recent investments of both Snowflake and Databricks. As you can see, they've both, for example, invested in elation snowflake's, put money into Lacework, the Secur security firm, ThoughtSpot, which is trying to democratize data with ai. Collibra is a governance platform and you can see Databricks investments in data transformation with D B T labs, Matillion doing simplified business intelligence hunters. So that's, you know, they're security investment and so forth. So other than our thought that we'd see Databricks I p o last year, this prediction been pretty spot on. So we'll give ourselves an A on that one. Now observability has been a hot topic and we've been covering it for a while with our friends at E T R, particularly Eric Bradley. Our number nine prediction last year was basically that if you're not cloud native and observability, you are gonna be in big trouble. >>So everything guys gotta go cloud native. And that's clearly been the case. Splunk, the big player in the space has been transitioning to the cloud, hasn't always been pretty, as we reported, Datadog real momentum, the elk stack, that's open source model. You got new entrants that we've cited before, like observe, honeycomb, chaos search and others that we've, we've reported on, they're all born in the cloud. So we're gonna take another a on this one, admittedly, yeah, it's a re reasonably easy call, but you gotta have a few of those in the mix. Okay, our last prediction, our number 10 was around events. Something the cube knows a little bit about. We said that a new category of events would emerge as hybrid and that for the most part is happened. So that's gonna be the mainstay is what we said. That pure play virtual events are gonna give way to hi hybrid. >>And the narrative is that virtual only events are, you know, they're good for quick hits, but lousy replacements for in-person events. And you know that said, organizations of all shapes and sizes, they learn how to create better virtual content and support remote audiences during the pandemic. So when we set at pure play is gonna give way to hybrid, we said we, we i we implied or specific or specified that the physical event that v i p experience is going defined. That overall experience and those v i p events would create a little fomo, fear of, of missing out in a virtual component would overlay that serves an audience 10 x the size of the physical. We saw that really two really good examples. Red Hat Summit in Boston, small event, couple thousand people served tens of thousands, you know, online. Second was Google Cloud next v i p event in, in New York City. >>Everything else was, was, was, was virtual. You know, even examples of our prediction of metaverse like immersion have popped up and, and and, and you know, other companies are doing roadshow as we predicted like a lot of companies are doing it. You're seeing that as a major trend where organizations are going with their sales teams out into the regions and doing a little belly to belly action as opposed to the big giant event. That's a definitely a, a trend that we're seeing. So in reviewing this prediction, the grade we gave ourselves is, you know, maybe a bit unfair, it should be, you could argue for a higher grade, but the, but the organization still haven't figured it out. They have hybrid experiences but they generally do a really poor job of leveraging the afterglow and of event of an event. It still tends to be one and done, let's move on to the next event or the next city. >>Let the sales team pick up the pieces if they were paying attention. So because of that, we're only taking a B plus on this one. Okay, so that's the review of last year's predictions. You know, overall if you average out our grade on the 10 predictions that come out to a b plus, I dunno why we can't seem to get that elusive a, but we're gonna keep trying our friends at E T R and we are starting to look at the data for 2023 from the surveys and all the work that we've done on the cube and our, our analysis and we're gonna put together our predictions. We've had literally hundreds of inbounds from PR pros pitching us. We've got this huge thick folder that we've started to review with our yellow highlighter. And our plan is to review it this month, take a look at all the data, get some ideas from the inbounds and then the e t R of January surveys in the field. >>It's probably got a little over a thousand responses right now. You know, they'll get up to, you know, 1400 or so. And once we've digested all that, we're gonna go back and publish our predictions for 2023 sometime in January. So stay tuned for that. All right, we're gonna leave it there for today. You wanna thank Alex Myerson who's on production and he manages the podcast, Ken Schiffman as well out of our, our Boston studio. I gotta really heartfelt thank you to Kristen Martin and Cheryl Knight and their team. They helped get the word out on social and in our newsletters. Rob Ho is our editor in chief over at Silicon Angle who does some great editing for us. Thank you all. Remember all these podcasts are available or all these episodes are available is podcasts. Wherever you listen, just all you do Search Breaking analysis podcast, really getting some great traction there. Appreciate you guys subscribing. I published each week on wikibon.com, silicon angle.com or you can email me directly at david dot valante silicon angle.com or dm me Dante, or you can comment on my LinkedIn post. And please check out ETR AI for the very best survey data in the enterprise tech business. Some awesome stuff in there. This is Dante for the Cube Insights powered by etr. Thanks for watching and we'll see you next time on breaking analysis.

>>text, you know, consumer opens up their iphone and says, oh my gosh, I love the technology behind my eyes. What's it been like being on the shark tank? You know, filming is fun, hang out, just fun and it's fun to be a celebrity at first your head gets really big and you get a good tables at restaurants who says texas has got a little possess more skin in the game today in charge of his destiny robert Hirschbeck, No stars. Here is CUBA alumni. Yeah, okay. >>Hi. I'm john Ferry, the co founder of silicon angle Media and co host of the cube. I've been in the tech business since I was 19 1st programming on many computers in a large enterprise and then worked at IBM and Hewlett Packard total of nine years in the enterprise brian's jobs from programming, Training, consulting and ultimately as an executive salesperson and then started my first company with 1997 and moved to Silicon Valley in 1999. I've been here ever since. I've always loved technology and I love covering you know, emerging technology as trained as a software developer and love business and I love the impact of software and technology to business to me creating technology that starts the company and creates value and jobs is probably the most rewarding things I've ever been involved in. And I bring that energy to the queue because the Cubans were all the ideas are and what the experts are, where the people are and I think what's most exciting about the cube is that we get to talk to people who are making things happen, entrepreneur ceo of companies, venture capitalists, people who are really on a day in and day out basis, building great companies and the technology business is just not a lot of real time live tv coverage and, and the cube is a non linear tv operation. We do everything that the T. V guys on cable don't do. We do longer interviews. We asked tougher questions, we ask sometimes some light questions. We talked about the person and what they feel about. It's not prompted and scripted. It's a conversation authentic And for shows that have the Cube coverage and makes the show buzz. That creates excitement. More importantly, it creates great content, great digital assets that can be shared instantaneously to the world. Over 31 million people have viewed the cube and that is the result. Great content, great conversations and I'm so proud to be part of you with great team. Hi, I'm john ferrier. Thanks for watching the cube. >>Hello and welcome to the cube. We are here live on the ground in the expo floor of a live event. The AWS public sector summit. I'm john for your host of the cube. We're here for the next two days. Wall to wall coverage. I'm here with Sandy carter to kick off the event. Vice president partner as partners on AWS public sector. Great to see you Sandy, >>so great to see you john live and in person, right? >>I'm excited. I'm jumping out of my chair because I did a, I did a twitter periscope yesterday and said a live event and all the comments are, oh my God, an expo floor a real events. Congratulations. >>True. Yeah. We're so excited yesterday. We had our partner day and we sold out the event. It was rock them and pack them and we had to turn people away. So what a great experience. Right, >>Well, I'm excited. People are actually happy. We tried, we tried covering mobile world congress in Barcelona. Still, people were there, people felt good here at same vibe. People are excited to be in person. You get all your partners here. You guys have had had an amazing year. Congratulations. We did a couple awards show with you guys. But I think the big story is the amazon services for the partners. Public sector has been a real game changer. I mean we talked about it before, but again, it continues to happen. What's the update? >>Yeah, well we had, so there's lots of announcements. So let me start out with some really cool growth things because I know you're a big growth guy. So we announced here at the conference yesterday that our government competency program for partners is now the number one industry in AWS for are the competency. That's a huge deal. Government is growing so fast. We saw that during the pandemic, everybody was moving to the cloud and it's just affirmation with the government competency now taking that number one position across AWS. So not across public sector across AWS and then one of our fastest growing areas as well as health care. So we now have an A. T. O. Authority to operate for HIPPA and Hi trust and that's now our fastest growing area with 85% growth. So I love that new news about the growth that we're seeing in public sector and all the energy that's going into the cloud and beyond. >>You know, one of the things that we talked about before and another Cuban of you. But I want to get your reaction now current state of the art now in the moment the pandemic has highlighted the antiquated outdated systems and highlighted help inadequate. They are cloud. You guys have done an amazing job to stand up value quickly now we're in a hybrid world. So you've got hybrid automation ai driving a complete change and it's happening pretty quick. What's the new things that you guys are seeing that's emerging? Obviously a steady state of more growth. But what's the big success programs that you're seeing right now? >>Well, there's a few new programs that we're seeing that have really taken off. So one is called proserve ready. We announced yesterday that it's now G. A. And the U. S. And a media and why that's so important is that our proserve team a lot of times when they're doing contracts, they run out of resources and so they need to tap on the shoulder some partners to come and help them. And the customers told us that they wanted them to be pro served ready so to have that badge of honor if you would that they're using the same template, the same best practices that we use as well. And so we're seeing that as a big value creator for our partners, but also for our customers because now those partners are being trained by us and really helping to be mentored on the job training as they go. Very powerful program. >>Well, one of the things that really impressed by and I've talked to some of your MSP partners on the floor here as they walk by, they see the cube, they're all doing well. They're all happy. They got a spring in their step. And the thing is that this public private partnerships is a real trend we've been talking about for a while. More people in the public sector saying, hey, I want I need a commercial relationship, not the old school, you know, we're public. We have all these rules. There's more collaboration. Can you share your thoughts on how you see that evolving? Because now the partners in the public sector are partnering closer than ever before. >>Yeah, it's really um, I think it's really fascinating because a lot of our new partners are actually commercial partners that are now choosing to add a public sector practice with them. And I think a lot of that is because of these public and private partnerships. So let me give you an example space. So we were at the space symposium our first time ever for a W. S at the space symposium and what we found was there were partners, they're like orbital insight who's bringing data from satellites, There are public sector partner, but that data is being used for insurance companies being used for agriculture being used to impact environment. So I think a lot of those public private partnerships are strengthening as we go through Covid or have like getting alec of it. And we do see a lot of push in that area. >>Talk about health care because health care is again changing radically. We talked to customers all the time. They're like, they have a lot of legacy systems but they can't just throw them away. So cloud native aligns well with health care. >>It does. And in fact, you know, if you think about health care, most health care, they don't build solutions themselves, they depend on partners to build them. So they do the customer doesn't buy and the partner does the build. So it's a great and exciting area for our partners. We just launched a new program called the mission accelerator program. It's in beta and that program is really fascinating because our healthcare partners, our government partners and more now can use these accelerators that maybe isolate a common area like um digital analytics for health care and they can reuse those. So it's pretty, I think it's really exciting today as we think about the potential health care and beyond. >>You know, one of the challenge that I always thought you had that you guys do a good job on, I'd love to get your reaction to now is there's more and more people who want to partner with you than ever before. And sometimes it hasn't always been easy in the old days like to get fed ramp certified or even deal with public sector. If you were a commercial vendor, you guys have done a lot with accelerating certifications. Where are you on that spectrum now, what's next? What's the next wave of partner onboarding or what's the partner trends around the opportunities in public sector? >>Well, one of the new things that we announced, we have tested out in the U. S. You know, that's the amazon way, right, Andy's way, you tested your experiment. If it works, you roll it out, we have a concierge program now to help a lot of those new partners get inundated into public sector. And so it's basically, I'm gonna hold your hand just like at a hotel. I would go up and say, hey, can you direct me to the right restaurant or to the right museum, we do the same thing, we hand hold people through that process. Um, if you don't want to do that, we also have a new program called navigate which is built for brand new partners. And what that enables our partners to do is to kind of be guided through that process. So you are right. We have so many partners now who want to come and grow with us that it's really essential that we provide a great partner, experienced a how to on board. >>Yeah. And the A. P. M. Was the amazon partner network also has a lot of crossover. You see a lot a lot of that going on because the cloud, it's you can do both. >>Absolutely. And I think it's really, you know, we leverage all of the ap in programs that exist today. So for example, there was just a new program that was put out for a growth rebate and that was driven by the A. P. N. And we're leveraging and using that in public sector too. So there's a lot of prosecutes going on to make it easier for our partners to do business with us. >>So I have to ask you on a personal note, I know we've talked about before, your very comfortable the virtual now hybrid space. How's your team doing? How's the structure looks like, what are your goals, what are you excited about? >>Well, I think I have the greatest team ever. So of course I'm excited about our team and we are working in this new hybrid world. So it is a change for everybody uh the other day we had some people in the office and some people calling in virtually so how to manage that, right was really quite interesting. Our goals that we align our whole team around and we talked a little bit about this yesterday are around mission which are the solution areas migration, so getting everything to the cloud and then in the cloud, we talk about modernization, are you gonna use Ai Ml or I O T? And we actually just announced a new program around that to to help out IOT partners to really build and understand that data that's coming in from I O T I D C says that that idea that IOT data has increased by four times uh in the, during the covid period. So there's so many more partners who need help. >>There's a huge shift going on and you know, we always try to explain on the cube. Dave and I talked about a lot and it's re platform with the cloud, which is not just lift and shift you kind of move and then re platform then re factoring your business and there's a nuance there between re platform in which is great. Take advantage of cloud scale. But the re factoring allows for this unique advantage of these high level services. >>That's right >>and this is where people are winning. What's your reaction to that? >>Oh, I completely agree. I think this whole area of modernizing your application, like we have a lot of folks who are doing mainframe migrations and to your point if they just lift what they had in COBOL and they move it to a W S, there's really not a lot of value there, but when they rewrite the code, when they re factor the code, that's where we're seeing tremendous breakthrough momentum with our partner community, you know, Deloitte is one of our top partners with our mainframe migration. They have both our technology and our consulting um, mainframe migration competency there to one of the other things I think you would be interested in is in our session yesterday we just completed some research with r C T O s and we talked about the next mega trends that are coming around Web three dato. And I'm sure you've been hearing a lot about web www dot right? Yeah, >>0.04.0, it's all moving too fast. I mean it's moving >>fast. And so some of the things we talked to our partners about yesterday are like the metaverse that's coming. So you talked about health care yesterday electronic caregiver announced an entire application for virtual caregivers in the metaverse. We talked about Blockchain, you know, and the rise of Blockchain yesterday, we had a whole set of meetings, everybody was talking about Blockchain because now you've got El Salvador Panama Ukraine who have all adopted Bitcoin which is built on the Blockchain. So there are some really exciting things going on in technology and public sector. >>It's a societal shift and I think the confluence of tech user experience data, new, decentralized ways of changing society. You're in the middle of it. >>We are and our partners are in the middle of it and data data, data data, that's what I would say. Everybody is using data. You and I even talked about how you guys are using data. Data is really a hot topic and we we're really trying to help our partners figure out just how to migrate the data to the cloud but also to use that analytics and machine learning on it too. Well, >>thanks for sharing the data here on our opening segment. The insights we will be getting out of the Great Sandy. Great to see you got a couple more interviews with you. Thanks for coming on. I appreciate you And thanks for all your support. You guys are doing great. Your partners are happy you're on a great wave. Congratulations. Thank you, john appreciate more coverage from the queue here. Neither is public sector summit. We'll be right back. Mhm Yeah. >>Mhm. Mhm robert Herjavec. People obviously know you from shark tank

>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by A. W s Global Partner Network. >>Welcome back to the cubes. Coverage of reinvent 2020 virtual. Three weeks. We're here covering all the action. Virtually Mister Cube. Virtual normally were in person. This year. We're remote. It's cute. Virtual. We are the cube virtual. And I'm please have a great guest here, man. Who? Car Kumar, Who's the VP of product market Nutanix. Um, the tons of deep coverage on Nutanix over the years we followed the this company since its inception almost over just over 10 years ago. Uh, medic are Welcome to the Cube. Thanks for coming on today. >>Nice to be here, John. >>Were part of the A p. M. Partner experience programming in within. The reinvent is a big day here. Um, you guys are a big part of it. You you have such a great partnership with a W s. You have product on on a W s, which is a high distinction in the in the spirit of their partnership technology rise. Can you tell us real quick? A quick update on the partnership with AWS. What is it? How's it going? What's new? >>So I think about it. We had a dot next John, and as part of that, we announced something called Nutanix clusters. And as part of that cluster that's our hybrid, uh, solution. Basically, what we're saying is we have a lot of customers who certainly had to, you know, take years or maybe even months of digital transformation. And then all of a sudden, they have to now figure out how do I go toe elastic work Lord, in a few weeks. So we were seeing a lot of our customers coming to us and saying, Hey, we really need help with this. We no longer in a situation where we have to go on by a silver and rack and stack that and then, you know, manage all of that over a pair of month. We really need to do something in few weeks, and when we do that, we need some tools that we are really familiar with and something that can help us get toe cloud as quickly as possible. So we were seeing this a lot even before the macro conditions. So sometime around August, we as part of our annual conference. We did announce a partnership with Data Blue s where now you can run an entire Nutanix cluster with all of its products on AWS bare metal as well. And that's the hybrid solution that we're talking about John today. >>That's awesome. And in line with the major themes and waves from the announcements from Andy Jassy and slew of kind of higher level services because the co fit pandemic really highlights this digital transformation of cloud bursting Thio. You know, deploying quicker in the cloud, being more agile and having speed thio value because you need it because of the world's changed. But it's also highlighted. This is a key theme. I want to get your reaction. Teoh is the hybrid Cloud E. I mean, it's been out there. We saw Outpost two years ago, and it's been kind of filling in and and now the environment is clear, right? The enterprises they're saying, I have to operate on premises and in the cloud the same kind of way, but I'm going to do different things. It's not just lift and shift. Throw in the cloud that's been there, done that. It's different. Now it's operating models and environment. Two different environments operate the same. Your reaction. >>That's exactly right. In fact, what we're seeing is from an i d perspective. The new reality is multiple environments on those environments. You know, it could be your, of course, your private data center. It could be your public cloud. Sometimes it could even be the edge and so on. And every time what we see is if you don't have the portability off your workload, you have to kind of redo a whole bunch of things. You have to re factor your applications. You have to go maybe even re skill, your entire workforce. And so there's a lot of overhead involved. Whenever portability is involved in The new reality is that you have to have portability, which is the reason why we see, even with kubernetes, taking such a strong hole in a lot of these organizations. So we've we've been seeing a bunch of different use cases come to us as well. Some customers saying, Hey, that's great that we have all of these multiple tools, but I want consistency. I want consistency in the constructs off the way I manage my i t If I'm managing some workload abs in a different way on Prem, I want to maintain that also in Public Cloud. How do I do that? So clusters really tries to address that gap. In fact, another story I will tell you, John, is that disaster recovery is one of those use cases that we're seeing quite a lot in these conditions as well. We had one customer come to us based in Oregon and they had, of course, you've heard about the fires over there, and they did not really have a disaster recovery plan. So what do you do in situations like that? You have to rely on cloud. So within four hours, we were able to help them to take, you know, their entire infrastructure and have a recovery plan directly into the cloud. So you're seeing a lot off. You use cases like that to, >>you know, that's interesting. The d. R. That recovery is a great one of many use cases, but it highlights the pandemic surge of the change right that the sea change. It's so fast. Okay, Yeah, disaster recovery. We're gonna cloud great solution. But because of the personnel challenges. It also works well, too. So this is the theme. You know, personnel may or may not be available. I got to get to the cloud. I gotta have everything. Software run. Everything is being run by software. So this kind of brings up my favorite topic, which is a big part of the this year's event, which is architecture and edge. And you're starting to see not to pat myself on the back. But I kind of predicted a couple of years ago that there is no edge of its cloud, right. It's cloud public cloud you got