>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital experience Brought to you by Dell Technologies. Hello, everyone. And welcome back to the cubes. Continuing coverage of del Tech World 2020. This is David Want, and I'm here with Sam. Grow Kat. Who's the senior vice president of product marketing? Adele Technology. Sam. Great to see you. Welcome. >>Great to be here, Dave. >>All right, we're gonna talk generally about Cloud in the coming decade, but in really how the cloud models evolving. But I want to specifically ask them about the as a service news that Dell's making at DT W You know what those solutions look like? How they're gonna evolve. Maybe maybe Sam, we can hit on some of the customer uptake and the feedback as well. Is that sound good? >>Yeah, Sounds great. Let's dive right in. >>All right, let's do that. So, look, you've come from the world of disruptor. You know, when you joined Isil on that got acquired by M. C. And then Del So you've you've been on both sides of the competitive table and cloud is obviously a major force. Actually, you know, I'd say, the major disruptive force in our industry. So let's talk about how Dell's responding to the cloud trend generally. Then we'll get into the announcements. >>Yeah, certainly. And you're right. I've been on both sides of this, and there is no doubt if you look at just over the last decade or so, how customers are partners. We're really looking at evaluating how they can take advantage of the the value of moving workloads to the cloud. And we've seen it happen over the last decade or so, and it's happening at a more frequent pace. And there's no doubt that is really what planted the seed of this new operating experience. You know, kind of a new lifestyle, so to speak around as a service, because when you go to the cloud, that's the only way they roll is you get in as a service experience. Eso that really has started to come into the data centers organizations or moving specific workloads and applications to the cloud of Hey, how do I get that in a non premise experience? And I think throwing gasoline on that is certainly the pandemic, and Kobe, 19 has really made organizations evaluate how to move much quicker room or gradually by moving some applications to the cloud. Because, frankly, on Prem just wasn't able to move as fast as they like to see. So we're seeing that macro trend accelerate. And, you know, I think we're in good shape to take advantage of that as we go forward. >>Well, that brings us to the hard news of what you're calling Project Apex year as a service initiative. What specifically are you announcing this week? >>Yes. So Project Apex is one of our big announcements. And that's really where we're targeting how we're bringing together and unifying our product development or sales go to market, our marketing, go to market Everything coming together underneath Project Apex, which is our as a service and cloud like experience. Look, we know in that world where customers were constantly evaluating which applications stay on Prem, which applications and workloads should go to the cloud. I think the market has certainly voted clearly that it's gonna be both. It's gonna be a hybrid, multi cloud world, but what they absolutely or clear that they want is a simple, easy to use as a service experience, regardless of if their on primer off from. And that's where. Really, the traditional on premise solutions fall down because it's just too darn complex. Still, they've got many different tools managing many different applications that oversee their cloud operations, their various infrastructure, whether it's server or compute or networking. They all run different tools, so it's very, very complex. It also is very rigid to scale. You can't move as fast because they can't deploy as fast. It requires manual intervention toe by more you to think I got a get a sales rep in house to come in and, uh, extend your environment and grow your environment. And then, of course, the traditional method is very cap ex heavy. In a world where organizations air really trying thio preserve cash. Cash is king. It doesn't really give them the flexibility. Traditionally, um, are going forward that they'd like to see on that front. So what they want to see is a consistent operating experience for their on and off from, uh, environments. They want to see a single tool that can manage and report to grow and do commerce across that environment, regardless of its on or off friend. Uh, they want something that can scale quickly. Now look, when you're moving equipment on Prem, it's not gonna be a click of a button, but you should be able to buy and procure that with the click of a button and then very quickly, within less than a handful of days, that equipment should be stood up, deployed and running in their environment. And then, finally, it's got to deliver this more flexible finance model, whether it's leveraging flexible subscription models or optics friendly models. Customers were really looking for that more off X friendly approach, which we're gonna be providing with Project Apex so very, very excited about kind of the goals and the aspirations of Project Apex. We're going to see a lot of it come come to market early next year, but we're I think we're well situated, as I said, to take advantage of this opportunity. >>So when I was looking through the announcement in sort of squinting through it, the three things jumped out and you definitely hit on. Those. One is choice, but sometimes you don't wanna give customers too much choice, so it's gotta be simple, and it's got to be consistent. So It feels like you're putting this abstraction layer over your entire portfolio and trying to hit on those three items. Uh, which is somewhat of a balancing act. But is that right? >>Yeah. No, you're You're exactly right. The kind of the pillars of the project Apex value proposition, So to speak is simplicity, choice and consistency. So we've got to deliver that simple kind of end end journey view of their entire cloud and as his for his experience, that need span our entire portfolio. So whether it's servers or stores are networking or PCs or cloud, all of that needs to be integrated into essentially a large single Web interface that gives you visibility across all of that. And, of course, the ease of scale up and, frankly, scaled down. You should be able to do that in real time through the system, you know, choices a big, big factor for us. You know, we've got the broadest portfolio in the industry. We want to provide customers the ability to consume infrastructure anyway. They want clearly they consume consume it the traditional way. But this more as a service flexible consumption approach is fundamental to making sure people customers on Lee pay for what they use So highly metered environment pay for pay as they go. Leverage subscriptions essentially give them that op X flexibility that they've been looking for. And then finally, I think the rial key differentiator is that consistent operating experience. So whether you move workloads on or off, Prem, it's got to be in a single environment that doesn't require you to jump around between different application and management experiences. >>Right? So I gotta ask you the tough question. I want to hear your answer to it. I mean, we've seen the cloud model. Everybody knows it very well, But But why now? People going to say Okay, you're just responding to HP. What's what's different between what you're doing and what some of your competitors are doing? >>Yeah, so I think it really comes down Thio the choice and breadth of what we're bringing to the table. So, you know, we're not going to force our customers to go down one of these routes. We're gonna provide that ultimate flexibility. And I think what we're