>> from Austin, Texas. It's Theo Cube, covering pure storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Cube, The leader and live tech coverage. I'm Lisa Martin with David Dante. We got a pretty cool guests coming up next, guys, you may have seen him here on the Q before. He has back Matt Harris, the head of I T for Mercedes AMG, Petronas Motor Sport. Matt, Welcome back. >> Often a >> way got the car over there with excitement. One of the coolest sports I've ever become involved with. Formula One is this incredible mix of technology strategy. All these crazy things you guys that Mercedes have been partners, customers a cure for about what? 45 years? >> 2015. As a customer, we became partners in 2016. >> I wonder if they like to save Mercedes AMG Petunias Motor Sport has had five consecutive years of both constructors championships driver's championships. You're a great position on both for 2019. It was a little bit of a history about the product that you put out on truck every other week and how pure storage is a facilitator of that. >> Yeah, okay, so it's an interest in a story for those that are interested in Formula One, because what you see on the track looks the same. But realistically, every time he goes out, the guarantee will be different. That level of difference could be a simple wing change or configuration, always based on data that we're learning from during a race again. But every week we also have a different car dependent on the track we're going to. So we have two different worlds that basically were to rate on a minute by minute, hour by hour and day by day at the track. But in the factory, that could be the same sort of it oration. But it could also be into weekly or monthly or year for a car. So all of that is based on data. So everything we do is that businesses revolves around data. We never make a change to the car without me now to back it up with empirical knowledge. Even if the driver turns around and tells us they feel something called, they believe something, we will always make sure we have data to back up that decision, So access to data is critical. Compute performance whether it's high performance, compute for our safety, for instance, whether it's for you as an end user, access to data is critical across everything that we do is time critical Time is our currency really as a business if we slow down your job? Generally, that probably means that you've got less time to make the correct decision. Or maybe you have to turn into a guess or a hunch, which that's never a good place to be in our sport. >> No, I would think not. >> I've I recall, from our conversation last year their rules that say, How many people you can have in your entourage like 60. I think it was yes, and at the time I think you said you got, like, 15 Allocated to data. Is that ratio kind of still holding? I >> still exactly the same in our tracks. On environment, they're still the same in the factory. We have more than that, depending on how many people on what time of day, what day of the week. So on a Friday race day, practice day, we can have a minimum. There'll be 30 people in our race support room will be looking at data along with those other 15. But you can have the whole Aargh department or design department or logistics. Whoever could still be looking at data from the track real time, so we can have as many as 4 to 500 looking at data if they want to. And if that's the right thing going on earlier in the season, you generally get more people looking As the season goes on. It's probably more aargh focused, maybe mechanically if we got something new, or maybe the engine division again in a completely separate building in the U. K 40 miles apart, they've got another set of people that will be looking and trolling through data riel time from the but looking really at the power unit rather than the chassis side. >> And you're generating, like roughly half a terabyte a weekend on a race weekend. Is that still about the same? Or is that growing a car >> perspective? It's just under half a terabyte, but we produce up to another half a terabyte of other supporting data with that GPS data, weather data, video, audio, whatever it would be other information to help with the strategy side of things So we're around 77 50 to 1 terabyte for race weekend, >> and each car has about 300 sensors. I think when we spoke with you last year, or maybe you're half ago is about 200 so that's increasing in terms of all the data being captured every race weekend. But one of the things that I love that matter sizes, you know, we're idea at Mercedes is not that unlike I t at other groups who really rely on high performance systems. But you do put out a new product every two weeks and this really extreme range of conditions, your product is extremely expensive as pretty sexy. Like the portability factor. You have to set up a tea shop, have any 20 weekends a year and set it up in what, 36 hours and take it down in six. >> And a nine year old joke about the taking it down in six is a bit like a Benny Hill sketch. It's obviously choreographed and, well, well rehearsed, but we have all the same systems as any normal business would have the tracks. That environment is very different, though we don't have air conditioning in so all the IittIe equipment has to work at the natural ambient air temperature of the country. We're in this year. Believe it or not, Germany and hungry have been our biggest challenge. We've had for the last 43 to 4 years because they had 45 degree air ambient air temperature. So forget humidity for a minute, which is Another kettle of fish probably affects us a bit more, maybe, than the systems, but we're only chucking that air as fast as we can across the components. So we're not putting any cooling into what is probably around the tolerance of most I T systems. So we have to rely basically on air throughput to terminate. Keep kit. Cool. Now the benefit with pure is actually doesn't create any heat, either. There's no riel heat generation, so it's quite tolerant, which helps us get it doesn't create Maur, but the environment we put it into is quite special. But what we're doing is what any business would want to do. Access toe email file systems. What we're trying to do is give it in a performance fashion. People need to make a decision. So in qualifying, for instance, those 300 sensors. That information that we've got from the car, we've got minutes to make a decision based on data. If it takes you too long to get the data off, you can't then look at the data to make a decision. So we have to make sure data in just from the car and then basically multi access from everybody in the factory or the track side is performance enough to make a decision before the car goes back out again. Otherwise, we're wasting track time. >> So you've always had data in this business. Early days was all analog, and it obviously progressed and thinking about what you want to do, Going forward with data. What kind of information or capabilities don't you have? Where that technology in the future could address >> s so interesting. One is technology of the future. If you know what it is, let me know with what we know right now, I think a lot of it's gonna be about having the ability to have persistent storage. But actually the dynamic of the compute resource eso looking at things like kubernetes or anything like that to turn around and have dynamic resource spin up as and when required to do high performance computer calculations based on the data, maybe to start giving us some automated information, I'm gonna be careful of the M l A. I is for our businesses, it's not quite as simple as others because our senior management very technically capable, and they just see it as advanced statistical analysis. So unless you program, it is not gonna give you an answer. Now we've started to see some things this year were actually the computer is teaching us things we didn't ask it to. So we have got some areas where we're beginning to learn that. That's not necessarily the case now, but for us that access to data moving forward, it's probably gonna be compute. Combined with that underlying storage platform, there's going to be critical onstage. You you heard Robin people talking about the ability to have that always present storage layer with the right computer. That's something for us is going to be critical, because otherwise we're gonna waste money and have resource sat doing nothing. >> Is security >> an issue for you? I mean, it's an issue for everybody, but there isn't a game of honor because you got this, you know, little community that you guys trying to hack each other systems. >> So it's an interesting one inside the sport, Actually, no. Because a few years ago there was a very high profile case where data went between two teams and there was £100 million fine's exclusion from the sport for a season. So that's that's >> too big. You don't mess with that. >> But also, if you think of that from our perspective, we've got the Daimler star on here. We cannot afford to have any of that Brenda brand reputational rubbing off on Damon's. So that's a no no other teams I can't talk for. But we're all fairly sensible between ourselves. What will be interesting moving forward is what technologies air in our sport, but actually of the whether their motor manufacturers or not, is their technology in there that they're interested in. Maybe the battery technology from the power unit side of things is that the power unit itself. So are other things actually more interesting to those other >> places. It legal for you, you know, by the rules of sports, a monitor, just data or captured data, whether it's visual, whatever from your competitors. Eso anything, >> this public? Yes, it's fair game. Okay, so we get given all the teams. Actually, we get a standard set of three or four different streams of information around GPS timing on some video feeds and audio feeds on their publicly consumable by the team's. When I say public for a second on those feeds, we can do what we like. You know that there for us to infer information, which we do a lot off, is what helps our strategy team to turn around and actually predict what we might or might not need to do as far as a pit stop or tire degradation. >> And that's where the human element must come into understanding the competent, like to football coaches who who know each other right? >> Well, yes. And now, if you think if you add to that the human element off Well, what happens if one team strategy person changes? Are they gonna make a different call based on the same data? Is their hunch different? Do they think they know better within a team? You can have that discussion. So what happens in another team where they're cars, not as performance so their mindset. Maybe they're thinking differently. Or maybe a team's got the most performance car of the moment and they think that they're going to do X. And we're like, Well, we're gonna do something different than to try and actually catch them out. So do we. Now don't do the normal thing. >> So let's hope >> Gamification I love it. >> Let's look at all. Make a prediction. 2019 is gonna be another Mercedes AMG way. So at the end of the season, all of the data that you have collected from the cars, all the sensors, all the weather data, GPS, et cetera how does pure facilitate in the off season the design of the 2020 car, for example, Where does where does things like computational fluid dynamics? >> Okay, so all of our production data is on pure, whether it's on a ray or blade somewhere, it's on pure storage across the site. So they're involved. Whether you're talking about design, whether you're talking about final element analysis for hyper a ll, the C f. D. Using high performance computer systems, everything some pure so from that point of view, is making sure we're using the right resource in the right place to get the best performance. Now, see if he's an interesting one because we're regulated by the F A a. About the amount of compute that weaken you. He's now. Because of that, you want it to be as efficient as you possibly can. It's not speed but the efficient use off CPU time. So if a CPU is waiting for data, that's wasted, Okay, so for us, it's trying to make sure that whole ecosystem is as efficient as we can. That's obviously an integral part of everything we do, so whether we're wind tunnel testing, whether we're in the dino, the simulators, but everything basically comes back to trying to understand and correlate the six or seven different places we generate data, trying to make sure that when there's a change in the simulator, we understand that change in the real world or in a diner or in safety. So all of that, what pure do is allow us to have that single place to go and look how I perform and always available. And for me, I don't have to have a story. Jasmine. Yeah, we've got a team of people that actually are thinking about that for us at Pure, You know, there is invested in us these days. Yeah, I walk around here, I'm very fortunate. I get to see all of the senior guys here and there. They are asking me what's going on and how's things with sequel Oracle Because they know exactly what we're doing and they're they're trying to say what's coming. So things like object engine Pierre So we've been talking to pure about using that over the coming months. But what? We're not having it at the moment. Go out and learn it. Actually, they coming in and they're telling us all about it. So they become a virtual extension to my team, which is just amazing. >> Yeah, far more efficient. You're able to focus on a much more things that drive value for the business. As we look at some of the things like the Evergreen business model. What were some of the big ah ha we hear is the right solution for us back in 2015. Is that >> so? Evergreen and love. Your stories were two things at the time that we're just incredible for us because love your storage was basically you could have an array and basically you could use it. And there was no commitment, no anything. But if you like that, you could keep it, obviously, paying for it. Ah, nde. When we did that in the factory, basically, within a week of being in there that the team were like, Whoa, hang on, that's going nowhere. So that was That was a nice, easy one. But Evergreen was an interesting one, which has only really, truly for me. I've always bought into it. But the last probably 18 months we've used it time and time and time again because the improvements with the speed of light x 90 coming envy Emmy drives. When we were looking at capacity, what we did was we turned round and said, Well, actually, we can buy more dense units in the next 90 so we're only buying the extra capacity, but we were getting new technology. So nations, all the innovation that you're putting into their products were getting it. So today, when they were talking about the memory based access, and if your things always sat there going, I can use that. Oh, and there's no there's no work for me, there's no effort. The only thing I gotta worry about is whether I've got capacity for that. Those modules to go in. So Evergreen has worked several times because I don't have to go back to the cap export and go. Could I have another x £1,000,000 please? Why? I need some more storage. Yeah, but you bought some of the other day. Yeah, well, that one. I need to get rid of it because I need a bigger one. And I don't have to do that. Now. I just go in. I'm telling them what the increases for which actually, they can choose Then if they want to increase, they know what the business benefit is rather than just I t has got to turn around and either replace it because of age or the new version doesn't support is not an uplift, not upgrade from the old. One >> I've seen was looking at some of your stats and the case study that's currently online on. Imagine these numbers have gone up 68% reduction in data center Rackspace and saving £100,000 a year and operating costs >> those that would have been probably two years ago. Ish roughly those figures. And the operating cost is a huge improvement for us. Cap Ex is probably the biggest one for me. They were moving forward with cost caps coming into Formula One. That type of thing is gonna be invaluable. Does not happen to do a forklift upgrade of your storage. Well, I wouldn't know what I would do if I had to upgrade what I now own from pure I can't even imagine what? I don't want to turn around town my bosses what that's >> gonna cost. Well, it sounds like you really attacked the op X side with R and D with pure r and D. I kind of like that shifting, you know, labor toe are Andy because you don't want to spend labour on managing storage a raise, make no sense for your business. Okay. What do you want? Pure toe spend? R and D are now, what problem can they saw for? You mean >> so racy is gonna help If I'm really honest, that's actually is gonna help fill a whole quite well for us because we weren't really sure what to put some of that less hot data we were like, Well, where we going to start to put this now? Because we were beginning to fill up the array and the blades. Actually, with a racy no, we can actually use that different class of storage actually, to keep it still online. Still be out to do some machine learning A. I in the future when that comes around. But actually I can now have Maur longevity out of my existing array and blades. So that's brilliant and coming, I think, having I need to be careful, I know some things that are coming. Uh, the active sinking array is brilliant, and we've been using that since it came out. Having that similar or same ability in Blade when it comes will be a very advantageous having those played enclosures. We've gone to multi chassis flash played over the last six weeks, so that for us is great. Once we can start to synchronize between those two, then that's ah, that's another big one for us, for resiliency, for fault, tolerance, but also workload movement. That thing I said about persistent stories, layer, I'm not gonna need to care where it is, and it will be worked out by the storage in the orchestration layer so it can have the storage in the computer in the right place. >> Wow. Great story, Matt, as always. And I think it's Pierre calls this the unfair advantage coming to life. Best of luck for the rest of the 2019 season. >> I'll take it. >> All right, We'll see you next time. >> Thank you. >> Keep before >> for David Dante. I am Lisa Martin. You're watching the Cube from Cure Accelerate in Austin, Texas.

>> Narrator: Live from the Bill Graham Auditorium in San Francisco, it's The Cube. Covering Pure Storage Accelerate 2018. Brought to you by Pure Storage. (techno music) >> Back to The Cube, we are live at Pure Storage Accelerate 2018. We are in San Francisco at the Bill Graham Civic Auditorium. This is a really cool building built in 1915, loads of history with artists. I'm with Dave Vellante. I'm wearing prints today in honor of the venue and we're excited to be joined by longtime Pure Storage customer Mercedes AMG Petronas Motorsport head of IT Matt Harris. Matt, it's great to see you again. >> Hey, good up, good morning I should say. >> I think it is still morning somewhere. (laughter) >> So, Matt, you know, for folks who aren't that familiar with Formula One one of the things, you know I'm a fan. It's such a data intense sport. You've got to set up a data center 21 times a year, across the globe, with dramatically different weather conditions, humidity, etc. Give our viewers an idea of your role as head of IT and what it is that your team needs to enable the drivers to do? >> Okay, so in general terms, we're but like any other normal business around the world. Yeah we have huge amounts of data created depending on what your company is doing. Ours comes from two cars going around the track. That is the lifeblood of our of our work, our day work, and all that data is always analyzed to work out how we can improve the car. But what we really have is an infrastructure the same as many other companies. We have some slight differences as you say. We go to 21 countries. In those countries we turn around and we have 36 hours roughly to put everything together in a different world, different place and then everybody turns up and uses it as though it's a branch office. A hundred people roughly sat there working in the normal environment. We use it for five days and then we take it apart in six hours, put it in two boxes, take it to another country, and we do the same thing again. We do that 21 times. Sometimes back-to-back, sometimes with a week in between. Week in between is quite easy. Back to back sometimes we go from Canada maybe all the way across the world from Monaco within the space of a week so if we've got the flights in the way and everything else and we also end up having to an engineer a car, run a car around the track, and hopefully win races. >> So, you basically got a data kit that you take around with you. >> Yeah. >> And then what did you do before you had this capability? Was it just gut feel? Was it finger in the wind? >> Um, so. For about 15 years, we've been running what everybody's classes and Internet of Things we've been doing for about 15-20 years the car. It's got around these days around 300 sensors on it. Without those sensors realistically we'll be running the car blind and we probably couldn't even start the car let alone actually run it these days or improve things. We turn around and we're always ingesting data from the cars real-time. That real-time data actually we transfer to the garage. That's no problem at all but we also bring it back to the factory because we're limited on the number of people that are allowed to travel with the team. So, we're physically only allowed to take 60 people. Rules tell us we can only take 60 people to work on the car. Now of those, around about 15 are probably looking at data. We're generating around about half a terabyte per race weekend these days and 15 people, it's not enough eyes realistically to turn around and look at all that data all the time. So we take it back to the UK and in the UK, again, we have anywhere between another 30 and maybe 800 staff will be looking at that data to help analyze particularly on a Friday. Friday is about running the car and learning. We discussed a few minutes ago, what's the weather like? What are the tires like? What's the track like? Has there been any change in track? Has it been resurfaced? What's going on with the car compared to what we think is its optimum? And on a Friday's iterative change and learning about tire degradation, tire life, tire wear, the weather conditions, how they're going to interact with the car, all based on data. The interesting thing for me has always been that we have all this data but the two drivers in the car are the biggest sensor for us. They turn around and tell us how they felt. When they were going round corners, Was it good, bad, indifferent? But as soon as they tell us something, we always go to data. We've taken their interpretation of how their body felt, we turn around and then look at the data to prove what they've told us. So, an interesting anecdote very quickly. last year in Singapore, Valtteri was going across the bridge and he said he could feel that the throttle felt like it was cutting and we couldn't see in data and we were looking and looking and eventually he said, "No, it absolutely happens every time I cross the bridge." and they found a 20 millisecond gap in throttle application basically because there was a magnetic field that the bridge was creating so a sensor was actually cutting the throttle. he could feel it. we could fit that eventually see in data, shielded the sensor, everybody's happy. so you go from the human being could feel a 20th, a 20 millisecond gap in throttle application for us finding in data, engineering a solution, and changing things. >> So, the human's still a critical part of? (crosstalk) >> So, where does Pure Storage fit into this whole thing? and give us the before and after on that. >> So, three years ago we started working with Pure because I have two different solutions. one in the track and one in the factory. one in the track realistically I have some constraints around space, power, heat. that most people would love to take the racks as we were talking about we take around the world, they would love to leave in a nice air-conditioned computer room and just leave it there all year. we move it around but that rack of information we have to spend $298 per kilo to transport IT equipment around, well any equipment, around the world. So, we've got tons of equipment that we take around the world. it's thousands and thousands of pounds of freight cost. So, we went from forty U of old-school spinning disk, lots of complexity in cabling, administration, down to 2-3 U and 20 arrays. Now, they're more heat tolerant. I have two power cables in each and two network cables so complexity is gone. it just works. It's heat tolerant. it doesn't create a lot of heat so I haven't got the added issue of that. it's not using a huge amount of power so my UPS solution has to be smaller. so everything just got smaller, cheaper. really simply at the track, we improve the performance for everybody. from an IT point of view, we got very, very simple. incredibly easy to look after and manage but it's very reliable and performant at the same time. we then went to the factory where I've got 800 people looking at data. the problem is when a car goes round and we offload it, there's one single file. we haven't got this distributed amount of data that everybody. so you got one file that everybody's trying to open, old-school discs, you've now got contention for that one file that everybody's opening. So, people would come back from the track and go, "Why is it so slow to open information in the factory compared to at the track?" Trying to explain to them contention of data in those days was a little bit difficult but now we have 800 people that don't need to care and why that matters for us is decision making. So, if you think about qualifying, those that don't understand Formula One, we have three sessions of qualifying and the car goes out roughly two times in each qualifying session with around about a couple of minute gap in between the times the car goes out. that couple of minutes is about changing the car to be optimal for the next run. if it takes you minutes and minutes to offload data, open the data, review the information that the driver told you, and make a change, you can't go back out a second time. So, everything is about optimal performance for those engineers to optimize the performance of the car. what we are able to do now is to turn around and make sure that we're making correct decisions because rather than data taking two or three minutes to open, it's in seconds instead. So, you can look at the data, make an informed decision, change the car, hopefully improve every time the car goes out. >> One of the things, Matt, that Charlie Giancarlo, the CEO of Pure Storage, said this morning during the keynote was that less than half a percent of data in the world is analyzed. talk to us about what Pure Storage is able to facilitate for your team to be able to analyze that data. how much of that data are you able to analyze? and talk to us about the speed criticality. >> Yeah, okay, so, and quite a lot of the work over the previous probably 10 or 15 years has been very human centric. So, it's what data I know I need to go and look at to understand to be able to compute, to turn around and maybe infer information from to be able to make a better decision. So, strategy is probably one of the best places these days where the data that we're learning all the time. we have data about ourselves but we also have data about the other teams. those teams have the same data about us as well, your GPS data, timing data, so we know what's going on so we can infer information on a competitor as well as ourselves. tire degradation, tire wear, tire life, all things that you can infer that mean that you were mentioning earlier on about a pit stop. if a safety car comes out should you pick, shouldn't you pick. those decisions are now based on accurate data about whether we think competitor will pit, whether we think the competitors tires will last, can we overtake that competitor? because actually the track does or doesn't allow overtaking. So, lots of decisions made real-time based on exactly what's happening now but inferred from previous races and we're always learning all the time. everything is about the previous races. information we're learning every time. >> and how much of that heavy lifting of that data is machines versus humans. Are the machines increasingly, I don't want to say making the decisions, but helping? >> Yes, so, we're not in a position at the moment where the machines are making decisions. they're helping us to be informed, to visualize. Yeah, we work with the likes of TIBCO as well as Pure and other partners or sponsors that we have where they turn around and actually they help us to visualize that data. the problem we've got at the moment is we're still looking at all the data. where we really want to get to is looking at exceptions. So, actually the norm, don't show us that data. we don't need to know, don't need to care. >> Want the outliers. >> we want the outliers that. our problem though is that our car changes every time it goes out. So, an outlier could be because we've made a change. So, now you've got to still have some human that's helping at moto. we're trying to understand how we can use machine learning techniques. in certain places we can so image recognition and another bits and piece like that we can actually start to take advantage of but decisions necessarily around configuration and the next change to the car at the moment it's still indicators given to us by simulation and then a human at the end of the day is making the decision. >> and the data that you talked about that is on your competitors, is that a shared data source or is that but it is. >> Yeah. >> everybody shares the same data. >> every car has a transponder on it. basically it's GPS with longitude, latitude, and all sorts but incredibly accurate. if you consider the cars are doing 200 mile-an-hour, we have an accuracy of around about it's less than 10 centimeters accuracy at 200 miles per hour. Now, if you think of your GPS on your phone, you struggle to know whether you're on the right street sometimes. >> but your differentiation there is your your speed at which you can analyze the data, your algorithms, your skill sets you're telling. and then obviously we're here at Pure there's a component of that speed which is Pure. aren't you worried that your competitors are going to get your secrets or is everybody in the track use Pure Storage? >> everybody is turning around and using their own methodologies, their main, their own software. the thing for us at the moment is to make sure that we keep the really secret things ourselves, our IP sensitive, keep those to ourselves. So, what we do with our storage people know about and other teams are copying and seeing the advantages of Pure as well as some of the other tools and partners we partner with. the benefit of us though is that we have a partnership with Pure not just a purchasing so we work, we've known about some of the products. So, flash blade we knew about a long time before it was released. Yeah, we work with the team on what's coming. we know some of the advances in the technology before it's live and that's critical for us because we can get a stick, a march on everybody else even if we're six months ahead of somebody else on a technology or a way of doing something, six months is a long time in F1. >> Yeah. >> sorry Dave, I was going to say, Pure calls this the unfair advantage. (laughter) and you are, Mercedes has last fall won the fourth consecutive Constructors Championship. Coincidence, I don't know, but talk to us about this symbiotic relationship. are you also able to help influence the design of the technologies at Pure? >> Yeah, so, and I wouldn't say that we help design necessarily but they'll take into consideration our requirements and our wishes. like a number of other people that will be here, you've heard other people talking on stage and we'll always be talking about what we would like to be doing, what we could be doing if we had, I don't know, some new technology whether it's s3 connectivity to the flash blade, s whether it's NFS, whether it's SIF, whatever that would be, the containerization of them, the storage front end, whatever that would be we're always talking about how we can work with the Pure Storage to improve what we're doing. so that ideally I take out the way of the business. my ideal is that IT's not seen, it's not heard, and it just works. obviously in IT that's not always the case but. >> I want to unpack something you said earlier. you said it was I believe two or three years ago, three years ago that you brought in Pure and you had