on premise Edge data centers a big edge. I mean, it's all the one thing, right? So edges big now, right? And now people working at home, it's an edge, and it highlights all the security issues. So how do you operate that? Yeah, this is a huge challenge. Yeah, >>of course. I think what you touched upon is ah, massive shift that we have seen over the years. As you said, right? Even if you look at things like Calico, for example, first, over a massive shift from hardware specialized hardware to virtualized network functions, for example, which will virtual machines, and I think we are seeing a bigger shift also now where virtual machines are now moving over to containers. And because these are all micro services and very tiny, so to speak, you can run it anywhere and hopefully and commodity hardware. So throughout the years, if you look at if you followed Nutanix, we have followed the path where we started off with hyper hyper converge infrastructure, and that was virtual izing your entire data center stack so you could take storage. Network compute, and now it's completely software defined or virtualized. Whatever you wanna call it, you can run it on any commodity hardware or hardware off your choice. What we see now is that we want toe. Apply that same principle off, being ableto right once, and run anywhere and be agnostic to the underlying layers, even for cloud. So, just as you could take and run your entire Nutanix platform on, create virtual machines and containers on a HP or Dell box, you can now also take that and also run it on Public Cloud, for example. Yeah, that's a great >>point. I mean, I want to just that's the first. That's a great point that's been in your mission from day one. But I wanna ask you if I don't if you don't mind on the edge one topic that's come up a lot, um, this week on we've been reporting on this before. Reinvent I think a VM world that came up a few months ago, um, purpose built edge devices in the old days were purpose built. They were purpose built with, you know, up and down the stack from hardware supply chain all the way. It's software. But when you're kind of getting at is kind of this new use case where you can have a purpose built edge device, whether it's a you know, wearable or machine sensors or whatever machines and still run software on their trusted software suffer defined. This is a key point. Can you can you unpack that this piece? Because I think this is kind of where the rubber meets the road, because if you can be software operated, you can go to that device. It could still be purpose built. >>You still function >>with software >>that that's exactly right. So if you think about it at the end of the day, if you're running some sort of an application or a workload. I always say you need compute, you need storage and you need networking. And we started off with physical hardware than with virtual machines and now with containers. But at the containers level or at the virtual machine level, the application doesn't really care about the underlying pieces right, And that's been our principal when we created the entire Nutanix stack on virtualized everything. So with the Newtown in stock you could take, you know we have our own hyper visor, but we also support others as well, so you can create virtual machines. You can create containers, you could have storage network. And now, because we are agnostic, you can actually run it on hardware off your choice or an environment off your choice. What's more important, though here is that you know the same set of tools that you used to manage. Your data center is now also available available to you to be able to manage it on other environments to in this case it's AWS, or if you decide to run it in any other environment, it would be the exact same. Construct the exact same automation scripts. >>And that, really is what seamless really means. Matt Kuchar. Thanks for coming on and sharing that inside. I want to get your thoughts as we wrap up here. Um, if you could tease out the most important feature or benefit or technology solution up with of the Nutanix on AWS because you know and reinvent, there's a lot of sessions people can go to. You guys have your own. Build your workshop, build your own hybrid cloud workshop. People should check that out. But you know your product marketing your job is to figure out what people really love the most about it. So, you know, here at reinvent this week, what's the most important thing? What should people pay attention to with Nutanix and AWS? >>Yeah, I think it's for us. Uh, I see myself as a developer. Still are our technical person, and for me, what I what really excites me about clusters is through the freedom of choice. I can choose to run it on the environment of my choice in this case is AWS, But there are some Enberg cost benefit features that's in there, you know, as you know, if you create something in the cloud. You don't necessarily think off cloud or cost. You create something that runs all the time, but you often have to worry about Hey, how much is going to cost this? So one of things that we did right as part of clusters is a hibernate feature. And what it allows you to do is that when you're not using clusters, you just like your laptop. You close the screen, you hit the hibernate button on it takes the entire state of your cluster and saves it on s three bucket. And when you're ready, toe reignited. You just hit the resume button. So when you're not using it using the true fundamentals of cloud, you are actually saving costs. That's one of the thing I think is something that will really excite a lot of I. D folks like me. >>Well, you know, being technical, being on the right wave. Software defined software operated infrastructure, automation, speed, consistency, multiple environments operating consistently. This is the Holy Grail is what we want and you guys are doing it. Congratulations. And and have a good Have a good conference. Thanks. >>All right. Thanks. So >>Okay. So cubes coverage of aws reinvent 2023 weeks. We're here. Virtually this. The cube. We are the cube Virtual. I'm John Furry, your host. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hello and welcome to the Cube virtual here with coverage of aws reinvent 2020. I'm your host, Justin Warren. And today I'm joined by J. Snyder, who is the chief chief customer officer at New Relic J. Welcome to the Cube. >>It is fantastic. Me back with the Cube. One of my favorite things to do has been for years. So I appreciate you having me. >>Yes, a bit of a cube veteran. Been on many times. So it's great to have you with us here again. Eso you've got some news about new relic and and Amazon away W s strategic collaboration agreement. I believe so. Maybe tell us a bit more about what that actually is and what it means. >>Yes. So we've been partners with AWS for years, but most recently in the last two weeks, we've just announced a five year strategic partnership that really expands on the relationship that we already had. We had a number of integrations and competencies already in place, but this is a big deal to us. and and we believe a big deal. Teoh A W s Aziz Well, so really takes all the work we've done to what I'll call the next level. It's joint technology development where were initially gonna be embedding new relic one right into the AWS management console for ease of use and really agility for anyone who's developing and implementing Ah cloud strategy, uh, big news as well from an adoption relative to purchase power so you can purchase straight through the AWS marketplace and leverage your existing AWS spend. And then we're gonna really be able to tap into the AWS premier partner ecosystem. So we get more skills, more scale as we look to drive consulting and skills development in any implementation for faster value realization and overall success in the cloud. So that's the high level. Happy to get into a more detailed level if you're interested around what I think it means to companies but just setting the stage, we're really excited about it as a company. In fact, I just left a call with a W S to join this call as we start to build out the execution plan for the next five years look like >>fantastic. So for those who might be new to new relic and aren't particularly across the sort of field of observe ability, could you just give us a quick overview of what new relic does? And and then maybe talk about what the strategic partnership means for for the nature of new relics business? >>Yes, so when I think about observe ability and what it means to us as opposed to the market at large, I would say our vision around observe ability is around one word, and that word is simplification. So, you know, I talked to a lot of customers. That's what I do all the time. And every time I do, I would say that there's three themes that come up over and over. It's the need to deliver a customer experience with improved up time and ever improving importance. It's the need to move more quickly to public cloud to embrace the scale and efficiency public cloud services have to offer. And then it's the need to improve the efficiency and speed of their own engineering teams so they can deliver innovation through software more quickly. And if you think about all those challenges And what observe ability is it's the one common thread that cuts across all those right. It's taking all of the operational data that your system admits it helps you measure improve the customer, experience your ability to move to public cloud and compare that experience before you start to after you get there. The effectiveness of your team before you deploy toe after you get there. And it's all the processes around that right, it helps you be almost able to be there before your there there. I mean, if that makes sense right, you'll be able to troubleshoot before the event actually happens or occurs. So our vision for this is like I talked about earlier is all about simply simplification. And we've broken this down into literally three piece parts, right? Three products. That's all we are. The first is about having a much data as you possibly can. I talked about admitting that transactional telemetry data, so we've created a telemetry data platform which rides on the world's most powerful database, and we believe that if we can take all of that data, all that infrastructure and application data and bring it into that database, including open source data and allow you to query it, analyze it and take action against it. Um, that's incredibly powerful, but that's only part one. Further, we have a really strong point of view that anybody who has the ability to break production should have the ability to fix production. And for us, that's giving them full stack observe ability. So it's the ability to action against all of that data that sits in the data platform. And then finally, we believe that you need to have applied intelligence because there's so many things that are happening in these complex environments. You wanna be able to cut through the noise and reduce it to find those insights and take action in a way that leverages machine learning. And that, for us, is a i ops. So really for us. Observe ability. When I talked about simplification, we've simplified what is a pretty large market with a whole bunch of products, just down to three simple things. A data platform, the ability to operationalize in action against that data and then layer on top in the third layer, that cake machine learning so it could be smarter than you can be so it sees problems before they occur. And that And that's what that's what I would say observe, ability is to us, and it's the ability to do that horizontally and vertically across your entire infrastructure in your entire stack. I hope that makes sense. >>Yeah, there's a lot of dig into there, So let's let's start with some of that operational side of things because I've long been a big believer in the idea of cloud is being a state of mind rather than a particular location on. A lot of people have been embracing Cloud Way Know that for we're about 10 or so years. And the and the size of reinvent is proven out how popular cloud could be. Eso some of those operational aspects that you were talking about there about the ability to react are particularly like that. You you were saying that anyone who could break production should be able to fix production. That's a very different way of working than what many organizations would be used to. So how is new relic helping customers to understand what they need to change about how they operate their business as they adopt some of these methods. >>Well, it's a great question. There's a couple of things we do. So we have an observe ability, maturity framework by which we employ deploy and that, and I don't want to bore the audience here. But needless to say, it's been built over the last year, year and a half by using hundreds of customers as a test case to determine effectively that there is a process that most companies go through to get to benefits realization. And we break those benefit categories into two different areas, one around operational efficiency and agility. The other is around innovation and digital experience. So you were talking about operational efficiency, and in there we have effectively three or four different ways and what I call boxes on how we would double, click and triple click into a set of actions that would lead you to an operational outcome. So we have learned over time and apply to methodology and approach to measure that. So depending on what you're trying to do, whether it's meantime to recover or meantime, to detect, or if you've got hundreds of developers and you're finding that they're ineffective or inefficient and you want to figure out how to deploy those resource is to different parts of the environment so you can get them to better use their time. It all depends on what your business outcome and business objective is. We have a way to measure that current state your effectiveness ply rigor to it and the design a process by using new relic one to fill in those gaps. And it can take on the burden of a lot of those people. E hate to say it because I'm not looking to replace any individual. It's really about freeing up their time to allow them to go do something in a more effective and more effective, efficient manner. So I don't know if that's answering the question perfectly, but >>e don't think there is a perfect answer to its. Every customer is a bit different. >>S So this is exactly why we developed the methodology because every customer is a little different. The rationale, though, is yeah, So the rationale there's a lot of common I was gonna say there's a lot of common themes, So what we've been able to develop over time with this framework is that we've built a catalog of use cases and experiences that we can apply against you. So depending on what your business objectives are and what you're trying to achieve, were able to determine and really auger in there and assess you. What is your maturity level of being able to deliver against these? Are you even using the platform to the level of maturity that would allow you to gain this benefit realization? And that's where we're adding a massive amount of value. And we see that every single day with our customers who are actually quite surprised by the power of the platform. I mean, if you think traditionally back not too far, two or even three years. People thought of new relic as an a P M. Company. And I think with the launch this summer, this past July with new relic one, we've really pivoted to a platform company. So while a lot of companies love new relic for a PM, they're now starting to see the power of the platform and what we can do for them by operationally operationalize ing. Those use cases around agility and effectiveness to drive cost and make people b'more useful and purposeful with their time so they can create better software. >>Yeah, I think that's something that people are realizing a lot more lately than they were previously. I think that there was a lot of TC analysis that was done on a replacement of FTE basis, but I think many organizations have realized that well, actually, that doesn't mean that those people go away. They get re tasked to do new things. So any of these efficiency, you start with efficiency. And it turns out actually being about business agility about doing new things with the same sort with the same people that you have who now don't have to do some of these more manual and fairly boring tasks. >>Yeah, just e Justin. If this if this cube interview thing doesn't work out for you were hiring some value engineers Right now it sounds like you've got the talk track down perfectly, because that's exactly what we're seeing in the market place. So I agree. >>So give us some examples, if you can, of maybe one or two off things that you've seen that customers have have used new relic where they've stripped out some of that make work or the things that they don't really need to be doing. And then they're turning that into new agility and have created something new, something more individual. Have you got an example you could share with us? >>You know, it's it's funny way were just I just finished doing our global customer advisory boards, which is, you know, rough and tough about 100 customers around the world. So we break it into the three theaters, and we just we were just talking with a particular customer. I don't want to give their name, but the session was called way broke the sessions into two different buckets, and I think every customer buys products like New Relic for two reasons. One is to either help them save money or to help them make money. So we actually split the sessions into those two areas and e think you're talking about how do we help them? How do we help them save money? And this particular company that was in the media industry talked at great length about the fact that they are a massive news conglomerate. They have a whole bunch of individual business units. They were decentralized and non standardized as it related to understanding how their software was getting created, how they were defining and, um, determining meantime to recover performance metrics. All these things were happening around them in a highly complex environment, just like we see with a lot of our customers, right? The complexity of the environments today are really driving the need for observe ability. So one of the things we did with them is we came in and we apply the same type of approach that we just discussed. We did a maturity assessment for them, and we find a found a variety of areas where they were very immature and using capabilities that existed within the platform. So we're able to light up a variety of things around. Insights were able to take more data in from a logging perspective. And again, I'm probably getting a little bit into the weeds for this particular session. But needless to say, way looked at the full gamut of metrics, events, logs and traces which was wasn't really being done in observe, ability, strategy, manner, and deploy that across the entire enterprise so created a standard platform for all the data in this particular environment. Across 5th, 14 different business units and as a byproduct, they were able to do a variety of things. One, the up time for a lot of their customer facing media applications improved greatly. We actually started to pivot from actually driving cost to showing how they could quote unquote make money, because the digital experience they were creating for a lot of their customers reduced the time to glass, if you will, for clicking the button and how quickly they could see the next page, the next page or whatever online app they were looking to get dramatically. So as a byproduct of this, they were about the repurpose to the point you made Justin. Dozens of resource is off of what was traditionally maintenance mode and fighting fires in a reactive capability towards building new code and driving new innovation in the marketplace. And they gave a couple of examples of new applications that they were able to bring to market without actually having to hire any net New resource is so again, I don't want to give away the name, the company, it maybe it was a little too high level, but it actually plays perfectly into exactly what what you're describing, Um, >>that is a good example of one of those that one of the it's always nice to have a specific concrete customer doing one of these kinds of things that you you describe in generic terms. Okay. No, this is this is being applied very specifically to one customer. So we're seeing those sorts of things more and more. >>Yeah, and I was gonna give you, you know, I thought about in advance of this session. You know, what is a really good example of what's happening in the world around us today? And I thought of particular company that we just recently worked with, which is check. I don't know if you're familiar with keg, if you've heard of them. But their education technology company based in California and they do digital and physical textbook rentals. They do online tutoring an online customer services. So, Justin, if you're like me or the rest of the world and you have kids who are learning at home right now, think about the amount of pressure and strain that's now being put on this poor company Check to keep their platform operational 24 77 days a week. So that students can learn at pace and keep up right. And it's an unbelievable success story for us and one that I love, because it touches me personally because I have three kids all doing online, learning in a variety of different manners right now. And, you know, we talked about it earlier. The complexity of some of the environments today, this is a company that you would never gas, but they run 500 micro services and highly complex, uh, technical architectural right. So we had to come in and help these folks, and we're able to produce their meantime to recover because they were having a lot of issues with their ability to provide a seamless performance experience. Because you could imagine the volume of folks hitting them these days on. Reduce that meantime to recover by five X. So it's just another example we're able to say, you know, it's a real world example. Were you able to actually reduce the time to recover, to provide a better experience and whether or not you want to say that saving money or making money? What I know for sure is is giving an incredible experience so that folks in the next generation of great minds aren't focused on learning instead of waiting to learn right, So very cool. >>That is very cool. And yes, and I have gone through the whole teaching kids >>about on >>which is, uh, which it was. It was disruptive, not necessarily in a good way, but we all we adapted and learned how to do it in a new way, which is, uh, it was a lot easier towards the end than it was at the beginning. >>I'd say we're still getting there at the Snyder household. Justin, we're still getting >>was practice makes perfect eso for organizations like check that who might be looking at JAG and thinking that that sounds like a bit of a success story. I want to learn more about how new relic might be able to help me. How should they start? >>Well, there's a lot of ways they can start. I mean, one of the most exciting things about our launch in July was that we have a new free tier. So for anybody who's interested in understanding the power of observe ability, you could go right to our website and you can sign up for free and you can start to play with new relic one. I think once you start playing for, we're gonna find the same thing that happens to most of the folks to do that. They're gonna play more and more and more, and they're gonna start Thio really embrace the power. And there's an incredible new relic university that has fantastic training online. So as you start to dabble in that free tier, start to see with the power and the potential is you'll probably sign up for some classes. Next thing you know, you're often running, so that is one of the easiest ways to get exposed to it. So certainly check us out at our website and you can find out all about that free tier. And what observe ability could potentially mean to you or your business. >>And as part of the AWS reinvent experience, are they able to engage with you in some way? >>It could definitely come by our booth, check us out, virtually see what we have to say. We'd love to talk to them, and we'd be happy to talk to you about all the powerful things we're doing with A. W. S. in the marketplace to help meet you wherever you are in your cloud journey, whether it's pre migration during migration, post migration or even optimization. We've got some incredible statistics on how we can help you maximize and leverage your investment in AWS. And we're really excited to be a strategic partner with them. And, you know, it's funny. It's, uh, for me to see how observe ability this platform can really touch every single facet of that cloud migration journey. And, you know, I was thinking originally, as I got exposed to this, it would be really useful for identity Met entity relationship management at the pre migration phase and then possibly at the post migration flays is you try to baseline and measure results. But what I've come to learn through our own process, of moving our own business to the AWS cloud, that there's tremendous value everywhere along that journey. That's incredibly exciting. So not only are we a great partner, but I'm excited that we will be what I call first and best customer of AWS ourselves new relic as we make our own journey to the cloud >>or fantastic and I'm I encourage any customers who might be interested in new relic Thio definitely gone and check you out as part of the show. Thank you. J. J. Snyder from New Relic. You've been watching the Cube virtual and our coverage of AWS reinvent 2020. Make sure that you check out all the rest of the cube coverage of AWS reinvent on your desktop laptop your phone wherever you are. I've been your host, Justin Warren, and I look forward to seeing you again soon.