what will really define ourselves against them in China, ourselves against them is that consistent operating experience we've got that opportunity to provide both an on prem edge and cloud experience that doesn't require them to move out of that operating experience to jump between different tools. So whether you're running a storage as a service environment, which will have in the first after next year, um, looking through our new cloud console that is coming out early next year is Well, you're gonna be able to have that single view of everything that's going on across your environment. It also be able to move workloads from on Prem and off Prem without breaking that consistent experience. I think that is probably the biggest differentiator we're going to have when you when you ladder that onto just the General Dell Technologies value of being able to meet and deliver our solutions anywhere in the world at any point of the data center at the edge or even cloud native. We've got the broadest portfolio to meet our customer needs wherever we need to go. >>So my understanding is the offering is designed to encompass the entire Dell Technologies portfolio from applying solutions I s G etcetera, not VM where specifically But that Zraly, that whole Dell Technologies portfolio correct. >>Yeah. And look, over time we totally expectable transacted VM ware through this so way. Do expect that to be part of the solution eventually. Eso Yeah, it is across. You know, PCs. A service storage is a service infrastructure. As a service, our cloud offers all of our services traditional services, um that are helping to deliver this as a service experience. And even our traditional financial flexible consumption models will be included in this. Because again, we want to offer ultimate choice and flexibility. We're not gonna force our customers to go down any of these pads, but we want to do is present thes pads and go wherever they want to go. We've got the breath of the portfolio in the offers. Thio, Get them there. >>Okay, so it's it's really a journey. You mentioned storage as a service coming out first, and then Aziz. Well, if I understand it, the idea is that I'm gonna have visibility and control over my entire state on Prem Cloud edge. Kind of the whole enchilada. Maybe not right out of the chute. But that's the vision. >>Absolutely. You've got to be able to see all of that and we'll continue thio iterating over time and bring mawr environments more applications, more cloud environments into this. But that is absolutely the vision of Project Apex is to deliver that fully integrated core edge cloud. Uh, partner experienced thio all of the environments, our customers to be running it. >>I wanna put my my customer had on my CFO CEO had Okay, What's the fine print? You know, one of the minimum bars to get in. What's the minimum commitment I need to make? What are the some of those? Those nuances? >>Yeah. So you know both the storage is a service which will be our first offer of many in our portfolio and the cloud console, which will give you that single web interface to kind of manage report and kind of thrive in this as a service experience. All that will be released in the first half of the next year. So we're still frankly defining what that will look like. But we wanna make sure that we deliver a solution that can span all segments from small business, the media business to the biggest enterprises out there globally. Goal expansion through our channel partners, we're gonna have gos and Channel Partners fully integrated as well service providers as well as a fundamental important piece of our delivery model and delivering this experience for our customers. So the fine print day will be out early next year. Is we G A. These releases and bring in the market. But ultimate flexibility and choice up and down the stack and geographically wide is the goal of the intent. We plan to deliver that. >>Can you add any color to the sort of the sort of product journey, if you will, I even hesitate Sam to use the word product because you're really sort of transferring your mindset into a platform mindset in the services mindset as opposed to bolting services. On top of a product you sell a product is okay, service guys, you take it from here. It's really you have to sort of re think you know your how you deliver on DSO You say you start with storage on then So what can we expect over the next midterm? Long term? >>Yeah. I'll give you an example. Look, we sell a ton of as a service and flexible consumption today. We've been at it for 10 years. In fact, in Q two, we sold Our annual recurring revenue rate is 1.3 billion growing at 30% Very, very pleased. So this is not new to us. But how you described Dave is right. We adopt products customers in pick their product. They pick their service that they want a bolt on. Then they pick their financial payment model. They bolted on, so it's a very good, customized way to build it. That's great, and customers are going to continue to want that will continue to deliver that. But there is an emerging segment that wants more just kind of think of the big easy button they want to focus on an outcome. Storage is a service is a great, great example where they're less concerned about what individual product element is. Part of that, um, they want it fully managed by Dell Technologies or one of our partners. They don't want to manage it themselves. And of course, they want it to be paid for use on an op X plan that works for, works their business and gives them the flexibility. So when customers going forward want to go down this as a service outcome driven path. They're simply going to say, Hey, what data service do I want? I want file or block unified object. They pick their data service based on their workloads. They pick their performance and capacity tear. There is a term limit. You know, right now, we're playing 1125 years, depending on the amount of terms you want Dio. And then that's it. It's managed by Dell Technologies. It's on our books from Dell Technologies on bits, of course. Leveraging our great technology portfolio to bring that service and that experience to our customers. So the service is the product now it really is making that shift that we are. We're moving into a services driven, services outcome driven set of portfolio on solutions for our customers. >>So you actually have a lot of data on this? I mean, you talk about a billion dollar business, uh, maybe talk a little bit about customer uptake. Uh, you know, I don't know what you can share in terms of numbers and a number of subscription customers, but what I'm really interested in the learnings and the feedback and how that's informed your strategy? >>Yeah. I mean, you're right again. We've been at this for, you know, many, many years. We have over 2000 customers today that have chosen to take advantage of our flexible consumption and as a service offers that we have today never mind, kind of as we move into these kind of turn key easy button as a service offers that air to come that early next year. So we've leveraged all of that learnings, and we've heard all of that feedback. And it's why it's really important that choice and flexibility is fundamental to the project. APEC strategy. There are some of those customers that they want to build their own. They want to make sure they're running the latest power max or the latest power store. They want to choose their network. They wanna choose how they protect it. They want to choose what type of service they they want to cover some of the services. They may want very little from us or vice versa. And then they wanna maybe leverage additional, more traditional means to acquire that based on their business goals. That feedback has been loud and clear, but there