substantial performance improvement. I talk to a lot of customers and what they'll typically do in that situation is they'll compare what they saw in 2015 with what they replaced which was probably a five or eight year old array. true in your case or not? if it is true, which I suspect it is, it had to be something else that led you to Pure because you could have bought the incumbents all flash array and got you know much better performance. What, first of all true or not? and what was it that led you to Pure to switch from the incumbent which is not trivial? >> So quickly and was it five or eight year old hardware? in some places yes, some places no. So, it wasn't, we took a decision to take a step back and look at storage from a different standpoint because we just kept adding more discs to try and get around an issue, you know, and we've got a fairly strange data model to compute. we don't need much compute, we need lots of storage. so some of the models that were talked about on stage where I need, you know, Matt Baer was talking about the fact of I want some more storage, you need to buy some more compute and that was just so annoying for us. so there was different reasons but the end goal, you're quite right, performance. Yeah, we could have got it probably from anywhere and being brutally honest lots of other technologies could give the performance 'cause we don't give that level of performance maybe if your a service now or a big financial institution, we've got data, it's important. we've got critical time scales to open and save data, okay critical to us as far as erasing, but what was important for me was simplicity. Absolutely, now we got other benefits. the Evergreen model was brilliant for us but simplicity was critical. we had a storage guy that was spending his life managing storage. nobody manages storage now. they turn around and they go into Vmware. they want a new VMware server, they just spin it up, and the disk is associated. we don't have to think about it. you don't have that storage specialist any longer. Yeah, we started working with other partners, you know, Rubric for instance, integration with them, the Pure arrays as well, again enabling us to get out the way and not having to worry about backup. traditionally or we'd headed a guy that was always changing tape. I saw on the slide several time today about tape archive, I'm going I never want to see a tape archive. I just don't care about it any longer. I just want to be able to turn around and give the business, the SLAs they want on the their data and then not care about it. Also, can I then still turn around and mine that data in those archive or backup, not back up bin, the archive location? So, there's huge differences but simple is the best thing for me. we could have a small IT team that we have to look after a huge amount of kit and if it's complex it's just I can't employ the right people. >> Simplicity, performance, portability, you mentioned integration. you've got a big partner ecosystem here that. >> Yeah. >> So, having the ability to integrate seamlessly with Rubric, TIBCO, Satirize Key. >> and yeah for us, the partners are extension of the team. my team in particular because I can't turn around and just keep adding staff. we have to look after the day-to-day and keep the lights on but I can't just keep adding staff to look after a new technology. it needs to look after itself so the simplicity is absolutely. performance was a sort of a no-brainer. evergreen was a brilliant one for us because just not having to do those forklift upgrades. I think in the three years, we've gone from M450s to M70s, we've gone from M20s to M50s, M50R2s. we've done all of these. I've been stood on stage before in a day when we've been doing an upgrade during the time I've been stood on stage. You know and so people talk about the forklift upgrade, I don't have to worry about it, it doesn't happen. >> totally non-disruptive. >> Yeah, yeah. >> you do change out the controllers right? >> Yeah, so we change out controllers. we've done all sorts, we've gone from capacity upgrade so complete shells of discs and completely different on from I can't remember the exact size from two terabyte to three terabyte drives, new controllers to give us the new functionality with the nvme and all during the day. we don't do it out of hours. there's a lot of the business a scared stiff when we turn around the wisp and they go oh no no no but we're running the winds on low. we're doing this CFD, we go doesn't matter zero downtime no matter zero no planned. obviously no one play it's planned? >> Yes, it's planned downtime but the user doesn't see it they no performance no downtime no nothing that's Nevada for RIT. Yeah, well it means I don't have to keep asking people to do long shifts through the night to do a simple upgrade what should be a simple your weekends are nice back hopefully we end up with we end up racing those unfortunately okay but that's the fun stuff yeah for those who aren't that familiar was Formula One I encourage you to check it out it's one of the coolest strategic sports that is really fueled by technology it's amazing without technology honestly the cars wouldn't be anywhere near their what they are today and IT systems go we underpin everything that the company does nobody really wants to say that I t's the lifeblood of the company they don't but we need to be able to deliver and actually let the business actually take on new technologies new techniques and get out the way so we've got a huge amount of work a lot of what Charlie said on stage earlier on I've been having conversations with the guys here about autonomous data centers immutable infrastructure it's critical for us to go out the way and allow business to if they want some new VMs new storage it just happens not not need a person to be in the way make it sound so simple well you one of your primary sensors Lewis Hamilton is currently in in the number one position battery talked to us in third Monaco coming up this weekend introduction of a new hyper soft tire some pretty exciting stuff yeah so the hope of soft tires going to be interesting first race with it before the Monaco track yeah so and they originally designed it for Monaco I believe it will go to another race as well in the short term but we didn't even run it in winter testing earlier in the year so the first time we ran it was actually Barcelona test last week I've actually heard nothing about it so I don't know whether it's good bad or indifferent I don't know what's going to happen but it's going to be an interesting week because it's a very different track to where we've been to so far traditionally some of the other teams are quite strong there so the this weekend's going to be an interesting one to see where we end up Monica is always exciting grace Matt thanks so much for stopping by the cube and sharing with us what you're doing and how you're enabling technology to drive the Sportage no comatose again I'm Lisa Martin with Dave Volante live at pure storage accelerate 2018 we were at the Bill Graham Civic I'm Prince for the day stick around Dave and I will be right back with our next guest

>>mhm. >>With me now are Manish Agarwal, senior director of product management for Hyper Flex at Cisco at Flash for all number four. Love that on Twitter And Deron Williams, the director of business development and sales for Cisco Mister Hyper flex at Mr Hyper Flex on Twitter. Thanks, guys. Hey, we're going to talk about some news and and hyper flex and what role it plays in accelerating the hybrid cloud journey. Gentlemen, welcome to the Cube. Good to see you. >>Thanks, David. >>Thanks. Hi, >>Daryn. Let's start with you. So for hybrid cloud you gotta have on Prem Connection. Right? So you've got to have basically a private cloud. What are your thoughts on that? >>Yeah, we agree. You can't, but you can't have a hybrid cloud without that private element. And you've got to have a strong foundation in terms of how you set up the whole benefit of the cloud model you're building in terms of what you want to try and get back from the cloud, you need a strong foundation. I'm conversions provides that we see more and more customers requiring a private cloud, and they're building with hyper convergence in particular hyper flex no to make all that work. They need a good, strong Cloud operations model to be able to connect both the private and the public. And that's where we look at insight. We've got solution around that. To be able to connect that around a Saas offering that looks around simplified operations, gives them optimisation and also automation to bring both private and public together in that hybrid world. >>Darren, let's stay with you for a minute when you talk to your customers. What are they thinking these days, when it comes to implementing hyper converged infrastructure in both the the enterprise and and at the edge? What are they trying to achieve? >>So there's many things they're trying to achieve? Probably the most brutal honesty is they're trying to save money. That's probably the quickest answer, but I think they're trying to look at in terms of simplicity. How can they remove layers of components they've had before in their infrastructure? We see obviously collapsing of storage into hyper conversions and storage networking, and we've got customers that have saved 80% worth of savings by doing that, a collapse into hyper conversion infrastructure away from their three tier infrastructure. Also about scalability. They don't know the end game, so they're looking about how they can size for what they know now and how they can grow that with hyper conversions. Very easy is one of the major factors and benefits of hyper conversions. They also obviously need performance and consistent performance. They don't want to compromise performance around their virtual machines when they want to run multiple workloads. They need that consistency all the way through. And then probably one of the biggest ones is that around. The simplicity model is the management layer ease of management to make it easier for their operations that we've got customers that have told us they've saved 50% of costs in their operations model, deploying out flex also around the time savings. They make massive time savings which they can reinvest in their infrastructure and their operations teams in being able to innovate and go forward. And then I think that we one of the biggest pieces we've seen as people move away from three tier architecture is the deployment elements, and the ease of deployment gets easy with hyper converged, especially with edge edges of major key use case for us and what I want. What our customers want to do is get the benefit of the data centre at the edge without a big investment. They don't compromise in performance, and they want that simplicity in both management employment. And we've seen analysts recommendations around what their readers are telling them in terms of how management deployments key for it, operations teams and how much they're actually saving by deploying edge and taking the burden away when they deployed hyper conversions. As I said, the savings elements to keep it and again, not always, but obviously those are his studies around about public Cloud being quite expensive at times over time for the wrong workloads. So by bringing them back, people can make savings. We again have customers that have made 50% savings over three years compared to their public cloud usage. So I'd say that's the key things that customers looking for >>Great. Thank you for that, Darrin minutes. We have some hard news. You've been working a lot on evolving the hyper flex line. What's the big news that you've just announced? >>Yeah, Thanks. Leave. So there are several things that we are announcing today. the first one is a new offer, um, called hyper Flex Express. This is, you know, Cisco Inter site lead and Cisco and decide managed it Hyper flex configurations that we feel are the fastest part to hybrid cloud. The second is we're expanding our server portfolio by adding support for HX on AM Iraq, U. C s and Iraq. And the third is a new capability that we're introducing that we're calling local contemporaries witness. And let me take a minute to explain what this is. This is a very nifty capability to optimise for forage environments. So, you know, this leverages the Ciscos ubiquitous presence. Uh, the networking, um, you know, products that we have in the environments worldwide. So the smallest hyper flex configuration that we have is, uh it do not configuration, which is primarily used in edge environment. Think of a, you know, a back home in a department store or a oil rig. Or it might even be a smaller data centre, uh, somewhere, uh, on the globe. For these two not configurations. There is always a need for a third entity that, you know, industry term for that is either a witness or an arbitrator. Uh, we had that for hyper flex as well. The problem that customers faces where you host this witness it cannot be on the cluster because it's the job of the witnesses to when the when the infrastructure is going down, it basically breaks, um, sort of upgrade rates. Which note gets to survive, so it needs to be outside of the cluster. But finding infrastructure, uh, to actually host this is a problem, especially in the edge environments where these are resource constrained environment. So what we've done is we've taken that witness. We've converted it into a container reform factor and then qualified a very large a slew of Cisco networking products that we have right from S. R. S R. Texas catalyst, industrial routers, even even a raspberry pi that can host host this witness, eliminating the need for you to find yet another piece of infrastructure or doing any, um, you know, care and feeding of that infrastructure. You can host it on something that already exists in the environment. So those are the three things that we're announcing today. >>So I want to ask you about hyper Flex Express. You know, obviously the whole demand and supply chain is out of whack. Everybody's global supply chain issues are in the news. Everybody's dealing with it. Can you expand on that? A little bit more Can can hyper flex express help customers respond to some of these issues. >>Yeah, indeed. The, uh, you know, the primary motivation for hyper Flex Express was indeed, uh, an idea that, you know, one of the folks around my team had, which was to build a set of hyper flex configurations that are, you know, would have a shorter lead time. But as we were brainstorming, we were actually able to tag on multiple other things and make sure that, you know, there is in it for something in it for customers, for sales as well as our partners. So, for example, you know, for customers, we've been able to dramatically simplify the configuration and the instal for hyper flex express. These are still hypertext configurations, and you would, at the end of it, get a hyper flex cluster. But the part to that cluster is much much simplifying. Second is that we've added in flexibility where you can now deploy these, uh, these are data centre configurations But you can deploy these with or without fabric interconnects, meaning you can deploy it with your existing top of rack. Um, we've also, you know, already attract attractive price point for these. And of course, you know these will have better lead times because we made sure that, you know, we are using components that are that we have clear line of sight from a supply perspective for partner and sales. This is represents a high velocity sales motion, a faster turnaround time, Uh, and a frictionless sales motion for our distributors. Uh, this is actually a settled, risky, friendly configurations, which they would find very easy to stalk and with a quick turnaround time, this would be very attractive for the deceased as well. >>It's interesting many. So I'm looking at some fresh survey data. More than 70% of the customers that were surveyed this GTR survey again mentioned at the top. More than 70% said they had difficulty procuring, uh, server hardware and networking was also a huge problem. So so that's encouraging. What about Manisha AMG that's new for hyper flex? What's that going to give customers that they couldn't get before? >>Yeah, so you know, in the short time that we've had UCS am direct support, we've had several record breaking benchmark results that we've published. So it's a it's a It's a powerful platform with a lot of performance in it and hyper flex. Uh, you know, the differentiator that we've had from Day one is that it is. It has the industry leading storage performance. So with this, we're going to get the fastest compute together with the fastest storage and this we are hoping that will basically unlock, you know, a unprecedented level of performance and efficiency, but also unlock several new workloads that were previously locked out from the hyper converged experience. >>Yeah, cool. Uh, so, Darren, can >>you can you give us >>an idea as to how hyper flexes is doing in the field? >>Sure, Absolutely So both me and my initial been involved right from the start and before it was called Hyper Flex, and we've had a great journey, and it's very excited to see where we're taking where we've been with the technology. So we have over 5000 customers worldwide, and we're currently growing faster year over year than the market. The majority of our customers are repeat buyers, which is always a good sign in terms of coming back when they approved the technology and are comfortable with technology. They repeat by for expanding capacity, putting more workloads on. They're using different use cases on there. And from an energy perspective, more numbers of science so really good. Endorsement the technology. We get used across all verticals or segments, um, to house mission critical applications as well as the traditional virtual server infrastructures. Uh, and we are the lifeblood of our customers around those mission critical customers think one example, and I apologise for the worldwide audience. But this resonates with the American audiences the Super Bowl. So the sofa like stadium that housed the Super Bowl actually has Cisco hyper Flex running all the management services through from the entire stadium for digital signage. Four K video distribution, and it's complete completely cashless. So if that were to break during Super Bowl, that would have been a big, uh, news article, but it was run perfectly. We in the design of the solution, we're able to collapse down nearly 200 servers into a few notes across a few racks and have 100 120 virtual machines running the whole stadium without missing a heartbeat. And that is mission critical for you to run Super Bowl and not be on the front of the press afterwards for the wrong reasons. That's a win for us. So we really are really happy with High Flex where it's going, what it's doing. And some of the use cases were getting involved in very, very excited. >>Come on, Darren. It's Super Bowl NFL. That's a That's international now. And, you know, the NFL >>NFL. It's >>invading London. Of course I see the picture of the real football over your shoulder, But last question for many is give us a little roadmap. What's the future hold for hyper flex? >>Yeah, so you know, as Darren said, both Darren and I have been involved the type of flicks since the beginning, Uh, but I think the best is yet to come. There are three main pillars for for hyper Flex. One is in. The site is central to our strategy. It provides a lot of customer benefit from a single pane of glass management. But we're going to take this beyond the Lifecycle management, which is for hyper flex, which is integrated in winter side today and element management. We're going to take it beyond that and start delivering customer value on the dimensions of a job. Because Interstate really provides us an ideal platform to gather starts from all the clusters across the globe. Do AML and do some predictive analysis with that and return it back as, uh, you know, customer valued, um, actionable insights. So that is one. The second is you'll see us expand the hyper flex portfolio. Go beyond you see us to third party server platforms, and newer, you see a server platforms as well. But the highlight there is one that I'm really really excited about and think that there is a lot of potential in terms of the number of customers we can help is a checks on X CDs. Experience is another thing that we're able to, uh you know, uh, announcing a bunch of capabilities on in this particular launch. But a check sonic series. We'll have that by the end of this calendar year, and that should unlock with the flexibility of X series of hosting a multitude of workloads and the simplicity of hyper flex. We're hoping that would bring a lot of benefits to new workloads, that we're locked out previously. And then the last thing is hyper flex leader platform. This is the heart of the offering today, Uh, and you'll see the hyper flex data platform itself. It's a distributed architecture, unique distributed architecture primarily where we get our, you know, record breaking performance from you'll see it get faster, more scalable, more resilient. And we'll optimise it for, you know, containerised workloads, meaning it will get granular containerised container granular management capabilities and optimised for public. So those are some things that were the team is busy working on, and we should see that come to fruition. I'm hoping that we'll be back at this forum and maybe before the end of the year and talking about some of these new capabilities. >>That's great. Thank you very much for that. Okay, guys, we got to leave it there and you know many She was talking about the HX on X Series. That's huge. Customers are gonna love that, and it's a great transition because in a moment I'll be back with Vikas Ratna and Jim Leach and we're gonna dig into X series. Some real serious engineering went into this platform, and we're gonna explore what it all means. You're watching simplifying hybrid cloud on the cube, your leader in enterprise tech coverage.

>>Mm. Welcome back to the cubes. Continuous coverage of A W s reinvent 2021 were running one of the industry's most important and largest hybrid tech events of the year with A W S and its ecosystem partners. And, of course, special thanks to a M D for supporting this year's editorial coverage at the event we got to live sets we had to remote sets one in Boston, one in Palo Alto. We've got more than 100 guests coming on the programme and we're looking >>deep into >>the next decade of cloud innovation. We're super excited to be joined by Ali Zafar, who is the senior director of platform strategy and operations at Dropbox Ali. Great to see you. Thanks for coming on. >>Awesome. It's a pleasure to be here with you, Dave. >>So Hey, what's your day job like at Dropbox? What's your role? >>Got it? Yeah. So I actually oversee the global supply chain at Dropbox. Also all of the capacity planning which entails both our budget and also capacity requirements and Dropbox. And then I also focus on the platform product management side which is basically building our build vs buy and our overall roadmap for our platform in the long run. >>Great. Thank you. So I mean, everybody knows Dropbox, But maybe you can talk a little bit about your business, your mission and how that's evolved. Over the past several years. >>Dropbox is a global collaboration platform, and our mission at Dropbox is to help design a more enlightened way of working. Dropbox has over 700 million registered users and over 550 billion pieces of content. So taking a step back, they've dropbox health. Let's use all of your content. Think of this as videos as music. Even your tax returns allows you to organise all of this content. And then you can share this content with anybody at any time. You can also take Dropbox to work. And actually, it makes you even more productive in the workplace integrating all of your tools seamlessly, also allowing you to collaborate with all of your teams internally and also externally. >>Yeah, so thank you. Uh, when Dropbox was founded, I mean, the cloud was really nascent, right? So it was early days, and so a lot has changed since you know, the mid last decade. And of course, with remote work and hybrid work that had to be a real tailwind to your business. But maybe you could explain your cloud and your hybrid cloud strategy. >>You're spot on Dave. So Dropbox has always been hybrid since its inception in 2000 and seven. And when I say hybrid, I mean, we have our own on prime infrastructure, and then we also leverage Public Cloud. Now, Public cloud still to these days remains absolutely critical for Dropbox to serve all of its customer needs. And when we talk about the decision between public or private, we think about three or four key things. One is the total cost of ownership. Look at the market. We also look at our customer requirements and the latest technology that's available in the market and then any international data storage requirements to make the decision of going towards public or private for that specific use case. >>So what if we could follow up on that? Like maybe you can talk about the key business, these conditions as a as a SAS storage provider? What are the real drivers in in your business framework? >>Got it at the end of the day, what really matters for us. There is to actually think about our customers and delight them And what better than to focus on performance, reliability and also security. Right. So we want to make sure that the infrastructure that we have today allows Dropbox to actually solve for the specific use case for our customers. What do they care about while also doing this in a very efficient management Manage, uh, way So to summarise that looking at performance, looking at liability, looking at scalability, looking at efficiency and then also compliance >>So that leads me to My next question is about the EC two instances that you use. I know you. You make heavy use of AMG compute. How >>did you >>come to that decision? Was that these factors was all performance. How did you migrate to really enable that capability? How complex was that? >>MD has has been a key strategic partners the partnership as well over 4 to 5 years right now and we've been leveraging them on our on prem infrastructure for compute. So we've always had aimed in our infrastructure. And when the time came where aws was also leveraging some of the MD instances, we wanted to see how we can expand the partnership with AMG and A W S and also experiment with these instances. So we looked at some of the tooling updates that were required. We also looked at specific instances which are either compute optimised and memory optimised instances. And then we actually build our footprint on M D. And what we saw is that the overall performance improvements and also cost improvements that we got for specific workloads. It was actually extremely, uh, overall awesome results for Dropbox and our customers, and we have been using them ever since. >>What kind of business impact did that make that make a difference to your business? That was noticeable >>on the business side, I think primarily it was more on the TCO side, which is where we got most of the benefits on the cost side. Um, and then also for some of our internal work clothes, we also saw benefit, uh, to our internal developers that are using some of those work clothes. >>Well, so you guys have kind of become the poster child for hybrid. A lot has been talked about about you all, but I wonder if you could help us understand what part of your infrastructure is going to be better served by public cloud versus kind of doing your own. I t on Prem. What are some of the value drivers that are that are making, you know, push workloads into the public cloud? Help us understand that better and squint through that >>got ready. I get asked that question a lot. So public cloud in general allows for faster go to market, Think about this as, like product launches teacher launches also international expansion. It allows us to scale and then also leveraging some of the existing technologies out there in the market for some of the common workloads. So just, you know, taking a step back and thinking about Dropbox. We keep on evaluating also the criteria and then also specific workloads on what makes sense on private or public load. And a W s had some instances, like as three rds and EC to that when we started looking at, we knew that some of our key services, like data platform, some parts of our, um, Melania and even paper platform would make more sense for us to actually leverage. Uh, some of these in public cloud for that. >>So what are the sort of characteristics of the workload that are sort of better suited to be in AWS? You know, what's the ideal workload profile? You know, we talk about ideal customer profile. What's the ideal workload profile for the for the AWS Cloud. >>Got it. So the way we think about it, at least we call it the rule of three at Dropbox. Um, and that means we look at scale. First, we look at technology and innovation. Um, and what I mean by that is, is there faster innovation in the public cloud? And is the workload common enough that there's already a lot of work going on in public Cloud? Then there's no reason for us to actually innovate faster than that. We probably can't. And if the scale is not large enough, right? So when we talk about our storage side like magic pocket, the scale is large enough. We're innovating. There makes sense, and it's better for the end customer, so we will probably go towards private cloud there. But then, when we talk about like international expansion, when we talk about, like, faster go to market or some of the innovation in the space. It really makes sense to use public Cloud because of all of the advancements that we've seen there. >>Yeah, so let me circle back to the sort of business benefits and impact of the sort of a MD based compute specifically. But you talked about TCO before. So there's certain things you mentioned on Prem you sometimes use You mean right. If the thing is hardened, you don't want to necessarily rip and replace it. But if you can accelerate, go to market and you spin up things in the cloud that makes sense. You mentioned customer requirements. So that's just kind of depends. And then the international expansion and scale. So it kind of comes down to those whatever. Four or five factors, right? Tco those other factors that I mentioned kind of the high level benefits, if you could, wouldn't mind summarising for us. Ali. >>Yeah, I think you're spot on there. So it's looking at the overall Decio, right? The cost of serving the overall cloud looking at like go to market in general, like can we leverage public cloud and go to market faster? Obviously, meeting that end customer requirements. We also looked at like international expansion, like any of the customer's data that is stored outside of the US is all on public load for Dropbox. Uh, no plans in the short term to do something different there, Um and then also just looking at, like I mentioned anything in the technology space that is ongoing, that we can leverage features side or the product side for our customers, like at Yale or, uh, VRML. We are going to leverage Public cloud there. >>So of course you know we've we've followed the progression of semiconductor technology for decades. This industry has marched to the cadence of performance improvements. What are the one of the futures hold from a technology roadmap standpoint, particularly as it relates to leveraging AMG EC Two instances, Ali >>got it. So drop boxes in a very unique position where we actually leverage AMG both on Prem and for public le leveraging some of the AWS EC two instances like like you mentioned and epic processors from MDR what we're using today, both on the hybrid infrastructure site and the performance and also the d. C o benefits are real and something that we are observing on a day to day basis. So we are gonna be leveraging that technology even in the future. Um, and the partnership with the MD continues to be very, very strong for Dropbox. >>Well, I really, really appreciate you coming on the cube as part of our coverage is great to have You love to have you back sometime. >>Awesome. Thank you. And also just last thing we wanted to also call out that we are also going to be experimenting with probably Milan that is coming out. Uh, room is the current process is from a m D. That we have been leveraging. And as Milan comes available, we do wanna continue to evaluate it and see how we can fit it in our infrastructure. >>Okay, So their their generations are city based, the all Italian city based. They were going to run out of cities soon. >>God, uh, again, the partnership with both A W s and an M. D is something that I'm very proud of. Execution. Thank you, Dave. >>Great to have you, Ali. And really appreciate you watching. Keep it right there for more action on the cube. Your leader in hybrid tech event coverage. Mhm.