>>Hi, Oleg. So great of you to join us today. I'm really looking forward to our session. Eso Let's get started. So if I can get you to give a quick intro to yourself and then if you can share with us what you're going to be discussing today >>Hi, Jake. In my name is Oleg Elbow. I'm a product architect and the Doctor Enterprise Container Cloud team. Uh, today I'm going to talk about running kubernetes on bare metal with a container cloud. My goal is going to tell you about this exciting feature and why we think it's important and what we actually did to make it possible. >>Brilliant. Thank you very much. So let's get started. Eso from my understanding kubernetes clusters are typically run in virtual machines in clouds. So, for example, public cloud AWS or private cloud maybe open staff based or VM ware V sphere. So why why would you go off and run it on their mettle? >>Well, uh, the Doctor Enterprise container cloud already can run Coburn eighties in the cloud, as you know, and the idea behind the container clouds to enable us to manage multiple doctor enterprise clusters. But we want to bring innovation to kubernetes. And instead of spending a lot of resources on the hyper visor and virtual machines, we just go all in for kubernetes directly environmental. >>Fantastic. So it sounds like you're suggesting then to run kubernetes directly on their mettle. >>That's correct. >>Fantastic and without a hyper visor layer. >>Yes, we all know the reasons to run kubernetes and virtual machines it's in The first place is mutual mutual isolation off workloads, but virtualization. It comes with the performance, heat and additional complexity. Uh, another. And when Iran coordinated the director on the hardware, it's a perfect opportunity for developers. They can see performance boost up to 30% for certain container workloads. Uh, this is because the virtualization layer adds a lot off overhead, and even with things like enhanced placement awareness technologies like Numa or processor opinion, it's it's still another head. By skipping over the virtualization, we just remove this overhead and gained this boost. >>Excellent, though it sounds like 30% performance boost very appealing. Are there any other value points or positive points that you can pull out? >>Yes, Besides, the hyper visor over had virtual machines. They also have some static resource footprint. They take up the memory and CPU cycles and overall reintroduces the density of containers per host. Without virtual machines, you can run upto 16% more containers on the same host. >>Excellent. Really great numbers there. >>One more thing to point out directly. Use environmental makes it easier to use a special purpose hardware like graphic processors or virtual no virtual network functions for don't work interfaces or the field programmable gate arrays for custom circuits, Uh, and you can share them between containers more efficiently. >>Excellent. I mean, there's some really great value points you pulled out there. So 30% performance boost, 60% density boost on it could go off and support specialized hardware a lot easier. But let's talk about now. The applications. So what sort of applications do you think would benefit from this The most? >>Well, I'm thinking primarily high performance computations and deep learning will benefit, Uh, which is the more common than you might think of now they're artificial Intelligence is gripping into a lot off different applications. Uh, it really depends on memory capacity and performance, and they also use a special devices like F P G s for custom circuits widely sold. All of it is applicable to the machine learning. Really? >>And I mean, that whole ai piece is I mean, really exciting. And we're seeing this become more commonplace across a whole host of sectors. So you're telcos, farmers, banking, etcetera. And not just I t today. >>Yeah, that's indeed very exciting. Uh, but creating communities closer environmental, unfortunately, is not very easy. >>Hope so it sounds like there may be some challenges or complexities around it. Ondas this, I guess. The reason why there's not many products then out there today for kubernetes on their metal on baby I like. Could you talk to us then about some of the challenges that this might entail? >>Well, there are quite a few challenges first, and for most, there is no one way to manage governmental infrastructures Nowadays. Many vendors have their solutions that are not always compatible with each other and not necessarily cover all aspects off this. Um So we've worked an open source project called metal cube metal cooped and integrated it into the doctor Enterprise Container Cloud To do this unified bar middle management for us. >>And you mentioned it I hear you say is that open source? >>There is no project is open source. We had a lot of our special sauce to it. Um, what it does, Basically, it enables us to manage the hardware servers just like a cloud server Instances. >>And could you go? I mean, that's very interesting, but could you go into a bit more detail and specifically What do you mean? As cloud instances, >>of course they can. Generally, it means to manage them through some sort of a p I or programming interface. Uh, this interface has to cover all aspects off the several life cycle, like hardware configuration, operating system management network configuration storage configuration, Uh, with help off Metal cube. We extend the carbonated C p i to enable it to manage bare metal hosts. And aled these suspects off its life cycle. The mental que project that's uses open stack. Ironic on. Did it drops it in the Cuban. It s a P I. And ironic does all the heavy lifting off provisioned. It does it in a very cloud native way. Uh, it configures service using cloud they need, which is very familiar to anyone who deals with the cloud and the power is managed transparently through the i p my protocol on. But it does a lot to hide the differences between different hardware hosts from the user and in the Doctor Enterprise Container Cloud. We made everything so the user doesn't really feel the difference between bare metal server and cloud VM. >>So, Oleg, are you saying that you can actually take a machine that's turned off and turn it on using the commands? >>That's correct. That's the I. P M I. R Intelligent platform management interface. Uh, it gives you an ability to interact directly with the hardware. You can manager monitor things like power, consumption, temperature, voltage and so on. But what we use it for is to manage the food source and the actual power state of the server. So we have a group of service that are available and we can turn them on. And when we need them, just if we were spinning the VM >>Excellent. So that's how you get around the fact that while aled cloud the ends of the same, the hardware is all different. But I would assume you would have different server configurations in one environment So how would you get around that? >>Uh, yeah, that Zatz. Excellent questions. So some elements of the berm mental management the FBI that we developed, they are specifically to enable operators toe handle wider range of hardware configurations. For example, we make it possible to consider multiple network interfaces on the host. We support flexible partitioning off hard disks and other storage devices. We also make it possible thio boot remote live using the unified extended firmware interface for modern systems. Or just good old bias for for the legacy ones. >>Excellent. So yeah, thanks. Thanks for sharing that that. Now let's take a look at the rest of the infrastructure and eggs. So what about things like networking and storage house that managed >>Oh, Jakey, that's some important details. So from the networking standpoint, the most important thing for kubernetes is load balancing. We use some proven open source technologies such a Zengin ICS and met a little bit to handle. Handle that for us and for the storage. That's ah, a bit more tricky part. There are a lot off different stories. Solutions out. There s o. We decided to go with self and ah cooperator for self self is very much your and stable distributed stories system. It has incredible scalability. We actually run. Uh, pretty big clusters in production with chef and rock makes the life cycle management for self very robust and cloud native with health shaking and self correction. That kind of stuff. So any kubernetes cluster that Dr Underprice Container Cloud provision for environmental Potentially. You can have the self cluster installed self installed in this cluster and provide stories that is accessible from any node in the cluster to any port in the cluster. So that's, uh, called Native Storage components. Native storage. >>Wonderful. But would that then mean that you'd have to have additional hardware so mawr hardware for the storage cluster, then? >>Not at all. Actually, we use Converse storage architecture in the current price container cloud and the workloads and self. They share the same machines and actually managed by the same kubernetes cluster A. Some point in the future, we plan to add more fully, even more flexibility to this, uh, self configuration and enable is share self, where all communities cluster will use a single single self back, and that's that's not the way for us to optimize our very basically. >>Excellent. So thanks for covering the infrastructure part. What would be good is if we can get an understanding them for that kind of look and feel, then for the operators and the users of the system. So what can they say? >>Yeah, the case. We know Doc Enterprise Container Cloud provides a web based user interface that is, uh, but enables to manage clusters. And the bare metal management actually is integrated into this interface and provides provides very smooth user experience. A zone operator, you need to add or enrolled governmental hosts pretty much the same way you add cloud credentials for any other for any other providers for any other platforms. >>Excellent. I mean, Oleg, it sounds really interesting. Would you be able to share some kind of demo with us? It be great to see this in action. Of >>course. Let's let's see what we have here. So, >>uh, thank you. >>Uh, so, first of all, you take a bunch of governmental service and you prepare them, connect and connect them to the network is described in the dogs and bootstrap container cloud on top of these, uh, three of these bare metal servers. Uh, once you put through, you have the container cloud up and running. You log into the u I. Let's start here. And, uh, I'm using the generic operator user for now. Its's possible to integrate it with your in the entity system with the customer and the entity system and get real users there. Mhm. So first of all, let's create a project. It will hold all off our clusters. And once we created it, just switched to it. And the first step for an operator is to add some burr metal hosts of the project. As you see it empty, uh, toe at the berm. It'll host. You just need a few parameters. Uh, name that will allow you to identify the server later. Then it's, ah, user name and password to access the IBM. My controls off the server next on, and it's very important. It's the hardware address off the first Internet port. It will be used to remotely boot the server over network. Uh, finally, that Z the i p address off the i p m i n point and last, but not the least. It's the bucket, uh, toe Assign the governmental host to. It's a label that is assigned to it. And, uh, right now we offer just three default labels or buckets. It's, ah, manager, manager, hosts, worker hosts and storage hosts. And depending on the hardware configuration of the server, you assign it to one of these three groups. You will see how it's used later in the phone, so note that least six servers are required to deploy managed kubernetes cluster. Just as for for the cloud providers. Um, there is some information available now about the service is the result of inspection. By the way, you can look it up. Now we move. Want to create a cluster, so you need to provide the name for the cluster. Select the release off Dr Enterprise Engine and next next step is for provider specific information. You need to specify the address of the Class three guy and point here, and the range of feathers is for services that will be installed in the cluster. The user war close um kubernetes Network parameter school be changed as well, but the defaults are usually okay. Now you can enable or disable stack light the monitoring system for the Burnett's cluster and provide some parameters to eat custom parameters. Uh, finally you click create to create the cluster. It's an empty cluster that we need to add some machines to. So we need a least three manager notes. The form is very simple. You just select the roll off the community snowed. It's either manager of worker Onda. You need to select this label bucket from which the environmental hospital we picked. We go with the manager label for manager notes and work your label for the workers. Uh, while question is deploying, let's check out some machine information. The storage data here, the names off the disks are taken from the environmental host Harbor inspection data that we checked before. Now we wait for servers to be deployed. Uh, it includes ah, operating system, and the government is itself. So uh, yeah, that's that's our That's our you user interface. Um, if operators need to, they can actually use Dr Enterprise Container Container cloud FBI for some more sophisticated, sophisticated configurations or to integrate with an external system, for example, configuration database. Uh, all the burr mental tasks they just can be executed through the carbonated C. P. I and by changing the custom resources customer sources describing the burr mental notes and objects >>Mhm, brilliant. Well, thank you for bringing that life. It's always good. Thio See it in action. I guess from my understanding, it looks like the operators can use the same tools as develops or developers but for managing their infrastructure, then >>yes, Exactly. For example, if you're develops and you use lands, uh, to monitor and manage your cluster, uh, the governmental resources are just another set of custom resources for you. Uh, it is possible to visualize and configure them through lands or any other developer to for kubernetes. >>Excellent. So from what I can see, that really could bridge the gap, then between infrastructure operators on develops and developer teams. Which is which is a big thing? >>Yes, that's that's Ah, one of our aspirations is to unify the user experience because we've seen a lot of these situations when infrastructure is operated by one set of tools and the container platform uses agnostic off it end users and offers completely different set of tools. So as a develops, you have to be proficient in both, and that's not very sustainable for some developers. Team James. >>Sure. Okay, well, thanks for covering that. That's great. E mean, there's obviously other container platforms out there in the market today. It would be great if you could explain only one of some of the differences there and in how Dr Enterprise Container Cloud approaches bare metal. >>Yeah, that's that's a That's an excellent question, Jake. Thank you. So, uh, in container cloud in the container Cloud Burr Mental management Unlike another container platforms, Burr metal management is highly and is tightly integrated in the in the product. It's integrated on the U and the A p I, and on the back and implementation level. Uh, other platforms typically rely on the user to provision in the ber metal hosts before they can deploy kubernetes on it. Uh, this leaves the operating system management hardware configuration hardware management mostly with dedicated infrastructure greater steam. Uh, Dr Enterprise Container Cloud might help to reduce this burden and this infrastructure management costs by just automated and effectively removing the part of responsibility from the infrastructure operators. And that's because container cloud on bare metal is essentially full stack solution. It includes the hardware configuration covers, operating system lifecycle management, especially, especially the security updates or C e updates. Uh, right now, at this point, the only out of the box operating system that we support is you, Bhutto. We're looking to expand this, and, as you know, the doctor Enterprise engine. It makes it possible to run kubernetes on many different platforms, including even Windows. And we plan to leverage this flexibility in the doctor enterprise container cloud full extent to expand this range of operating systems that we support. >>Excellent. Well, Oleg, we're running out of time. Unfortunately, I mean, I've thoroughly enjoyed our conversation today. You've pulled out some excellent points you talked about potentially up to a 30% performance boost up to 60% density boost. Um, you've also talked about how it can help with specialized hardware and make this a lot easier. Um, we also talked about some of the challenges that you could solve, obviously, by using docker enterprise container clouds such as persistent storage and load balancing. There's obviously a lot here, but thank you so much for joining us today. It's been fantastic. And I hope that we've given some food for thoughts to go out and try and deployed kubernetes on Ben. It'll so thanks. So leg >>Thank you for coming. BJ Kim