is that segment that is a no No, no. I need to focus more on my business and not my infrastructure. And that's where you're going to see these more turnkey as a service. Solutions fit that need where they want to just define s l. A's outcomes. They want us to take on the burden of managing it for them so they can really thick focus on their applications in their business, not their infrastructure. So things like metering tons of feedback and how well wanna meter this, uh, tons of feedback on the types of configurations and scale they're looking for? The applications and workloads that they're targeting for this world is very different than the more traditional world. So we're leveraging all of that information to make sure we deliver our infrastructure as a service and then eventually solutions as a service you think about S A P is a service vb isa service ai machine learning as a service will be moving up the stack as well to meet more of a application integrated as a service experience as well. >>So I wanna ask you so I mean, you've given us a couple of data points, their billion dollar plus business couple 1000 customers is this? I mean, you've got decent average contract values. If if I do my math right s so it's not just the little guys. I mean, I'm sorry. It's not just the big guys, but there's some fat middle is, well, that they're taking this up. Is that fair to say >>totally? I mean, I would say frankly, you know, in the enterprise space, it's the mid the larger sides have historically and we expect they'll continue to want to kind of choose their best a breed apart. Best debris to products, best of breed services. Best to breed financial consumption. Great. And we're in great shape. There were very competitive, very, very confident or competitive and competing in that space. Today, I think going into the turkey as a service space that will play up market. But it will really play downmarket mid market, smaller businesses. It gives us the opportunity to really drive a solution there where they don't have. The resource is to maybe manage a large storage infrastructure or backup infrastructure, compute infrastructure. They're gonna frankly look to us to provide that experience for them. I think are as a service offers will really play stronger in that mid and kind of lower end of the market. >>So tell us again the sort of availability of the actual, like the console, for example, when when can I actually get? I mean, I can get I could do as a service today. I could buy subscriptions from you. This is where it all comes together. What's the availability and roll out details? >>Sure. So as we look to move, move to our integrated kind of turn key as a service offers the console or announcing at Dell Technologies World as it's in public preview now. So for organizations of customers that want to start using it, they can start using it. Now, Uh, the storage, as a service offers gonna be available in the first half of next year. So we're rapidly kind of working on that now, looking to early next year to bring that to market so you'll see the console and the first as a service offered with storage, is a service available in the first half of next year, readily available to any and everyone that wants to deploy it. So we're We're not that far off right now, but we felt it was really, really important to make sure our customers, our partners and the industry really understands how important this transformation to as a service and cloud is for Dell Technologies. That's why you know, frankly, externally and internally, Project Apex will be that North Star to bring our end end value together across the business, across our customers across our our teams. And that's why we're really making sure that everybody understands Project Apex and as a services is the future for Dell. And we're very much focused on that. >>So I mean, is the head of product marketing. This is really a mindset of cultural change, really. You're really becoming the head of service marketing. In a way, How are you guys thinking about you know, that mindset shift? >>What? Really, it's it's How am I thinking about it? How is the broader marketing organization thinking about it? How is engineering Clearly thinking about it? How is finance thinking about it? How its sale like this is transformative across every single function within Dell Technologies has a role to play to do things very differently. Now it's going to take time. It's not gonna happen overnight. You know, various estimates have. This is a fairly small percentage of business today in our segments. But we do expect that to start to and it has started to accelerate. Ramp. You know, we're preparing for a large percentage of our business to be consumed this way very, very soon. That requires some changes in how we sell changes in how we mark. It clearly changes in how we build products and so forth, and then ultimately, have you know how we account for this has to change. So we're approaching it, I think the right way, Dave, where we're looking at this truly end. And this isn't a a tweak and how we do things or in evolution, this is a revolution for us to kind of move faster to this model again building on the learnings that we have today with our strong customer base on experience. We built up over the years. But this is a This is a big shift. This isn't an incremental turn of the crank. We know that. I think you expect that our customers expect that, and that's that's the mission we're on with Project date. >>Well, I mean with 30% growth. I mean that za clear indicator and people like growth. We're going. I've no doubt that clients are. That's a clear indicator that customers are glomming onto this. And and I think many folks wanna buy this way. And I think increasingly, that's how they buy SAS. That's how they buy Cloud. You know, why not buy infrastructure the same way? Give us your closing thoughts, Sam. What are the big takeaways? >>Yeah, Big takeaways is from a Dell Technologies perspective. Project Apex is that strategic vision of bringing together or as a service and cloud capabilities into a easy to consume, simple, flexible offer that provides ultimate choice to our customers. Look, the market has spoken. We're gonna be living in a hybrid, multi cloud world. I think the market is also starting to speak, that they want that to be in as a service experience, regardless of its on or off ground. It's our job. It's our responsibility to bring that he's that simplicity and elegance to the on Prem world. It's not certainly not going anywhere. Eso That's the mission that we're on with Project Apex and I like the hand we've been dealt. I like the infrastructure and the solutions that we have across our portfolio. And we're gonna We're gonna be after this for the next couple of years to refine this and build this out for our customers. This is just the beginning. >>Well, it's awesome. Thank you so much for coming to the Cuban. We were seeing the cloud model. I mean, it's extending on Prem Cloud, multi clouds going to the edge. And the way in which customers want to transact business is moving at the same same direction. So, Sam, good luck with this. And thanks so much. Appreciate your time. >>Yeah. Thanks, Dave. Thanks, Everyone. Take care. >>All right. Thank you for watching. This is Dave Volonte for the Cuban. Our continuing coverage of Del Tech World 2020. The Virtual Cube will be right back right after this short break