>>Mhm Hello, I'm jennifer with the cube. We're here at Rogers vice president of EC two Product Manager, NWS raj. Thanks for coming off its quick cube conversation. Um Congratulations on your 15th birthday of E C two. You get the keys to the kingdom of one of the hottest products. The most important product you look at. I look at our billets. Ec two is the highest, it's always the best everyone focuses on. It's the compute a lot of other goodness with amazon cloud. Thanks for coming on. >>Thank you. Thanks for having me. >>So, can you break down the graviton two processor overview? Why is custom Silicon important and why should architects and developers understand the opportunity with graviton to these are the other opportunities within 80 bucks. What's the, what's the magic do it we should that they think about as the architect their cloud. >>Yeah. So, I mean, I think why it's important is what you said like so much uh the workloads that they're running at the end of the day is running on EC two, whether it's running on Ec two directly or running on one of the other AWS services that's built on a C two and when you have, when you're able to, when we're able to innovate and deliver a very significant price performance advantage, not just lowers their costs. So like there, It's hardly a day of industry where you're able to go and do a pretty simple migration and get a 40% price performance improvement and that's huge and I think that's why this is, you know, raising a lot of interest. Is that um, customers, I found it relatively easy to go and do this migration and get that benefit. >>That's awesome mirage. I gotta ask you ec two offers more than 400 instant types with different combinations of compute memory, networking and storage, which is obviously the backbone of the cloud. A lot of people that are coming in learning about clouds, what does it mean that there's all these instances that because it's just more combinations, different workloads, why 400 instance types? What does that mean for someone learning about clouds? Does it mean anything to you actually? Would you explain the difference of instance types of 400 of them? >>Yeah. So, I mean when you think about an instance type, it's essentially configuration of a virtual machine, there's a certain amount of memory, there's a certain amount of processing power. Uh there could be a certain amount of disk and workloads, uh, the different ratios of these uh, dimensions, these characteristics. So by offering selection across a wide variety of instances were really able to optimize the compute that particular workload needs. The customers could essentially uh, increase their performance and have a more optimized price for what they want to get done. So ultimately, that's what that's what it's about having the right form factor for a given workload and the more configurations that we have, the more we're able to tune for those workloads. >>It's like having a driver riding a car you want the driver type to match the road, match the engine. So the instance has to match the profile of the app, the workload and kind of, and is that kind of where you're getting at getting met? You can do that. >>Yeah. And you know, and one of the things that we're also investing in at the same time as tools to enable customers to realize and learn what the right instance is. So, you know, we launched about a year ago uh capability called compute optimizer that lets customers look at their workloads, you know, in flight essentially and make recommendations saying, hey, instead of this instance, you know, you could Move to um this other instance type and save 50% or you know, as an example. So, um, you know, part of it, creating the selection and the other part of it is creating the tools. So customers, do you know what the right fit is for them so that they can really optimize their thin >>Well Roger, I really preach this is going to ask me anything guru question, but here's the simple one. What is gravitas to, at the end of the day when someone asks you what is graviton too? >>Yeah. So I mean grandma can do is a processor, it's a chip, it's a CPU um and so what that means essentially is and it's an arm. Basic. So um, you know, with, with are just like you have intel and AMG processors, these are the, the circuitry and the computer that does the work. Right. And um with, with Gravitas on we support arm which is a different architecture set but one that has been around long enough and it's pretty ubiquitous across mobile devices and servers now. So the operating systems that you know, you know all the Linux operating system, the tools that you know, they all work and are able to run on Graviton too. So this means that when you have applications, you can very easily take it from the same AMG or intel X 86 platform and move it over and just get the efficiencies that gravity to offers with lower power envelope and higher performance >>there it is many master class here at raj. Pie Vice President Ec two product management laying down the graviton to knowledge and for folks learning about cloud and architects really want to know the difference. It's a 40% performance improvement, lower power envelope, 20% less than cost. I believe something those range about right about in the same territory there. So basically high performance, lower costs, better power. So for workloads that demanded you got the option raj. Thank you for sharing. Thank you. All right. I'm john for, with the cube Thanks for watching. Mhm mm

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of H. P. S. Big customer event. Patrick Moorehead is here of moor insights and strategy is the number one analyst in the research analyst. Business. Patrick. Always a pleasure. Great to see you, >>David. Great to see you too. And I know you're you're up there fighting for that number one spot to. It's great to see you and it's great to see you in the meetings that were in. But it's even more fun to be here on the cube. I love to be on the cube and every once in a while you'll even call me a friend of the cube, >>unquestionably my friend and so and I can't wait second half. I mean you're traveling right now. We're headed to Barcelona to mobile World Congress later on this month. So so we're gonna we're gonna see each other face to face this year. 100%. So looking forward to that. So you know, let's get into it. Um you know, before we get into H. P. E. Let's talk a little bit about what you're seeing in the market. We've got, you know, we we finally, it feels like the on prem guys are finally getting their cloud act together. Um it's maybe taken a while, but we're seeing as a service models emerge. I think it's resonating with customers. The clearly not everything is moving to the cloud. There's this hybrid model emerging. Multi cloud is real despite what, you know, >>some some >>cloud players want to say. And then there's this edges like jump ball, what are you seeing in the marketplace? >>Yeah. Davis, as exciting as ever in. Just to put in perspective, I mean the public cloud has been around for about 10 years and still only 20% around 20% of the data in 20% of the applications are there now will be a very important ones and I'm certainly not a public cloud denier, I never have been, but there are some missing pieces that need to come together. And you know, even five years ago we were debating dave the hybrid cloud. And I feel like when amazon brought out outposts, the conversation was over right now, what you have is cloud native folks building out hybrid and on prem capabilities, you have a classic on, on prem folks building out hybrid and as a service capabilities. And I really think it boils down 22 things. I mean it's, it's wanting to have more flexibility and you know, I hate to use it because it sounds like a marketing word, but agility, the ability to spin up things and spin down things in a very, a quick way. And uh you know what they've learned, The veterans also know, hey, let's do this in a way that doesn't lock us in too much into a certain vendor. And I've been around for a long time. David and I'm a realist too. Well, you have to lock yourself into something. Uh it just depends on what do you want to lock yourself into, but super exciting and what H. P. E. You know, when they further acts in the sea with Green Lake, I think it was four years ago, uh I think really started to stir the pot. >>You know, you mentioned the term cloud denial, but you know, and I feel like the narrative from, I like to determine as I think you should use the term veteran. You know, it's very, they're ours is the only industry patrick where legacy is a pejorative, but so, but the point I want to make is I feel like there's been a lot of sort of fear from the veteran players, but, but I look at it differently, I wonder what your take is. I, I think, I think I calculated that the Capex spending by the big four public clouds including Alibaba last year was $100 billion. That's like a gift to the world. Here we're gonna spend $100 billion like the internet. Here you go build. And so I, and I feel like companies like HP are finally saying, yeah, we're gonna build, we're gonna build a layer and we're gonna hide the complexity and we're gonna add value on top. What do you think about that? >>Yeah. So I think it's now, I wish, I wish the on prem folks like HP, you would have done it 10 years ago, but I don't think anybody expected the cloud to be as big as it's become over the last 10 years. I think we saw companies like salesforce with sas taking off, but I think it is the right direction because there are advantages to having workloads on prem and if you add an as a service capability on top of the top of that, and let's say even do a Coehlo or a managed service, it's pretty close to being similar to the public cloud with the exception, that you can't necessarily swipe a credit card for a bespoke workload if you're a developer and it is a little harder to scale out. But that is the next step in the equation day, which is having, having these folks make capital expenditures, make them in a Polo facility and then put a layer to swipe a credit card and you literally have the public cloud. >>Yeah. So that's, that's a great point. And that's where it's headed, isn't it? Um, so let's, let's talk about the horses on the track. Hp as you mentioned, I didn't realize it was four years ago. I thought it was, wow, That's amazing. So everybody's followed suit. You see, Dallas announced, Cisco has announced, uh, Lenovo was announced, I think IBM as well. So we, so everybody's sort of following suit there. The reality is, is it's taken some time to get this stuff standardized. What are you seeing from, from HP? They've made some additional announcements, discover what's your take on all this. >>Yeah. So HPD was definitely the rabbit here and they were first in the market. It was good to see. First off some of their, Um, announcements on, on how it's going and they talked about $428 billion 1200 customers over 900 partners and 95% retention. And I think that's important. Anybody who's in the lead and remember what aws I used to do with the slide with the amount of customers would just get bigger and bigger and bigger and that's a good way to show momentum. I like the retention part two which is 95%. And I think that that says a lot uh probably the more important announcements that they made is they talked about the G. A. Of some of their solutions on Green Lake and whether it is A. S. A. P. Hana. Ml apps HPC with Francis, VD. I was Citrus and video but they also brought more of what I would call a vertical layer and I'm sure you've seen the vertical ization of all of these cloud and as a service workloads. But what they're doing with Epic, with EMR and looseness, with financial payments and Splunk and intel with data and risk analysis and finally, a full stack for telco five G. One of the biggest secrets and I covered this about five years ago is HPV actually has a full stack that Western european carriers use and they're now extending that to five G. And um, so more horizontal, uh, and, and more vertical. That was the one of the big swipes, uh, that I saw that there was a second though, but maybe we can talk about these. >>Yeah. Okay. Okay. So, so the other piece of that of course is standardization right there there because there was a, there was a, there was a lot of customization leading up to this and everybody sort of, everybody always had some kind of financial game they can play and say, hey, there's an adversary as a service model, but this is definitely more of a standardized scalable move that H P E. Is making with what they call Lighthouse. Right? >>Yeah, that's exactly right. And I've talked to some Green Lake customers and they obviously gave it kudos or they wouldn't have HP wouldn't have served them up and they wouldn't have been buying it. But they did say, um, it took, it took a while, took some paperwork to get it going. It's not 100% of push button, but that's partially because hp allows you to customize the hardware. You want a one off network adapter. Hp says yes, right. You want to integrate a different type of storage? They said yes. But with Green Lake Lighthouse, it's more of a, what you see is what you get, which by the way, is very much like the public cloud or you go to a public cloud product sheet or order sheet. You're picking from a list and you really don't know everything that's underneath the covers, aside from, let's say, the speed of the network, the type of the storage and the amount of the storage you get. You do get to pick between, let's say, an intel processor, Graviton two or an M. D processor. You get to pick your own GPU. But that's pretty much it. And HP Lighthouse, sorry, Green Lake Lighthouse uh is bringing, I think a simplification to Green Lake that it needs to truly scale beyond, let's say the White House customers that HP Yeah, >>Well done. So, you know, and I hear your point about we're 10 years in plus. And to me this is like a mandate. I mean, this is okay, good, good job guys about time. But if I had a, you know, sort of look at the big player, it's like we have an oligopoly here in this, in this business. It's HP, Cisco, you got Dell Lenovo, you've got, you know, IBM, they're all doing this and they all have a different little difference, you know, waste of skin of catch. And your point about simplicity, it seems like HP HP is all in antony's like, okay, here's what we're going to announce that, you know, a while ago. So, and they seem to have done a good job with Wall Street and they got a simple model, you know, Dell is obviously bigger portfolio, much more complicated. IBM is even more complicated than that. I don't know so much about Lenovo and in Cisco of course, has acquired a ton of SAAS companies and sort of they've got a lot of bespoke products that they're trying to put together. So they've got, but they do have SAS models. So each of them is coming at it from a different perspective. How do you think? And so and the other point we got lighthouse, which is sort of Phase one, get product market fit. Phase two now is scale, codify standardized and then phase three is the moat build your unique advantage that protects your business. What do you see as HP ES sort of unique value proposition and moat that they can build longer term. >>That's a great, great question. And let me rattle off kind of what I'm seeing that some of these players here, So Cisco, ironically has sells the most software of any of those players that you mentioned, uh with the exception of IBM um and yeah, C I >>CSDB two. Yeah, >>yeah, they're the they're the number two security player, uh Microsoft, number one, So and I think the evaluation on the street uh indicate that shows that I feel like Dell tech is a very broad play because not only do they have servers, storage, networking insecurity, but they also have Pcs and devices. So it's a it's a scale and end play with a focus on VM ware solutions, not exclusively of course. Uh And um then you've got Lenovo who is just getting into the as a service game and are gosh, they're doing great in hyper scale, they've got scale there vertically integrated. I don't know if if too many people talk about that, but Lenovo does a lot of their own manufacturing and they actually manufacture Netapp storage solutions as well. So yeah, each of these folks brings a different game to the table. I think with h P e, what you're bringing the table is nimble. When HP and HP split, the number one thing that I said was that ah, h P E is going to have to be so much faster than it offsets the scale that Dell technology has and the HBs credit, although there, I don't think we're getting credit for this in the stock market yet. Um and I know you and I are both industry folks, not financial folks, but I think their biggest thing is speed and the ability to move faster. And that is what I've seen as it relates to the moat, which is a unique uh competitive advantage. Quite frankly, I'm still looking for that day uh in in in what that is. And I think in this industry it's nearly impossible. And I would posit that that any, even the cloud folks, if you say, is there something that AWS can do that as your can't if it put it put its mind to it or G C P. I don't think so. I think it's more of a kind of land and expand and I think for H P E. When it comes to high performance computing and I'm not just talking about government installations, I'm talking about product development, drug development. I think that is a landing place where H P. E already does pretty well can come in and expand its footprint. >>You know, that's really interesting um, observations. So, and I would agree with you. It's kind of like, this is a copycat industry. It's like the west coast offense like the NFL, >>so, >>so the moat comes from, you know, brand execution and your other point about when HP and HP split, that was a game changer because all of a sudden you saw companies like them, you always had a long term relationship with H P E, but or HP, but then they came out of the woodworks and started to explode. And so it really opened up opportunities. So it really is a execution, isn't it? But go ahead please. >>Dave if I had to pick something that I think HP HPV needs to always be ahead in as a service and listen you and I both know announcements don't mean delivery, but there is correlation between if you start four years ahead of somebody that other company is going to have to put just, I mean they're going to have to turn that ship and many of its competitors really big ships to be able to get there. So I think what Antonio needs to do is run like hell, right? Because it, it I think it is in the lead and as a service holistically doesn't mean they're going to be there forever, but they have to stay ahead. They have to add more horizontal solutions. They have to add more vertical solutions. And I believe that at some point it does need to invest in some Capex at somebody like Anna Quinn X play credit card swiper on top of that. And Dave, you have the public, you have the public cloud, you don't have all the availability zones, but you have a public cloud. >>Yeah, that's going to happen. I think you're right on. So we see this notion of cloud expanding. It's no longer just remote set of services. Somewhere out in the cloud. It's like you said, outpost was the sort of signal. Okay, We're coming on prem. Clearly the on prem uh, guys are connecting to the cloud. Multi cloud exists, we know this and then there's the edge but but but that brings me to that sort of vision and everybody's laying out of this this this seamless integration hiding the complexity log into my cloud and then life will be good. But the edge is different. Right? It's not just, you know, retail store or a race track. I mean there's the far edge, there's the Tesla car, there's gonna be compute everywhere and that sort of ties into the data. The data flows, you know the real time influencing at the edge ai new semiconductor models. You you came out of the semiconductor industry, you know it inside and out arm is exploding, dominating in the edge with apple and amazon Alexa and things like that. That's really where the action is. So this is a really interesting cocktail and soup that we have going on. How do >>you say? Well, you know, Dave if the data most data, I think one thing most everybody agrees on is that most of the data will be created on the edge, whether that's a moving edge a car, a smartphone or what I call an edge data center without tile flooring. Like that server that's bolted to the wall of Mcdonald's. When you drive through, you can see it versus the walmart. Every walmart has a raised tile floor. It's the edge to economically and performance wise, it doesn't make any sense to send all that data to the mother ships. Okay. And whether that's unproven data center or the giant public cloud, more efficient way is to do the compute at the closest way possible. But what it does, it does bring up challenges. The first challenge is security. If I wanted to, I could walk in and I could take that server off the Mcdonald's or the Shell gas station wall. So I can't do that in a big data center. Okay, so security, physical security is a challenge. The second is you don't have the people to go in there and fix stuff that are qualified. If you have a networking problem that goes wrong in Mcdonald's, there's nobody there that can help uh they can they can help you fix that. So this notion of autonomy and management and not keeping hyper critical data sitting out there and it becomes it becomes a security issue becomes a management issue. Let me talk about the benefits though. The benefits are lower latency. You want you want answers more quickly when that car is driving down the road And it has a 5GV 2 x communication cameras can't see around corners. But that car communicating ahead, that ran into the stop sign can, through Vita X talked to the car behind it and say, hey, something is going on there, you can't go to, you can't go to the big data center in the sky, let's make that happen, that is to be in near real time and that computer has to happen on the edge. So I think this is a tremendous opportunity and ironically the classic on prem guys, they own this, they own this space aside from smartphones of course, but if you look at compute on a light pole, companies like Intel have built complete architecture is to do that, putting compute into five G base stations, heck, I just, there was an announcement this week of google cloud and its gaming solution putting compute in a carrier edge to give lower latency to deliver a better experience. >>Yeah, so there, of course there is no one edge, it's highly fragmented, but I'm interested in your thoughts on kinda whose stack actually can play at the edge. And I've been sort of poking uh H P E about this. And the one thing that comes back consistently is Aruba, we we could take a room but not only to the, to the near edge, but to the far edge. And and that, do you see that as a competitive advantage? >>Oh gosh, yes. I mean, I would say the best acquisition That hp has made in 10 years has been aruba, it's fantastic and they also managed it in the right way. I mean it was part of HB but it was, it was managed a lot more loosely then, you know, a company that might get sucked into the board and I think that paid off tremendously. They're giving Cisco on the edge a absolute run for their money, their first with new technologies, but it's about the solution. What I love about what a ruble looks at is it's looking at entertainment solutions inside of a stadium, a information solution inside of an airport as opposed to just pushing the technology forward. And then when you integrate compute with with with Aruba, I think that's where the real magic happens. Most of the data on a permanent basis is actually video data. And a lot of it's for security, uh for surveillance. And quite frankly, people taking videos off, they're off their smartphones and downloaded video. I I just interviewed the chief network officer of T mobile and their number one bit of data is video, video uploaded, video download. But that's where the magic happens when you put that connectivity and the compute together and you can manage it in a, in an orderly and secure fashion. >>Well, I have you we have a ton of time here, but I I don't pick your brain about intel the future of intel. I know you've been following it quite closely, you always have Intel's fighting a forefront war, you got there battling a. M. D. There, battling your arm slash and video. They're they're taking on TSMC now and in foundry and, and I'll add china for the looming threat there. So what's your prognosis for for intel? >>Yeah, I liked bob the previous Ceo and I think he was doing a lot of of the right things, but I really think that customers and investors and even their ecosystem wanted somebody leading the company with a high degree of technical aptitude and Pat coming, I mean, Pat had a great job at VM or, I mean he had a great run there and I think it is a very positive move. I've never seen the energy at Intel. Probably in the last 10 years that I've seen today. I actually got a chance to talk with Pat. I visited Pat uhh last month and and talk to him about pretty much everything and where he wanted to take the company the way you looked at technology, what was important, what's not important. But I think first off in the world of semiconductors, there are no quick fixes. Okay. Intel has a another two years Before we see what the results are. And I think 2023 for them is gonna be a huge year. But even with all this competition though, Dave they still have close to 85% market share in servers and revenue share for client computing around 90%. Okay. So and they built out there networking business, they build out a storage business um with obtain they have the leading Aid as provider with Mobileye. And and listen I was I was one of Intel's biggest, I was into one of Intel's biggest, I was Intel's biggest customer when I was a compact. I was their biggest competitor at A. M. B. So um I'm not obviously not overly pushing or there's just got to wait and see. They're doing the right things. They have the right strategy. They need to execute. One of the most important things That Intel did is extend their alliance with TSMC. So in 2023 we're going to see Intel compute units these tiles they integrate into the larger chips called S. O. C. S. B. Manufactured by TSMC. Not exclusively, but we could see that. So literally we could have AMG three nanometer on TSMC CPU blocks, competing with intel chips with TSMC three nanometer CPU blocks and it's on with regard to video. I mean in video is one of these companies that just keeps going charging, charging hard and I'm actually meeting with Jensen wang this week and Arm Ceo Simon Segers to talk about this opportunity and that's a company that keeps on moving interestingly enough in video. If the Arm deal does go through will be the largest chip license, see CPU licensee and have the largest CPU footprint on on the planet. So here we have A and D. Who's CPU and Gpu and buying an F. P. G. A company called Xilinx, you have Intel, Cpus, Gpus machine learning accelerators and F. P. G. S and then you've got arms slashing video bit with everything as well. We have three massive ecosystems. They're gonna be colliding here and I think it's gonna be great for competition date. Competition is great. You know, when there's not competition in Cpus and Gpus, we know what happens, right. Uh, the B just does not go on and we start to stagnate. And I did, I do feel like the industry on CPU started to stagnate when intel had no competition. So bring it on. This is gonna be great for for enterprises then customers to, and then, oh, by the way, the custom Chip providers, WS has created no less than 15 custom semiconductors started with networking uh, and, and nitro and building out an edge that surrounded the general compute and then it moved to Inferential to for inference trainee um, is about to come out for training Graviton and gravitas to for general purpose CPU and then you've got Apple. So innovation is huge and you know, I love to always make fun of the software is eating the world. I always say yeah but has to run on something. And so I think the combination of semiconductors, software and cloud is just really a magical combination. >>Real quick handicap the video arm acquisition. What what are the odds that that they will be successful? They say it's on track. You've got to 2 to 13 to 1 10 to 1. >>I say 75%. Yes 25%. No China is always the has been the odd odd man out for the last three years. They scuttled the qualcomm NXP deal. You just don't know what china is going to do. I think the Eu with some conditions is gonna let this fly. I think the U. S. Is absolutely going to let this fly. And even though the I. P. Will still stay over in the UK, I think the U. S. Wants to see, wants to see this happen. Japan and Korea. I think we'll allow this china is the odd man out. >>In a word, the future of H. P. E. Is blank >>as a service >>patrick Moorehead. Always a pleasure my friend. Great to see you. Thanks so much for coming back in the cube. >>Yeah, Thanks for having me on. I appreciate that. >>Everybody stay tuned for more great coverage from HP discover 21 this is day Volonte for the cube. The leader and enterprise tech coverage. We'll be right back. >>Mm.