>>live from Miami, Florida It's the Q covering. IBM is data in a I forum brought to you by IBM. >>Welcome back to the port of Miami, everybody. We're here at the Intercontinental Hotel. You're watching the Cube? The leader and I live tech covered set. Daubert is here. He's the vice president of data and I and a I and the chief data officer of cloud and cognitive software. And I'd be upset too. Good to see you again. >>Good. See, Dave, thanks for having me >>here. The data in a I form hashtag data. I I It's amazing here. 1700 people. Everybody's gonna hands on appetite for learning. Yeah. What do you see out in the marketplace? You know what's new since we last talked. >>Well, so I think if you look at some of the things that are really need in the marketplace, it's really been around filling the skill shortage. And how do you operationalize and and industrialize? You're a I. And so there's been a real need for things ways to get more productivity out of your data. Scientists not necessarily replace them. But how do you get more productivity? And we just released a few months ago, something called Auto A I, which really is, is probably the only tool out there that automates the end end pipeline automates 80% of the work on the Indian pipeline, but isn't a black box. It actually kicks out code. So your data scientists can then take it, optimize it further and understand it, and really feel more comfortable about it. >>He's got a eye for a eyes. That's >>exactly what is a eye for an eye. >>So how's that work? So you're applying machine intelligence Two data to make? Aye. Aye, more productive pick algorithms. Best fit. >>Yeah, So it does. Basically, you feed it your data and it identifies the features that are important. It does feature engineering for you. It does model selection for you. It does hyper parameter tuning and optimization, and it does deployment and also met monitors for bias. >>So what's the date of scientists do? >>Data scientist takes the code out the back end. And really, there's some tweaks that you know, the model, maybe the auto. Aye, aye. Maybe not. Get it perfect, Um, and really customize it for the business and the needs of the business. that the that the auto A I so they not understand >>the data scientist, then can can he or she can apply it in a way that is unique to their business that essentially becomes their I p. It's not like generic. Aye, aye for everybody. It's it's customized by And that's where data science to complain that I have the time to do this. Wrangling data >>exactly. And it was built in a combination from IBM Research since a great assets at IBM Research plus some cattle masters at work here at IBM that really designed and optimize the algorithm selection and things like that. And then at the keynote today, uh, wonderment Thompson was up there talking, and this is probably one of the most impactful use cases of auto. Aye, aye to date. And it was also, you know, my former team, the data science elite team, was engaged, but wonderment Thompson had this problem where they had, like, 17,000 features in their data sets, and what they wanted to do was they wanted to be able to have a custom solution for their customers. And so every time they get a customer that have to have a data scientist that would sit down and figure out what the right features and how the engineer for this customer. It was an intractable problem for them. You know, the person from wonderment Thompson have prevented presented today said he's been trying to solve this problem for eight years. Auto Way I, plus the data science elite team solve the form in two months, and after that two months, it went right into production. So in this case, oughta way. I isn't doing the whole pipeline. It's helping them identify the features and engineering the features that are important and giving them a head start on the model. >>What's the, uh, what's the acquisition bottle for all the way as a It's a license software product. Is it assassin part >>of Cloudpack for data, and it's available on IBM Cloud. So it's on IBM Cloud. You can use it paper use so you get a license as part of watching studio on IBM Cloud. If you invest in Cloudpack for data, it could be a perpetual license or committed term license, which essentially assassin, >>it's essentially a feature at dawn of Cloudpack for data. >>It's part of Cloudpack per day and you're >>saying it can be usage based. So that's key. >>Consumption based hot pack for data is all consumption based, >>so people want to use a eye for competitive advantage. I said by my open that you know, we're not marching to the cadence of Moore's Law in this industry anymore. It's a combination of data and then cloud for scale. So so people want competitive advantage. You've talked about some things that folks are doing to gain that competitive advantage. But the same time we heard from Rob Thomas that only about 4 to 10% penetration for a I. What? What are the key blockers that you see and how you're knocking them >>down? Well, I think there's. There's a number of key blockers, so one is of access to data, right? Cos have tons of data, but being able to even know what data is, they're being able to pull it all together and being able to do it in a way that is compliant with regulation because you got you can't do a I in a vacuum. You have to do it in the context of ever increasing regulation like GDP R and C, C, P A and all these other regulator privacy regulations that are popping up. So so that's that's really too so access to data and regulation can be blockers. The 2nd 1 or the 3rd 1 is really access to appropriate skills, which we talked a little bit about. Andi, how do you retrain, or how do you up skill, the talent you have? And then how do you actually bring in new talent that can execute what you want on then? Sometimes in some cos it's a lack of strategy with appropriate measurement, right? So what is your A II strategy, and how are you gonna measure success? And you and I have talked about this on Cuban on Cube before, where it's gotta measure your success in dollars and cents right cost savings, net new revenue. That's really all your CFO is care about. That's how you have to be able to measure and monitor your success. >>Yes. Oh, it's so that's that Last one is probably were where most organizations start. Let's prioritize the use cases of the give us the best bang for the buck, and then business guys probably get really excited and say Okay, let's go. But to up to truly operationalize that you gotta worry about these other things. You know, the compliance issues and you gotta have the skill sets. Yeah, it's a scale. >>And sometimes that's actually the first thing you said is sometimes a mistake. So focusing on the one that's got the most bang for the buck is not necessarily the best place to start for a couple of reasons. So one is you may not have the right data. It may not be available. It may not be governed properly. Number one, number two the business that you're building it for, may not be ready to consume it right. They may not be either bought in or the processes need to change so much or something like that, that it's not gonna get used. And you can build the best a I in the world. If it doesn't get used, it creates zero value, right? And so you really want to focus on for the first couple of projects? What are the one that we can deliver the best value, not Sarah, the most value, but the best value in the shortest amount of time and ensure that it gets into production because especially when you're starting off, if you don't show adoption, people are gonna lose interest. >>What are you >>seeing in terms of experimentation now in the customer base? You know, when you talk to buyers and you talk about, you know, you look at the I T. Spending service. People are concerned about tariffs. The trade will hurt the 2020 election. They're being a little bit cautious. But in the last two or three years have been a lot of experimentation going on. And a big part of that is a I and machine learning. What are you seeing in terms of that experimentation turning into actually production project that we can learn from and maybe do some new experiments? >>Yeah, and I think it depends on how you're doing the experiments. There's, I think there's kind of academic experimentation where you have data science, Sistine Data science teams that come work on cool stuff that may or may not have business value and may or may not be implemented right. They just kind of latch on. The business isn't really involved. They latch on, they do projects, and that's I think that's actually bad experimentation if you let it that run your program. The good experimentation is when you start identity having a strategy. You identify the use cases you want to go after and you experiment by leveraging, agile to deliver these methodologies. You deliver value in two weeks prints, and you can start delivering value quickly. You know, in the case of wonderment, Thompson again 88 weeks, four sprints. They got value. That was an experiment, right? That was an experiment because it was done. Agile methodologies using good coding practices using good, you know, kind of design up front practices. They were able to take that and put it right into production. If you're doing experimentation, you have to rewrite your code at the end. And it's a waste of time >>T to your earlier point. The moon shots are oftentimes could be too risky. And if you blow it on a moon shot, it could set you back years. So you got to be careful. Pick your spots, picked ones that maybe representative, but our lower maybe, maybe lower risk. Apply agile methodologies, get a quick return, learn, develop those skills, and then then build up to the moon ship >>or you break that moon shot down its consumable pieces. Right, Because the moon shot may take you two years to get to. But maybe there are sub components of that moon shot that you could deliver in 34 months and you start delivering knows, and you work up to the moon shot. >>I always like to ask the dog food in people. And I said, like that. Call it sipping your own champagne. What do you guys done internally? When we first met, it was and I think, a snowy day in Boston, right at the spark. Some it years ago. And you did a big career switch, and it's obviously working out for you, But But what are some of the things? And you were in part, brought in to help IBM internally as well as Interpol Help IBM really become data driven internally? Yeah. How has that gone? What have you learned? And how are you taking that to customers? >>Yeah, so I was hired three years ago now believe it was that long toe lead. Our internal transformation over the last couple of years, I got I don't want to say distracted there were really important business things I need to focus on, like gpr and helping our customers get up and running with with data science, and I build a data science elite team. So as of a couple months ago, I'm back, you know, almost entirely focused on her internal transformation. And, you know, it's really about making sure that we use data and a I to make appropriate decisions on DSO. Now we have. You know, we have an app on her phone that leverages Cognos analytics, where at any point, Ginny Rometty or Rob Thomas or Arvin Krishna can pull up and look in what we call E P M. Which is enterprise performance management and understand where the business is, right? What what do we do in third quarter, which just wrapped up what was what's the pipeline for fourth quarter? And it's at your fingertips. We're working on revamping our planning cycle. So today planning has been done in Excel. We're leveraging Planning Analytics, which is a great planning and scenario planning tool that with the tip of a button, really let a click of a button really let you understand how your business can perform in the future and what things need to do to get it perform. We're also looking across all of cloud and cognitive software, which data and A I sits in and within each business unit and cloud and cognitive software. The sales teams do a great job of cross sell upsell. But there's a huge opportunity of how do we cross sell up sell across the five different businesses that live inside of cloud and cognitive software. So did an aye aye hybrid cloud integration, IBM Cloud cognitive Applications and IBM Security. There's a lot of potential interplay that our customers do across there and providing a I that helps the sales people understand when they can create more value. Excuse me for our customers. >>It's interesting. This is the 10th year of doing the Cube, and when we first started, it was sort of the beginning of the the big data craze, and a lot of people said, Oh, okay, here's the disruption, crossing the chasm. Innovator's dilemma. All that old stuff going away, all the new stuff coming in. But you mentioned Cognos on mobile, and that's this is the thing we learned is that the key ingredients to data strategies. Comprised the existing systems. Yes. Throw those out. Those of the systems of record that were the single version of the truth, if you will, that people trusted you, go back to trust and all this other stuff built up around it. Which kind of created dissidents. Yeah. And so it sounds like one of the initiatives that you you're an IBM I've been working on is really bringing in the new pieces, modernizing sort of the existing so that you've got sort of consistent data sets that people could work. And one of the >>capabilities that really has enabled this transformation in the last six months for us internally and for our clients inside a cloud pack for data, we have this capability called IBM data virtualization, which we have all these independent sources of truth to stomach, you know? And then we have all these other data sources that may or may not be as trusted, but to be able to bring them together literally. With the click of a button, you drop your data sources in the Aye. Aye, within data. Virtualization actually identifies keys across the different things so you can link your data. You look at it, you check it, and it really enables you to do this at scale. And all you need to do is say, pointed out the data. Here's the I. P. Address of where the data lives, and it will bring that in and help you connect it. >>So you mentioned variances in data quality and consumer of the data has to have trust in that data. Can you use machine intelligence and a I to sort of give you a data confidence meter, if you will. Yeah. So there's two things >>that we use for data confidence. I call it dodging this factor, right. Understanding what the dodging this factor is of the data. So we definitely leverage. Aye. Aye. So a I If you have a date, a dictionary and you have metadata, the I can understand eight equality. And it can also look at what your data stewards do, and it can do some of the remediation of the data quality issues. But we all in Watson Knowledge catalog, which again is an in cloudpack for data. We also have the ability to vote up and vote down data. So as much as the team is using data internally. If there's a data set that had a you know, we had a hive data quality score, but it wasn't really valuable. It'll get voted down, and it will help. When you search for data in the system, it will sort it kind of like you do a search on the Internet and it'll it'll down rank that one, depending on how many down votes they got. >>So it's a wisdom of the crowd type of. >>It's a crowd sourcing combined with the I >>as that, in your experience at all, changed the dynamics of politics within organizations. In other words, I'm sure we've all been a lot of meetings where somebody puts foursome data. And if the most senior person in the room doesn't like the data, it doesn't like the implication he or she will attack the data source, and then the meeting's over and it might not necessarily be the best decision for the organization. So So I think it's maybe >>not the up, voting down voting that does that, but it's things like the E PM tool that I said we have here. You know there is a single source of truth for our finance data. It's on everyone's phone. Who needs access to it? Right? When you have a conversation about how the company or the division or the business unit is performing financially, it comes from E. P M. Whether it's in the Cognos app or whether it's in a dashboard, a separate dashboard and Cognos or is being fed into an aye aye, that we're building. This is the source of truth. Similarly, for product data, our individual products before me it comes from here's so the conversation at the senior senior meetings are no longer your data is different from my data. I don't believe it. You've eliminated that conversation. This is the data. This is the only data. Now you can have a conversation about what's really important >>in adult conversation. Okay, Now what are we going to do? It? It's >>not a bickering about my data versus your data. >>So what's next for you on? You know, you're you've been pulled in a lot of different places again. You started at IBM as an internal transformation change agent. You got pulled into a lot of customer situations because yeah, you know, you're doing so. Sales guys want to drag you along and help facilitate activity with clients. What's new? What's what's next for you. >>So really, you know, I've only been refocused on the internal transformation for a couple months now. So really extending IBM struck our cloud and cognitive software a data and a I strategy and starting to quickly implement some of these products, just like project. So, like, just like I just said, you know, we're starting project without even knowing what the prioritized list is. Intuitively, this one's important. The team's going to start working on it, and one of them is an aye aye project, which is around cross sell upsell that I mentioned across the portfolio and the other one we just got done talking about how in the senior leadership meeting for Claude Incognito software, how do we all work from a Cognos dashboard instead of Excel data data that's been exported put into Excel? The challenge with that is not that people don't trust the data. It's that if there's a question you can't drill down. So if there's a question about an Excel document or a power point that's up there, you will get back next meeting in a month or in two weeks, we'll have an e mail conversation about it. If it's presented in a really live dashboard, you can drill down and you can actually answer questions in real time. The value of that is immense, because now you as a leadership team, you can make a decision at that point and decide what direction you're going to do. Based on data, >>I said last time I have one more questions. You're CDO but you're a polymath on. So my question is, what should people look for in a chief data officer? What sort of the characteristics in the attributes, given your >>experience, that's kind of a loaded question, because there is. There is no good job, single job description for a chief date officer. I think there's a good solid set of skill sets, the fine for a cheap date officer and actually, as part of the chief data officer summits that you you know, you guys attend. We had were having sessions with the chief date officers, kind of defining a curriculum for cheap date officers with our clients so that we can help build the chief. That officer in the future. But if you look a quality so cheap, date officer is also a chief disruption officer. So it needs to be someone who is really good at and really good at driving change and really good at disrupting processes and getting people excited about it changes hard. People don't like change. How do you do? You need someone who can get people excited about change. So that's one thing. On depending on what industry you're in, it's got to be. It could be if you're in financial or heavy regulated industry, you want someone that understands governance. And that's kind of what Gardner and other analysts call a defensive CDO very governance Focus. And then you also have some CDOs, which I I fit into this bucket, which is, um, or offensive CDO, which is how do you create value from data? How do you caught save money? How do you create net new revenue? How do you create new business models, leveraging data and a I? And now there's kind of 1/3 type of CDO emerging, which is CDO not as a cost center but a studio as a p N l. How do you generate revenue for the business directly from your CDO office. >>I like that framework, right? >>I can't take credit for it. That's Gartner. >>Its governance, they call it. We say he called defensive and offensive. And then first time I met Interpol. He said, Look, you start with how does data affect the monetization of my organization? And that means making money or saving money. Seth, thanks so much for coming on. The Cube is great to see you >>again. Thanks for having me >>again. All right, Keep it right to everybody. We'll be back at the IBM data in a I form from Miami. You're watching the Cube?