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to You by Dell Technologies Everyone welcome back to the cubes Coverage of Dell Technologies World Digital Experience I'm John for your host of the Cube Cube. Virtual. We're not in person this year were remote We're doing The interviews were not face to face. So thanks for watching two great guests to talk about the Dell Technology Storage and data protection for the VM Ware environments got Caitlin Gordon, vice President, product management, Dale Technologies and Leak as well. Vice president of Cloud Platform Business Unit, also known as CPB. You for VM where Lee and Cable in Great to see you both. Thanks for coming on. >>Thanks for having me >>s So what? What a crazy year. We're not in person. Usually the the events Awesome. VM world recently went on and then you guys have the same situation role online now and it's >>really kind >>of highlighted the customer environments of cloud needed. But I've been saying this on all my reports and all the Cube interviews that the executives who are in charge and now saying, Look at our modern APS have to be cloud native because the obvious benefits are there and container ization has become mainstream. But yet I d c still forecast about 15% of enterprises are still fully containing rise, with a huge amount of growth coming around the corner. So you're seeing this mature market where containers are validated, they're being put into production. People are now moving hard core with containers. And you have the kubernetes. I gotta ask you, Li, I'm Caitlin. What does this mean for the customers? Are they getting harder pressure points to do things faster? What does it all mean for the customer? >>Yeah, I'll start. Only you can add to it. I mean, I think what we see is the trends that were already happening of now. Accelerated and modern APs were kind of the top of the priority list, but now it has is really expedited. But at the same time, traditional applications haven't gone anywhere. So there's this dichotomy that a lot of I t is dealing with of head Oh, accelerate those modern APs while also streamlining and simplifying my environment for my traditional laps. And not only do I need to the right infrastructure to have that for production workloads, modern, traditional, but also form a data protection standpoint. How to ensure that those are all secure and do all of that in a way that simplifies life for whether it's the data protection admin, the BM admin or even the developer right, all of the different folks involved and needing to make all of their lives simpler has just really exacerbated a challenge and really given us a lot of opportunity to try to solve that for customers together. >>Lee, What's your take on the landscape out there? >>Yeah, I'd emphasized that speed really matters today, right? That we're really looking at. How do you go and deploy new applications faster, right? New ways to get engaged with customers. I mean, it's not happening physically anymore. So how is it happening while it's happening largely through applications? And so as you now basically develop new applications more quickly, containers are a way to speed the pace of applications, and the theme that you know we continue to drive home is that that means infrastructure has to respond more quickly, and it means that for the teams that are managing infrastructure, it really helps if you have a consistent model where you can get mawr done with the same teams and leverage all the experience you have, as well as the security and infrastructure resiliency model that we're bringing together to our customers. >>This brings up the real question, and if this comes up, kind of you see more of the executive level like we need to have a modern application direction. They'll go. Everyone goes, Yeah, of course. Thumbs up. Then they go Try to make that a reality because even though Dev ops and Infrastructures Code is still the viable path, it's hard. It's like Caitlin, we're talking about EJ to core Data center hybrid the multi cloud. There's a lot going on under the hood there. So you guys are doing a lot of stuff together. VM Ware and Dell Technologies. What's the solution for customers? They gotta move faster. As lead pointed out, Caitlin, how are you guys working together to make that infrastructure more modern, faster, programmable and reliable, >>and make it simpler for the customers right? I think it really comes down to one of the most powerful things about the partnership is that from the dull technology standpoint, we have really a plethora of different solutions to support your VM or environment. Whether it's a three tier architecture with Power Edge power store or leveraging the X rail. Or very commonly, it's gonna be both of those. You have the right infrastructure to support the production workloads and have a consistent operating model between them leveraging devils and primary storage side and all the integrations we have with the ex rail. And then we have with power, protect data manager Great integrations in some recent enhancements that make that even better and are now able to protect Tan Xue, protect the VCF management domain and not only have the storage, but also the protection for that environment. But do it in a way that supports what the V A madman needs and also gives that consistent protection, consistent storage, consistent operating model for the rest of I T. And at the same time you're enabling the developers to move faster. >>Lee, You guys have been doing a lot of joint development, and we've been covering a lot of the news VM world. Ah, lot of joint engineering, a lot of joint integrations. You guys have been collaborating with Dell Technologies for a long time. Also, the relationship. Where is that Today? Can you expand on that a little bit and take a minute to explain the joint >>collaboration? I'll start with the fact that you know, good marketing is really easy when you have great engineering. And so the work that we're doing together, like between our companies. Now we have a lot to talk about, right? E mean the work scaling mentioned right around Devil's integration, for example, on power Max right on da npower store, right? I mean, you start looking at the integration work that we're doing together. It means that customers are getting the benefits of the joint integration work and testing right that comes and so you're guaranteed out of the box toe work. Also, you know, don't forget that contain owners and all of the things we're doing around containers. It's basically designed thio accommodate the fact that containers air spun up more quickly or destroyed more quickly, their shared across the hybrid cloud more frequently and without an inherent security model and built in data protection. It's really hard to go and see how you can deploy these with the enterprise resilience that's demanded at enterprise scale. And so that's what we're doing together, right? And, you know, we build great software, Uh, but without great hardware partnerships, it's one hand clapping, right. It's about getting our teams together, right? That really makes it sing at the customer level. >>You know, I think that's a really example of the business. Performance results have come in Vienna, where you guys were doing a great job. Go way back to the years ago when Pat and Raghu we're talking with from Amazon and all. Since then, it's been joint development, join integrations, and that's a great business model for you. And so, Caitlyn, I wanna get back to you. Because at VMRO we covered Project Monterey, the new initiative for the anywhere but a year before they had Project Pacific that came toe life with product results. Tan Xue specifically, you guys have the power protect data manager that we talked about in the summer, but now for Tan Xue supported and Tan Xue environments that super relevant, can you share any updates on your end on the power protect Data Manager and Tan Xue? >>Yeah, I li I couldn't agree more that great engineering mix our jobs a lot more fun and a whole lot easier. So we've been really lucky. And the partnership we've had has