>>from the cube studios in Palo alto in boston connecting with thought leaders all around the world. >>This is a cute conversation. Welcome to the cubes coverage of HP discover 2021 I'm lisa martin. I've got three guests with me here. They're going to be talking about the partnership between HP and AMG. Please welcome George hope worldwide Head of partner sales at HP terry, Richardson north american channel chief for AMG and Peter chan, the director of media channel sales at AMG Gentlemen, it's great to have you on the cube. >>Well, thanks for having us lisa. >>All right, >>we're excited to talk to you. We want to start by talking about this partnership terry. Let's go ahead and start with you. H P E and M D have been partners for a very long time, very long history of collaboration. Talk to us about the partnership >>HB named, He do have a rich history of collaboration spinning back to the days of chapter on and then when A M. D brought the first generation AMG equity process department back in 2017, HP was a foundational partner providing valuable engineering and customer insights from day one AmY has a long history of innovation that created a high performance CP roadmap for value partners like HP to leverage in their workload optimized product portfolios, maximizing the synergies between the two companies. We've kicked off initiatives to grow the chain of business together with workload focused solutions and together we define the future. >>Thanks terry George, let's get your perspective as worldwide had a partner sales at HP. Talked to me about H P S perspective of that AMG partnership. >>Yeah, they say it's uh the introduction of the third generation AMG Epic processors, we've we've doubled our A. M. D. Based Pro Lion portfolio. We've even extended it to our follow systems. And with this we have achieved a number of world records across a variety of workloads and are seeing real world results. The third generation am the epic processor delivers strong performance, expand ability and the security our customers need as they continue their digital transformation, We can deliver better outcomes and lay a strong foundation for profitable apartment growth. And we're incorporating unmatched workload optimization and intelligent automation with 360° security. And of course, uh with that as a service experience. >>But as a service experience becoming even more critical as is the security as we've seen some of the groundbreaking numbers and data breaches in 2020 alone. Peter I want to jump over to you now. One of the things that we see H P E and M. D. Talking about our solutions and workloads that are key areas of focus for both companies. Can you explain some of those key solutions and the value that they deliver for your customers? >>Absolutely. It's from computing to HPC to the cloud and everything in between and the young HB have been focused on delivering not just servers but meaningful solutions that can solve customer challenges. For example, we've seen here in India, the DL- 325 has been really powerful for customers that want to deploy video. Hp nmD have worked together with icy partners in the industry to tune the performance and ensure that the user experience is exceptional. Um This just one example of many of course, for instance, the 3 45 with database 3 65 for dense deployments, it's key the 35 That has led the way in big data analytics. Um the Apollo 60 500 breaking new path in terms of AI and Machine learning, quite a trending topic and m D H p are always in the news when it comes to groundbreaking HPC solutions and oh by the way, we're able to do this due to an unyielding commitment to the data center and long term laser focused execution on the M the road map. >>Excellent. Thanks. Peter. Let's talk about the channel expansion a little bit more terry with you. You know, you and the team here. Channel Chief focused on the channel. What is A. M. D. Doing specifically to expand your channel capabilities and support all of the Channel partners that work with Andy >>great question lisa Campbell is investing in so many areas around the channel. Let's start with digital transformation. Our Channel partners consistently provided feedback that customers need to do more with less between A and B and H P. E. We have solutions that increase capabilities and deliver faster time to value for the customer looking to do more with less. We have a tool on our website called the and metrics server virtualization, Tco estimation tool and those who have visually see the savings. We also have lots of other resources such as technical documentation, A and E arena for training and general CPU's departments can take advantage of aside from solution examples, AMG is investing in headcount internally and at our channel part race. I'm actually an example of the investment MD is making to build out the channel. One more thing that I'll mention is the investment that are, you know, lisa su and Andy are making to build out the ecosystem from head Count to code development and is investing to have a more powerful user experience with our software partners in the ecosystem. From my discussions with our channel partners, they're glad to see A and d expanding our our channel through the many initiatives and really bringing that ecosystem. >>Here's another question for you as channel chief. I'm just curious in the last year, speaking and you talked about digital transformation. We've seen so much acceleration of the adoption of that since the last 15 months has presented such challenges. Talk to me a little bit about some of the feedback from your channel partners about what you am, D N H B are doing together to help those customers needed to deliver that fast time to value, >>you know, so really it's all about close collaboration. Um we we work very closely with our counterparts at H P. E just to make sure we understand partner and customer requirements and then we work to craft solutions together from engaging, technically to collaborating on on, you know, when products will be shipped and delivered and also just what are we doing to uh to identify the next key workloads and projects that are going to be engaged in together? So it's it's really brought the companies I think even closer together, >>that's excellent as a covid catalyst. As I say, there's a lot of silver linings that we've seen and it sounds like the collaboration terry that you mentioned has become even stronger George. I want to go to you. Let's HP has been around for a long time. My first job in tech was Hewlett Packard by the way, many years ago. I won't mention how long but talk to me about the partnership with AMG from H P s perspective, is this part of H P S D N A? >>Absolutely. Partnering is our D N A. We've had 80 years of collaboration with an ever expanding ecosystem of partners that that all play a key role in our go to market strategy. We actually design and test our strategic initiatives in close collaboration with our partners so that we can meet their most pressing needs. We do that through like farmer advisory boards and things of that nature. Um but we have we have one of the most profitable partner programs in the industry, 2-3 times higher rebates than most of our competitors. And we continue to invest in the partner experience in creating that expertise so partners can stand out in a highly competitive market. Uh And Andy is in direct alignment with that strategy. We have strong synergies and a common focus between the two companies. >>And I also imagine George one question and one question to that there's tremendous value in it for your end user customers, especially those that have had to everyone pivot so many times in the last year and have talked to me a little bit about George What you're saying from the customer's perspective. >>Well as Antonio Neri said a couple of years back, the world is going to be hybrid and uh, he was right. We continue uh we continue to see that evolution and we continue to deliver solutions around a hybrid digital world with, with Green Lake and the new wave of digital transformation that we refer to now as the age of insight customers want a cloud experience everywhere. And 70% of today's workloads can easily be re factored for the public cloud or they need to stay physically close to the data and other apps at the emerging edge or in polos are in the data centers. So as a result, most organizations are forced to deal with the complexity of having two divergent operating models and they're paying higher cost to maintain them both with Green Lake, we provide one consistent operating model with visibility and control across public clouds and on prem environments. And that applies to all workloads, you know, whether it's cloud native or non cloud native applications. Um we also have other benefits like no cloud block in or no data. Egress charges, so you have to pay a steep price just to move workloads out of the public cloud. And then we're expanding collaboration opportunities within for our partner ecosystem so that we can bring that cloud experience to a faster growing number of customers worldwide. So we've launched new initiatives uh in support of the core strategy as we accelerate our as a service vision and then work with partners to unlock better customer outcomes with Green Lake and of course, hb compute of which I am d is part of is, is the underlying value added technology. >>Can you expand on some of those customer outcomes as we look at, as I mentioned before, this very dynamic market in which we live. It's all about customer outcomes. What are some of those that from a hybrid cloud environment perspective with Green like that you're helping customers achieve? >>Well, at least Greenland has come out with with about 30 different different offerings that package up some solutions. So you're not just buying infrastructure as a service. We have offerings like HPC as a service. We have offerings like uh, V D I as a service, ml, ops as a service. So we're packaging in technology, some are are some are not ours, but into completing some solutions. So that creates the outcome that the customers are looking for. >>Excellent. Thanks, George and Peter, last question to you again with the hybrid cloud environment being something that we're seeing more and more of the benefits that Green Lake is delivering through the channel. What's your perspective from a. M decide? >>Absolutely lisa. So, so I mean I think it's clear with a MD based systems, customers get the benefit of performance, security and fast time to value whether deployed on prem and cloud on a hybrid model. So please come try out our HP system based on name the processors and see how we can accelerate and protect your applications. Thank you lisa. >>Excellent, Peter George terry, thank you for joining me today. I'm sure there's a lot more that folks are going to be able to learn about what AM D and H. P. Are doing together on the virtual show floor. We appreciate your time. Thank you. Yeah, for my guests, I'm lisa martin. You're watching the cubes coverage of HP discover 2021 Yeah.

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of H. P. S. Big customer event. Patrick Moorehead is here of moor insights and strategy is the number one analyst in the research analyst. Business. Patrick. Always a pleasure. Great to see you, >>David. Great to see you too. And I know you're you're up there fighting for that number one spot to. It's great to see you and it's great to see you in the meetings that were in. But it's even more fun to be here on the cube. I love to be on the cube and every once in a while you'll even call me a friend of the cube, >>unquestionably my friend and so and I can't wait second half. I mean you're traveling right now. We're headed to Barcelona to mobile World Congress later on this month. So so we're gonna we're gonna see each other face to face this year. 100%. So looking forward to that. So, you know, let's get into it. Um you know, before we get into H. P. E. Let's talk a little bit about what you're seeing in the market. We've got, you know, we we we finally, it feels like the on prem guys are finally getting their cloud act together. Um, it's maybe taken a while, but we're seeing as a service models emerge. I think it's resonating with customers. The clearly not everything is moving to the cloud. There's this hybrid model emerging. Multi cloud is real despite what, you know, >>some some >>cloud players want to say. And then there's this edges like jump ball, what are you seeing in the marketplace? >>Yeah. Davis, as exciting as ever in. Just to put in perspective, I mean, the public cloud has been around for about 10 years and still only 20%. Around 20% of the data in 20% of the applications are there now, albeit very important ones. And I'm certainly not a public cloud denier, I never have been, but there are some missing pieces that need to come together. And you know, even five years ago we were debating dave the hybrid cloud and I feel like when Amazon brought out outposts, the conversation was over right now, what you have is cloud native folks building out hybrid and on prem capabilities, you have the classic on prem folks building out hybrid and as a service capabilities. And I really think it boils down 22 things. I mean it's wanting to have more flexibility and you know, I hate to use it because it sounds like a marketing word, but agility, the ability to spin up things and spin down things in a very quick way. And uh, you know what they've learned. The veterans also know, hey, let's do this in a way that doesn't lock us in too much into a certain vendor. And I've been around for a long time. David and I'm a realist too. Well, you have to lock yourself into something. It just depends on what do you want to lock yourself into, but super exciting. And what H. P. E. When they threw the acts in the sea with Green Lake, I think it was four years ago, I think really started to stir the pot. >>You know, you mentioned the term cloud denial, but you know, and I feel like the narrative from, I like to determine is I think you should use the term veteran. You know, it's very, they're ours is the only industry patrick where legacy is a pejorative, but but but so but the point I want to make is I feel like there's been a lot of sort of fear from the veteran players, but I look at it differently. I wonder what you're taking. I think, I think, I think I calculated that the Capex spending by the big four public clouds including Alibaba last year was $100 billion. That's like a gift to the world. Here, we're going to spend $100 billion like the internet here you go build. And and so I, and I feel like companies like HP are finally saying, yeah, we're gonna build, we're gonna build a layer and we're gonna hide the complexity and we're gonna add value on top. What do you think about that? >>Yeah. So I think it's now, I wish, I wish the on prem folks like HP, you would have done it 10 years ago, but I don't think anybody expected the cloud to be as big as it's become over the last 10 years. I think we saw companies like salesforce with sas taking off, but I think it is the right direction because there are advantages to having workloads on prem and if you add an as a service capability on top of the top of that, and let's say even do a Coehlo or a managed service, it's pretty close to being similar to the public cloud with the exception, that you can't necessarily swipe a credit card for a bespoke workload if you're a developer and it is a little harder to scale out. But that is the next step in the equation day, which is having, having these folks make capital expenditures, make them in a polo facility and then put a layer to swipe a credit card and you literally have the public cloud. >>Yeah. So that's, that's a great point and that's where it's headed, isn't it? Um, so let's, let's talk about the horses on the track. Hp. As you mentioned, I didn't realize it was four years ago. I thought it was, wow, That's amazing. So everybody's followed suit. You see, Dallas announced, Cisco has announced, uh, Lenovo was announced, I think IBM as well. So we, so everybody started following suit there. The reality is, is it's taken some time to get this stuff standardized. What are you seeing from, from HP? They've made some additional announcements, discover what's your take on all this. >>Yeah. So HPD was definitely the rabbit here and they were first in the market. It was good to see, first off some of their, Um, announcements on, on how it's going. And they talked about 4, $28 billion 1200 customers over 900 partners and 95% retention. And I think that's important anybody who's in the lead and remember what Aws used to do with the slide with the amount of customers would just get bigger and bigger and bigger and that's a good way to show momentum. I like the retention part two which is 95%. And I think that that says a lot uh probably the more important announcements that they made is they talked about the G. A. Of some of their solutions on Green Lake and whether it was S. A. P. Hana Ml apps HPC with Francis V. I was Citrus in video but they also brought more of what I would call a vertical layer and I'm sure you've seen the vertical ization of all of these cloud and as a service workloads. But what they're doing with Epic with EMR and looseness, with financial payments and Splunk and intel with data and risk analysis and finally, a full stack for telco five G. One of the biggest secrets and I covered this about five years ago is HPV actually has a full stack that western european carriers use and they're now extending that to five G. And um, so more horizontal uh and and more vertical. That was the one of the big swipes uh that I saw that there was a second though, but maybe we can talk about these. >>Yeah. Okay, Okay. So, so the other piece of that of course is standardization right there there because there was a, there was, there was a lot of customization leading up to this and everybody sort of, everybody always had some kind of financial game they can play and say, hey, there's an adversary as a service model, but this is definitely more of a standardized scalable move that H P E. Is making with what they call Lighthouse, Right? >>Yeah, that's exactly right. And I've talked to some Green Lake customers and they obviously gave it kudos or they wouldn't have HP wouldn't have served them up and they wouldn't have been buying it. But they did say, um, it took, it took a while, took some paperwork to get it going. It's not 100% of push button, but that's partially because hp allows you to customize the hardware. You want a one off network adapter. Hp says yes, right. You want to integrate a different type of storage? They said yes. But with Green Lake Lighthouse, it's more of a, what you see is what you get, which by the way is very much like the public cloud or you go to a public cloud product sheet or order sheet. You're picking from a list and you really don't know everything that's underneath the covers, aside from, let's say the speed of the network, the type of the storage and the amount of the storage you get. You do get to pick between, let's say, an intel processor, Graviton two or an M. D processor. You get to pick your own GPU. But that's pretty much it. And HP Lighthouse, sorry, Green Lake Lighthouse uh, is bringing, I think a simplification to Green Lake that it needs to truly scale beyond, let's say, the white house customers at HP. Yeah, >>Well done. So, you know, and I hear your point about 10 years in, you know, plus and to me this is like a mandate. I mean, this is okay. Good, good job guys about time. But if I had a, you know, sort of look at the big players, like, can we have an oligopoly here in this, in this business? It's HP, Cisco, you got Dell Lenovo, you've got, you know, IBM, they're all doing this and they all have a different little difference, you know, waste of skin of catch. And your point about simplicity, it seems like HP HP is all in Antonio's like, okay, here's what we're going to announce that, you know, while ago, so, and they seem to have done a good job with Wall Street and they get a simple model, you know, Dell's obviously bigger portfolio, much more complicated. IBM is even more complicated than that. I don't know so much about Lenovo and in Cisco of course, has acquired a ton of SAAS companies and sort of they've got a lot of bespoke products that they're trying to put together, so they've got, but they do have SAS models. So each of them is coming at it from a different perspective. How do you think? And so and the other point we got lighthouse, which is sort of Phase one, get product market fit. Phase two now is scale codify standardized and then phase three is the moat build your unique advantage that protects your business. What do you see as HP? Es sort of unique value proposition and moat that they can build longer term. >>That's a great, great question. And let me rattle off kind of what I'm seeing that some of these these players here. So Cisco, ironically, has sells the most software of any of those players that you mentioned, uh with the exception of IBM. Um, and yeah, C >>ICSDB two. Yeah, >>yeah, they're the they're the number two security player, uh, Microsoft, number one. So and I think the evaluation on the street uh indicate that shows that I feel like uh Deltek is a is a very broad play because not only do they have servers, storage, networking and security, but they also have Pcs and devices, so it's a it's a scale and end play with a focus on VM ware solutions, not exclusively, of course. Uh And um then you've got Lenovo who is just getting into the as a service game and are gosh, they're doing great in hyper scale, they've got scale there vertically integrated. I don't know if if too many people talk about that, but Lenovo does a lot of their own manufacturing and they actually manufacture Netapp storage solutions as well. So yeah, each of these folks brings a different game to the table, I think with h P E, what your bring to the table is nimble. When HP and HP split, the number one thing that I said was that uh huh H P E is going to have to be so much faster than it offsets the scale that Dell technology has and the HBs credit, although there, I don't think we're getting credit for this in the stock market yet. Um, and I know you and I are both industry folks, not financial folks, but I think their biggest thing is speed and the ability to move faster and that is what I've seen as it relates to the moat, which is a unique uh, competitive advantage. Quite frankly, I'm still looking for that day in, in, in what that is and I think in this industry it's nearly impossible and I would posit that that any, even the cloud folks, if you say, is there something that AWS can do that Azure can't, if it put it put its mind to it or G C P. I don't think so. I think it's more of a kind of land and expand and I think for H P E, when it comes to high performance computing and I'm not just talking about government installations, I'm talking about product development, drug development, I think that is a landing place where H P E already does pretty well can come in and expand its footprint, >>you know, that's really interesting um, observations. So, and I would agree with you, it's kind of like, this is a copycat industry, it's like the west coast offense, like the NFL >>and >>so, so the moat comes from, you know, brand execution and your other point about when HP and HP split, that was a game changer, because all of a sudden you saw companies like them, you always had a long term relationship with H P E but or HP, but then they came out of the woodworks and started to explode. And so it really opened up opportunities. So it really >>is an execution, >>isn't it? But go ahead, please >>Dave if I had to pick something that I think HP HPV needs to always be ahead and as a service and listen, you know, I both know announcements don't mean delivery, but there is correlation between if you start four years ahead of somebody that other company is going to have to put just, I mean they're gonna have to turn that ship and many of its competitors really big ships to be able to get there. So I think what Antonio needs to do is run like hell, right, Because it, it, I think it is in the lead and as a service holistically doesn't mean they're going to be there forever, but they have to stay ahead. They have to add more horizontal solutions. They have to add more vertical solutions. And I believe that at some point it does need to invest in some Capex at somebody like ANna Quinn x play credit card swiper on top of that. And Dave, you have the public, you have the public cloud, you don't have all the availability zones, but you have a public cloud. >>Yeah, that's going to happen. I think you're right on. So we see this notion of cloud expanding. It's no longer just remote set of services. Somewhere out in the cloud. It's as you said, outpost was the sort of signal. Okay, We're coming on prem clearly the on prem, uh, guys are connecting to the cloud. Multi cloud exists, we know this and then there's the edge but but but that brings me to that sort of vision and everybody's laying out of this this this seamless integration hiding the complexity log into my cloud and then life will be good. But the edge is different. Right? It's not just, you know, retail store or a race track. I mean there's the far edge, there's the Tesla car, there's gonna be compute everywhere. And that sort of ties into the data. The data flows, you know the real time influencing at the edge ai new semiconductor models. You you came out of the semiconductor industry, you know it inside and out arm is exploding is dominating in the edge with with with apple and amazon Alexa and things like that. That's really where the action is. So this is a really interesting cocktail and soup that we have going on. How do you >>say? Well, you know, Dave if the data most data, I think one thing most everybody agrees on is that most of the data will be created on the edge. Whether that's a moving edge a car, a smartphone or what I call an edge data center without tile flooring. Like that server that's bolted to the wall of Mcdonald's. When you drive through, you can see it versus the walmart. Every walmart has a raised tile floor. It's the edge to economically and performance wise, it doesn't make any sense to send all that data to the mother ships. Okay. And whether that's unproven data center or the giant public cloud, more efficient way is to do the compute at the closest way possible. But what it does, it does bring up challenges. The first challenge is security. If I wanted to, I could walk in and I could take that server off the Mcdonald's or the Shell gas station wall. So I can't do that in a big data center. Okay, so security, Physical security is a challenge. The second is you don't have the people to go in there and fix stuff that are qualified. If you have a networking problem that goes wrong and Mcdonald's, there's nobody there that can help uh, they can they can help you fix that. So this notion of autonomy and management and not keeping hyper critical data sitting out there and it becomes it becomes a security issue becomes a management issue. Let me talk about the benefits though. The benefits are lower latency. You want you want answers more quickly when that car is driving down the road and it has a five G V two X communication cameras can't see around corners, but that car communicating ahead, that ran into the stop sign, can I through vi to X. Talk to the car behind it and say, hey, something is going on there, you can't go to, you can't go to the big data center in the sky to make that happen, that is to be in near real time and that computer has to happen on the edge. So I think this is a tremendous opportunity and ironically the classic on prem guys, they own this, they own this space aside from smartphones of course, but if you look at compute on a light pole, companies like Intel have built Complete architectures to do that, putting compute into 5G base stations. Heck, I just, there was an announcement this week of google cloud in its gaming solution putting compute in a carrier edge to give lower latency to deliver a better experience. >>Yeah, so there, of course there is no one edge, it's highly fragmented, but I'm interested in your thoughts on kind of who's stack actually can play at the edge. And I've been sort of poking uh H P E about this. And the one thing that comes back consistently is Aruba, we we can take a room but not only to the, to the near edge, but to the far edge. And and that, do you see that as a competitive advantage? >>Oh gosh, yes. I mean, I would say the best acquisition That hp has made in 10 years has been aruba it's fantastic. And they also managed it in the right way. I mean, it was part of HB but it was it was managed a lot more loosely then, you know, a company that might get sucked into the board. And I think that paid off tremendously. They're giving Cisco on the edge a absolute run for their money, their first with new technologies. But it's about the solution. What I love about what a ruble looks at is it's looking at entertainment solutions inside of a stadium, um a information solution inside of an airport as opposed to just pushing the technology forward. And then when you integrate compute with with with Aruba, I think that's where the real magic happens. Most of the data on a permanent basis is actually video data. And a lot of it's for security uh for surveillance. And quite frankly, people taking videos off, they're off their smartphones and downloading video. I I just interviewed the chief network officer of T mobile and their number one bit of data is video, video uploaded, video download. But that's where the magic happens when you put that connectivity and the compute together and you can manage it in a, in an orderly and secure fashion >>while I have you, we have a ton of time here, but I I don't pick your brain about intel, the future of intel. I know you've been following it quite closely, you always have Intel's fighting a forefront war. You got there, battling A. M. D. There, battling your arm slash and video. They're they're taking on TSMC now and in foundry and, and I'll add china for the looming threat there. So what's your prognosis for for intel? >>Yeah, I liked bob the previous Ceo and I think he was doing a lot of of the right things, but I really think that customers and investors and even their ecosystem wanted somebody leading the company with a high degree of technical aptitude and Pat coming, I mean, Pat had a great job at VM or, I mean, he had a great run there and I think it is a very positive move. I've never seen the energy At Intel probably in the last 10 years that I've seen today. I actually got a chance to talk with pat. I visited pat uhh last month and and talk to him about pretty much everything and where he wanted to take the company the way you looked at technology, what was important, what's not important. But I think first off in the world of semiconductors, there are no quick fixes. Okay. Intel has a another two years Before we see what the results are. And I think 2023 for them is gonna be a huge year. But even with all this competition though, Dave they still have close to 85% market share in servers and revenue share for client computing around 90%. Okay. So and they've built out there networking business, they build out a storage business um with with obtain they have the leading Aid as provider with Mobileye. And and listen I was I was one of Intel's biggest, I was into one of Intel's biggest, I was Intel's biggest customer when I was a compact. I was their biggest competitor at AMG. So um I'm not obviously not overly pushing or there's just got to wait and see. They're doing the right things. They have the right strategy. They need to execute. One of the most important things That Intel did is extend their alliance with TSMC. So in 2023 we're going to see Intel compute units these tiles, they integrate into the larger chips called S. O. C S B. Manufactured by TSMC. Not exclusively, but we could see that. So literally we could have AMG three nanometer on TSMC CPU blocks, competing with intel chips with TSMC three nanometer CPU blocks and it's on with regard to video. I mean in video is one of these companies that just keeps going charging, charging hard and I'm actually meeting with Jensen wang this week and Arms Ceo Simon Segers to talk about this opportunity and that's a company that keeps on moving interestingly enough in video. If the arm deal does go through will be the largest chip license, see CPU licensee and have the largest CPU footprint on the planet. So here we have AMG who's CPU and Gpu and buying an F. P. G. A company called Xilinx, you have Intel, Cpus, Gpus machine learning accelerators and F. P. G. S. And then you've got arms slashing video bit with everything as well. We have three massive ecosystems. They're gonna be colliding here and I think it's gonna be great for competition. Date. Competition is great. You know, when there's not competition in CPUs and Gpus, we know what happens right. Uh, the beach just does not go on and we start to stagnate. And I did, I do feel like the industry on CPU started to stagnate when intel had no competition. So bring it on. This is gonna be great for for enterprises then customers to and then, oh, by the way, you have the custom Chip providers. WS has created no less than 15 custom semiconductors started with networking and nitro and building out an edge that surrounded the general computer. And then it moved to Inferential for inference trainee um, is about to come out for training Graviton and Gravitas to for general purpose CPU and then you've got apple. So innovation is huge and I love to always make fun of the software is eating the world. I always say yeah but has to run on something. And so I think the combination of semiconductors software and cloud is just really a magical combination. >>Real quick handicap the video arm acquisition. What what are the odds that that they will be successful? They say it's on track. You got a 2 to 13 to 1 10 to 1. >>I say 75%. Yes 25%. No China is always the has been the odd odd man out for the last three years. They scuttled the Qualcomm NXp deal. You just don't know what china is going to do. I think the EU with some conditions is going to let this fly. I think the U. S. Is absolutely going to let this fly. And even though the I. P. Will still stay over in the UK, I think the U. S. Wants to see wants to see this happen, Japan and Korea I think we'll allow this china is the odd man out. >>In a word, the future of h p. E is blank >>as a service >>patrick Moorehead. Always a pleasure. My friend. Great to see you. Thanks so much for coming back in the cube. >>Yeah, Thanks for having me on. I appreciate that. >>Everybody stay tuned for more great coverage from HP discover 21 this is day Volonte for the cube. The leader and enterprise tech coverage. We'll be right back.