>>live from Boston, Massachusetts. It's the Q covering I. F s World Conference 2019. Brought to you by I. F. S. >>Welcome back to Boston, everybody. You're watching The Cube. The leader in live tech coverage is Day one coverage of the I. F s World Conference. Darren Russo's here is the CEO of F S Darren. Thanks for coming back in the Cube. Great TV again. So last year was your first year. He was kind of laid out your vision at the World Conference. How's progress? >>Yeah, Look, it's going incredibly well. We were really focused on how we go from being a pretty fragment of global business to being, you know, an integrated business where we were able to operate. You know, its scale globally in a very homogenous way, where the customer experience was the same, irrespective where they engaged with us. And, you know, we've made a tremendous amount of progress with it, So you know, the business is growing really strongly. Net revenues up 22% year on year. I lost its revenues up 40% year on year are clouds up in the triple digits, so you know it's tough to be critical of how it's going so far. >>That's great, Great. You're growing faster than your peers. I think the stat was you gave us three Ex factory except in the industry would be awesome. Is that means that your primary benchmark do you want? You want to gain share? You want to go faster than the big whales, I presume. I >>think two things One is customer satisfaction, we believe, is the key indicator of long term success. S O. You know, we're the number one ranked European efforts. Salmon gotten appearance sites. That's that is and always will be my number. One metric. Can we be way the number one from a customer satisfaction perspective? And then I believe the revenue stats will follow and you know that's where we are. So certainly, if you look at our our core peers, the big G R P vendors, all of them are flat on. Dhe were growing 20 ships since >>one of the things you mentioned in your Cube interview last year was one of the things that you wanted to focus on was I'll call regional alignment. Paul and I used to work for I D. G. I worked for I. D. C. You were editor in chief of Computer World. We work for a company, had more offices overseas and IBM, and it was really hard to herd the cats. And that was one of the things that you cited. Have you been able to get people generally poor or at the same time? And how has that affected your business? Yeah. Look, I >>think the big challenge before I arrived was that there wasn't really a strategy of global strategy for the business. My face had a way of working and there was a strong culture, but there wasn't really a strategy. And obviously it's difficult to be critical of people when they not following the strategy when there isn't one s o. You know, Step one was really making sure that we had a strategy on DDE that was really about being focused on the five industries that we focused on, focused on three solutions on dhe focused on the six segments of customer, which is half a 1,000,000,000 to 5 billion. So now, globally, you know, irrespective the office that you go to, um anywhere in the world, they're focused on those five industries they focused on those three solutions and they're focused on their customer segments. So it helps me. P. M >>I said during our preview video video this morning that I've been around this industry as long as I f s has, until last year had never even heard of it. Is that just me being clueless? There's something there >>that we were just saying before we started that we're the definitely the biggest software business you've never heard of. Um, and and and that's common, I think, you know, we were There are a couple of factors. One is that the business was very European centric. Andi didn't really engaged in a tremendous amount of marketing and media prison. So, you know, those are elements that, you know, I think we're doing a better job off now, But we have a long way to go. The challenge that we have is that where we compete, we win when we get in and were able to tell our story, and we're able to show the value we win. We just don't get into as many deals as we need to. And that's the challenge we have. >>Yeah, there was a lot of talk this morning about the importance of those five pillars of those five industries. If you're going to become the next S A P, you're gonna have to branch out beyond that. What is your thinking about diversify >>becoming the next? They say he is definitely not my ambition, You know, I think way remain focused on customer satisfaction. And, you know, I think that there's a there's a difference. Whatever it is leading them, it's not customer satisfaction. You worked >>there for four years. >>I worked there for four years. I know. I think the big thing for me is is that we've got to stay focused on their customer voice. They focused on what delivers value for our customers beyond just the rhetoric and hyperbole. You know, I think when you when you listen to a lot of the complexity that our customers are facing today, any customers are facing. Companies are facing increasingly disruptive times, and the tech industry is making life more difficult for them. The more best of breed solutions get both. The more fragments that potential the landscape is, the more complex it becomes for customers if they have to try and figure out. How do we integrate these things and derive value from this highly fragmented landscape? So you know, we're trying to solve that problem. How do we make it easier for customers to challenge in their industry? And that's where this whole for the challenges has check comes from. How do we help him to be disruptive in their industry? Have competitive advantage? >>That seems to be a sort of a fundamentally different thing about your approach, though. Is this focus on those vertical industry's most e r P companies did not do that. Is that something that is core to your values? >>Look, I >>think what we recognize is that as you move to the cloud, you have to drive to standard. That's just the reality of going to the cloud on what's happening for the horizontal E. R B vendors. So the locks of ASAP and Oracle is that they have one e r P solution that fits every industry. So if it's good for health insurance and it's good for a bank, then it's difficult to really get your head around the fact that it could be good for a defense manufacturer, but the functional requirements is simply vastly different on that means that you have to customize them. If you have to customize that, they can go to the cloud. So what we believe is that you have to have this vertical specialization, the five industries that we serve us all. A lot of commonality in the process is that they use. And that's why that vertical strategy is so key to our success. So you won't see us going into financial service is, or health care or retail worth that core application. We may in time in many years to come branch out. That will be a different solutions. >>So your tailor, that app for that module for that industry, Yes, just go deep, deep functionality. You're known for that, but at the same time you're also messaging. You want your customers to be able to tailor this for their environment. So square that circle for me. >>So I think when we talk about a choice and and I think tailoring is the wrong word, we talk about choice. We're talking about choice of deployments on Prem or in the cloud choice of customer choice of partner, rather who they're going to deploy with on Dhe, then The solution is really an industry solution that comes with that functional death. And we don't we don't advocate their customers customized that all. We really don't want them to customize it. What we explain to them in some detail is that the real value comes from adopting the solution for two standard and staying on a vanilla application. Because that vanilla application, you're going to be able to withstand future upgrades, the total cost of ownership gets lower. The processes that are embedded in that application or best of breed at the box. That's what they're intended to do, and that works when you have a vertical application. When you have a horizontal application and you're trying to have a do things that it shouldn't naturally be doing, that becomes company. >>Well, correct me if I'm wrong, but wasn't that essentially the message ASAP had when it went through? It's hyper growth in the late nineties. I mean, there was a Y two k thing there, too, but ah, lot of the message was around. Do it our way and and then you don't have to get stuck in a rut, >>So I think that when it came out with that generation of application. That certainly was what they had hoped would happen. But what happened in practice is that the system integrators came in and the whole business process reengineering explosion happened on Dhe. That's not how it how it manifested itself. So what you see is, you see, he's very large, monolithic ASAP applications that were customized over in some cases decades, not not. You know, if a customer is deploying for two standard, then they should be able to deploy in a period mission. In weeks, we spoke about our deployment with Racing Point. If one team and going live in 12 weeks, you know, we're a 700 million global business. We deployed a knife s in 24 weeks. You know, if a customer's deploying for two standard, it's measured in weeks. As soon as they start to talk about two years or three years or five years or seven years there, customizing the solution significantly. Yeah, I >>mean, it became just sort of a perpetual upgrade, maintenance and up for the time it had a business impact. But boy, you think a cloud today agility, you know, getting rid of waterfall approaches, Missus. Antithetical to today's Look >>what I don't point fingers here. I think that this just maturity come with experience. The line of business applications you'll see our EMS and your HR solutions have taught people that you can, if you think about this is look at sea. Are Emma's an example? You had Siebel before people would implement stable. They would customize Siebel that would take long implementations. They were highly bespoke applications and then sells. Force came along and just destroyed them, and they destroyed them. Because what people learned very quickly was that there was a really easy to consume, really easy to use application that functionally might be inferior. But the compromises that you'd make from a functionality perspective will weigh, outweighed by their time to value in ease of use. And and the learnings from CR mnh are in procurement. Those line of business applications have now being backed into in the e. R. P >>world. So in terms of capital allocation, you're owned by private equity, which is actually a public company. I'm interested in how you're allocating capital R and D, where you're where your emphasis is. You don't have to you have to do stock buy back, but, you know, describe the P relationship. >>So look, one of my learning's to see survive this is that not all private equity firms or equal they have different strategies are very fortunate to be with Ekiti, who are a growth investor. They're known as a growth investor on dhe, and they buy companies that are strong growth tech firms on dhe. They've been hugely supportive of us investing because they understand that the investment in technology is important. So, you know, just looking at some detail today we invest twice as much in R and D as we did three years ago, just to give you, you know, one data point. So there's a big focus on technology, and the thing is, is that we we have to invest in technology to drive those attributes that are discussed earlier. How do we How do we enable customers to adopt a solution? It's a standard so they can go alive quicker. How do we enable customers to be able to sit down in the front of the application like we do with the mobile phone and intuitively know how to use it? How do we reduce the total cost of ownership through automation. Those are capabilities that you know that they don't come for free. We have to invest in them. So big investments in technology. And >>I think the private equity guys, at least the modern ones, have realized Why should the V. C's have all the fun they realize? Hey, we can actually put some money in tow and the transforming we can have a bigger exit and actually make much better returns than sucking the company drive. Yeah, well, look, I think the other >>thing is is that you know, in public companies, you have the downside off. You know this this courtly metric Ondas quarterly cadence. Andi, you see very compromising decisions being made because you know, people can't afford to miss 1/4. There's no long term planning that's done on dhe. That's fundamentally not the case and the private equity world, you know, not unusual now for four p firms to hold companies for 5678 years on, and that allows you to take a very long term strategic view. If if if a shift from perpetual to subscription is the right thing to happen, they can do that without worrying that, you know, because of the definite earnings are revenue that you're going to get caned by the market next quarter. Andi. I think that that needs to, I think, better decision making for the long term. >>A lot of companies are struggling. >>If you have the right P for because you get bought by the firm of events, you want to go public. But the the you said something this morning that 50% of your customers each year or net knew, How are you pulling that off >>That 50% of our license revenue? Eso way we went about 300 odd new customers a year. Obviously, that's growing, as I said, you know, 40%. But you know, it's ah, I think, having done this for 25 years, there are companies that are or good at extracting revenue from their installed based. One of the analysts here has as a hashtag wallet Fracking is what do you think It's such a great So you know, they're good at Wallick fracking and and I think the customers that that our customers off those vendors know exactly who they are and you know I think that for us to that the fact that we're able to go out and win 50% of our license revenue from net new name customers, I think is a really strong indicator of the health of the business. It's much harder to do than just extracting revenue out of the install base. You know, we don't have a compliance practice. We've never charged a customer for you in direct access. You know, these are principles that we stand by, and it's easier to say that your customer centric on get 80% of your revenue, have your installed base because you're doing compliance rounds. But, you know, we put our money where our mouth is, and that's not that's not how we do it. >>Are these net new customers? Are they? Are they migrating from QuickBooks or they migrating from a Competitors >>know, because of the segment that we're in this half a 1,000,000,000 to 5 billion? I would say the majority of them are what I would call first generation the Rp solution. So you know you're talking about you know, the original generation of Microsoft's acquisitions, the divisions and the eggs actors and the Solomon's and so on on. And then, you know, it's a P R two and our three customers you're talking about customer sitting on, you know, the solutions that in for hoovered up the matrix B picks type customers, ace 400 customers. So they're you know, they're first generation your P solutions that simply don't have the flexibility to deal with the complexity and demands of modern business world. >>From 2009 about 2017 I f. S was pretty inquisitive and then just actually, I was gonna ask you >>when I started, you stopped >>it, right? But then, you know, today you announced an extra small acquisition, But how should we think about M and a >>look? The first year for me was really about trying to build a functional business. You know, we spoke about how fragmented this really hit to Jenna's business. Andi just occurred to me. You know, if we go out and we start to buy things, how do we integrate them into a business that's completely fragments? And you know, it had no identity or culture. So, you know, the last year has been focused on how do we build their common understanding of what it is that we're doing. We now have a very clear strategy. Five industries, three solutions, one segment. And you know, when you when you have that clarity of vision that it's really easy to guard and do him and I because you know what fits and what doesn't fit, you can understand exactly how you're gonna build value for customers on dhe. That's why the S t a deal is so good for us. Because we're now the undisputed leader in field service management, you know, 8000 our customers globally, which is way more than anybody else. Scott, Andi, you know, you should absolutely expect more from us. But it will be in the five industries, three technology segments and one customers. Isaac. >>Well, in the A p I enablement should obviously facility. >>Absolutely. I mean, I was just with a partner of ours now, and they have this amazing augmented reality solution. You know, it will be a combination of off going out there to build market, share a cz well, as finding you know, really innovative solutions that can help us advance the technology that we provide customers. >>You have a new slogan this year for the challengers, which seems to be aimed at companies that that imagine themselves as challenging the Giants, which is great. But if you're not a company that season sees themselves that way. Are the studies level home with I have s Look, >>I I think I was with a group of CEOs from one of the big analyst rooms, and they had the portfolio companies and their private equity firm and analysts that CEOs of the companies are having a conversation with him about digital transformation. And I I made a rather provocative statement which, you know, got unanimous agreement, which is that all of the CEOs there with either in an industry that was being disrupted and we're trying to figure out how they respond to that disruption or they would soon not every job and they all acknowledge that they absolutely fit into that category. In other words, all of them were being disrupted. All of them were facing a challenge. It was kind of like, you know, if it is happening to all of us at a more rapid pace than we have ever had before. So my view is, is that you know if if you're in the room and you're going, you know, if it's might not be for us because we're not a challenger. Yeah, The lights may not be on >>for Long s o double click on that. What role does I s play in terms of digital transformation? >>If I could just hold on there because the thing is, there are leaders in Mama, there challenges. And there are leaders. The leaders typically are gonna go with seif solution. They're gonna go with one of the legacy our peace. So I'm not suggesting that everybody necessarily is a challenger. There are leaders, you know, Nokia was a leader until they weren't because they were complacent. Andi, I think they you know, they didn't run on I office. So, you know, I think there are two segments. There are leaders and there are challenges, and we're there for the ones that are ready to disrupt. Sorry. >>Please clarify that. No. Good. So So get back to it. Sort of digital transformation and disruption. What do you see? Is the role of AARP generally, but specifically I f s. >>Look, I think we digital information. A lot of discussion about it on the stage this morning. I've just touched on it now. I think that it takes very different forms. What most industries are finding is that they're facing a lot of non traditional competition and they're having to innovate around their business models. They can't going to market in the same way as they did before. They're having to innovate because of this non traditional competition. Andi. Understanding your your customer's understanding, your your staff, understanding your supply chain understanding your financials are all critical parts of being able to respond to whatever their changes, and that's where the RP solution comes into it. I think there's an interesting challenge now, which is that as those applications have become more fragmented and you've got more based debris cloud applications Ah, lot of the value often E. R P was that you had this integrated set of applications that you had this one source of the truth andan. Fortunately for many customers today, they don't have that because they've got import all of these best of breed applications and they don't have one source of the truth that multiple invoices made it multiple versions of their customer in the databases. Andi we still stand for a single integrated the r p. So, you know, I think understanding those elements of your businesses key. I was with a customer of ours in Nebraska a short while ago, and they were talking about our existing office customer. They were talking about the steel import duties that were imposed through the trade war with China. And they were saying, Look, that they had been able to respond to that in a way that they had good visibility of the supply chain, who was improved, imposing the tariffs, how they were going to impact them when they were going to impact them. And because they had this integrated Siara AARP. They were able to pass those pricing changes onto their customers, and they survived this. What could have been a cataclysmic event for their business had they not had an integrated your pee? They not being able to have this visibility into the supply chain and the customer base. They may well have gone out of business just because of that one change >>to meet all day and all comes back to the data, putting their putting data at the core of their business. That integrated data pipeline is essentially what they get out of that last question. So thinking about the next 18 to 24 months, what are the milestones that observers should look for? One of the barometers that we should be watching. >>So look, in the next two years, it's it's really about us building incremental scale. We have, ah, four year plan, which I built when I came in. We're halfway through that plan. We've hit all of the metrics and exceeded most the metrics that we had on their plan. It's really continue to focus on the strategy. As I said, we focus on those five industries, continue to build market share, continue to focus on those three solution types and build market share and market dominance on those three solutions. Andi in that segment that I defined before, so no change from a strategy perspective. I think there's really value in the consistency that we bring on on their talk track and, you know, along the way we passed the $1,000,000,000 mark, which we will do, I think, in 2021 organically if we accelerate, some of the money will pass the 1,000,000,000 before, but you know business. The margins continue to expand. We focus on customer satisfaction and, you know, it's a It's a pretty straight, you know, traditional prey book that we have to execute on now. >>Well, congratulations. It's a great playbook, and you're growing very nicely. So love that. Look, we really an honor to the last couple of years. Learn a little bit about the company in your industry. So appreciate meeting you guys. Thank you. All right. And thank you for watching over right back with our next guest. Ready for this short break day Volonte with Paul Gill in. You're watching the Cube from I f s World Conference from Boston 2019 right back.