really never been stronger. So yeah, but the most recent release of power protect Data Manager introduces the support for that tan xue protection. It also introduces really important things like storage, storage based policy management. So in in biosphere, when you set up a storage policy, you have data protection as part of that and you have the integration with power protect data Manager. So you're able to automatically protect new VM that are created by that storage policy of being applied. >>But >>at the same time, it's also being tracked in power. Protect Data Manager. So you have that consistency across enabling your vitamins and enabling your data protection your i t. Team. To keep track of that, we also have ah tech preview that we did at VM World about how we're working as from Dell technology standpoint to innovate around. How do you protect some of these VMS that are so large and so mission critical that you need to be able to protect them in a new and innovative way that doesn't disrupt the business. And we did a tech preview of that, and it's something you'll hear more about from us, too. But it's PM traditionally would be in this category of unprotected ble because of the impact it could have on the environment and how we're really looking to do that in a more efficient and intelligent way. So we can actually protect those be EMS. And there's there's really a whole lot more. When you talk about objects, scale and everything else that we've done, it's really exciting. And you don't think Lee and I have ever talked as much as we do now. Ah, and it's been a lot of a lot of fun. >>It's been great following both of you guys on the keep interviews over the years. The success in the vision We had early conversations about what the plans where it's kind of all playing out. So I want to congratulate both of you of VM Ware Adele Technology. So good job going forward. The collaboration. I want to get to that in a second, you'll into it. But Caitlin Lee, I want to get your thoughts because one of the big themes this year besides covert and all the issues that that's highlighting. But in the cloud world, automation has been the number one conversation we've been hearing, and with that you got machine learning all the tech around that as you abstract away. The complexity of the infrastructure to make the modern APS automation has been great. The business cross connect is everything is a service we're seeing. This is the big wave coming. Could you guys share your vision on how all this stuff you mentioned V balls and all objects scale all these things? There's a >>lot of >>plumbing underneath and a lot of tooling, a lot of part piece parts. If that gets programmable, >>automation >>kicks in, which then enables everything is the service because you guys both share your vision of what that means in terms of what's going to change and what would it impact the customer? >>Yeah, and it's very relevant for this week, right? Dell Technologies world. That's a big part of what we've announced this week in our commitment to really bringing our portfolio as a service, and it's really interesting, especially for folks like Lee and I, who have been doing kind of mawr product marking and talking about speeds and feeds and thinking about how you make the product life simpler. And how do you automate that? Have the intelligence built in things like Biaro have been such an important part of that, especially with power store coming to market. But if you think about where that leads us, actually changes everything, which is when you have everything as a service and we're really delivering outcomes to our customers and no longer products. That automation is actually just a important and maybe even more important. But it's not the end user that cares about it directly is actually us, because as Dell Technologies, we become the ones managing that infrastructure, owning that infrastructure and the more automation we can bring in, the more intelligence we can build them for ourselves. The more insights we can give to our customers, the better that service can become. And it's really a flip from how we've always been thinking about and really rolling out automation. It's not actually about enabling our end users to do anything. It's actually about enabling them to not worry about any of it, but enable our own organization to support their outcomes better. So it really changes everything. >>Lee, what's your thoughts on this? Everything you've got, V Sphere V Center. You've got all the storage you got all the back up. All this stuff has to be automated. Makes sense. But as a service, how does that impact your world? >>You know, it really does. When you think about the VMRO Cloud Foundation, right, which is the integration of all of our V sphere with Visa. And with these, you know, our NSX products that will be realized. Management suite. Tom Zoo now, right, All of this pulled together. One of things that's interesting is when you go to the public cloud, we have some experience now where we always deliver that full stack together. And what that does is it frees up customers. Thio, go on, focus on the applications, I think and stop looking down the infrastructure. Start looking up at the APS. And so we're offering and bringing that same level of experience to the on premises data centers. And now bridging that across the hybrid cloud that all of a sudden gives you this sense that Hey, I'm future ready. No, matter where I am today. If I'm thinking about the hybrid cloud, I could go on move there, right. And with our partnership with Dell Technologies, there's such a great opportunity to bridge that uniquely, by the way across all of my on premises infrastructure, including common policy based management, back into storage through RV Valls efforts, right and then back in through objects scale right into objects based, uh, applications and through our DP efforts to data protection efforts, then back into, like, date full data protection. And so what you get now is we're helping customers realize that I got this. I could take new Cooper navies orchestrated applications and I could make them work and do it with the same operational model that I have today. Start spending more time on the applications, less time, basically configuring and managing underlying infrastructure. >>Caitlin you mentioned that earlier at the top of the segment, ease of use, making it easier, simpler, great stuff on the on on the future. Lee, I gotta ask you about Project Monterey. We did a lot of coverage on VM World on silicon angle in the Cube. I love how this comes out. It's always, You know, the brain trust that VM Ware lays out the future, they fill it in throughout the year, expect to see some meat on the bone there. But what is that gonna do from for new capabilities and how with Dell Technologies? Because, um, it's end to end, right this Michael Dell and I talked, I think, two years ago, a Dell Tech world. And then last year, he hit the point home hard and to end with Dell Technologies. It kind of feels like it's gonna be a good fit. Could you share how that Monterey project fits in with Dell Technologies? >>Yeah. We're so pleased to be showing this together with Dell Technologies at the VM World to showcase this new idea that you could basically go on, start offloading CPUs and using smart knicks as a way to basically now provide, um or let's call it a, You know, a architecture that allows you to, uh, be responsive to new application needs. So let me talk a little bit about that. So when we opened up Tansu, right, we got this complete inflow pouring of new container base kubernetes orchestrated APS. So what? We found was, Hey, they're driving a lot of CPU needs their driving a lot of scale out security needs for things like distributed