>>from around the globe. It's the >>cube >>With digital coverage of IBM think 2021 brought to you by IBM. Welcome back to the cube coverage of IBM Think 2021. I'm john for the host of the cube here for virtual event Cameron Siva who's here with corporate vice president with a M. D. Uh CVP and business development. Great to see you. Thanks for coming on the cube. >>Nice to be. It's an honor to be here. >>You know, love A. M. D. Love the growth, love the processors. Epic 7000 and three series was just launched. Its out in the field. Give us a quick overview of the of the of the processor, how it's doing and how it's going to help us in the data center and the edge >>for sure. No this is uh this is an exciting time for A. M. D. This is probably one of the most exciting times uh to be honest and in my 2020 plus years of uh working in sex industry, I think I've never been this excited about a new product as I am about the the third generation ethic processor that were just announced. Um So the Epic 7003, what we're calling it a series processor. It's just a fantastic product. We not only have the fastest server processor in the world with the AMG Epic 7763 but we also have the fastest CPU core so that the process of being the complete package to complete socket and then we also the fastest poor in the world with the the Epic um 72 F three for frequency. So that one runs run super fast on each core. And then we also have 64 cores in the CPU. So it's it's addressing both kind of what we call scale up and scale out. So it's overall overall just just an enormous, enormous product line that that I think um you know, we'll be we'll be amazing within within IBM IBM cloud. Um The processor itself includes 256 megabytes of L three cache, um you know, cash is super important for a variety of workloads in the large cache size. We have shown our we've seen scale in particular cloud applications, but across the board, um you know, database, uh java all sorts of things. This processor is also based on the Zen three core, which is basically 19% more instructions per cycle relative to ours, N two. So that was the prior generation, the second generation Epic Force, which is called Rome. So this this new CPU is actually quite a bit more capable. It runs also at a higher frequency with both the 64 4 and the frequency optimized device. Um and finally, we have um what we call all in features. So rather than kind of segment our product line and charge you for every little, you know, little thing you turn on or off. We actually have all in features includes, you know, really importantly security, which is becoming a big, big team and something that we're partnering with IBM very closely on um and then also things like 628 lanes of pc I E gen four, um are your faces that grew up to four terabytes so you can do these big large uh large um in memory databases. The pc I interfaces gives you lots and lots of storage capability so all in all super products um and we're super excited to be working with IBM honest. >>Well let's get into some of the details on this impact because obviously it's not just one place where these processes are going to live. You're seeing a distributed surface area core to edge um, cloud and hybrid is now in play. It's pretty much standard now. Multi cloud on the horizon. Company's gonna start realizing, okay, I gotta put this to work and I want to get more insights out of the data and civilian applications that are evolving on this. But you guys have seen some growth in the cloud with the Epic processors, what can customers expect and why our cloud providers choosing Epic processors, >>you know, a big part of this is actually the fact that I that am be um delivers upon our roadmap. So we, we kind of do what we say and say what we do and we delivered on time. Um so we actually announced I think was back in august of 2019, their second generation, Epic part and then now in March, we are now in the third generation. Very much on schedule. Very much um, intern expectations and meeting the performance that we had told the industry and told our customers that we're going to meet back then. So it's a really super important pieces that our customers are now learning to expect performance, jenin, Jenin and on time from A. M. D, which is, which is uh, I think really a big part of our success. The second thing is, I think, you know, we are, we are a leader in terms of the core density that we provide and cloud in particular really values high density. So the 64 cores is absolutely unique today in the industry and that it has the ability to be offered both in uh bare metal. Um, as we have been deployed in uh, in IBM cloud and also in virtualized type environment. So it has that ability to spend a lot of different use cases. Um and you can, you know, you can run each core uh really fast, But then also have the scale out and then be able to take advantage of all 64 cores. Each core has two threads up to 128 threads per socket. It's a super powerful uh CPU and it has a lot of value for um for the for the cloud cloud provider, they're actually about over 400 total instances by the way of A. M. D processors out there. And that's all the flavors, of course, not just that they're generation, but still it's it's starting to really proliferate. We're trying to see uh M d I think all across the cloud, >>more cores, more threads all goodness. I gotta ask you, you know, I interviewed Arvin the ceo of IBM before he was Ceo at a conference and you know, he's always been, I know him, he's always loved cloud, right? So, um, but he sees a little bit differently than just being like copying the clouds. He sees it as we see it unfolding here, I think Hybrid. Um, and so I can almost see the playbook evolving. You know, Red has an operating system, Cloud and Edge is a distributed system, it's got that vibe of a system architecture, almost got processors everywhere. Could you give us a sense of the over an overview of the work you're doing with IBM Cloud and what a M. D s role is there? And I'm curious, could you share for the folks watching too? >>For sure. For sure. By the way, IBM cloud is a fantastic partner to work with. So, so, first off you talked about about the hybrid, hybrid cloud is a really important thing for us and that's um that's an area that we are definitely focused in on. Uh but in terms of our specific joint partnerships and we do have an announcement last year. Um so it's it's it's somewhat public, but we are working together on Ai where IBM is a is an undisputed leader with Watson and some of the technologies that you guys bring there. So we're bringing together, you know, it's kind of this real hard work goodness with IBM problems and know how on the AI side. In addition, IBM is also known for um you know, really enterprise grade, yeah, security and working with some of the key sectors that need and value, reliability, security, availability, um in those areas. Uh and so I think that partnership, we have quite a bit of uh quite a strong relationship and partnership around working together on security and doing confidential computer. >>Tell us more about the confidential computing. This is a joint development agreement, is a joint venture joint development agreement. Give us more detail on this. Tell us more about this announcement with IBM cloud, an AMG confidential computing. >>So that's right. So so what uh you know, there's some key pillars to this. One of this is being able to to work together, define open standards, open architecture. Um so jointly with an IBM and also pulling in something assets in terms of red hat to be able to work together and pull together a confidential computer that can so some some key ideas here, we can work with work within a hybrid cloud. We can work within the IBM cloud and to be able to provide you with, provide, provide our joint customers are and customers with uh with unprecedented security and reliability uh in the cloud, >>what's the future of processors, I mean, what should people think when they expect to see innovation? Um Certainly data centers are evolving with core core features to work with hybrid operating model in the cloud. People are getting that edge relationship basically the data centers a large edge, but now you've got the other edges, we got industrial edges, you got consumers, people wearables, you're gonna have more and more devices big and small. Um what's the what's the road map look like? How do you describe the future of a. M. D. In in the IBM world? >>I think I think R I B M M D partnership is bright, future is bright for sure, and I think there's there's a lot of key pieces there. Uh you know, I think IBM brings a lot of value in terms of being able to take on those up earlier, upper uh layers of software and that and the full stack um so IBM strength has really been, you know, as a systems company and as a software company. Right, So combining that with the Andes Silicon, uh divided and see few devices really really is is it's a great combination, I see, you know, I see um growth in uh you know, obviously in in deploying kind of this, this scale out model where we have these very large uh large core count Cpus I see that trend continuing for sure. Uh you know, I think that that is gonna, that is sort of the way of the future that you want cloud data applications that can scale across multi multiple cores within the socket and then across clusters of Cpus with within the data center um and IBM is in a really good position to take advantage of that to go to, to to drive that within the cloud. That income combination with IBM s presence on prem uh and so that's that's where the hybrid hybrid cloud value proposition comes in um and so we actually see ourselves uh you know, playing in both sides, so we do have a very strong presence now and increasingly so on premises as well. And we we partner we were very interested in working with IBM on the on on premises uh with some of some of the key customers and then offering that hybrid connectivity onto, onto the the IBM cloud as well. >>I B M and M. D. Great partnership, great for clarifying and and sharing that insight come, I appreciate it. Thanks for for coming on the cube, I do want to ask you while I got you here. Um kind of a curveball question if you don't mind. As you see hybrid cloud developing one of the big trends is this ecosystem play right? So you're seeing connections between IBM and their and their partners being much more integrated. So cloud has been a big KPI kind of model. You connect people through a. P. I. S. There's a big trend that we're seeing and we're seeing this really in our reporting on silicon angle the rise of a cloud service provider within these ecosystems where hey, I could build on top of IBM cloud and build a great business. Um and as I do that, I might want to look at an architecture like an AMG, how does that fit into to your view as a doing business development over at A. M. D. I mean because because people are building on top of these ecosystems are building their own clouds on top of cloud, you're seeing data. Cloud, just seeing these kinds of clouds, specialty clouds. So I mean we could have a cute cloud on top of IBM maybe someday. So, so I might want to build out a whole, I might be a cloud. So that's more processors needed for you. So how do you see this enablement? Because IBM is going to want to do that, it's kind of like, I'm kind of connecting the dots here in real time, but what's your, what's your take on that? What's your reaction? >>I think, I think that's I think that's right and I think m d isn't, it isn't a pretty good position with IBM to be able to, to enable that. Um we do have some very significant osD partnerships, a lot of which that are leveraged into IBM um such as Red hat of course, but also like VM ware and Nutanix. Um this provide these always V partners provide kind of the base level infrastructure that we can then build upon and then have that have that A P I. And be able to build build um uh the the multi cloud environments that you're talking about. Um and I think that, I think that's right. I think that is that is one of the uh you know, kind of future trends that that we will see uh you know, services that are offered on top of IBM cloud that take advantage of the the capabilities of the platform that come with it. Um and you know, the bare metal offerings that that IBM offer on their cloud is also quite unique um and hyper very performance. Um and so this actually gives um I think uh the the kind of uh call the medic cloud that unique ability to kind of go in and take advantage of the M. D. Hardware at a performance level and at a um uh to take advantage of that infrastructure better than they could in another cloud environments. I think that's that's that's actually very key and very uh one of the one of the features of the IBM problems that differentiates it >>so much headroom there corns really appreciate you sharing that. I think it's a great opportunity. As I say, if you're you want to build and compete. Finally, there's no with the white space with no competition or be better than the competition. So as they say in business, thank you for coming on sharing. Great great future ahead for all builders out there. Thanks for coming on the cube. >>Thanks thank you very much. >>Okay. IBM think cube coverage here. I'm john for your host. Thanks for watching. Mm

>>from around the globe. It's the >>cube with >>Digital coverage of IBM think 2021 brought to you by IBM. Welcome back to the cube coverage of IBM Think 2021. I'm john for the host of the cube here for virtual event Cameron Siva who's here with corporate vice president with a M. D. Uh CVP and business development. Great to see you. Thanks for coming on the cube. >>Nice to be. It's an honor to be here. >>You know, love A. M. D. Love the growth, loved the processors. Epic 7000 and three series was just launched its out in the field. Give us a quick overview of the of the of the processor, how it's doing and how it's going to help us in the data center on the edge >>for sure. No this is uh this is an exciting time for A. M. D. This is probably one of the most exciting times uh to be honest and in my 2020 plus years of uh working in sex industry, I think I've never been this excited about a new product as I am about the the third generation Epic processor that we just announced. Um So the Epic 7003, what we're calling it a serious processor. It's just a fantastic product. We not only have the fastest server processor in the world with the AMG Epic 7763 but we also have the fastest CPU core so that the process of being the complete package, the complete socket and then we also the fastest poor in the world with the the Epic um 72 F three for frequency. So that one runs run super fast on each core. And then we also have 64 cores in the CPU. So it's it's addressing both kind of what we call scale up and scale out. So it's overall overall just just an enormous, enormous product line that that I think um you know, we'll be we'll be amazing within within IBM IBM cloud. Um The processor itself includes 256 megabytes of L three cache. Um you know, cash is super important for a variety of workloads in the large cat size. We have shown our we've seen scale in particular cloud applications, but across the board, um you know, database, uh java whole sorts of things. This processor is also based on the Zen three core, which is basically 19% more instructions per cycle relative to ours, N two. So that was the prior generation, the second generation Epic Force, which is called Rome. So this this new CPU is actually quite a bit more capable. It runs also at a higher frequency with both the 64 4 and the frequency optimized device. Um and finally, we have um we call all in features so rather than kind of segment our product line and charge you for every little, you know, little thing you turn on or off. We actually have all in features includes, you know, really importantly security, which is becoming a big, big team and something that we're partnering with IBM very closely on um and then also things like 628 lanes of pc I E gen four, um are your faces that grew up to four terabytes so you can do these big large uh large um in memory databases, the Pc I interfaces gives you lots and lots of storage capability. So all in all super products um and we're super excited to be working with IBM honest. >>Well, let's get into some of the details on this impact because obviously it's not just one place where these processes are gonna live. You're seeing a distributed surface area core to edge um cloud and hybrid is now in play. It's pretty much standard now. Multi cloud on the horizon. Company's gonna start realizing, okay, I gotta put this to work and I want to get more insights out of the data and civilian applications that are evolving on this. But you guys have seen some growth in the cloud with the Epic processors, what can customers expect and why our cloud providers choosing Epic processors, >>you know, a big part of this is actually the fact that I that am d um delivers upon our roadmap. So we we kind of do what we say and say what we do and we delivered on time. Um so we actually announced I think was back in august of 2019, their second generation. That big part and then now in March, we are now in the third generation, very much on schedule, very much um intent, expectations and meeting the performance that we had told the industry and told our customers that we're going to meet back then. So it's a really super important pieces that our customers are now learning to expect performance, jenin, jenin and on time from A. M. D, which is, which is uh, I think really a big part of our success. The second thing is, I think, you know, we are, we are a leader in terms of the core density that we provide and cloud in particular really values high density. So the 64 cores is absolutely unique today in the industry and that it has the ability to be offered both in uh, bare metal, um, as we have been deployed in uh, in IBM Club and also in virtualized type environment. So it has that ability to spend a lot of different use cases. Um And you can, you know, you can run each core really fast, But then also have the scale out and then be able to take advantage of all 64 cores. Each core has two threads up to 128 threads per socket. It's a super powerful uh CPU and it has a lot of value for um for the with a cloud cloud provider, they're actually about over 400 total instances by the way of A. M. D. Processors out there. And that's all the flavors, of course, not just that they're generation, but still it's it's starting to really proliferate. We're trying to see uh M d I think all across the cloud, >>more cores, more threads all goodness. I gotta ask you, you know, I interviewed Arvin the Ceo of IBM before he was Ceo at a conference and you know, he's always been I know him, he's always loved cloud, right? So, um but he sees a little bit differently than just being like copying the clouds. He sees it as we see it unfolding here. I think Hybrid. Um and so I can almost see the playbook evolving. You know, Red has an operating system. Cloud and Edge is a distributed system. It's got that vibe of a system architecture, you got processors everywhere. Could you give us a sense of the over an overview of the work you're doing with IBM Cloud and what a M. D s role is there? And I'm curious could you share for the folks watching too? >>For sure. For sure. By the way, IBM cloud is a fantastic partner to work with. So, so, first off you talked about about the hybrid, hybrid cloud is a really important thing for us and that's um that's an area that we are definitely focused in on, uh but in terms of our specific joint partnerships and we did an announcement last year, so it's it's it's somewhat public, but we are working together on ai where IBM is a is an undisputed leader with Watson and some of the technologies that you guys bring there. So we're bringing together, you know, it's kind of this real hard work goodness with IBM s progress and know how on the AI side. In addition, IBM is also known for um you know, really enterprise grade, yeah, security and working with some of the key sectors that need and value, reliability, security, availability um in those areas. Uh and so I think that partnership, we have quite a bit of uh quite a strong relationship and partnership around working together on security and doing confidential computer. >>Tell us more about the confidential computing. This is a joint development agreement, is a joint venture joint development agreement. Give us more detail on this. Tell us more about this announcement with IBM cloud, an AMG confidential computing. >>So that's right. So so what uh, you know, there's some key pillars to this. One of us is being able to to work together, define open standards, open architecture. Um so jointly with an IBM and also pulling in some of the assets in terms of red hat to be able to work together and pull together a confidential computer that can so some some key ideas here, we can work with, work within a hybrid cloud. We can work within the IBM cloud and to be able to provide you with, provide, provide our joint customers are and customers with with with unprecedented security and reliability uh in the cloud, >>what's the future of processors? I mean, what should people think when they expect to see innovation? Um Certainly data centers are evolving with core core features to work with hybrid operating model in the cloud. People are getting that edge relationship basically the data centers a large edge, but now you've got the other edges, we got industrial edges, you got consumers, people wearables. You're gonna have more and more devices big and small. Um What's the what's the road map look like? How do you describe the future of a. M. D. In in the IBM world? >>I think I think R I B M M. D partnership is bright, future is bright for sure, and I think there's there's a lot of key pieces there. Uh you know, I think IBM brings a lot of value in terms of being able to take on those up earlier, upper uh layers of software and that and the full stack um so IBM strength has really been, you know, as a systems company and as a software company. Right? So combining that with the Andes silicon, uh divide and see few devices really really is is it's a great combination. I see, you know, I see um growth in uh you know, obviously in in deploying kind of this, this scale out model where we have these very large uh large core count cpus, I see that trend continuing for sure. Uh you know, I think that that is gonna that is sort of the way of the future that you want cloud data applications that can scale across multi multiple cores within the socket and then across clusters of Cpus with within the data center. Um and IBM is in a really good position to take advantage of that to go to to to drive that within the cloud. That income combination with IBM s presence on prem. Uh and so that's that's where the hybrid hybrid cloud value proposition comes in. Um and so we actually see ourselves uh you know, playing in both sides. So we do have a very strong presence now and increasingly so on premises as well. And we we partner we were very interested in working with IBM on the on on premises uh with some of some of the key customers and then offering that hybrid connectivity onto, onto the the IBM cloud as >>well. I B M and M. D. Great partnership, great for clarifying and and sharing that insight come. I appreciate it. Thanks for for coming on the cube. I do want to ask you while I got you here. Um kind of a curveball question if you don't mind. You know, as you see hybrid cloud developing one of the big trends is this ecosystem play, right? So you're seeing connections between IBM and their and their partners being much more integrated. So cloud has been a big KPI kind of model. You connect people through a. P. I. S. There's a big trend that we're seeing and we're seeing this really in our reporting on silicon angle the rise of a cloud service provider within these ecosystems where hey, I could build on top of IBM cloud and build a great business. Um and as I do that, I might want to look at an architecture like an AMG, how does that fit into to your view as a doing business development over at AMG because because people are building on top of these ecosystems are building their own clouds on top of clouds, just seeing data cloud, just seeing these kinds of clouds, specialty clouds. So we could have a cute cloud on on top of IBM maybe someday. So, so I might want to build out a whole, I might be a cloud, so that's more processors needed for you. So how do you see this enablement? Because IBM is going to want to do that, it's kind of like, I'm kind of connecting the dots here in real time, but what's your, what's your take on that? What's your reaction? >>I think, I think that's I think that's right and I think m d isn't it isn't a pretty good position with IBM to be able to to enable that. Um we do have some very significant OsD partnerships, a lot of which that are leveraged into IBM um such as red hat of course, but also like VM ware and Nutanix. Um this provide these OS V partners provide kind of the base level infrastructure that we can then build upon and then have that have that A P. I. And be able to build, build um uh the the multi cloud environments that you're talking about. Um and I think that I think that's right, I think that is that is one of the uh you know, kind of future trends that that we will see uh you know, services that are offered on top of IBM cloud that take advantage of the the capabilities of the platform that come with it. Um and you know, the bare metal offerings that that IBM offer on their cloud is also quite unique um and hyper very performance. Um and so this actually gives um I think uh the the kind of uh I've been called a meta cloud, that unique ability to kind of go in and take advantage of the M. D. Hardware at a performance level and at a um uh to take advantage of that infrastructure better than they could in another crowd environments. I think that's that's that's actually very key and very uh one of the, one of the features of the IBM problems that differentiates it >>so much headroom there corns really appreciate you sharing that. I think it's a great opportunity. As I say, if you're you want to build and compete. Finally, there's no with the white space, with no competition or be better than the competition. So as they say in business, thank you for coming on sharing. Great, great future ahead for all builders out there. Thanks for coming on the cube. >>Thanks thank you very >>much. Okay. IBM think cube coverage here. I'm john for your host. Thanks for watching. Mm mm