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum, World 2019 brought to you by VM Wear and its ecosystem partners. >> Welcome back. We're here! Mosconi North for VM World 2019 10th Year of the Cube covering VM World. I'm stupid and my co host is John Troyer. And welcome to the program to guest from Del Technologies. Sitting to my right is Tender, my Mondal, who's the director of storage solutions and sitting to his right is David when the senior director of server, product planning and management also with Dell. Gentlemen, thanks so much for joining us. All right, so we've got server and storage and talk about something that we've been talking about for a while on the server side been delivered for a bit and on the storage side is now rolling out. So everybody's favorite topic. Nonviolent till memory express or envy me as it rolls off the tongue storage class memory, or SCM and lots of other things, you know, down there, really helping a big, transformational wave that, you know, we really changes how our applications interact with the infrastructure channel, you know, bring us up to date on the latest. >> Sure on, let's start where you ended. We're seeing explosion off applications, right? And in fact, in mornings, keynote. Bad girl singer had a stocky speaks. There are 352 million enterprise applications today. On it will be 792 million in three years. Now, as the applications are growing exponentially, we cannot keep growing the infrastructure at that rate, So N v m e is the way we can consolidate it. Ah, lot off the infrastructure. If we can think about in tow and envy, Emmy starting from the server in fear me off our fabric through the stories area down, toe the back end with envy Emmy necessities. This actually can put together a great platform where you can consulate it. Ah, lot off the applications and delivering the high performance low latency that will need while meeting video surfaced level objectives so we can go over a little bit off the details, but I think it all starts from envy me over fabric coming from the server to the story, Ari. So probably like that's the fourth step we need to consider >> David. Do You know, I love this discussion when we get to talk at the application later because, you know, Flash changed the market a lot. You know, it's like, you know, much better energy, and it's much faster, Anything. But you know, this inflection point that we're talking about for application modernization, you know, envy me is one of those enablers there and something they know your team's been working on >> for a while. Yeah, actually, on the power each side we've been, You know, we've been embracing the benefits of enemy for quite some so many years now, right? We start out by introducing enemy in our 12 generations servers, you know, frontloaded hot, serviceable drives. And then, of course, we branch out from there on in today, you know, Ah, a lot of the servers from a Polish family all support enemy devices. So the benefit there is really giving customer choices in terms of what kind of storage kind of cheering they wanted, you know, for the applications needs. Right now, one of things that's great about, you know, enemy over fabric is it's more than just a flash storage itself. It's about enabling the standards, you know, across the host across the data fire Break down to the storage really to deliver on the overall performance that you know the applications of needs and buy, you know, improving I ops and lower late, Easy overall, from a server perspective, this just means that we're releasing more CPU cycles back into the application so that they can run different types of workloads. And for us, this is this is a great story from power. Just was from Power Macs and coming together to enable this Emmy, Emmy or fabric. >> You know, I'm I'm I'm kind of slow about some of these things, but if you kind of squint at the history and, you know, we went from the PC revolution and then we had, you know, we had Sands and raise right and we had we had centralized toward shared storage last couple of years, a lot of interest and stale right hyper converged. And you had a You had a lot of pizza boxes with the storage right there. It's I mean, I now think right and I'm following the threat, I think which is now that where we now can have ah, Iraq with again a fabric and and again, now we can We can focus on our envy me storage over our envy me over fabric driven, solid state storage somewhere below my servers that are that are doing handling compute somewhere else. Is that that the future we're headed towards now >> Yes. I mean, everything has its place. But to give you the perspective, right? It's not just, I mean coming down to the storage area, but how This is enough bling, the future storage as well. And the storage class memory is the perfect example. And as Defeat said, let's take power, Max, as an example, right. Eso in power Max, you can It is like entrant, envy me ready like you get envy emi over Fabrica de front end But then we have n v m E s s trees in the back end. The thing is now it is also the N v m e is enabling technologies like stories class memory which is bringing in very high performance, very less latency Latency is going down in the order off like tents off microseconds. Now this is as close as you can get. Tow the like Dedham with persistent story. However, you need a balance. This is like order of magnitude are costlier. Now you got bar Max. What we're doing in terms of first, it's envy me. Done right? What do you mean by that? You have, like, Marty controller architectures that can actually do this level of parallel processing and our concurrency. And then we have bought, like, ECM for storage, class, memory and envy, Emmy essences. And we're doing intelligent tearing best on the built in mission learning engine that we have. And it is looking at 40 million data sets. Really time to decide. Like which sort of walk lords should go on this same drives which should go on and the M. E s estates. And on top of it, you add quality of service. So this platform gives you are service level objectives. You can choose from diamond, platinum, gold, silver or bronze, and you can consulate it. Ah, lot off those 352 million different types of applications on this area guaranteeing you are going to meet all off your SL s, no matter what type of applications they were consolidated into. >> Okay, I'm wonder if you could boast. You know bring us into what this means for VM wear customers and break it into two pieces. One is kind of a traditional virtualized shop. And secondly, you know, spend a lot of time in the keynote this morning talking about the cloud native containerized, you know, type of environment. Will there be any difference from from both of your world? >> Yeah, absolutely. I'm glad you brought that up because, you know, from from our perspective, right, what we've seen with the enablement of enemy platforms. You know, John, you brought up a very interesting point, right? It seems like you know, past couple years, we went from moving storage onto the host and now would envy me with fabric. We're actually taking the storage away from the host again. Right? And that's exactly true, because, you know, the first, the first statement you brought up stew. It's about how flash enabled different applications to run better on the host. What? We see that still right? And so what enemy? You know, we see the lower response time enabling our customers Thio run more jobs and more v ems per server. That's one aspect of it. You know, we've seen his benefit a lot of our platform today or using various different applications and solutions, and you talk about the ex rail that's a visa and story for Del. You Talk about Visa and ready notes for customers who want to build it themselves. Right platforms enabled would envy me back playing enemies. Storage allows them to use enemy or SAS sata whatever they want. But the point is, here is that when they're using every me flash, for instance, and I'll talk a little bit about the power climaxed with this all flash, uh, me back plane in a case in the study that we did with V San application running, oh ltp type of workload, we saw the response time with every me over traditional SAS, you know, from our competitors improved by 56% right, which means that from that same particular solution build out, we were able to add 44% more of'em on the platform. Now, at the same time, we increase the overall orders per minute by roughly over 600,000. Oh, pm's for that type of, uh, benchmark over our nearest competitors so that right there is the benefit that we see from my virtual eyes from, Ah, being where perspective >> on. I'll add from the storage perspective in two ways. In fact, in last vehement in a MIA, we demonstrated in tow and envy, EMI over five break up with special build off this fear supporting Envy me over fabric and stories. Class memory with envy Me drives what it gives you a regular like this fear best environment is that you have the ability to move your PM's around like the applications where the highest performance and Latin's is critical. It will be on those special service levels and special like de testers. In fact, that demonstration was like ECM did a store, and in P m E Sense media does so in the same fabric with in Bar Mexican moved things around, whether it's like regular Fibre Channel or CNN and then the other part. I want to add in the morning like we saw the announcement that now communities is built in or will be built in with the years Excite platform, right and you're sexy is bread and butter off all the storage customers that we have now with like when you consider those, uh, those things built in under this fear black from Think about, like how many applications? How many actualized workloads you can run, where that it's on premise or humor. Cloud on AWS. All of those consolidation, as well as like the performance needs while reducing your footprint does the benefit of the V M R R shops. But the PM admits are going to see from the storage site >> again. I'm not following the parts, but what kind of we're not talking about a couple of megabytes here anymore, Right? What size of parts are shipping these days? So >> So, from our perspective, up to 77 gigabyte actually start. Seven terabytes drives are available on the markets today for Envy Me Now, whether customer by those drives, you know, it depends on economic factor. But yeah, it's something that's in this available from Dell >> so on. I'll act to what David said so far in CM drives 750 gig to 1.5. Articulate a C M drives on Dwell ported often drives that will be available in the power Max Acela's 15 terabyte envy EMI assistants. So this is the capacity we're talking about. And again the Latin's is at the application level, like from the storage like you're going to see, like, less than 300 microsecond. That's the power we are bringing in with this technology to the market. >> Give >> us a >> little look forward we talked about, you know, envy me has been shipping for a bit on the servers now, really rolling out on the storage side, I saw there's a lot of started from the space. You know, one recent acquisition got guts and people talking. What? What should we be looking for from both of you over kind of the next 6 to 12 months. >> So over next to a next 6 to 12 months, he will see a lot of innovation in this case from the storage site where wth e order of magnitude. I mean, the one single Ari, I mean, today it supports, say, like, 10 million I offs less than 500 microsecond latency. Ah, I cannot give you the exact details, but within like, a short time, these numbers are going to go up by more than, like, 50%. Latency is goingto get reduced. The troop would will be driving will actually like more than double s o. You see, like a lot of these innovations and kind of like evolution in terms off the drive capacities both from the CME, drives perspective. Envy me, assess these. Those will continue to expand, leading to foster performance. Better consolidation, Uh, for all the workloads. >> Yeah, from our perspective, I mean, you know, data growth is gonna continue. We all know that, And for us, it's like designing systems based on what the customers need, what the applications needs, right. And that's why we have different types of storage available today. So for us, you know, while we're doing a lot of things from a direct attached storage perspective, customers continue to have a need for share storage. EMI over fabric just provides a better know intense story for us, really from a Power edge and Power Macs perspective. But in the future, you asked what we're going to do. Well, we see the need to probably decouple stories, class memory from the host again. And really, what's preventing us from doing today? It's really having the right fabric in place to be able to deliver to that performance level that applications needs. MM evil fabrics, fibre Channel Ethernet ice, scuzzy or I'm sorry, Infinite Band, whatever. These are some of the things that you know we're looking forward to in the future to make that that lead. All >> right, well, it's really been great to see technology that I know the people that build your products have been excited about for many years. But rolling out into the real world deployment for customers that will transform what they're doing. So for John Troyer, I'm still Minuteman back with lots more coverage here from Be enrolled 2019. Thanks for watching the Cube.

>> live from Boston, Massachusetts. It's the queue covering your red. Have some twenty nineteen brought to you by bread hat. >> Well, good afternoon. Where you might be watching us here on the Cube. We are live in Boston. Is we wrap up our coverage headed toward the homestretch? You might say of Red had Summit twenty nineteen. Want was to Mittleman. I'm John Walls. And thank you for joining us here. We're now joined by Ah, Louise, right. Bower, who was the vice president and chief technical strategists and head of innovation lab at Dinah Trees. And always good to see you today. Thanks for being with us. Hello. Thanks for having me s O software intelligence that that's your your primary focus. You've got headquarters here in the Boston area back in Austria. Tell a little bit about it. You would, Dina Trace. And I guess first off, what this news this week has met to you in terms of the release is and then maybe what you're doing in general. You know what Dina Trace is all about? >> Yes. Oh, that phrase has been around for, like quite a time. Started out as an a P M. Company. like fourteen years ago have been reinventing ourselves over and over again on DH. So we move from the traditional monitoring approach. So the innovation we had in the very beginning when we launched the first product was really would be practical, pure passer. The ability trace and went that way a lot about facing racing, like becoming super cool for micro services. So it would be like the first teacher we could be burying, doing, tracing before it was cool, like forty, fifty years ago. And then I was were involving the product more, more Skilling into bigger and bigger environments. So what's bigger and bigger mean? I remember in the beginning when we were working on environments who we're talking about, like one hundred host has a big environment like five hundred told that that's a big environment today, we say, for even one hundred thousand toast. Okay, it's a big environment, but they can't get even bigger then. The massive change was really for us five years ago, where way implemented our entire product offering, built the new Dina trays, Mr Focus, that we realize that okay, it's data and between people date and having them analyzed data is nice, but it's only getting you so far. So the more complex the replication get, more data you get to analyze. And it's just more exponentially scaling how many people you would need to deal with this. And that's why five years ago, we started to incorporate a I into our new court platform, then for automatic problem analysis. That's also where we're not just BPM. That's just what we call like the Dogg Tools data on glass tools to show a lot of data. Do some analysis on top of it. But it don't help you, too, really resolve a problem. So we used build in the eye, and that automatic would cause analysis again. Next teacher doing Aye, aye ops, affordable school like five years ago. Andi. The latest evolution. We also so again, and not a change in the way people are using monitoring tools. Um, we've invested a lot into building out in AP eyes don't see monitoring tools like be the Martin still here and the application over there, but having them monitoring who being highly integrated into the fabric fire eyes. So we have, As of today, eighty percent of our customers are using the product also via reprise, but tying them into operational automation. What we heard even today in the keynote here about a ABS and Howie iop starts to control and manage that form. More is becoming the intelligence or the back plane behind a modern native stack. >> So we have Chris right on. Who was in the keynote this morning? Came on our program this morning, too, when we talked about just the rippling effects of distributed architectures. I look at my applications there, you know, going to micro service architectures. You look at where's customers data? Well, lots of stuff all over the clouds and sass, and that has a ripple. Effect it to your space. You know, I hear observe, ability monitoring, you know, hack even bring up, like, you know, the civilised world. It becomes a whole separate meeting. So Donna Trace has been going through a transformation. You know, give >> us a >> point check ins to you know, where your customers are, how you're helping them move through this modernization and, you know, move to distributed architectures where that fits in >> so that their customers we focus on mostly are like Fortune five hundred customers who we work with. And obviously they have everything that exists on the planet. When we talk about self for like even from the mainframe to cloud native to serve less, as you mentioned here. And they were in this transition process right now, like modernizing their applications, which, as a necessity, we all want to move fast. There we want therefore flexible architects is we want to build more enough innovative products but at the same time to realize that this is also a message business risk behind following this approach. Think about you in the role of the CEO and say where we're going to modernize our architecture. We're going to rebuild everything we platform and so forth. You can if you succeed. Everybody would say you had. Yes, you did what you had to do. I mean, sorry if you failed, you failed. It's s so for them, it's a It's a big risk to move down that route and retired to take that risk out of the process as much as possible. Really Starting, obviously was monitoring their traditional sex, as they have to today, but really supporting that along that entire journey to a cloud native architecture er, starting with what we referred to as our support for monoliths to micro service architecture's. So Theodore is basically you don't want to rip apart the replication and figure out how it's going to work in my purse services world. But we have to technology that's called smart scape smart. Skip Moelis bills a real time, all of your entire data center and old applications running into it. And it was virtually that sect. You're marvelous, you came. How would they look like in a microt services architecture without catching any codes and then making it work? So once you've done this once, you've decided to move there the next step? Obviously, yes, you could have rebuilt that application. Usually we see applications with micro services architectures being significantly Mohr complex or more distributed by the sign that a traditional that you might have Web server application, Teo Database Server. Now you might be talking about maybe two hundred micro services or more so twenty times ranges. Writer on this under under lower bound here, which means that your traditional operational approach up okay, it's either the database of observer. The application server doesn't work anymore. on top of this. You did all of this to deploy fast. Like for like, bi weekly releases, even maybe daily off, like a smaller granularity. So you were reading a lot of entropy to that system and you have to analyze way more data. Did he ever had to do before? And this is where we kind of getting to the level where theoretically humans could do it. But it would just take us too long where the Holy I ops capability come in where we let let the machines that a monitoring tto take care of it at that level. So we helping them to operation US thieves processes and then really supporting them along the whole journey, where every customer we talked like this vision. But we're also here today in the keynote of an autonomous cloud and with carbonated, we already made a great step in this direction, looking at the interest, actually, like today say, I need five replicas off this container. I don't know, given that it's does it open shift and specifically here, it's going to happen. But if we move to the application layer is a lot, that has to be done and it has to make it easier for people to do. And that's where we tied into the entire customers. Ecosystem toe, automate like their cloud environment and have actually built a practice around which we call autonomous cloud management that we have been working with with customers on to enable them to achieve this over time. But it's going to be a lot maturity there. >> Yes, I mean, so what it talked about that you know, a CIA autonomous cloud management. What exactly you know, is that and how are you bringing that to your customer >> base? Autonomous Cloud Management resulted out off two different areas. The first one was when we were implement re implementing our platform. What I mentioned before, one step for us was to move to the SAS platform, and we looked at all the operation practices that were around back then, you know, we don't want to tell the doc I really don't want to do it. Like having people twenty four seven look at dashboards, then goingto a wicky, then reading a description of how to fix the problem. If you're the engineer, that why why do we do this this way? Must make any sense. So we developed our own practice, which we referred to as no wops. I know it doesn't mean that you're not doing operations. That would be pretty crazy, but not doing this traditional Naga type of operation, sitting there staring at a screen twenty four seven and then mentally executing any operation. So we had our own practice that we've built around it and, quite frankly, which has spilled it because we needed it for ourselves, and then we kept talking to customers and partisan, he says. Really cool what you did there like, Oh, how did you do this? What's like yourself? Respect behind this and what does the practices? What do your process? What's the culture change? So we were engaging with some customers, and then we were seeing that some of our customers back then, even we're doing bits and pieces off. This isthe well because there's a lot of practice and a lot of knowledge around. How did the autonomous count management and at the same time that we talked about the other customers who not yet on a charity who definitely want to get there? But I'm not quite sure how to do it, and I don't want to figure it out themselves. So we thought, Okay, let's take all of these best practices that we have and build more or less a methodology around it. How to make this actually works like how to do this. We really broke it down into, like, individual sprints to distance sprint one that distance sprint to to really have the results within three months, six months, twelve months. Whatever the cases that you want to run on. And then we realised talking to customers. This by itself isn't still enough. So that's why we started to open up this to an entire ecosystem. So WeII brought ecosystem partners along, like working closely with read a lot of our companies, but also system integrators who can help us. We speak of projects because we as a company, our software companies were not a services are consulting company, and we do support customer that some of those engagement. But if you think of like a really Fortune five hundred company that's a multi approaches, it will keep hundreds of people busy. So to recap like built in methodology, we built ecosystem to deliver on that promise at scale. And now the last step was we were doing this. We also built like a reference architecture for it, and I was just in an eternal ideas. So how do we, like structure this building reference architecture and then realized Okay, It's kind of like super helpful for customers. So that is why we don't decided to open source this reference architecture this fabric as well, too, like the tires after community, so they can also use it. So technically, stability is three pieces. It's the methodology, it's the ecosystem. And it's like the reference architecture that you can work with to help you, Chief. Go. >> All right, um, tell us how your a I fit into this. I've heard some analyst firms are saying, you know, some of the next generation of your space could be a I ops. Do you consider yourselves moving in that direction, or do you have some counter view on that? >> I think today a lot of things ar e I upset my now b a i ops, and it's a very undefined goal. This mentioned earlier. We decided to have aye aye based algorithms as powerful platform five years ago and nobody back then was talking about the layoffs. Funny story. Some of our competitors even told us you can't use the eye for monitoring just like totally stupid that there are other companies that they were doing it. But again, so the whole industry is learning here. I think it's really about data analysis. If you look at, if you scare the bigger and bigger environment, you really have to look at the process off what human operations people are doing on. There's obviously some hard decisions that you have to take their have. You have to work with teams to resolve our problems. But the biggest portion is really data analysis interpretation, right and a lot of this can be put into, and a I component that doesn't What's the Dyna trees, eh? I does it more. This is like your saree in codes, so to speak, which is able to find what's broken in the education, what was related to an issue in the application and being able to automatically find the root cause. Very importantly, we're kind of like opinionated and how in a I for operational practices should be working because one thing you don't want it serious you want? Don't want it happening. Iop system tell you well, you should. We start this service because some neural and that were told to do so. That's a building, a lot of confidence. That's why our approach is really tio follow. Like what we call a deterministic a pia a sari. And hey, I did it able to explain back to the user White came to a certain conclusion. So why should their we sort this herb is west of the rollback, this deployment or why that's the I b. Believe that if I fixed this problem, then like the bigger problem will be solved. So that's our approach, Teo T. I actually started like, roughly four years ago, five years ago, even a bit more than that on you. And I think that have a lot of experience, really rolling it out its scale and seeing it will help people because the next the ultimate next question, without always Scott Wass. If you wanna know what the problem is, why don't you fix it? And that's exactly the conversation you want to have, maybe just briefly at here, because it usually comes up okay, f a I and isat replacing people's jobs? I don't think so. We also heard it in the keynote today from Chris. It's augmenting our capabilities. There's hard decisions that you have to take, but just going through tons and tons of data. It's not going to your isn't very often when we talked at operations team or almost every time. First of all, you can't hire enough people anyways to get all the old done that's on your plate. Secondly, um, just by the amount of data and the time that I had to react. It's just long with a human understanding scenario way. Do this demo on self healing, often application. Where were deployed, something broken into production and have it being rolled back and we can do fifty one seconds. No human can do it that fast. That's just what pure, softer automation can do for you. So I think that then you can focus on other areas and more important, new project with us people in on the off space. What's what the three projects that you want to work and you never have time to work out and usually come up with the list. Yet this is what we give you back that time to work on exactly the things that move your business forwards. You >> said fifty one seconds. You've never seen Stew in action. You still have a lot of confidence. >> Well, we we love the machine, enhance human intelligence. You're definitely We could all use those machines to help us all get away from the drudgery and be able to do more. >> Always safe travels. Thanks for being with us. Headed back to Austria. Say, hide all your folks back in Austria, right There always is on his way home on his way to the airport. Thank you for being with us here on the Cube. Thanks. Appreciate the time our coverage continues here. Red hat some twenty nineteen. You're watching the cube?