firewalls. And so we started looking at this, and what's clear is we need to basically use the CPU very judiciously, So it's basically reserved for the APS. And so what we're doing now is we're basically saying there's an opportunity for us to go in, offload the CPU for things that look more like infrastructure, including S X, I and other things. And at the same time, then we could go and work together with Dell Technologies to be the deployment vehicle. And so, just like Project Pacific, which was going broad, if you will, this project moderate, which is going deep like the canyon, John not far from here, um is, you know, a source of all new discovery right where we'll be working together and over time, just like the Project Pacific name faded to black and became product Tan Xue vcf with Tom juvie sphere. With Hangzhou, we'll see that Project Monterey will evolve into new products coming together with Dell Technologies. >>Caitlin, can you elaborate on Take a min, explain the product how this renders into products because I can also imagine just the benefits just from a security standpoint. Efficiency. If the platform, um, there's a range of things, could you take a minute to >>explain the >>impact on products? >>Yeah, I think you'll hear a lot more about it, but we're obviously excited to be partners on this is Well, and I think it's It's just another example of the more intelligent the infrastructure can become than the rest of the entire I T organization can run more efficiently and that that can come in the form of the A. I built into power, Max, that can come in the form of the evils that we have both in Power Max and Power Store that can come in the form of even just the fact that we have now built a fully containerized S three compatible objects or platform called objects scale which we have no in early access. Um, that can run on the V sand data persistence platform, and it just gives you the ability to leverage this all of the right technology. And we can continue to really partner on that. I think Project Monterey really opens up even more opportunities to do that, and you'll certainly hear more from us on that in the future. >>I >>mean, you got compression, you got encryption. A lot of benefits across the board. Great to have you guys both on and your graduation. The great event. Final question for both of you, talk about this has been a crazy year. We're not face to face, so everything will be online. What should customers and partners and people watching know about the relationship between VM Ware and Dell Technologies this year? What's the big message to take away? What should people walk away with and and think about? >>I think it's It's never been stronger than ever, uh, than it's been than it is right now. We have never had >>more >>breath and more depth of integration. I think that the partnership on the engineering level, on the product management level on the marketing level, we have really never been in a better place. And you know what? What? My team is really enjoyed with VM world season and you're coming up on Deltek. World season is we've really enjoyed the fact that we've had so much richness >>of >>that integration to talk >>about, and >>we also know there's even more coming. So I, you know, from from my standpoint, if we really feel it and probably the best and most rewarding time we hear about that, is when we bring new things into market, we hear that back. And when Power Store came into the market and over the past few right kind of first months in market, one of the most resounding feedback that has come out as one of the most differentiated parts is that it? It's so incredibly integrated with VM ware. But we've even gotten questions from analysts asking, you know, did you purposely make it feel like you are really working similarly to a B M or environment? And you know what? That just shows how closely we have been working as organizations is that it comes a very seamless experience for our customers. >>Lee Final Word. >>What >>should people walk away with this year on the relationship between Be and we're in Dell Technologies? >>Well, I think the best partnerships right are ones that are customer driven. And what you're finding here is customers. They're actually encouraging us, right? We're doing a lot of three way meetings now, right where customers like, Hey, tell me how you're going to go involved this. How do I How do I basically modernized right and preserve my existing investment, perhaps Or, you know, update here, Or how do I grow like customers have really complex individual situations. And what you confined right is that we're helping jointly not, you know, just simply with the engineering side, which is awesome, but also with the idea that we're helping customers go on deploy responsibly in a time where it's very difficult to plan. And so if you come to us, we can help you jointly plan for the future in uncertain times and make sure that you're gonna be successful. And that's just a great feeling when you're a customer looking at, How do you deploy going forward in this? You know, with the amount of pace of change that we've got, >>I want to congratulate. Both of you have been following you guys. Success has been proven out on the business results and also the products and the enablement that you guys are providing customers been great. Thanks for coming on. Great to see both of you have a great event. Thanks for. Come on. >>Thank you. It's a pleasure. >>Okay, I'm John for your here with the Cube. Covering Del Technology Worlds Digital experience 2020 The Cube Virtual. >>Thanks for watching.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM Wear and its ecosystem partners. >> Oh, good afternoon and welcome back as we continue our coverage live here on the cue from Mosconi North in beautiful San Francisco. Clouds of melted away In a way, of course, we're still talking about hybrid Multi. They're not going anywhere. In fact, there are very much entrenched into this show. John Wall's Justin Warren. Glad to have You with us. Joined now by Kevin Chats. Camera. Who's the vice president of Product management Enterprise and SP Solutions of Dental Technologies. Kevin. Good to see you again, sir. Nice to see you, too. Two shots in one week on the Q. We love that and Wait Holmes, who's the director of technical product management at Veum? Where? Wade, Good to see you this afternoon. >> But if you also >> so this this is kind of your party here, VM where? I mean, just give me your impression so far. First off, just kind of what you're sensing that the vibe here of the show and, ah, the kind of work that you're getting done. >> So the vibe here is excitement. I mean, I think everyone's excited about a lot of the announcements around either probably Pacific and how we're redefining the V's Fair platform and Tan Xue and now these capabilities on how these capabilities are going to be able to enhance our capabilities of our cloud provider partners. So I'm part of our club fighter salt for business unit, who specifically makes products and solutions for our cloud provider V, C P P program. And I think couldn't beam or excitement. And they've been a crescendo the past few years and be anywhere and b m world. And I think this has been one of the best ever. >> If the waves hitting the shore big time now. So you you talk about cloud providers about service providers. I mean, one of the same. Or Or how do you guys define that now? Or how do you separate that? >> Yeah, I think these terms are largely used interchangeably. To a large degree, I think if we look att at the cloud industry in the provider industry over the last several years, maybe about 5 to 7 years ago, there was a belief from every single cloud provider that they needed to build a scaled