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Yeah. Welcome to the cubes. Virtual coverage of 80 was reinvent 2020. I'm John for your host. We are the Cube virtual not there in person, but we're doing remote, as is a W s. Although there there on stage live. And we're here with Dave Brown, Vice President of the Sea, to compute. Great to see you again. Great keynote last night, kicking off everything for the opening night. Great stuff. >>Yeah, well, John, it's always good to be on the Cuban. Thanks for having me back. >>You know, you're in the hot seat these days in the sense of there's so much going on. I mean, Andy, that could do a three week announcement. Keynote. It was like in three hours of nonstop you take a break to go The bathroom. You missed two announcements, right? So, so much going on. You opened up reinvent 2020 with your announcement ec2 of mac instances. And there was a ton of compute. And the theme was really you know, reinventing and reimagining compute both. I want to get into that. But let's start with the hard news. Tell me about the Mac instances. Um, you had a great use case there, That kind of illustrated in your talk. But where is this coming from? It's obviously Mac developers are big, but is this market something that you guys saw from customers or was a necessity? Take us through the thinking around the Mac instance. Easy to for Mac instances, um are going for >>absolutely absolutely So I mean me personally Matthews, a longtime Matthews that we've often thought about. Could we ever bring Mac OS to AWS? Right This thing we've spoken about on and off for many, many years and, you know, it was about a year and a half about two years ago. You know, we're always hearing new use cases from customers, and that's kind of what we're doing. So we're saying what a customer is trying to do that we don't support today, and how would we support them in that? And we started a year from customers that they have been able to successfully migrate all of the AWS workloads to AWS. So most of the server workloads to AWS and then they've got this Mac bold workload that they just weren't able to bring to us. We just didn't support Max into. It was a great example who I had on stage with me last night where you know, they over the last couple of years have been moving Ah, lot of their workloads to AWS. And and then they had these Mac money sitting around that they had to manage themselves. And so we said, could we actually do this? And so that was the one thing the customer ask. And the other thing that we realized was with the nitro system in the work that we've been doing there over the last, you know, six years, seven years since 2012, Really? And just where we are from the From nitro system point of view, we were able to wrap a Mac money without making any changes to it with nitro cards plugging a FireWire to the thunderbolt port and and and actually control that device. And so it means that you get the best of Apple hardware, which is what Apple's all about is the hard way that they make and the way that their software works with it. together with the nitric system and the cards around that inte integrating with the rest of AWS. So we're giving you, you know, high speed secure networking. We're giving you great access to elastic block store Was just integrates natively into the magma Nias? Well, a So we realized that the technology was there, the customer asked, was there and then obviously went to Apple and worked with them very closely to make it happen. And so that's kind of how it all came together. And I was incredibly excited to announce it last night. And the feedback today has just been amazing. A lot of excitement. >>Yeah, take me through the use case because, you know, obviously there's two trends going on. There's custom chips and server list kind of thing happening where you guys, I mean, really doing a good job of the eye as layer, innovating there and then platform as a service. All that software on top. I totally get that. You could see that happening. Chips custom ships to Intel, A, M, D. And others. Now you got Mac hardware. Where's the innovation use case because one would start would say, Hey, why don't you care about whether it's Mac hardware or not. Because I'm server lists. I should be programming the infrastructure actually be getting compute generically. Where does the Mac tying come in? Because that's the first question I was thinking of was, I'm a Mac user. I love Mac, but I'm also got some windows actually going on now. And ultimately, do I really care if it's compute? What's your reaction to that? Yeah, >>absolutely. I mean, if you look at Apple's ecosystem today, right, they have millions of applications in the APP store. They have 28 million developers worldwide, actually building those applications just incredible. And many of those applications, all these millions in the In the APP store itself, there's many more applications that are both by enterprises and companies, right? We have an application that we use internally at Amazon is available on my phone. That's not in the APP store, and you know, many companies are doing that and to build applications for the ecosystem, they have to be built on Mac hardware. And that's just how Apple works, right? So if you wanna build for iPad or iPhone or even Apple TV and Apple watch, you have to build those applications on a Mac. And so what we see companies doing is, you know, the old develop a meme off. Well, it works on my computer, right when you build something, you don't wanna be bullied on your local laptop for production. So they typically have a fleet of machines that they either under somebody's desk or in a data center somewhere that they use for for building these Mac applications. And so it's not possible to build a Mac application on anything other than a Mac itself. And we when we looked at it, we really didn't feel that virtualization made sense, right? Apple? I mean, they have some some virtualization that they're able to do within Mac OS itself. But if you think about how do we solve the customer use case, it's really bringing apple hardware too easy to to solve the problem and giving customers that exactly same exact same experience that they have on prep. And if you look into it like that, models just worked right. We gave them better access. Uh, you know, they've been using that data which you normally say, Hey, don't don't run production workloads on a beta. But you know, I found out if I interview with the BPS at Intuit critique that they've actually moved 80% of their production pulled wear clothes too easy to already to run on the Mac instances. And so that, and that's in the space of two months. And so, just as seamless ability to move because it's the same hardware is kind of what we were going >>after. Great, thanks for sharing that and say, one thing I wanna point out is Mac does have their own chips as well. They're going custom chips. Amazon's going custom chips. And I think I think you nailed what I was trying to understand, which is this developer community for Mac. And there's some things that are purpose built for Mac devices. So on Mac ecosystem, get the marketplace as well as you know, that that was the hardware PCs and devices, and they're only doing more and more. So this brings me to the i o t. Um, piece of it, because Apple does make devices that people wear and I watch is, um, iPhones. I mean, they're not computers anymore. They're everything. So this kind of brings up the edge conversation. So whether it's an iPhone or a five G in a Metro or I'm a stadium watching a football game and there's some sensor camera vision industrial thing there, this is the new normal. This is where you guys are kind of eating, eating up the software side that that business, because there's new capabilities here. Can you explain how compute he's, particularly C two gets to the edges because no one wants to move data around. They wanna move, compute, not data, because data is expensive and it's and it's fat. So we we talked about that we keep on years ago, but you gotta move. Compute. So how does that work Take us through your vision? >>Absolutely. And this is This is a massively growing area for us. I mean, you mentioned Apple's new M one silicon Apple silicon that they just launched a swell, and we're super excited about Apple's been doing there. We've been doing the same thing with our grab. It's on two processor and really saving customers. An incredible amount on price performance. Tried customers moving and getting 40% improvement and price performance just by moving to grab it on too. It's just incredible. Um, in terms of the edge, you know, we started this journey. We started this journey quite some time ago and bringing, you know, Lambda functions to cloudwatch and things like that. How do we bring compute to the edge? We took a look at five G, which I think it's gonna feel a lot of this right if if we look at our cell phones today was actually just talking to the Apple team yesterday with the iPhone, only came out, you know, 13 years ago. It's kind of amazing to think just how much progress we've had and what four g did for the device that's in our pocket in terms of, you know, just how much we rely on that today and what we get. Well, five g is just a step function in both in terms of latency, but also in terms of throughput. And so, you know, one of the projects we announced last year with Verizon and we now Andy announced this morning we're also gonna be rolling out with Katy D I and SK Telecom and Vodafone next year. Um is a project always like that brings aws compute to the edge of the telco network. And so with Verizon, we now have eight locations around the U. S. Where we have AWS compute capacity. And what I mean by that is literally C five instances uh, G four GPU instances for customers that want to do influence and graphics processing on the edge. And that's embedded into the five G network on DSO customers. You know, we've got a number of customers that are doing a lot of interesting things with five G in the sports area, where they have five G cameras that are, you know, submitted directly to wavelength. We no longer need to drive a truck to a stadium to record a game. You just have five G cameras, um, to, you know, automated factories where they doing robotics in factories and yet really low latency. And they don't want the computer, the factory they wanted in five G and so just exciting area for us. That's growing really, really quickly. Thea Other thing we did is obviously with local zones. We launched our first local zones in L a X last year, Los Angeles on that's being used by the movie industry, so you know right now is a lot of exciting up and running off the covert and shut down for a period of time and filming the next release of all of our favorite episodes and across all of these various streaming platforms. And a lot of that work is actually the post production is being done on on AWS on G four instances within the Los Angeles region. So, you know, very low agency for colorization animation, special effects, all that sort of things happening there. What we heard from a lot of customers was they loved outposts as well, which is our offering to put a server into a data center. And you heard from riot games in Andy's Keynote, where they actually bought a number of outposts and put them all over the U. S. And also other places of the world to really lower the Leighton see for their latest game. And so what Andy also just announced is the availability off three additional local zones. So Atlanta, Miami and Houston Sorry, Boston Miami in Houston available today, and then additional 12 available local zones next year, and what that does is that sort of spreads AWS capacity compute capacity at the edge in all of our major metropolitan hubs all of their capacities on the AWS backbone as well, but brings customers that low latency connectivity that they're looking for. Gaming developers were, you know, every every millisecond counts in terms of gameplay on so super excited to be going after that use case, which I think, you know, it's difficult to tell what the next 10 years is gonna be like. But I think Layton's he's gonna have a big part to play in the types of applications we see on our phones going forward. >>Great stuff, final question for you as we wrap up, obviously with virtualization with virtualization. But you know, the cove it is. And he pointed out, People are gonna change, is gonna be winners and losers. He kind of clearly pointed out, But the people who do lean into the cloud who have been on the cloud or taking advantage of the tail winds of cove in because of the capabilities there are two bills air higher, and you should be happy for that. But they're also gonna have more demand for you to say, Hey, I need more services. So How do you speak to those people who are leaning in who are leveraging, more, compute? What should they be looking at? What kinds of services should be connecting into compute? How should they be thinking about the future of compute so that they can take advantage of those capabilities? The lower costs, higher performance? What things are complementary for these customers as they come in, not toe dip in the water kind of things against really driving. And what do they need? >>Yeah, absolutely. And this has been a big focus on us. You know, things has bean, as I cover in my keynote, which leadership session that I'm doing tomorrow Wednesday. You know, a lot of this year has been helping customers through covert and what covert is meant for their business. Whether that is cost savings for many of them or whether it's just demand, you know that they've never experienced are expected before. I mean, we've been incredibly hard at work in servicing those customers, right? I actually catch up with Scott Sikora. In my keynote. He leads our capacity team. We talked through what it meant and how we actually provided the capacity that our customers needed during Colbert Times. But for a customer moving to us, the first thing is obviously we wanna find ways to make them very successful in the cloud, but more importantly, lower price performance for them. So what we wanted to do is give them the best possible performance that's available at the lowest possible cost. And if you look at a number of the announcements that Andy made today, you know whether it's our latest graviton processor where you can, you know, when you move to arm. I think customers often overestimate how much work it will be to move to arm. And when I talked to them after they have moved, that's ahead. Wasn't actually that much work. We actually got it up and running relatively quickly. So what's simpler than people expect? But that's an opportunity to save 40% on price performance. You know these new newer workloads like our graphics. We just launched a new G four a D, which is an AMG based GPU solution, the first time we have had an AMG GPU on the EEC too. And that's also looking to say, if you know upwards of 40% price performance of other GPU offering so just incredibly exciting for graphics, work, clothes and then in the machine learning space. Like I think, if you know, machine learning is just become the new normal, like everybody is doing it. And you know, just three years ago, everybody was thinking about whether they should do it. How would how they would use it Now that it's a lot of companies are doing it. It's really How do you How do I use it more? And that comes down to again saving costs. And so what we know with without Inferential Chip and then the new Habbaniya chip we just announced it with with the work with Intel that we're doing and then a new trainee, um, ship for training, training. We're really working to lower the cost of machine learning. And so, like we've seen many customers like Alexa was a great use case the other day. Being able to lower the cost of inference for Alexa by 35% again just helps customers, you know, move to the cloud. But I mean, just generally, you know, we're trying to support customers everywhere where there were, you know, if there are many customers are in their own data centers looking to move to AWS. You know, we have great models that can support them with our existing compute. A new savings plan offering we announced last year just great for saving costs on getting the price down So a lot. You can look at it. You know, I could go on forever. Really. It >>Certainly it's certainly is MAWR. We'll we'll do a deeper dive follow up after reinvent, but it is a wake up call. As I wrote in my post, um, for a cloud on Finally, I've been saying this for years. Horizontal scalability is a disruption on the infrastructure side, but you've got vertical specialization with data to create great modern apse of machine learning. And I actually playing out in full display here is Andy said, um, net right now. So all this benefits and all these opportunities to disrupt horizontally and then leverage the data all tied together, all coming together. You're clear. Leading the team. Great Brown, vice president of E C. Two in charge of the team that's driving the future. Compute. Thanks for coming on The Cube Cube Live coverage. Thanks. >>Thanks for having me. >>Okay. I'm John for the Q back for more live coverage after this short break

>> Announcer: From Austin, Texas it's The Cube covering Pure Storage Accelerate 2019, brought to you by Pure Storage. >> Good morning. From Austin, Texas, Lisa Martin with Dave Vellante at Pure Accelerate 2019. This is our second day. We just came from a very cool, interesting, keynote, Dave whenever there's astronauts my inner NASA geek from the early 2000s. She just comes right back up Leland Melvin was on >> Amazing, right? >> With a phenomenal story. Talking about technology and the feeling of innovation but also a great story of inspiration from a steam perspective science, technology, engineering, arts, math, I loved that and, >> Dave: And fun >> Very fun. But also... >> One of the better talks I've ever seen >> It really was. It had so many elements that I think you didn't have to be a NASA fan or a NASA geek or a space geek to appreciate the all of the lessons that Leland Melvin learned along the way that he really is inspiring, everybody the audience to take note of. It was I thought it was... >> And incredibly accomplished, right? I mean scientist, MIT engineer, played in the NFL, went to space, he had some really fun stuff when they were, you know, messing around with with gravity. >> Lisa: Yes. >> I never knew you could do that. He had like this water. >> Lisa: Water, yeah. >> Bubble. >> I'd never seen that before and they were throwing M&M's inside (laughter) and he, you know consumed it choked on it, which is pretty funny. >> Yeah, well it was near and dear to me. I worked with NASA my first job out of grad school. >> Dave: Really? >> I did, and managed biological pilots that flew on the space shuttle and the mission that the he talked about that didn't land, Colombia. That was the mission that I worked on. So when he talked about that countdown clock going positive. I was there on the runway with that. So for me, it just struck a chord of, >> Dave: so this is of course the 50th anniversary of the moonwalk. And you know I have this thing about watches, kind of like what you have with shoes (chuckles) >> Lisa: Hey, handbags. >> Is that not true? Oh, It's handbags for you? (laughing) >> Dave: I know this really that was a terrible thing for me to say. >> That's okay. >> Dave: You have great shoes so I just I just assumed that not good to make assumptions. So I bought a moon watch this year which was the watch that Neil Armstrong used to not the exact one but similar one, right? >> Lisa: Yeah. And it actually has an acrylic face because they're afraid if it cracked in space you'd have glass all over the place. [Lisa] Right. So that's a little nostalgia there. >> Well one of the main things too as you look at the mission that President John F. Kennedy established in the 60's for getting a man in space in that 10-year period. That being accomplished and kind of a parallel with what Pure Storage has done in its first 10 years of tremendous innovation. This keynote again Day 2, standing room only at least about 3000 people or so here. Storage as James Governor said, your friend and also who keynoted after Leland this morning you know, (mumbles) Software's eating the world storage is eating the world we have to have secure locations to store all this data so that we can extract maximum value from it. So nice parallel between the space program and Pure Storage. >> James is really good, isn't he? I mean he had to follow Leland and I mean again one of the better talks I've ever heard, but James is very strong, he's funny, he's witty he's he cuts to the chase. >> Lisa: Yes. >> He always tells it like it is. He's a very Monkchips is very focused on developers and they do a really good job there, one of the things he talked about was S3 and how Amazon uses this working backwards methodology which maybe a lot of people don't know about but what they do is they write and rewrite and rewrite and vet and rewrite the press release before they announce the product and even before they develop the products they write the press release and then they work backwards from there. So this is the outcome that we are trying to achieve, and it's very disciplined process that they use and as he said they may revise it hundreds and hundreds of times and he put up Andy Jassy's quote from 2004, around S3. That actually surprised me. 2000...Maybe I read it wrong. >> Lisa: No, it was 2004. >> Because S3 came out after EC2 which was 2006 so I don't know. Maybe I'm getting my dates wrong or I think James actually got his dates wrong but who knows, maybe you know what? Maybe he got a copy of that from the internal working document, working backwards doc that could be what it was but again the point being they envisioned this simple storage that developers didn't have to think about >> Lisa: Right. >> That was virtually unlimited in capacity, highly available and you know, dirt cheap which is what people want and so he talked about that and then he gave a little history of the Dell technology families and I tweeted out this in a funny little you know basically pivotal VM ware EMC and Dell and their history Dell was basically IPO 1984 and then today. There was a few things in between I know but he's got a great perspective on things and I think it resonated with the audience then he talked a lot about Kubernetes jokingly tongue-in-cheek how Kubernetes everybody thought was going to kill VMware but his big takeaway was look you got all these skills of (mumbles) Skills, core database skills, I would even add to that you know understanding how storage works and I always joke if your career is based on managing lawns you might want to rethink your career. But his point was which I liked was look all those skills you've learned are valuable but you now have to step up your game and learn new skills. You have to build on top of those skills so the history you have and the knowledge that you've built up is very valuable but it's not going to propel you to the next decade and so I thought that was a good takeaway and it was an excellent talk. >> So looking back at the conversations yesterday the press releases that came out the advancements of what Pure is doing, with AWS, with Nvidia, with the AI data-hub for example, delivering more of their portfolio as a service to allow businesses whether it's a law-firm like we talked to yesterday utility or Mercedes AMG Petronas Motor-sport, to be able to access data securely, incredibly quickly, recover it restore it absolutely critical and really can be game-changing depending on the type of organization. I want to get your perspectives on some of the things you heard anecdotally yesterday after we wrapped in terms of the atmosphere, the vibe, the thoughts on Pure's next 10 years. >> Yeah, so several things, just some commentary so it's always good at night you go around you get a lot of data we sometimes call it metadata. I think one of the more interesting announcements to me was the block-storage on AWS. I don't necessarily think that this is going to be a huge product near term for Pure in terms of meaningful revenue, but I think it's interesting that they're embracing the trend of the Cloud and are actually architecting Cloud solutions using Amazon services and blending in their own super gluing their own, I mean it's not really superglue but blending in their own software for their customers to extend. Now, you know some of the nuances I don't think they are going to have they have better right performance I think they'll have better read performance clearly they have better availability I think it's going to be a little bit more expensive. All these things are TBD that's just my take based on looking at what I've seen and talking to some people but to me the important thing is that Pure's embracing that Cloud model. Historically, companies that are trying to defend an existing business, they retreat. You know, they denigrate they don't embrace. We know that Pure's going to make more money on pram than it does in the Cloud. At least I think. And so it's to their advantage for companies to stay on-prem but at the same time they understand that trend is your friend and they're embracing that so that was kind of one thing. The second thing I learned is Charlie Giancarlo spent a lot of time with them last night as did you. He's a bit of a policy wonk in very certain narrow areas. He shared with me some of the policy work that he's done around IP protection and not necessarily though on the side that you would think. You would think that okay IP protection that's a good thing but a lot of the laws that were trying to be promoted for IP protection were there to help big companies essentially crush small companies so he fought against that. He shared with me some things around net neutrality. You would think you know you think you know which side of net neutrality he'd be on not necessarily so he had some really interesting perspectives on that. We also talked to and I won't share the name of the company but a very large financial institution that's that's betting a lot on Pure was very interesting to me. This is one of the brand names everybody would know it if you heard it. And their head of storage infrastructure was here, at the show. Now I know this individual and this person doesn't go to a lot of shows >> Maybe a couple a year. >> This person chose to come to this show because they're making an investment in Pure. In a fairly big way and they spent a lot of time with Pure management, expressing their desires as part of an executive form that Pure holds they didn't really market that a lot they didn't really tell us too much about it because it was a little private thing but I happen to know this individual and and I learned several things. They like Pure a lot, they use it for a lot of their workloads, but they have a lot of other storage, they can't necessarily get rid of that other storage for a lot of reasons. Inertia, technical debt, good tickets at the baseball game, all kinds of politics going on there. I also asked specifically about some hybrid companies products