>> Produced from the Cube studios. This's strong by science, in depth conversations about science based training, sports performance and all things health and wellness. Here's your hose, Max Marzo. Thank you for being on two. Very, >> very excited about what we have going on for those of you not familiar with that Ella Keira, and I'm going to say his name incorrectly. Look here. Is that correct? Had >> the care is right. Very good. Yes. Also, >> I've practiced that about nineteen times. Oh, the other night, and I can't feel like I get it wrong and is one of the more well rounded individuals I've come across. His work is awesome. Initially learned quite a bit about him from Chase Phelps, who we had on earlier, and that came through Moore from blood flow restriction training. I've had the pleasure of reading up on quite a bit, and his background is more than unique. Well, around his understatement and really excited have on, I call him one of the most unique individuals people need to know about, especially in the sports science sylph sports science world. He really encompasses quite a bit of just about every domain you could think about. So add Thank you for being on here if you don't mind giving a little bit of background and a bio about yourself. >> Thanks so much. You know, not to. Not to warn anybody, really. But it kind of started as a front line medic in the Army. Really? You know, the emphasis back then was a get people back toe action as soon as possible. So that was my mindset. I spent about eight years in an emergency department learning and training through them. I undergo interviews and exercise physiology from University of California. Davis. I love exercise science. I love exercise physiology. Yeah, started doing athletic training because my junior year in college, I was a Division one wrestler. Tor my a c l p c l N L C E o my strength coach, chiropractor, athletic trainer all the above. Help me get back rustling within four months with a brace at a pretty high level of visual. On level on guy was like, Well, I don't want to go to med school, but what I want to do is help other people recover from injury and get back to the activities that they love. And so I was kind of investigating. Try to figure out what I wanted to do, Really want to be an athletic trainer? We didn't realize how much or how little money they make, um And so I was kind of investigating some other things. Checked out physical therapy, dentistry. But I really wanted to be in the locker room. I wanted to have my own practice. I wanted to be able to do what I wanted to do and not sit on protocols and things like that because I don't think that exists. And so I chose chiropractic school. I went to chiropractic school, learned my manual therapy, my manual techniques, diagnosis, loved it, was able to get patients off the street, didn't have tto live and die by insurance and referrals, was able only to open my own clinic. And and about four years in I realized that I didn't really know very much. I knew howto adjust people, and you had to do a little bit soft tissue. But not really. We weren't taught that I felt like my exercise background and really dropped off because I wasn't doing a lot of strength conditioning anymore. And so I went back and got a phD in sports medicine and athletic training. I had a really big goal of publishing and trying to contribute to the literature, but also understanding the literature and how it applies to the clinical science and clinical practice and try to bridge the gap really, between science and in the clinic and love treating patients. I do it every single day. A lot of people think I don't cause I write so much education, but, like I'm still in my clinic right now, twelve hours a day in the last three days, because it's what I love to dio on DH. Then just for kicks and giggles, I went out and got an MBA, too, so I worked in a lot of different environments. Va Medical System, twenty four hour Fitness Corporate I've consulted for a lot of companies like rock tape. It was their medical director. Fisma no trigger point performance. Have done some research for Sarah Gun kind of been able to do a lot with the phD, which I love, but really, my home base is in the clinic in the trenches, helping people get better. In fact, >> activity. That's awesome. Yeah, Tio coming from athletic training back on athlete. So I myself play I. Smit played small Division three basketball, and I'm a certified athletic trainer as well, and it's the initial love you kind of fall into being in that realm, and that's who you typically work with and then realizing that maybe the hours and the practice that they do isn't fit for you and finding ways you can really get a little more hands on work. I took the sports scientists route. It sounds like you're out has been just about everything and all the above. So it's great to hear that because having that well rounded profile, we weren't athlete. Now you've been in the medical side of the street condition inside even the business development side. You really see all domains from different angles. Now I know you are the educational director for smart tools with their blood flow restriction training chase. How younger? Very highly, uh, about your protocols. I've listened to some of them. If you don't mind diving into a little bit, what exactly is blood flow restriction training and what are the potential benefits of it? >> Yeah, you know it is about two thousand fourteen. I got approached by smart tools. They had developed the only FDA listed or at that point of FDA approved instrument assisted soft tissue mobilization tools other people like to call it, you know, basically grass in or whatever. Andi was really intrigued with what their philosophy wass, which was Hey, we want to make things in the US We want to create jobs in the U. S. And and we want to create the highest quality product that also is affordable for the small clinic. Whereas before the options Ray, you know, three thousand dollars here, two thousand dollars here on DH. So I wrote education for smart tools because of that, and because I just blot. I just believed so much in keeping things here in the U. S. And providing jobs and things locally. Um, so that's really where this all started. And in about two thousand fifteen, my buddy Skylar Richards up FC Dallas he has of the MLS. Yes, the the the lowest lost game days in the MLS. And yeah, I mean, when you think about that and how hard that is such a long season, it's such a grind is the longest season in professional sports. You think? Well, what is he doing there? I mean, I really respect his work up there. And so, like, you know, we were working on a project together and how I was fortunate enough to meet him. And I just really got to pick his brand on a lot of stuff and things I was doing in the clinic. And what could I do? Be doing better. And then one day it just goes, you know, have you seen this be afar stuff? And I'm like, No, I have no idea. It's your idea about it. And so, as usual at the science geek that I am, I went and I went to med sports discus. And I was like, Holy crap, man, I can't even I can't even understand how many articles are out there regarding this already. And this is back to you in two thousand fifteen, two thousand sixteen. I was so used to, you know, going and looking up kinesiology, tape research and being really bad. And you gotta kind of apply. You gotta apply a lot of these products to research. That's really not that strong. This was not the case. And so I brought it to neck the CEO of startles. And like, Dude, we've really got a look at this because really, there's only one option, and I saw the parallels between what was happening with Instrument assisted where there wasn't very many options, but they were very, very expensive and what we could do now with another thing that I thought was amazing. And it wasn't a passive modality because I was super excited about because, you know, I had to become a corrective exercise specialist because I knew I didn't have enough time with people to cause to strengthen hypertrophy. But be afar allows me to do that. And so that's really where I kind of switched. My mind went well, I really need to start investigating this and so to answer your question. VFR is the brief and in tremendous occlusion of arterial and venous blood flow, using a tourniquet while exercising at low intensities or even at rest. And so what that means is we basically use it a medical grade tourniquet and restrict the amount of oxygen or blood flow into a limb while it's exercising and totally including Venus, return back to the heart. And what this does is the way that explains my patients. Is it essentially tricks your brain into thinking you're doing high intensity exercise. But you're not and you're protecting tissue and you don't cause any muscle damage that you normally would with high intensity exercise or even low intensity exercise the failure. And so it works perfectly for those people that we can't compromise tissue like for me in a rehab center. >> Gotcha. Yeah, no, it's It's a super interesting area, and it's something that I have dove into not nearly as much as you have. But you can see the benefits really steaming back from its origins right when it was Katsu train in Japan, made for older adults who couldn't really exercise that needed a fine way to induce hypertrophy now being used to help expedite the healing process being used in season after ah, difficult gamed and prove healing, or whether it's not for whether or not it's used to actually substitute a workout. When travel becomes too demanding, toe actually load the system now with B f ar, Are you getting in regards to hypertrophy similar adaptations? Hypertrophy wise. If you were to do be a far with a low low, say, twenty percent of your one right max, compared to something moderately heavier, >> yeah, or exceeds in the time frame. You know, true hypertrophy takes according to the literature, depending on what reference you're looking at at the minimum, twelve weeks, but more likely sixteen weeks. And you've got to train at least sixty five percent. Or you've got to take low intensity loads to find his twenty to thirty five percent of one read max all the way to failure, which we know causes damage to the tissue be a farce. Starts to show hypertrophy changes that we two. So you know, my my best. My so I this It's kind of embarrassing, but it is what it is. But like, you know, I started learning mother our stuff. I'm a earlier Dr. Right? So I go right away and I go by the first product, I can. I have zero idea what I'm doing there. Zero like and a former Mr America and Mr Olympia Former Mr America champion and the one of the youngest Mr Olympia Tze Hor Olympia Mr Olympia ever compete. He competed and hey didn't stand But anyway so high level bodybuilder Okay, whatever you us. But he was definitely Mr America. He comes into my clinic when I was in Denver, It was probably a neighbour of you at the time, and he and he's like, Okay, I got this pain in my in my tryst up. It's been there for six months. I haven't been able to lift this heavy. My my arm isn't his biggest driving me crazy, right? The bodybuilder, of course, is driving him crazy, so I measure it. He's a half inch difference on his involves side versus on uninvolved side. I diagnosed him with Try some tendinitis at zero idea what I'm doing and be a far. But I said, Listen, I want you to use these cuffs. I got to go to Europe. I gotta go lecture in Europe for a couple weeks and I want you two, three times a week. I want you to do three exercise. I like to use the TRX suspension trainer. I've done a lot of work with them, and I really respect their product and I love it for re up. So I said, Listen, I want you three exercises on the suspension trainer I want to do is try to do a bicep. I want to do some, you know, compound exercise, and in that case I gave, Melo wrote, Come back in two weeks. He comes back in the clinic. I remember her is involved. Side was a quarter of an inch larger than his uninvolved type, and he's like, Do, That's two weeks. I'm like, Dude, that's two weeks And he's like, This is crazy and I go, Yeah, I agree. And since then, I've been, like, bought it like it's for hypertrophy. It is unbelievable. You get people that come in and I've had, you know, like after my injury in college rustling I my a c l I've torn it three times. Now, you know, my quad atrophy was bad. My calf was not the same size, literally. Symmetry occurs so quickly. When you start applying these principles, um, it just blows me away. >> So when you're using it, are using it more and isolated manner or are doing more compound exercises. For example, if you're doing a C l artifically assuming they're back too full function ish, Are you doing bodyweight squads or that starting off with the extensions? How do you kind of progress that up program? >> Yeah, it really just depends on where they're at. Like, you know, day with a C l's. You can pretty much start if there's no contraindications, you convey. Stay docks. Start day one. I'm right after surgery to try to prevent as much of that quad wasting that we get from re perfusion, injury and reactive oxygen species. All the other things that occur to literally day one. You can start and you'LL start isolated. You might start with an isometric. I really do like to do isometrics early on in my in my rehab. Um, and you can use the cops and you can You can fatigue out all the motor units if they're not quite air yet. Like, let's say, pre surgically, where they can't use the lamb, they're in a they're either bedridden or they're in a brace or they're a cast. You can use it with electric stim and or a Russian stem. And with that contraction, not only did you drive growth hormone, but you can also prevent atrophy by up to ninety, ninety five percent so you can start early early on, and I like to call it like phases of injury, right? Like pre surgical or pre injury, right at injury, you kind of get into the sub acute phase of inflammation. You kind of progressed isolated exercises and he goingto isolated in compound and you going to compound in any kind of move through the gamut. What's so cool about the afar is you're not having to reinvent the wheel like you use the same protocols, even use. I mean, really. I mean, if you're using lightweight with sarabande or resistance to being which I do every day, I'd be a far on it. Now, instead of your brain thinking you're not doing anything, your brain's like whoa, high intensity exercise. Let's let's help this tissue recovered because it's got to get injured. So we're gonna grow. >> That's yeah, that's pretty amazing. I've used it myself. I do have my smart tools. I'm biased. I like what you're doing. I really like the fact that there's no cords. It's quite mobile, allows us to do sled pushes, resisted marches, whole wide span and movements on DH before we're kind of hopped on air here. You're talking about some of the nutritional interventions you add to that, whether it be vitamin C college in glucose to mean. What specifically are you putting together on DH? Why're you doing that? Is that for tissue healing? >> Yeah, that's right. It's way. Have ah, in my clinic were Multidisciplinary Clinic in Dallas, Texas, and called the Body Lounge is a shameless plug, but way really believe that healing has to start from the inside, that it has to start with the micro nutrients and then the macro nutrients. And then pretty much everything can be prevented and healed with nutrition and exercise. That's what we truly believe, and that's what we try to help people with. The only thing that I use manual therapy for and I do a lot of needling and all these other things is to help people get it down there. Pain down enough so that they can do more movement. And so, from a micro nutrient standpoint, we've gotta hit the things that are going to help with college and synthesis and protein sentences, So that would be protein supplementation that would be vitamin C. We do lots of hydration because most of us were walking around dehydrated. If you look at some of the studies looking at, you know, even with a normal diet, magnesium is deficient. Vitamin C is deficient during the winter all of us are vitamin D deficient Bluetooth. I own production starts, you know, basically go to kneel. So all those things we we will supplement either through I am injection intramuscular injection or through ivy >> and you guys take coral. Someone's on that, too for some of the good Earth ion for the violent de aspects are taking precursors in a c. Are you guys taking glue to file? >> We inject glorify on either in your inner, either in your i V or in in the I am. You know, with the literature supporting that you only absorb about five to ten percent of whatever aural supplementation you take. We try to we try to push it. I am arrive. And then in between sessions, yes, they would take Coral to try to maintain their levels. We do pre, you know, lab testing, prior lab testing after to make sure we're getting the absorption rate. But a lot of our people we already know they don't absorb B twelve vitamin, and so we've got to do it. Injectable. >> Yeah, Chef makes sense with the B f r itself. And when I get a couple of questions knocked out for I go too far off topic. I'm curious about some of these cellars swelling protocols and what that specifically is what's happening physiologically and how you implement that. >> Yeah, so South Swell Protocol, where we like to call a five by five protocol way. Use the tourniquet. It's in the upper extremity at fifty percent limb occlusion pressure at eighty percent limb occlusion pressure in the lower extremity. You keep him on for five minutes, and then you rest for three minutes, meaning I deflate the cuffs. But don't take them off, and then I re inflate it same pressure for five minutes and then deflate for three minutes. You're five on three off for five rounds, justified by five protocol. What's happening is that you're basically you're creating this swelling effect because, remember, there's no Venus return, so nothing is. But you're getting a small trickle in of fluid or blood into that limb. And so what happens is the extra Seiler's extra Styler swelling occurs. Our body is just dying for Homo stasis. The pressures increase, and there's also an osmotic uh, change, and the fluid gets pushed extra. Sara Lee into the muscle cell body starts to think that you're going to break those muscle cells. I think of it as like a gay. A za water balloon is a great analogy that I've heard. So the water balloon is starting to swell that muscle cell starts to swell. Your body thinks your brain thinks that those cells need to protect themselves or otherwise. They're going to break and cause a popped oh sis or die. And so the response is this whole cascade of the Mt. Horsey one, which is basically a pathway for protein synthesis. And that's why they think that you can maintain muscle size in in inactive muscle through the South Swell Protocol and then when we do this, also protocol. I also like to add either isometrics if I can or if they're in a cast at electric stim. I like to use the power dot that's my favorite or a Russian stim unit, and then you consent. Make the setting so that you're getting muscular. Contraction with that appears to drive growth forma, and it drives it about one and a half times high intensity exercise and up to three times more so than baseline. When we have a growth hormone spurt like that and we have enough vitamin C. It allows for college and synthesis. I like to call that a pool of healing. So whether you can or cannot exercise that limb that's injured if I can create that pool of healing systemically now I've got an environment that can heal. So I have zero excuse as a provider not to get people doing something to become, you know, healing faster, basically. And are you >> typically putting that at the end? If they were training? Or is that typically beginning? We're in this session I put in assuming that that is done in conjunction with other movements. Exercises? >> Yeah, so, like, let's say I have a cast on your right leg. You've got a fracture. I failed to mention also that it appears that the Afar also helps with bone healing. There's been a couple studies, Um, so if we could get this increased bone healing and I can't use that limb that I'm going to use the other lambs and I'm going to use your cardiovascular function, um, I'm going to use you know, you Let's say with that leg, I'LL do upper body or a commoner with cuffs on in order to train their cardiovascular systems that way. Maintain aerobic capacity while they're feeling for that leg, I will do crossover exercises, so I'll hit that opposite leg because something happens when I use the cuffs on my left leg. I get a neurological response on my right leg, and I and I maintain strength and I reduced the amount of atrophy that occurs. And it's, you know, it's all in neurological. So if I had an hour with somebody and I was trying to do the cell school protocol, I would probably do it first to make sure because it's a forty minute protocol. It is a long protocol. If you add up five, five minutes on three minutes off now, during the three minutes off, I could be soft tissue work. I can do other things toe help that person. Or I could just have an athletic tournament training room on a table, and they can learn to inflate and deflate on their own. It doesn't like it's not has to be supervised the whole time, and that's usually what they do in my office is I'LL put him in the I V Lounge and i'Ll just teach them how to inflate deflate and they just keep time. Uh and there, go ahead. I mean, interrupt my bowl. No, no, no, it's okay. And then I just hit other areas. So if I do have extra time, then I might Do you know another body pushing upper body pole? I might do, you know, whatever I can with whatever time I have. If you don't have that much time, then you do the best you can with the cells for protocol. And who study just came out that if you only do two rounds of that, you don't get the protein synthesis measured through M. Dorsey long. So a lot of times, people ask me what can I just do this twice and according to the literature looks like No, it's like you have to take it two five because you've got to get enough swelling to make it to make the brain think that you're gonna explode >> those muscle cells. >> Well, let me take a step back and trap process majority of that. So essentially, what you do with the seller swelling protocol is that you initiate initiating protein synthesis by basically tripping the body that those cells themselves are going to break down. And then when you add the message of the electrical muscular stimulation, you're getting the growth hormone response, the otherwise wouldn't. Is >> that correct? That's correct. So and go ahead. So imagine after a game, I just you know, I'm Skyler Richards. I just got done with my team. Were on the bus or on the airport, our airplane. My guys have just finished a match. You know, you're Fords have run seven miles at high intensity sprint. You think we have any muscle breakdown? Probably have a little bit of damage. They gotta play again in a few days, and I want