platform like a W s like Microsoft Azure like Google Compute. And that they were all in the business of a race to building the most robust, most scalable, most feature rich, most differentiated cloud that was largely erased the bottom from an economics perspective. And I think just about all of all of the service providers and now these cloud providers that we work with have really moved to a different model. What they've recognized is first off. The race to the hyper scale is not a profitable business that you want to race against. Number two. Ah, the transition for large enterprise I t small enterprise medium business to the cloud is so complex that it's not a game of building clouds and not a game of building platforms. It's a game of building practices at this point and cloud providers or building practices that allow them to find their own niche and differentiation off differentiated offerings. Whether that be on Prem Private Cloud hosted Private Cloud and then partnering with the hyper scale er's for the massively scaled multi tenant cloud world. And when we start to realize that this managed offering these cloud practices are there to help the enterprise and small medium business in their transition to the public cloud in transition to cloud and moving towards more managed I t offerings. What we're finding is the reemergence of these cloud providers in a meaningful way, starting to bridge the gap of skill, set, mismatches and expertise. Mismatches at Enterprise I t just doesn't have to embrace cloud technology. >> Yeah, for a long time there, there was the cloud Geraghty, who were saying that the public cloud is the only way this is gonna happen. Everything's going to be there. And some some of us I would count myself among them was a little bit skeptical about that. That approach to things and a lot of it with a lot of the pressure on on service providers was you don't even bother getting into the cloud business. Just shut up shop and go home. This is never going to be a good idea for you to compete in this at all. And it sounds like that that some of these providers have actually gone. You know what we've We've got a viable business here. There are customers here who need things done that we do really well that are not available out in public Cloud. So what are some of the things that some of the things that you're hearing from these cloud cloud providers, that that they are finding from customers that they value, that they not finding anywhere else? >> So I grew 100% that the club wider there, find their business is still growing, and it's due to their expertise. Is Kevin said, that the building practices they understand enterprise customers? Veum, Where business? They understand the platform that they're running the enterprise and are able to provide additional differentiated service's while leverage in the technology that the enterprise they're utilizing in their own data centers. So it's able to pride value out of service is with the same platform that air using in their own premises and providing those capability of same platform in a cloud model. So, given a pragmatic way for enterprises to be able to migrate to a cloud in a hybrid cloud, >> are there specific practices you noticing that is that kind of stand out as being particularly common? >> Yeah, s so I think that through the answer is yes, right? And the answer is that vertical expertise is king here, right? Understanding the industries in which the cloud platforms get deployed and how those industries consume. Resource is the use cases. How they monetize their business is key for success. But I think that what we where we've lived over the last several years is that the building blocks for all of these vertical industries, the only uniform way you had to do it was with the massively scaled public cloud providers. The hyper scale er's what we're doing now, Adele Technologies Cloud is we're enabling a consistent set of building blocks for all of these vertical industries that all of these vertical X three experts in the vertical industries across the cloud providers can then bring a common building block and go address the complex problems of building the use cases, building the monetization models, building the differentiated feature set. >> So I mean, can you give me an example? I mean, what you talking about? It's like if you're going about health care versus transportation versus manufacturing, some things that were going to a different way, we're going to slice this That's right. It's a different >> set of ecosystem partners. It's a different set of vertical applications, a different set of problems. It's different set of monetization models across the board, right? You know, retail has very specific requirements around Leighton See sensitivity and the need to be able to address micro transactions. Security capabilities of those transactions or what not, Health care is governed by hip on various other legislative. When you build in Europe, you have, ah, various data protection and privacy implications to keep in mind. It's right, so all of this is not typically available in public Cloud Public Cloud is built for a lowest common denominator. One size fits all, and then you come bring differentiation. On top of that now is enterprise. I T organizations start to migrate their workloads to Public Cloud. They're looking for consistency in terms of how they've lived before and how they work before how they've operated before. How do they migrate those applications, right? It's not I'm building everything natively for public cloud is that I have an entire set of applications that were designed in my enterprise i d environment that I just want to find a new way to operate in VM wears a consistent abstraction. Layers is really the path forward, So DT Cloud on Deli emcee and TT Cloud leveraging the public cloud providers in the V M wear abstraction with both feet spheres. Well, it's vey cloud foundations, eyes really a commonality that they can now the uses a foundational building block for all their service is >> yes. So where one of the things that a lot of customers have invested over a decade or Maur envy em where? And they have a lot of processes and tools and skills that they have invested in. And it sounds like for some of these cloud providers specializing in a particular industry, that there's a risk there that you will end up with building blocks that, yes, they're customized for one particular thing. But now I have to operate them a little bit differently. And now I've got a lot of different ways of doing things, and particularly as a provider, then that that adds cost. And I want to try to get some of those costs out there because they think that influences my margin. So is the choice. Of'em were one way of dealing with that because I can maintain that same consistent way of managing things. >> Absolutely. And that's key to some of the work that VM wear and Dell has been working together on two. Allow for Kevin Mention, Adele Technology Cloud Platform, which the baseline of that is being more cloud foundation. So been ableto have that homogeneous operational model, and Mona's data plane set is the same V sphere and XXV sand based originality perspective. So the operational model, whether it's in the providers infrastructure or whether it's on premises within enterprise is similar. >> And I think there's even 1/3 vector to this, which is, um, yeah, one public cloud provider is not gonna win. All of the public cloud providers are going to exist, and the scale of a Microsoft azure and the scale of an AWS on a scale of a Google compute put them in position to continue to lead this industry forward. And it's it's difficult to bet on one horse, right? So the GMC model on the DT Cloud model allows us to be able