where the the cost structure's a little bit better so this gets me to flash array C and we talked to Charlie Giancarlo about this about his flash prices come down and it and opens up new markets. I got some other data yesterday and today that you know that flash array C is not going to be quite priced we don't think as well as hybrid arrays closing the gap it's between one and one and a quarter, one and a half dollars per gigabyte whereas hybrid arrays you are seeing half that, 70 cents a gigabyte. Sometimes as low as 60 cents a gigabyte. Sometimes higher, sometimes high as a dollar but the average around 65-70 cents a gigabyte so there's still a gap there. Flash prices have to come down further. Another thing I learned I'm going to just keep going. >> Lisa: Go ahead! >> The other thing I learned is that China is really building a lot of fab capacity in NAND to try to take out the thumb-drive market-place so they are going to go after the low-end. So companies like Samsung and Toshiba, Toshiba just renamed the company, I can't remember the name of the company but Micron and the NAND flash NAND manufacturers are going to have to now go use their capacity and go after the enterprise because China fab is going to crush the low-end and bomb the low-end pricing. Somebody else told me about a third of flash consumption is in China now. So interesting things going on there. So near term, flash array C is not going to just crush spinning disk and hybrid, it's going to get closer and it's going to slowly eat away at that as NAND prices come down it really could more rapidly eat away at that. So I just learned some other stuff too but I'll take a breath. (laughter) >> So one of the things I think we are resounding with it we heard not just yesterday on the program day but even last night at the executive event we were at is that from this large financial services company that you mentioned, Pure storage is a strategic partner to many organizations from small to large that is incredibly valued to your point the Shuttleman only goes to maybe a couple of events a year and this is one of them? >> Dave: Right. >> This is a company that in its first 10 years has embraced competition head on and I loved how you talked about yesterday 10 years ago they just drove a truck through EMC's market and sort of ripping and replacing. They're bold but they're also doing it in a way that's very methodical. They're working on bringing you know changing companies' perspectives of even backup data as becoming an asset to put it on flash. Because if you can't rapidly restore that, if there's an outage whether it is an attack or it's unintentional human related, that data can't be recovered quickly, you're in a big big problem. And so them as a strategic component of this isn't in any industry I think it was a very resounding sentiment that I heard and felt yesterday. >> Yeah, this ties into tam expansion of what we talked to Charlie Giancarlo about new workloads with AI as an example flash or AC lowering prices will open up those some of those new workloads data protection backup is clearly an opportunity and I think it's interesting, you're seeing a lot of companies now announce a lot of vendors announce flash based recovery systems I'll call them recovery systems because I don't even consider them backup anymore it's not about backup, it's about recovery. Oracle was actually one of the first to use that kind of concept with the zero data loss recovery appliance they call it recovery. So it's all about fast and near instantaneous recovery. Why is that important? It's because it's companies move toward a digital transformation and what does that mean? And what is a digital business? Digital business is all about how you use data and leveraging data in new ways to create new value to monetise or cut cost. And so being able to have access to that data and recover from any inaccess to that data in a split-second is crucial. So Pure can participate in that, now Pure's not alone You know, it's no coincidence that Veritas and Veeam and Cohesity and Rubrik they work with Pure, they work with HPE. They work with a lot of the big players and so but so Pure has to you know, has some work to do to win its fair share. Staying on backup for a moment, you know it's interesting to see, behind us, Veritas and Veeam have the biggest sort of presence here. Rubrik has a presence here. I'm sure Cohesity is here maybe someway, somehow but I haven't seen them >> I haven't either. >> Maybe they're not here. I'll have to check that up, but you know Veeam is actually doing very well particularly with lower ASPs we know that about Veeam. They've always come at it from the mid-market and SMB. Whereas Cohesity and Rubrik and Veritas traditionally are coming at it from a higher-end. Certainly Cohesity and Rubrik on higher ASPs. Veeam's doing very well with Pure. They're also doing very well with HPE which is interesting. Cohesity announced a deal with HPE recently I don't know, about six months ago somebody thought "Oh maybe Veeaam's on the outs." No, Veeam's doing very well with HPE. It's different parts of the organization. One works with the server group, one works with the storage group and both companies are actually doing quite well I actually think Veeam is ahead of the curve 'cause they've been working with HPE for quite some time and they're doing very well in the Pure base. By partnering with companies, Pure is able to enter that market much in the same way that NetApp did in the early days. They have a very tight relationship for example with Commvault. So, the other thing I was talking to Keith Townsend last night totally not secretor but he's talking about Outpost and how Amazon is going to be challenged to service Outpost Outpost is the on-prem Amazon stack, that VMware and Amazon announced that they're co-marketing. So who is going to service outpost? It's not going to be Amazon, that's not their game in professional service. It's going to have to be the ecosystem, the large SIs or the Vars the partners, VMware partners 'cause that's not Vmwares play either. So Keith Townsend's premise, I'd love to have him on The Cube to talk about this, is they're going to have trouble scaling Outpost because of that service issue. Believe it or not when we come to these conferences, we talk about other things than just, Pure. There's a lot of stuff going on. New Relic is happening this week. Oracle open world is going on this week. John Furrier just got back from AWS Bahrain, and of course we're here at Pure Accelerate. >> We are and this is our second day of two days of coverage. We've got Coz on next who I think has never been on The Cube. >> Dave: Not to my knowledge. >> We've got Kix on later. A great lineup, more customers Rob Lee is going to be on. So we're going to be digging more into Pure's Cloud strategy, the next ten years, how they're going to accelerate that and pack it into the next couple of years. >> I'll tell you one of the things I want to do, Lisa. I'll just call it out. An individual from Dell EMC wrote a blog ahead of Pure Accelerate I think it was last week, about four or five days ago and this individual called out like one, two, three, four.... five things that we should ask Pure so we should ask them, we should ask Coz we should ask Kix. There was criticism, of course they're biased. These guys they always fight. >> Lisa: Naturally. >> They have these internecine wars. >> Lisa: Yep. >> Sometimes I like to call them... no I won't say it. So scale out, question mark there we want to ask Coz about that and Kix. Pure uses proprietary flash modules. They do that because it allows them to do things that you can't do with off-the-shelf flash. I want to ask and challenge them that. I want to ask about their philosophy on tiering. They don't really believe in tiering, why not? I want to understand that better. They've made some acquisitions, Compuverde is one acquisition, it's a file system. What does that mean for flash play? >> Now we didn't hear anything about that yesterday, so that's a good point that we should dig into that. >> Yeah, so we'll bring that up. And then the Evergreen competitors hate Evergreen because Pure was first with it they caught everybody off guard. I said it yesterday, competitors hate Evergreen because competitors live off of maintenance and if you're not on their maintenance they just keep jacking up the maintenance prices and if you don't move to the new system, maintenance just keeps getting more and more and more and more expensive and so they force you, you're locked in. Force you to move. Pure introduced this different model. You pay for the CapEx up front and then, you know, after three years you get a controller swap. You know, so... >> To your point competitors hate it, customers love it. We heard a lot about that yesterday, we've got a couple more customers on our packed program today, Dave so let's get right to it! >> Great. >> Let's wrap up so we can get Coz on stage. >> Dave: Alright, awesome. >> Alright, for Dave Vellante. I'm Lisa Martin, you're watching The Cube from Pure Accelerate 2019, day two. Stick around 'Coz' John Colgrove, CTO, founder of Pure, will be on next. (upbeat music)

>> from Austin, Texas. It's Theo Cube, covering pure storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Cube. The leader in live tech coverage. Lisa Martin and David Lantz wrapping up day one of our coverage of pure accelerate. 2019. Howdy. How do y'all Hey, I >> think I started a trend. >> I think you did. So, Dave, this has been a dice shot out of a cannon. I think, as only you know, pure does. Well, we had lots of conversations. Lots of news this morning, Which was nice to hear. As pure welcomes their 10th anniversary in a couple of weeks. We talked with customers. We talked in many different industries partners, Puritans. Lots of innovation has occurred in their 1st 10 years. Charlie got up on stage this morning. Then he came to the Cube and talked about this modern data experience and the 10 X improvements and many things that they're gonna deliver. Not in the next 10 years. In the next few years. >> Yes. So we're seeing a story of growth here. It's a theme. If you look read yours press releases, they start The first line is the only storage company that's growing, which is true, at least the storage company of size of a billion dollar plus storage company and talking a lot about modern storage. To me, it's a story of entering new markets their second decade tam expansion into new ai ai workloads. Certainly the cloud trying to make the cloud of a tailwind. We have just heard from Carrie Stanton of'em Data protection is an area. You know, years ago, Uh, I remember talking to executive at Netapp Tom George and saying, Hey, we're gonna buy ah, storage backup cos you know, we're gonna preserve our partnerships with whomever con vault and Veritas in vino, whoever they're working with time and you see pure taking a similar strategy E M. C at the time did something different. They vertically integrated. They they bought a company called Llegado. They integrated into compete. And of course, now they're that sort of their stack. And so, if you were small enough now still close to $2 billion at the at the end of this fiscal year that they don't have to necessarily vertically integrate, we'll see 10 Next 10. That's the third decade, what happens there and in the customer input you're seeing. Customers are continuing to invest in pure. They're very happy. What you've seen, Lisa is customers look at pure is shifting. And I said this on the Cube earlier shifting labor in tow. Pure czar and D. Now the hyper scale is like Amazon. They'll spend time of engineering time to save money. I t practitioners of the enterprise. They'll spend money to save time and so they will happily spend money on on products if they can lower the IittIe labor costs. So totally different mindsets and you're you're seeing that's taking hold and pure really has done a great job of that. Now, as I said in my my breaking analysis, you know, a couple weeks ago, analyzing the vendors pure, clearly growing. But these things go in cycles, right? There's hard compares. You're going to see. I guarantee you're going to see these other companies, you know, chewing their models. They're big, pure talks about 10 X. The reality is, you know, Delhi emcees 10 x the size of pure right, so they throw a farm or cash on. So if you're a big whale with a big install base, that's what you do, You mind it If you're pure and you're smaller, you're 1.51 point seven billion. You go hunting. And that's the dynamic worse we're seeing. I don't see that changing dramatically for quite some time until the economy shifts and in the mindset shifts and when. Then we'll see how pure adjusts its business model from, perhaps growth to more profitability. >> And speaking of growth, they're just coming off a very successful second quarter where they announced last month in August, 28% year on year, both adding about seven that new customers a day. A lot of that attributed to innovation and the channel. They did a good job in the last 18 months or so of pivoting. They're smaller medium customer business to the channel, allowing peer to focus on much more enterprise focus. And they actually I think, even in queue to close 50% more multi $1,000,000 deals this last quarter >> and well, and while those seem like great numbers, they actually the stock got hit after the quarter. Why? Because they lowered guidance. Why, Because of this NAND pricing confusion, Nan pricing drops so fast in the quarter faster. They expected it sort of hurt revenues a little bit. They expect that that softness that continue. So they've been conservative going for it. You know, who knows of this smart to be conservative cause I wouldn't say that they're sandbagging. I say they're being conservative, you know, makes a bigger question. You know, it's storage kind of a crappy business, and we'll see. I say, that is, if you're gonna win in storage right these days, you have to gain share. Pure is gaining share della. 0% growth appears to be gaining share 0% growth. It's not a great market. So what's happening, we don't really know is cloud siphoning off demand for the traditional on Prem surgeon Could be. Can these companies make cloud a tailwind or is cloud a zero sum game? I tend to think long term, the Maur cloud, the worse it is for on Prem. So that's why everybody's scrambling for this multi cloud strategy, which is very, very early days. Multi cloud today is largely a a symptom of multi vendor versus you know, a coherent user strategy with right we're management's. Now the Big Five are trying to change that pure is playing its role. Companies like Veum and others are playing their role, so we'll see how that plays out. I do think there's a clear opportunity and multi cloud, but, um, it you know, it's unclear how large that is or whether it's just going to be a series of horses for courses. In other words, the right strategic fit for the right workload. >> So your thoughts on the evolution of their AWS partnership really looking at what they're now doing with eight of us as this bridge toe hybrid cloud customers of choice on from hosted, you know, as a service public cloud your take on this forcing function of bringing pure and AWS together of the customer base. >> Yeah, I think it's actually pretty clever. Move by pure take their engineering. It's okay. We're gonna settle, do all the heavy lifting set up AWS with e c two priority E. C. Two instances networking we're gonna mirror. We're gonna the architect of the basically block storage inside of eight of its front ending s three, which is the cheap object store? Pretty innovative. What it does is it gives customers an option for hire availability block storage that looks like pure but runs on AWS in the cloud. Very clever. And so all the advantages of OPEC's versus cap ex. You know the cloud experience, but it's the pure management experience. Eso very clever. Give pure customers who were happy. An option is there. I'm sure they're hearing from the customers. Hey, we want to go to the cloud where we heard it from the the eight of us Speaker today. Gardner Data. 88% of customers have a cloud first strategy, but 86 continue to spend on print. Right? Okay. So smart by pure to do that, I don't know how big a business that's gonna be, but it's a nice hedge. In case that really, that trend takes off >> and your thoughts on one of the other announcements today. Another first rip your We've talked about that the number of times they have there been first in a lot of things in the last 10 years transitioning offering most of their portfolio as a service and your perspective against the other competitors that you mentioned. How do you see that? >> Yeah, you know, the first your lips, they're bigger than the small companies that people have never heard of, like Zadar, a storage who actually were probably one of the first. But but they're the first again $1,000,000,000 plus company to do this. That's what customers want Customers want. The cloud experience in a big part of that cloud experience is a pricing model in the utility model. That's cloud like when AWS announced outposts, it was a clear sign that the industry had had to respond. I'm not saying this is a response to Outpost, but it's clearly a response to the cloud model so paid by the drink. You know, Op X versus cap packs of being able to have that cloud pricing model and experience across the portfolio is goodness. >> So Charlie, their CEO, talked about this morning, this modern data experience going into the next decade, it's gonna be three. Us is simple, seamless, sustainable. We all want that. I think for anything in life, your take on that from marketing to reality >> I see is anything but simple. Let's be honest. It's seamless is probably the most overused word in a >> knot. I think in future proof >> it's the chance to say that and sustainable >> eh? Well >> sustained from the standpoint, what I love about the model is way. Heard this in the customer today. Well, you know, the five year TCO was kind of a wash, but then beyond five years, it was a no brainer because we're now in that subscription model. So I guess that's that's the sort of sustainability you think its sustainability in different ways. You know, green, I t >> right >> again. I t is not really green. So, you know, good marketing. >> Well, we heard from I think we had three or four customers on today with four to legal firms, one in New Zealand, one in the States we heard from a utility company out of Tulsa, Oklahoma, and then Mercedes AMG, Petunias Motor Sport. Formula One free, very different industries, similar stories in terms of the management simplicity of pure the evergreen model of being able to swap out and take advantage of those innovations and the things that Piers is doing the r and d on from a cost perspective. But I think those were three kind of common business and I t benefits that I heard articulated by three very different industries of very different sizes. >> I mean, I think it's important. Remember, you get a really effusive commentary from the pure customers, and I'm not trying to B B negative on that. They're very, very clear that companies like pure Nutanix cohesive the rubric wien. They have great customer experiences, and they're different than what companies air used to buying very often. Having said that, when we get these, when we get into these, you know, benefit, cost benefit discussions Typically you're you're you're comparing a modern, you know, circa 2019 platform with something that's, you know, five years old, so you better have a significantly better metrics again. Having said that, you're seeing a different experience, and that's clearly coming through in the customers that you talk to with pure. They started with a clean sheet of paper, didn't have a lot of technical debt, not a lot of baggage, that alone some really smart people that, you know, in Silicon Valley, you know, inundated with all this cloud stuff, and then they brought it forth very hard to build a billion dollar storage company. Pure was the 1st 1 since Netapp. So >> that was a couple of guys going >> to do it compelling couldn't do it. Equal logic couldn't do it after you've never heard of half of these companies, right? It's been it's been many, many years, decades since you saw a billion dollar storage company. That's how hard it is and to achieve escape velocity and fewer did it, which is quite a feat. And now that now the challenge is their market cap. It's so large that four and 1/2 1,000,000,000 and growing right ostensibly that they may be become acquisition proof. Okay, that's a good thing on the one hand, cause we love independent companies. On the other hand, at some point, the Tam Tam expansion within that little niche gets very difficult. That's why, for example, e M. C. Had to go out and buy a company like Llegado, and it made some actually, you know, some other crappy Apple acquisitions that didn't work out. And then they stumbled into VM, where it was gonna part of a TAM expansion strategy, and they lucked out because they the greatest acquisition in the history of I T. But I guess my point is at some point, a billion dollar company becomes a $2 billion company. Maybe give becomes a $5 billion company, and then it's like, OK, what do we do next? How do and you're seeing that app is in there now. Netapp is a growth challenge, Um, and a Tam expansion challenge. But it's too big to get acquired. There were years for their. For years. There were rumors about Cisco required, kept the stock up. It never happened. So stock buybacks tuck in acquisitions, you know, refresh of the portfolio, squeezing out a little bit of growth, some bad quarters. You know, that's That's the nature of the big company so pure at some point we'll hit that, but I think we're a couple of 1,000,000,000 away. >> They have also done a robust job of building a robust partner ecosystem. We talked to a number of them today, Cisco in video we had on the team. Tomorrow's Blanc is on in terms of this growth that you talked about, How well positioned are they with with the strategic and technology partnerships that they are not only building but evolving quite quickly? Where does that factor into your thoughts about their future in the next decade? >> I think, um, I think the key to that is their architecture. In terms of their AP, I, uh, framework. It makes it easy to integrate. Wait, Um and to the extent that they continue to grow, the customers buy their products, loved their products. The high end p s scores all that stuff, it's easier to have a NPS score when you're a billion dollar company is when you're, you know, $50 billion company. But are you with a big portfolio? But customers, clearly you're has momentum. People want to be with a winner. If yours a winner there. Architectures easy to integrate. Relatively speaking. Thio, You know the legacy vendors and it's clean across the portfolio. And so that's that's why I think the ecosystem continues to grow. I'd like to see more growth, you know, I remember service now when they were a billion dollar company and thinking, Wow, it was about this size, you know? Now you go to service now. I mean, you see the big, uh s eyes. You see a lot of niche players bumping into him or jumping up. I'd like to see that here, and I think it will continue. >> Well, this is certainly ah good chunk larger than last year's accelerate, which was about a year and 1/2 ago. And look where we are, Dave, We're in Austin. This is Dell's backyard. This is a bold company. I was telling you earlier today when I was doing some research for our guests, something that catches my attention as a marketer that many companies cannot d'oh and that is very bold and very direct against their competitors and tell customers this is why you should be buying us. I applaud that as a marketer, and as somebody who gets to interview folks on the Q, because it's hard to do. They have this bullish culture that they've always had, and they have grown in the last 10 years. We're seeing expansion, and we're seeing them not afraid to tackle anybody that their customers are looking at. >> So I want to talk about some of the industry dynamics as well. The I T industry loves a vacuum, and I think in some respects the acquisition of the EMS see by Del created a vacuum and pure is taking advantage of that now. For a while, Gel took its eye off the ball and was storage business was affected, and then they got their act together. And now it's 0% growth. It's it's Yeah, okay, I'd like to see better growth there, but they've been doing a lot of work, and pure is referenced this and some of the pressure. This is Dallas consolidating its portfolio, which is exactly the right thing to do. Deli emcees Portfolio is way too complicated, but you have to be careful. You can't just consolidate overnight because you're alienating your customers. So there's still some of that going on. The linchpin of Del strategy is VM wear. That is the key. That's where the future is for those guys. So when AMC was an independent storage company, it would fight tooth and nail. You know, Jeremy Burton was gonna take out net app, and he didn't do it. You have all these crazy videos and they, you know, they were focused, competitive oriented company that loved its customers and was very customer focused in many respects. I mean, they're still competitive, very competitive, but they're not that independent, pure play anymore. It's now it's netapp and pure, and I feel like net episode distracted, you know, with some of the struggles that pure is really, you know, has an opportunity. You know, I I remember Scott decent years and years and years ago told me when they were nobody said We think we could be the next TMC in storage. And I was like, Really? That's a amazingly bold statement when it appeared that the storage industry was kind of disappearing and everybody was getting acquired and it was becoming this vertically integrated converged infrastructure player with storage and networking and service. And that still may happen. A cloud, everything else, Um, but, you know, if you're has an opportunity to really become the leader in in this business in, you know, has an opportunity become the number one storage company takes some time, Uh, for a while. I question is, it doesn't really make sense to have independent stores, But you still see a lot of innovation. Certainly the backup vendors startups, you know, you see smaller companies, VC money still coming in back to something you said earlier. I t generally, and storage specifically really isn't simple. It's very complicated, and it's very hard. >> Well, Dave, we have had a great first day. I'm excited to work with you tomorrow. We've got cause coming on. Kicks coming on some more customers. Lots of good stuff in store for day two. >> All right, Cool. >> Likewise for David. Dante. I'm Lisa Martin. You're watching the Cube, the leader in live coverage.