to do things to help the recovery. Now I put them on with East M. They're not doing any exercise. There's just chilling there, just hanging out. But we're getting protein synthesis. We're getting growth hormone production. I give him some vitamin C supplementation. I give him some protein supplementation, and now not only do we have protein census, but we also have growth hormone in college, in formation in the presence of vitamin C. So that's where we kind of get into the recovery, which chase is doing a >> lot of work with and how much vitamin C are supplemented with, >> you know, really depends. I try to stick to ride around in a new patient. I won't go start off three thousand and I'LL go to five thousand milligrams. It will cause a little dirty pants if I can quote some of my mentors so I try to start them light and I'll move them up I'LL go with eyes ten thousand if I need it but typically stay in the three to five thousand range >> And are you having collagen with that as well? >> I personally don't but I think it would be a good idea if he did >> with some of that. I guess I really like the idea of using the B f R a zit on the opposite lake that's injured to increase cortical drive. So we're listeners who aren't familiar when you're training one limb yet a neurological phenomenon that occurs to increase performance in the other limb. And so what ends referred to if you had one lamb that was immobilizing couldn't function. If you use BF are on the other limb, you're able to stimulate, so it's higher type to voter units able have a cortical drive that near maximal intent, which is going to help, then increase the performance of the other leg that you also say that is promoting this positive adaptation environment is kind of hormonal. Malu I per se How long does that last for the presence of growth hormone? >> It looks like that the stimulation last somewhere between forty eight and seventy two hours. And so I think that that's why when they've done studies looking at doing the afar for strength of hypertrophy, you know, five days a week, compared to two to three days a week for two to three days a week, or just essentially equal to the five days a week. So I think it is long enough that if you do it like twice a week that you're going to get enough cross over >> cash it and you're using it two for the anthologies of effect. So what do you using Be fr yu have that temporary time period of time window where a need that might be bothering your doesn't irritate as much. And are you using that window than to train other exercise and movements while they have, ah, pain for emotion. >> Yeah, absolutely. So it's and I really can't explain it. It's, um we know from the science that it doesn't matter what type of exercise that we do. There is an animal Jesus effect. And that's why I emphasized so much with provider, especially manual therapists attend to think, Hey, you know, my my hands or my needles or my laser or my ultrasound or East them or whatever it is, is the healing driver. It's not the healing driver exercises a healing driver, and I know that's my opinion and people argue with me. But it's true. My hands are not nearly as important as getting people moving because of the energies that perfect and just overall health effects. With that said, the Afar has some sort of Anil Jesus effect that I can't explain now. Of course, we all know it's in the brain. There's something that goes on where you're able to reduce the pain level for up to forty five minutes and then I can train in that window. There is an overall ability to improve people's movement even longer than that, to what I find is that once I get people moving their tenancy just like inertia. Once you get to move in, it keeps moving. Same thing with people that I work with. They tend to get moving more in my clinic. They get confidence, then they end up moving more and more and more. And they get away from, um, being >> scared. Yeah, I know that. That's a great way to put it, because you do have that hesitation to move. And when you providing a stimulus that might ease some of the pain momentarily. I know there is some research out there. Look at Tanaka Thie, the ten apathy being like knee pain, essentially the layman's term kind way to put it. And they're doing it with, like the Metrodome in the background going Ping Ping ping. They're having that external stimulus that they focus on to help disassociate the brain and the knee and the pain. And this is something I can't top what chase and how he says. Yeah, we've been using, like you alluded to Thebe fr, too. Remove the presence of pain so they can do something. These exercises that they typically associate with pain in a pain for your way. >> Yeah, And then now that they're exercising now you get the additional Anil Jesus effect of the exercise itself. Says I'm like a double like a double lang >> Gotcha. Yeah, with blood flow restriction train because it does promote such an environment that really has an intense Jane court stimulus to the body where you get this type to five or stimulated high levels of lactate high levels of metabolite accumulation. I said she had paper about the possible use of bloodflow restriction trading cognitive performance has curious if you had a chance account dive into some of that. I love to hear some of your thoughts being that you have such asshole listed view of everything. >> Yeah, definitely. I think I didn't get a chance to look at it. I appreciate you sending that to me because I have to lecture and may on reaction times, and I was trying to figure out how I'm gonna like include the afar in this lecture at some point, not be totally, you know, inauthentic. But now I can. So I totally appreciate it. I know that there is, and I know that there's an additional benefit. I've seen it. I've worked with stroke patients, other types of people that I have auto, immune, disease, different types of conditions where I've used the Afar and their functional capacity improves over what their physical capacity is doing on. And so I am not surprised at what I'm seeing with that. And I've got to learn more about what other people are thinking. It was interesting what you sent me regarding the insulin growth factor one. We know that that's driven up much higher with the Afar compared to low intensity exercise and the relationship between that and cognitive function. So I've gotta dive deeper into it. I'm not definitely not a neuroscientists, You know, I'm like a pretty much floor if I p e teacher and, you know, just trying to get people moving. And I've gotta understand them more because there is a large association between that exercise component and future >> health, not just of muscles but also a brain. Yeah, >> one of things that I do work with a neurosurgeon and he's awesome. Dr. Chat Press Mac is extremely intelligent, and he saw the blood flow restriction trade as one those means to improve cognitive performance, and I didn't find the paper after he had talked about it. Well, the things that interested me was the fact that is this huge dresser, especially in a very controlled where typically, if you're going to get that level of demand on the body, you knew something very intense. So do something that is almost no stress, Feli controlled and then allowing yourself to maybe do some sort of dual processing tasks with its reaction time and reading for use in a diner vision board. Whether if you have a laser on your head, you have to walk in a straight line while keeping that laser dot on a specific screen. I'm excited to see how be afar material or just something other domains. Whether it is, you know, motor learning or reeducation ofthe movement or vestibular therapy. I think this has a very unique place to really stress the body physiologically without meeting to do something that requires lots of equipment for having someone run up and down with a heavy sled. I'd be curious to hear some of your thoughts. I know you haven't had a huge opportunity dive into, but if I had a hand, you the the key to say Hey What do you see in the future for be fr in regards to not just the cognitive standpoint but ways you can use B a far outside of a physical training area. What kinds? Specific domains. You see it being utilised in >> we'LL definitely recovery. I love the fact of, you know, driving growth hormone and supplement incorrectly and letting people heal faster naturally. Ah, I think the ischemic preconditioning protocol is very underutilized and very not known very well, and he's skimming. Preconditioning is when we use one hundred percent occlusion either of the upper extremity or the lower extremity. We keep it on for five minutes and we do two rounds with a three minute rest in between. And I have used this to decrease pain and an athlete prior to going out and playing like a like a high level sport or doing plyometrics. We're doing other things where they're going to get muscle damage to that eye intensity exercise so you get the Anil Jesus effect around an injured tissue. But they really unique thing about the ischemic preconditioning is that it has been shown to reduce the amount of muscle damage that occurs due to the exercise. That's why they call it Preconditioning so we can utilize a prior to a game. We can use a prior to a plyometrics session. We can use it prior to a high intensity lifting session and reduce the amount of damage that occurs to the tissue. So we don't have such a long recovery time when we could continue to train at high levels. I think that that is probably the most exciting thing that I've seen. Absent of cognitive possibilities, I think it wise it on is I'd like to use with the lights. What do some lights? Teo, do some reaction time and do some, you know, memory training and things. And I love to torture my people and get them nice and tired. I think what's going to come around is all these mechanisms. They are what they are. But the true mechanism that I'm seeing is that fatigue is the primary factor. If I can fatigue you centrally and Aiken fatigue, you peripherally and the muscle that's for the adaptation occurs So although right now you know we always are on these. We have to use the specific sets and rats and weights and all these other things so true for the research, because we need to make it is homogenous as we can, but in clinic, if you're a patient, comes to me with a rotator cuff tear. I don't know what you're on, right, Max is for your external rotation. I've gotta guess. And so if I don't do exactly the right amount of weight, doesn't mean I'm not getting the benefit. Well, I'm telling you, anecdotally, that's not true. I just know that I have to take you to fatigue. And so if I'm off by a couple of wraps a big deal, I'm just not going to take you to failure. So I don't get the injury to the tissue that you normally would occur with lightweight to failure. I'm gonna get that fatigue factor. I'm going to get you to adapt, and I'm gonna get you bigger and stronger today than you were yesterday. That's the >> goal. Yeah, that's ah, that's a great way to put it because you're looking at again, you know, mechanisms in why things are occurring versus, you know, being stuck to literature. I have to use twenty percent. How do we find a way to fatigue this system and be fr being a component of that now, outside of blood flow research in train with your practice, it sounds It is quite holistic. Are there any specific areas that you see the other? That was other therapists other, You know, holistic environments could learn from outside of blood flow restriction training. What areas could they really? You know what advice such a safer that I would you give someone who's tried together holistic program to dive into outside of Sebi Afar? Is there any specific devices specific modalities supposed to specific means for a nutrition for that? >> I mean, if I was to try to put us you know what we're trying to dio. I would say that it's all about capacity versus demand. I want to try to maximize the capacity of the individual or the organism to exceed the demands that you're trying to apply to it. If we can do that, will keep you injury free will keep forming. If I allow those demands to exceed your capacity, you're going to get injured. So what can I do to maximize your capacity through nutrition, through exercise, through rest, through meditation, through prayer, through whatever that is through sleep? I think that that's really looking at the person as a whole. And if I can keep thinking about what are the demands that I'm applying? Teo, whatever tissue that is, and I can keep those demands just slightly below and try to increase the capacity, I'm going to get people better. And really, that's all I think about. Can that disk take how much pressure cannot take and what direction can I take it? Well, I'm gonna work at that direction and so we can do a little bit more and a little bit more and a little bit more, and I try to really make it simple for myself versus Reliant on a modality or anything else in that matter. Really, it's It's really just thinking about how much How much can they How much can they tolerate? And I'm goingto put restrictions on you so that you don't exceed that capacities That way that tissue can heal. And if it can't and you know, maybe that's referral to you know, some of the surgeons are non surgical positions that I work with is they may be fail my treatment. Most people can improve their capacity. We've seen eighty five year olds, Not just me, I'm saying in the literature. Improve their strength through resistance training. Eighty five. The body will always adapt. Ware not weak beings were not fragile, Weaken De stressed and we need to be stressed and we need to be stressed until the day that you put me in the grave. Otherwise we will get Sir Compagnia and we will degrade and our brain will become mush. And I just want to go that way. And I want help as many people that have the same philosophy, whether I'm doing it, one on one with somebody from teaching others. I want them now The same philosophy, Tio >> well, that makes total sense. I love the idea of we need to continually stress ourselves because do you feel like as we age, we have a Smith or belief that we can't do more, but we can't do more because we stopped doing more? Not because we can't. I work with an individual who are hey, hip replacement. Ninety six years old. He came back and four months later was working out again. And that alone was enough evidence for me to realize that it's not necessarily about, Oh, as I get older, I have to be this and we kind of have that thought process. As we age, we do less so we start to do left but find ways to stress the system in a way that can handle it right to the idea. What is the capacity, like you said? And what is their ability to adapt? Are there any specific ways that you assess an individual's capacity to handle load? Is that a lot of subject of understanding who they are? Further any other metrics you using whether we sleep tracking H R V for anything in that domain? >> I have not really done a lot of a lot of that. It's more about, you know what they tell me they want to do. You know you want to come in and you want a lift. Your grandkid. Well, that's That's our That's our marker. You want to come in and you want to do the cross that open. Okay, well, that's your marker. You want to come in, you want to run a marathon. That's your marker. You know, we could always find markers either of activities of daily living or they could be something out there. That's that's that. That's a goal. You know, Never don't half marathon, and I want to do that. So those were really the markers that I use haven't gotten into a lot of the other things. My environment, you >> know? I mean, I would love to have ah, >> whole performance center and a research lab and all that stuff and then, you know, maybe someday that with what I have and what I work with, it's it's more about just what the person wants to do and what is something fun for them to do to keep them active and healthy and from, and that really becomes the marker. And if it's not enough, you know, somebody had a e r physician committee as well. You know, I walk, you know, twenty or thirty minutes and then I walked, you know, at work all day. And I'm like Did It's not enough. And I sent him some articles that looking at physiological adaptation to walking and he's like, Yeah, you're right, it's not enough that I'm like, you know, we're a minimalist. Were like Okay, well, this is the vitamin C you need in order to be healthy, not the recommendations are so you don't get scurvy. A lot is a big difference between, you know, fending off disease versus optimal health. I'm out for optimal health, So let's stress the system to the point where we're not injuring ourselves. But we are pushing ourselves because I think there's such a huge physiological and but also psychological benefit to that. >> Yeah, this that's a great way to put it riff. Ending off disease, right? We're not. Our health care system is not very proactive. You have to have something go wrong for your insurance to take care of it. It's very backwards. That's unfortunate. Then we would like to be like. It's a place where let's not look at micro nutrients and you what were putting in her body as a means to what he says you avoided and scurry. Well, let's look at it from way to actually function and function relative to our own capacity in our own goals. Um, with that, are you doing blood work? I'm assuming of some sort. Maybe. >> Yeah, we do. Labs. Teo, look, att. A variety of different things. We don't currently do Hormonal therapy. We've got some partners in town that do that. We decided we wanted to stay in our lane and, you know, really kind of stick to what we do. And so we refer out any hormonal deficiencies. Whether you need some testosterone growth hormone is from other things. Estrogen, progesterone, whatever s. So we're not doing that currently, and we don't see ourselves doing that because we have some great partners that you a much better job than we would ever do. So I'm also a big believer in stay in your lane, refer out, make friends do whatever is best for the patient of the client. Um, because there's that pays way more dividends them than trying to dio everything you know all announce. Unless you have it already in the house that has a specialty. Yeah. No, that >> makes sense to find a way to facilitate and where you can excel. Um >> and I >> know you got a lot of the time crunch here. We have the wrap it up here for people listening. Where can we find more out about yourself? Where can we listen to you? What social media's are you on and one of those handles >> So instagram I'm under just my name Ed. Look, terra e d l e c a r a Facebook. Same thing. Just Ed. Look era Twitter and la Cara. Everything's just under Everclear. Really? Every Tuesday I do would be a far I call it BF our Tuesday I do kind of a lunch and learn fifteen twenty minutes on either a research article or protocol. If I got a question that was asked of me, I'll answer it on DH. That's an ongoing webinar. Every Tuesday I teach live be If our course is pretty much all over the world, you can go to my website at like keira dot com or d m e on any of the social media handles, and I'LL be happy to respond. Or you could just call my client body Launch Park City's dot com and give me a call >> and you're doing educational stuff that's on the B Afar Tuesday and your webinars well are those sign up websites for those, And if so, is it under your website and look era dot com? >> Uh, that's a great point. I really should have it home there. It's if you go on my social media you you'LL see it was all announced that I'm doing No, you know, whatever topic is I try to be on organized on it. I will put a link on my website. My website's getting redone right now, and so I put a link on there for be If our Tuesday under I have >> a whole >> be fr. It's called B F, our master class. It's my online BF our course on underneath there I'LL put a link. Tio might be a far Tuesdays >> gadget. Is there anything you wanna selfishly promote? Cause guys, that is an amazing resource. Everything he's talking about it it's pretty much goal anyway, You can hear more about where you work out any projects, anything that you'd be wanting others to get into or listen to that you're working on that you see, working on the future or anything you just want to share. >> I'm always looking at, you know, teaching you no more courses like love teaching. I love, you know, doing live courses. Esso I currently teach to be if our course I teach the instrument assist. Of course. Programming. I teach a, uh, a cupping movement assessment and Fossen course. So any of those things you can see on my website where I'm gonna be next? We're doing some cool research on recovery with a pretty well known pretty, well known uh, brand which I hope we'll be able to announce at some point. It looks like the afar Mike increased oxygenation in muscle tissue even with the cuffs on. So it looks like it looks like from preliminary studies that the body adapts to the hypoxic environment and my increased oxygenation while the cuffs are on. I'll know more about that soon, but that's pretty exciting. I'Ll release that when I when I can you know? Other than that if I can help anybody else or help a friend that's in Dallas that wants to see me while I'm here. I practiced from seven. AM almost till seven. P. M. Every night on. I'm also happy to consult either Via Skype. Er, >> um, by phone. >> Gosh. And you smart tools use a dotcom. Correct for the CFR cuffs. >> Yeah, you can either. Go toe. Yeah, you can go to my side of you connect with me. If you want to get it, I can get you. Uh, we could probably do a promotional discount. And if you want to get some cups but smart tools plus dot com is is the mother ship where we're at a Cleveland our We're promoting both our live courses and are and our material in our cups. >> I can vouch them firsthand. They're awesome. You guys do Amazing work and information you guys put out is really killer. I mean, the amount of stuff I've been able to learn from you guys and what you've been doing has helped me a ton. It's really, really awesome to see you guys promoting the education that way. And thank you for coming on. I really appreciate it. It was a blast talking Teo again. Guys, go follow him on Instagram. He's got some amazing stuff anyway. You can read about him, learn about him and what he's doing. Please do so and thank you. >> Thank you so much. I really appreciate it a lot of spreading the word and talking to like minded individuals and making friends. You know that I have kind of this ongoing theme of, you know, it's all about, You know, there's two things that we can control in our life. It's really what we put in our mouths and how much we move and people like you that air getting the word out. This information is really important that we've got to take control of our health. We're the only ones responsible. So let's do it. And then if there's other people that can help you reach out to them and and get the help you need. >> Well, that's great. All right, guys. Thank you for listening. Really Appreciate it. And thank you once again