>> All right, Cool. We'll go with the first round of this, and we'll see how the central roles perfect. Uh, three, two and one. All right, I'm here with our guests. Chase Phelps, the director of sports science at Stanford University. Chase has an amazing background, and I was fortunate enough to work underneath him at Stanford. Chase is more than versatile. He has a deep understanding in regards to human physiology, but also the technology involved in monitoring athletes and performance in general. So, Chase, I'll let you take it away here, and I can't talk about yourself and the journey that you tell to get to where you are. I personally heard it multiple times. It's quite interesting. And for those listeners out there is going to be a good experience to hear exactly how someone chases esteem, Got to where he is, how the road's not always quite a straight line. >> Well, I appreciate you having me on II. You must be getting the checks in the mail to have that type of intro because that's way over the top on how good I am with my job. But I appreciate it. Um, so I think for me. You know, it started, I think, for a lot of us being in the gym as an athlete, Uh, you know, kind of being one of those guys has gotta work harder. Teo, you know, catch up with the other people who are coming naturally talented. So I started office of your general meathead in the gym in high school, doing all the dumb lab bench incline bench declined, bench checked back into, you know, all the flies, you, Khun Dio, and kind of started to figure out that, ah, I needed, you know, um or scientific way, I guess toe train myself and started out going to a velocity sports informants and, you know, one of those big kind of box performance gyms and got hooked up really, really lucky. Got hooked up with some people who at the time, I didn't know where were ahead of the game, but kind of started giving me the wise behind, you know, all the things I was doing in the gym and sort of kind of carbon that path for laying the foundation. So to say so I went to Undergrad, play the cross in college, Um, and they're so science piece started the internships to be a traditional sec coach on the floor, huh? I did. Let's see. Old Dominion. Radford, Virginia Attack. I AMG performance. Um, you know, just kind of laying the coaching trenches, laying down in the trenches, trying tow, kind of get myself the experience necessary to move ahead of Attritional SEC coach. So I got really lucky and that I got a job at Hampton University is an assistant. And within about seven months of being there, the director at the time up and left and they had nobody to help out with football, they have to take over. And really at an age that was way too young for me to be in that role, and so that was kind of my first, you know, probably fire experience, being twenty three years old, heading up, you know, the one double a football for him, still division one football team where I >> it >> was pretty pretty novice at the time. And while I didn't mess anything up to bad, it was definitely I would change a lot of what I did at the time. So I looked back on an experience that was extremely valuable. But from there, I actually had a stent where I was unemployed. So ah, little life lesson is, I took somebody's word on a job without having it written out and quit my job at Hampton, thinking I had this position set up and literally it fell through. The guy was like, Hey, listen, it's not gonna happen. I don't know what to tell you. I'm really sorry. So for seven months, I worked at local gyms, private personal training, training athletes on the side. You're basically doing anything I needed to do. Teo maintain coaching, but also keeping income going. Ah, and it's kind of funny because a lot of people don't appreciate that type of setting and the personal training. You're either strength coach. It's not personal training, you know. And, ah, a lot of the stuff that I do now, I still you know, I remember picking out because I was working with the client with rheumatoid arthritis, right? So, like your ability to to regress and a purple issues exercise selections for somebody who's sixty years old and is not very mobile translates very well to return to play in an athlete who just had maybe on a C L surgery on. So I looked back on that time is kind of a weird one in my life, but it was extremely valuable, you know, and my experiences. So I got really lucky. And the networking piece fell together and ended up working with the Naval Special Operations and kind of finding a role in the humor for men's branch. There, Bro is there for a little over three years. I >> it >> was just incredibly lucky to work with some of the people there, Mark Stevenson and and a lot of other guys who are still working there. They're still there now, but they're just they're pushing the field for doing a lot of things behind the scenes that I think really kind of kicked off the sports science. See Dick in the in the U. S and the last, you know, six to eight years on DH. So I was really fortunate toe kind of diversify. My experiences there really start looking at performance and training. I don't want to say like that buzzword of holistic, but just how my diversifying my ability to understand which discipline is doing, whether it's a mental performance coach, our nutritionist or sex, our physical therapist. But how can I better understand those fields, too? Then, you know, make sure that everything I'm doing is complimenting what they're doing on DH. So I was able to land the job at Stanford initially just to run the sports science department. But I also got a little coaching duties. On the side is I work with men soccer. So it's been, Ah, it's been all over the place, you know, traditionally in athletics, but, you know, a little bit of Gen file here. Besides, well, >> so Chase bast fully passed over Hiss lacrosse career, right? And how many was that? Multi time All America. Is that correct? >> I had a couple of years where else? Pretty successful. So, uh, >> and I think that's extremely important to highlight because being an athlete, you deal with all these departments firsthand. You see it from their perspective. And so one thing that Chase has really taught me, I was going forward learning about how you contain to challenge yourself, to put yourself into positions that other people are end. And how do you then think about your actions and what you're going to do as a sports scientist in regard to how and not on ly influences the athlete but the coaches and other staff around him and being an athlete, you firsthand get to experience how it is to have someone else trying to intervene on your daily routine. And that's also mention that Chase is now someone who on what level of ju jitsu he's in. But I know he's tough enough to beat the daylights out of me. And that's something as well has taught me. Is that put yourself in situations where you have to be a beginner again and challenge yourself to have tto learn from Square one. We get caught in these ruts of progress, progress, progress. You go from a beginner. When you first learned how to swing a baseball bat to now you're planned higher level travelling. Baseball is part of your life for myself. Basketball, the chase has taught me, is really embrace those opportunities of struggle and whatever way that comes in its shape and form and put you in those positions. So you have the ability to actually learn from that. And now mention that chase in regards to beat an athlete I think there's many things that we overlook as coaches. We apply the idea of an external load, right. We give them sets and wraps and weights and we write out these long workout for next six months what someone was going to dio. We can't predict the internal load and be an athlete. You understand how it is to not sleep, how it is to maybe stay out a little too late with some of your friends, but how that affects you in regards and athletic setting to reach the goals that you want to reach. So I want to dive in the topic a little bit about internal versus external load. That's something that you really challenged myself to learn about when I was with you. We talked about that in regards to H R V sleep and all the above said, I want to hear a little bit about your take on internal versus external load. What specifically is at turns >> out someone, he said, is being an athlete. I think that goes, You know, it's It's almost like every year that you are in the field. You separate yourself from what it feels like to go through the workouts and the daily grind. So to say right, it's really easy to write up a bard and have no thought process about how somebody feels on day six of a week where they've been pulling all day school two and a half hour, three hour practice our weights and you're like, Oh, man, we got a great dynamic effort. Lower body session finished office. Um, you know, if our glory body squats like you know it's It's just really easy to forget how how things can accumulate and how you know you're just trying to kind of that times get through it all and you head above water. Whereas we're thinking about optimizing, for they may be thinking about Hey, I just need to know what my head down and get through today. So I think it was a great point. But I think going on to the external love peace, obviously the U. S. In the last, you know, six, seventy nine years has exploded trying to catch up, maybe with Australian, The Europe of the world have been, um, really kind on the forefront of this, uh, objective collection of needs analysis for sport. You know, whether that's an external load of what they're doing, the mechanical demands of the sports. So how far they're running? What are the physical characteristics that you see? See environmental capabilities, as in, you know, beads with velocities, where they simply gotta Iran hominy times that they're going to change direction, really understanding the demands of the sport versus the internal loading piece, which you're going to be Howard, these individuals responding to those demands and I think the key word there being individual, we know that certain athletes are always going to be pushed and filtered into sports that there, uh, naturally, good at right. Like, I think we all tend a favor, things that we've been successful at. And as we kind of go up through our broken physical education system, we haven't done a really good job. I think in our country of kind of diversifying and scaling appropriate levels to make sure people are developing and multiple ways we kind of just like, Oh, you're good at this sport. Keep at it. You suck. You're out on. And I think if we were to kind of cater developmental, developmentally appropriate skill acquisition techniques and I'm stealing all this from a classmate of mine, Peter Bergen City proud, I think a better job of scaling, you know, developmental levels. I think you would see Maur athletes come out of that. That would be successful instead of just they only go on the tall guy put him under the basket. Um, you know, you would be able to develop more skills, but back to the internal load piece on understanding that, like I work with Ben Soccer Max, we're talking about this maybe your ago. I have a guy who logged twenty thousand meters in a playoff game last year, You know, that's over twelve and a half >> miles on run game. And he >> had played a game two days earlier and had been practicing for four months. And it comes to the question of like, How does somebody do that? Do that? Do you train them to do that? Do they just follow the program and all of us and they could do that. Or did there, I guess, internal demands to the sport over time. It took years. It took decades and in my opinion, took that after we to play the sport of high level, you know, for ten plus years to be able to get that cardiac adaptation of peripheral ability to be so efficient that they can run and change and cutting jump a tte that intensity. And so an athlete like that that that internal load, you know, they're going to be very, very effective and mobilizing energy. They're going to be very good of providing blood and oxygen to the to the outside of the body, whereas, you know, you take, not tow it, almost four. But like softball, that's a completely different athlete. And so if you were to ask them to have, ah, Despaigne similar demands, we know that internal load would be different. They're gonna have an inefficiency that, uh, you know what, I've election, Amy. A struggle to match the requirements of work or mechanical load that you're placing upon the athletes. So I think you know, it's really important as you start to look at that internal versus external. The external is critical, I think, on a lot of sports were just now identifying what is necessary to be successful on the field as and what they're doing. So you can start it that, you know, backwards, design and work. Your program to say here is ultimately what they have to be able to do. This is a worst case scenario on the field. This is how we should cater our return to play protocols so that we know we're working towards ultimately the ideal player. And that's sports and >> interesting. Yeah, not to cut you off. I did make some clarity here in regards to internal versus external loads. We talked about external load. We're talking about the amount of work someone actually does. Yes. So the amount of weight being lifted, how fast someone's running, how many pages someone can read, Right? And we end the guards, student, one intern and what side? Go ahead. >> It's really what is happening. What are you doing? What? How much of something? >> Something you're applying to the body. And then the internal load is the physiological changes that take place. And so the most basic concept is Hey, we're going to give you a weight program. We're gonna lift X amount of weight for X amount of days with the external load, intending to change the internal environment to grow muscle. And then the more muscle you grow, the more internal load you can handle. So you're adaptive capacity, that big bucket of how much you can handle a life. You become very efficient at handling that consistent external load and you increase your ability, whether it be efficiently or the magnitude. Insides that bucket to handle. A larger, I guess, external load in regards to having a larger internal capacity. And so what you're talking about is when our buck it's very specific Say we're playing soccer and we changed, too, you know, let's say tennis or in your case, saw Hall. You mentioned the softball player would struggle with soccer, and the soccer player would struggle with tennis because those external loads are so different than the internal capabilities of that individual. Is that correct? >> Yeah, absolutely. I think I think the higher level you go you definitely see that specificity of coordinated skills really kind of become a guest. Very nish. And what you typically say and I actually kind of think it's funny because I've said it. So then guilty as charged is that you'll look at a soccer player, you know, somebody who can play at the highest level and is sprinting doing all these different, you know, athletic exercises and then we'll be like, Man, they're bad athlete. They can't skip or look at that spa product. It's terrible and you know, you kind of take a step back and you're like, was the gold toe squatters, the gold toe score goals and play soccer? Um, and then some, you know, may argue. It will, you know, had the longevity of peace or they're gonna be in a more front injury, all that on and at the same time. And I think about that subconscious confidence when you put some money in a gym and a, you know, a new environment where they may not have done these things. They're very aware they're consciously in confident. They're sitting there going, I >> suck at this >> and they overthink it, right, and then you ask him to, like, go out on the field and kick a ball around, and they're doing these things. They're changing direction, which is basically a squat with shen angles changed. Uh, yeah, you know these things fluently without even thinking about it. So it's like their ability is there. It's just not in the right contact. >> Interesting. Yes, they bring up the concept of selling, being consciously aware, right? So they might be in a nervous kind of state. They're not familiar with the weight room, and that actually bring some level anxiety, possibly that true. And that itself may make the weight room instead of ah, use dresser, which is something very positive. It might be a distress, sir, and so they see that waiting is negative. And so now they're nervous toe workout and they have to work out, which makes the internal load even larger. So make this environment that kind of gets magnified. In regards to that. What other factors influence your internal load? Something I mentioned was that stress and obviously their external stressors, especially at Stanford, work very intelligent students who are having to go through rigorous testing in school. And it's a very competitive environment, not just athletically, but, um, you know, the education side as well through those stressors and past internal load. And if it does, how does that influenced the amount? External load? As a coach, you might provide? >> Yeah, absolutely. I think it's always going to be multispectral. It's always going to be. It depends on who's who's the athlete. What's their background? And the supporter? The activity. You're asking to dio, um, the daily life of the twenty two hours that they're not with you. Are they hydrated? Are they eating properly? They fuelling for adequate activity. Are they getting enough sleep? Are they, you know, have a test for their psychosocial factors at play? Like their girlfriend or boyfriend just broke up with him. And I think all those things obviously have an impact Has been Aton and ton of focus placed on this type of, I guess, capturing that whole athlete. Whereas maybe, you know, years ago, you would look at tonnage and now people will look tonnage. And what that stress load is, what that academic load is Because, you know, research is coming out. Now that we know that these types of overloaded stressors and stresses the same stress of you know makes you resilient can break you down. So it's really the improper dozing and inability to cope with that load, and that's dressed, it creates the problems. But, um, you know, you look at athletes who are an exam week, there's research talking about that people hell less efficiently. They have immune issues. So you're seeing people get sick. You're seeing that inability to adapt and cope with the demands that are placed on him, being significantly altered by some other type of factor outside of a weight room or a field. Um, you know, I think the the fact that the collegiate environment is being more aware to that and teams they're trying to push practice in the morning. A little later, they're tryingto manipulate schedules so that its aren't just running straight from class. But they have a little time between do get some type of snack and to some moment to themselves toe. Take a couple of rest before they go out on the flip side, right after practice. Are they running directly into Ah, you know, a test or something? Or are they actually will have a little moments of themselves where they can kind of down, regulate, take everything in and then move on? I think that those types of things, well or not, massive are significant because they happened ten to twenty times every day over the span of weeks in years. And that's really the problems, that chronic buildup of a over activated, sympathetic response that maybe exacerbated by an athletes Taipei, their personalities or type a person. Yeah. Hey, I'm driven. I'm a pi performer. This is what I do, or maybe some of the lifestyle stuff. So maybe that there's somebody who you know is just pumping refined sugars and other body and creating a flux and blood sugar regulation that again mobilizes cortisol, a sympathetic response. And next thing you know, you've just in the span of three hours tagged on six different things, albeit slightly different, that had the same outcome on the system. So that internal response becomes very, very sensitive. Teo, everything you're doing because it's that chronic build up that's really taken its toll on it. >> Interesting. So he bring up the idea of the sympathetic nervous system and the sympathetic nervous system being broken down. I guess being partnered with, I should say with the parasympathetic nervous system, right, that makes up your autonomic nervous systems. So for those you're not familiar. Sympathetic nervous systems, your fighter flight. It mobilizes energy. It's looked at to be very important for survival. If we saw a lion during evolutionary times would help us increase our heart rate, Increased auction supply, mobilized energy so we could run away from a lion. But then we had the parasympathetic aspect. That branch would help regulate rest. And I just kind of the repair and rebuild process. Now, with that, you mentioned the hyperactivity of the sympathetic nervous system. Now, does this get out of whack? Sometimes if you're an athlete, your individual were chronically stressed. And if so, does that affect some of your endocrinology? So how your body responds? And what kind of tips can you have No muse with your athletes or yourself to get yourself back into a parasympathetic state? Yes, >> that's a great point. I think the and not tow to correct you. I think what you're saying is absolutely right. I think the key is, is not constantly counter act sympathetic, but is to bring the body back into a more balanced ability to appropriately turn on sympathetic into appropriately eternal in Paris. Sympathetic and what you typically see, and I said it so I think you're totally right, is sympathetic, does become the primary driver, but it isn't all about just turning on sympathetic. It's it's having the ability to use both when you need it. And I think a lot of times the door or the window to that is to drive parasympathetic activity on so that it can kind of restore itself. Ah, and then the goal. Once you're kind of an ability where you have a little bit more of stability and that is, then tow, have access to both. >> So you talk to me about me. Interrupt chase. But this is something to remind me completely where, if someone is chronically sympathetic, let's say they're in a game situation. This can goes back. That being stressed out, they might have hyperactivity, sympathetic nervous system and correct if I'm wrong, this decentralize is sorry. Desensitize is the frontal cortex and reduces some individuals ability to make decisions, especially when fatigue begins to set in. Because you have multiple areas of stress coming to body fatigue, the actual stress emotional of the situation and in the person's internal Billy to regulate that, that's something you talking to me about? Spoken with me about while Stanford. I found that topic to be extremely interesting and do the fact that it's completely universal. Whether you're an athlete or your individual going in for a job interview, they kind of fall under the same umbrella. Is this the case? >> Yes, excuse me. So I think ultimately it's a fine line, right? So I think the sympathetic nervous system actually has been shown to enhance some cognitive activities, right? So it does increase that acute ability, toe recall some information and at the same time and over driven response of it can almost shut everything down. And that's where you see people kind of like getting up hyperventilating and not being able to perform and really kind of altering some type of, um, thoughtful, logical, rational action. So I think it comes down to two primary things. It's a primary and secondary appraisal, and this is a psychology based concept. But I think it applies basically everything in performance and primary, the athlete, the person. Whoever is going to say what is happening, and this is subconscious and happening in different aspects of the Iranian or not I fell. Missed what? Your body goes, What's? What is this? Right? So I looked at the analogy of you walk into a bar. All right, You scan the bar, You have a very, very fast Ah, action arms. Excuse me? Decision about what is in that bar. Is that a threat? Do you see a bunch of hell's angels with guns and, you know, baseball bats sitting there? Or do you see a bunch of friends? Right, So and then it's that same split. Second, a secondary appraisal happens to the primary. That's secondary being. Do I have the resources to cope with this? And that is really what dictates what type of response and house is going to send. Oh, are the brain will send to the body to stimulate what side of the annulment? Nervous system. Right. So if I walk in, I say what? I don't like this. Tio. Hey, I've been in this scenario before. It didn't go well. That's when that sympathetic sent a kick on because I got to get out of here verses. I walk into that same place. It's a bunch of friends, You know, It's my old buddy from college. You're gonna have a completely different mobilization of your transmitters of hormones. Because of your perception of the stressor is completely different. And you mentioned you stress distress. And I think that that's the case for everything, because, uh, not to go on a rant. But if you if you take an athlete who loves running, that stress of running is completely different than an athlete who doesn't like running right. So their perception of an activity, albeit the same activity, will have a different psycho physiological manifestation of stress or load on the body. And so I think, as we talk about mental toughness with our athlete, even all of that ultimately comes down to have you put them in such situations to prepare them, have confidence in them. And that's what's going to dictate some of these positive body responses that you'll see because they'll walk up to that playing go. Yep. Done this a million times, and that is where you kind of have that mental resilience versus I don't know what's gonna happen. I've never done this before. If I miss, it's going to be the game. Aunt. I think when we talk about all of performance in psychology and physiology. It's so intertwined you cannot separate them, and we like to separate things we like to have absolute. We like to wear a monitor on a wrist or a chest that tells us we're tired or that tells us we've been too stressed. But the reality is, is that the individual differences in perception of stress and my ability, my body's ability to adapt to that stress based on what type of internal environment is kind of walking around twenty four hours a day is going to dictate everything. And that's why it's really tough and in a team environment for us to just blast everybody and say We're gonna stress, you know, we're going to internal load monitoring by H. R. V. Well, that's fantastic and I think there's there's marriage of that. So I'm not saying there isn't what. You better make sure you know a lot about your athletes. You better make sure you have the time to learn about their personalities, how they handle things, What type of family experiences, a fat, what type of things go into them making decisions about what they're experiencing. >> Gotcha. So that I couldn't agree more. Yeah, that's beautifully said one things you mentioned. There was the idea of HRT, but also the idea of perception. So H R v being a reflection on Amit nervous system and compared to your own baseline when your H R V numbers lower means you have less variability that, essentially inferring a higher level of sympathetic drive when you're HIV is higher, infers a more balanced eight or more parasympathetic state, essentially less sympathetic, right? Right. And so we start using H R V, and we talk about that as an internal tool. They also mentioned the idea ofthe having individuals be in situations that are similar to that of sport. Do you think there's a time and place for real time H R V feedback and HIV training? And would you possibly put someone in a situation where they're trying to score that goal? Maybe you fatigued them with, say, a sled push or prowler push and then you have there HIV tank. And they have to perform a difficult technical task in attempt to have them auto regulate that H R V. So they can perform that task successfully, making training and skill development much more specific and begin to messed together. >> Yeah, absolutely. I mean, that's biofeedback. Wanna one, right? That's that's ah, thought technology, heart, math. All those companies out there using that with Forman psychologists to see how people a handle the stressors implied on them. But how did they bounce back? So the military has been doing this for years and live monitoring H R V on some of the operators and then watching them perform. You know, they're training, going through selection and training bases where they have Tio ah, handle extremely dynamic and challenging environments where they're under watch, their being scrutinised every step of the way. And so what we've actually seen is that people who on average, you know it's not. There's anomalies of force. People who take the hit right, so you'll see a drop in H R B or increasing sympathetic tone. They will actually bounce back, though, so having a stressor impact your your your body is is normal. But the ability to rebound and kind of come back to those norms within a relatively quick period of time is what is critical for high performance. You know, they talked about having a five minute or a three hundred feet average prior to that activity to get a baseline. What we found in some of the research coming out now you can actually probably cut it down to one two, three minutes. Right? So it becomes much more, I guess. Logistically feasible. Tohave guys sit around for one to three minutes, kind of collect that boarding for baseline and then go about their day. And that's really critical to get that that daily baseline. Because as we talked about, if you're on day six of AH long week, your body is functioning and flowing. Ah, and kind of repair mode. It's trying to keep up with what you've been putting it through. So each day that you wake up, you are gonna be slightly different than what you do where for. So it's not an apples, apples. You gotta look at your ability to flux in that Alice static load and your body's proactive decision making to try and match what it was doing in the prior day's training. Evolution >> Dacha. So H r v itself. I refer to the check engine light because it doesn't necessarily come from one area and come from emotional you, Khun, Stub your toe. You can have a lower H R V. And some of the things I've been reading about lately and talking to you about office, podcast or text message and kindly enough, you respond to my random texts at nine thirty at night with a slew of articles and ten questions, has been a nutritional side right and the idea of low level systemic inflammation or inadequate nutrition. What I mean by that is, I will put in food into her body under the assumption that this is going to give us a positive effect. Really. Sometimes the food that we put into our body are causing a stressor on our system, because either, eh, they're so foreign to us in regards to weigh their process or be too simple sugars. And them and I mean simple in terms of your eating a fruit loop have an effect on our body that can take us down a road that necessarily isn't positive for adaptation. And just like H. R. V. Is affected by your psychological perception, I've been read a little bit about H. R V is a kind of systemic monitor and how it could be influenced by nutrition in regards that nutritional aspect. I know we've talked a little bit about biomarkers and some of the diving deep into internal medicine and understanding that our body is very complex. It's made of of all these subsystems and how one subsystem acts might affect how another subsystem acts. And as we gain these risk factors of an adequate nutrients status, our overall risk profile increases and the idea that we might have an emergent pattern in terms of illness manifests increases. So I want to hear some of your thoughts on some of the internal medicine where that's going in regards to bio markers for athletics, human performance and just general wellness. I know you're not a physician and you're not ordering bloodwork and diagnosing off blood work. But being a sports scientist, I do think it's important to appreciate and understand some of these concepts, and you have a great indepth knowledge in this area. So I love to hear a little more about it. >> Yeah, no, I think that's an area and by no means a mine expert, right? I just read a lot of things and copy what other people say so I have to always say that. No, that's what we always hang her hat on is that if you go through the research, you're basically taking somebody else's thoughts interpreting to your own. So my experiences with this, our personal and what I've seen in a professional setting and all kind of touched on the personal piece because I think you know, as we talked about being an athlete and understanding what people go through, our own experiences can drive a lot of how we make decisions with their athletes or are clients or whoever working with and that basically, for twenty five years of my life I've been on some form of allergy medicine allergies, shot decongestant Z Pac to get rid of a sinus infection, you name it. I had, I had and I had multiple sci affections every year and not one time. I want your nose and throat, Doctor Otto. You know, allergy specialists now, one time to never anyone ever bring up what you're putting in your body. And you know, it took you know, I went toe doctor Dima Val seminar last summer and it took ah, somebody while he's very good, but it took somebody to kind of like, say, Hey, man, like it's not just isolating the symptom and given you an anti histamine or something like that, you got to think that you're in a systemic state of inadequacy. Your body doesn't have the ability to recognize normal nutrients as you eat things. But then also, it doesn't have the ability to recognize, um, some of the I guess the things that are supposed to be normal now become pathological. And it's just complete dysfunctional cycle. And so for me, I literally just He said, Hey, do me a favor. Stop eating dairy. Okay? Yeah, I love cheese, but we'll do that. And I literally and within three to four days, every single allergies symptom. I had one away. I haven't had any issues for seven and a half months. While legal thing, >> I >> haven't had any issues. Haven't got sick once. And it was just one thing come to find out. I have a lactose allergy. And not only does it didn't affect me like g I distress, but it effects chronic states of allergies. So my body was perceiving things as, ah, the enemy and the immune system was essentially creating that inflammatory response to deal with them s So I think that first and foremost, I started just looking at Maybe people are eating things that they may have a low grade flamer. Inflammatory response. Tio, Um, I was taking and sets staking insides like there were Andy since I was sixteen years old. You know, being an athlete, you get off him a practice, your knees hurt, ankle hurts. Whatever happens, you know, you just take him so that you can, um >> you know, keep >> on going toe to practice. The next day, um, I was taking CPAC's >> is >> taking prednisone. All these things basically put my spotty in a state of in a state of shock to a point where it can actually regulate normal. >> So just take that >> into my work and special environment. And we have athletes who were under that significant academic stress, social stress and the physical stress. Well, we also see is they're just like me. And then they were taken and said they were taken. You know, prednisone. They're taking quarter to steroids for asthma, exercise induced asthma. They were taking all these things that basically is driving the body into a state of alarm where it doesn't have a normalcy to it. So we're not seeing the immune system actually do its job. We're seeing chronic sympathetic response basically to everything that's being put into the body. So with that low grade inflammation that's happening over weeks, months, years, you get that inability to handle external loads, then that's where than internal load becomes so critical. But what once is, maybe a resilient person now they're getting the sniffles every three weeks now they're walking around with some type of tell, ephemeral and an itis. Ah, no. I think that we so easily look at Oh, they landed on it funny and practice. Oh, they took a bump or a bruise for somebody. But maybe that is exacerbated. Or maybe that's highly sensitive due to the fact that the body isn't able to function under normal circumstances. >> No, that's there's a lot of topics in that one dive into you. Um, I guess what is immediate topics that's most applicable for individuals, the idea of in said's and how? I mean, when I was in ah, middle school, I must have taken maybe six, four, five before a game when I was playing, and it felt nothing. Elements. I can only imagine what that's doing to my internal, You know, my, my style making my gastric system and how much to chewed up. Yeah, that's a lot of information that's come out regarding tendon healing and the adaptations of it, um, you've taught me well, I think the first one to bring this to my attention on some of the detriments of and said itself and some of the alternative we could possibly have, such as your human and things that don't necessarily tear our system up. Um, you give any thoughts on that and how that might play a role than Okay. We have this functional medicine world. Now, how do we apply that into, you know, physical therapy. And if we're trying to have ten and adaptations in regards to Isometrics, you might be doing them to increase longevity and reduced to an apathy or for film someone up with insides. Are we really getting the bang for the buck we want to get or we just causing more harm than good? >> Yeah, absolutely. I think you know, you said it right there and that. Are you taking that risk reward on using that, like, a short term? Ah, you know that hill, Teo, is it overriding what you truly want in the long term? Okay, so we talked about adaptation you mentioned Well, we've seen that and sides actually have. Ah, a destruction of satellite cells. So when you're normally building muscle and you're having some of these repair sells, Memento help stimulate regeneration and says, Well, actually blunt that response to Seo X one and two being the primary enzymes associated with that, we'll actually get shut down. Ah, And when they dio, you're literally stopping your body from adapting. Growing. So I talked to my soccer team all the time about I'm like, does it. You guys, You want you're wearing the sleepless shirts. You want to fill those things out? Let's not wait from what already isn't there, you know? And I think you know when we start looking at As you mentioned it, healing in the early stage returned to play. And now I'm never going to say, Hey, you know, you shouldn't do that. That's always up to the doctors and the medical professionals. But I think that there is lack of thought for our long term. Ah, mala dictations. So you mentioned, do we alter college and proliferation for the expense of just taking down some swelling and irritation? Maybe that paper's the response can be better handled by Tylenol or whatever else somebody thinks because I think it's critical. Especially, you know, you see the two different primary types intelligent Type one and Type three. They've seen that there is a blunted response and how that tendon regenerates. And so I think, you know, little things like that. Those conversations you have with your athletic trainer or your doctor and be like, Hey, is this absolutely necessary? I'm not questioning your rationale. But does this athlete need that? Or is there something else we can do? Is going to make sure that when I am doing the Afar or whatever before ISOs to maximize ah tended thickness or tendon restructuring or whatever I'm doing. Are we going to the baby? Out with the bath water? Are we gonna hurt something, You know, for the expense of you know what's easy and what we know from a Western medical model. >> Yeah, that's it. Very interesting moment. Thanks. By the way, I wanna clarify For those not familiar with terminology and says or non sorry, chase, I letyou go ahead there up the real quick and sense of things like ibuprofen and Advil around non steroidal anti inflammatory. Um, what's the d stand for? I'm forgetting right now. Feels stupid. Now draw. Go. Okay. There you go. Yeah, perfect things like ibuprofen and no Advil. I should take like six angel's before I play basketball. Because when it came out, I knew no better. It made me feel better and take more than barrier against coming out that we're really tearing up our system. What's interesting is we look at some of the inflammation studies. You look at older adults. It brings up the idea that as we age, we get in such an inflammatory state. We're taking things like insects, which are known to possibly reduce adaptation shins. And individuals were healthy. It actually increases muscle growth and some of the older adults because their level of inflammation, it's so high systemically that taking something as like an insider Advil, which we think is bad, actually increases adaptation. And they just show I just read a paper. Probably thirty men, too. For this that showed Curcumin has a potential effects to do the same, which might be a healthier alternative to end, says regards to reducing inflammation.