to scale across all of these different cloud providers and as an enterprise organization that's making specific decisions based on region or based on other financials that some of these workloads are going to say in AWS, and some of them are going to sit in Microsoft Azure, etcetera, etcetera is a common abstraction across all of them. >> But at that point, I mean the fact that you're talking about, um, vertical practices, right? Verticals having practices that might be unique to their particular industry. And now you're talking about them deciding that they might all flowed work Thio, maybe an azure. Maybe in Google. Maybe I'd be it. Whatever, Um, I mean multiple complexities for you in dealing with that because you're gonna be the translator, right? You've got to be. You've got to be multi lingual, not only within in the cloud world, but also in a vertical world too. Right? So tough road for you guys to provide that kind of flexibility and that kind of knowledge. >> Oh, I mean, that's the key to the software and solutions that GM was providing and allowing for solutions and sat space capabilities to provide a modernise, softer, defined capabilities across clouds or a and be able to manage things across, such as cost in via cloud health and other manage service's capabilities by our software platform and then be ableto have this. These capabilities in the Bean Imlay consumed by providers and turnkey fashion by utilizing del technologies, bx rail are and VCF one VX rail and having us all package together, and so that providers no longer have to focus on building a core infrastructure. But they're now able to focus on that integration layer. Focus on the additional higher level service is that are able to stitch together the use this multi cloud environment >> decision logic that our customers have. It's just so complex, and I think that the message that we've heard loud and clear from them is that they feel like once they're in particular ecosystem, they're locked into that ecosystem. And the more that we can do that give them flexibility to bring these ecosystems together and leverage the benefits and the capabilities and the regional and geo location of just about all the different ecosystems that exists and build their own ecosystems. On top of that, especially if you're a cloud provider, is really what they're looking to do. And when the foundational building blocks all look different, the integration look different the automation look different. The orchestration look different in the storage. Later look different. It's just It was impossible, right? It's really on us to provide an abstraction to make that easy for them to accomplish their business. >> Consistent foundation is critical, and that's what we're bringing through the cloud provider today. >> One thing that has changed from from technology of 12 12 15 20 years ago is the consumption model that cloud has provided. S. So what are you seeing around service providers, providing that pretty much you have to provide if your cloud provided you have to provide some kind of consumption model because that's what people have in their minds when they think about about Cloud it is. It's not just about the technology side of things. Actually, we're out the business operations about, you know, the financing and the funding models of things. What are you seeing with the cloud providers and service providers? How are they changing the way that they allow people to finance the buy of this infrastructure? >> So that's one of the pieces that, in being where Rendell is working together to allow for not just software, which through the visa program all of our software solutions are consumed through a subscription like model. So it's pay as you go, but also be able to consume hardware and consume the turnkey patches package so that VCF on Vieques rail and the Cloud Provider platform can be consumed in a pay as you go subscription model, which is a way that providers want to be able to then provides software and capabilities to their enterprise customers. >> Have they completely changed across to being purely consumption? Or do we still have a lot of industries that preferred by things that with Catholics >> it would be fantastic if the world converged on one answer? Everything is always easier when there's one answer. But I think, ah, one of the things we recognize is that, ah, and it's true and technology. It's true in business models. It's true. In operational models, there's never in. It's never just a or answer right. It's always an end, and there's a need for us to embrace multiple different models in order to meet the needs of our customers. And even a single service provider will find particular areas that they wanted, consumption based model and others that they realize that it's a well entrenched business for them, and the risk is a little bit lower, and they're willing to take on that risk and look at a Cap IX base model right there. Certainly financial implications to both an Op X and the Catholics model. There's tax implications, and you know where. We're still a little bit all over the map in terms of their preferences. >> Hopefully, we'll see that shake out a little bit and we'll have some standard patents to match the practices that will just make it a little bit easier to design the solution. >> I think the Saturn standard pattern that I expect to emerge is that we have to do everything >> for everyone >> in every way that they want to see. >> Oh, you left there, Kevin. I can't imagine that being too difficult. Everything. Everyone it all at every time. That's right. All right. Hey, thanks for the time of and the discussion and good luck with handling that. I know. That's a that's a big lift on. I know we're joking, but, uh, it's a great world for you. Certainly exciting time. And we thank you for your time here. >> Thank you. Thank you guys appreciate the time. >> I appreciate being World 2019. Coverage continues right here on the Cube. We're live and we're in San Francisco.

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Okay, welcome back. Everyone's cubes. Live coverage. Day three wrap up of Del Technologies World twenty nineteen Java is Dave a lot. There's too many men on set one. We get set to over there blue set, White said. We got a lot of content. It's been a cube can, in guise of a canon of content firing into the digital sphere. Great gas. We had all the senior executive players Tech athletes. Adele Technology World. Michael Dell, Tom Sweet, Marius Haas, Howard Ally As we've had Pat Kelsey, rco v M were on the key partner in the family. They're of del technology world and we had the clients guys on who do alien where, as well as the laptops and the power machines. Um, we've had the power edge guys on. We talked about Hollywood. It's been a great run, but Dave, it's been ten years Stew. Remember, the first cube event we ever went to was DMC World in Boston. The chowder there he had and that was it wasn't slogan of of the show turning to the private cloud. Yeah, I think that was this Logan cheering to the private cloud that was twenty ten. >> Well, in twenty ten, it was Cloud Cloud Cloud Cloud Cloud twenty nineteen. It's all cloud now. That difference is back then it was like fake cloud and made up cloud and really was no substance to it. We really started to see stew, especially something that we've been talking about for years, which is substantially mimicking the public cloud on Prem. Now I know there are those who would say No, no, no, no, no. And Jessie. Probably in one of those that's not cloud. So there's still that dichotomy is a cloud. >> Well, Dave, if I could jump in on that one of the things that's really interesting is when Veum, where made that partnership with a ws It was the ripple through this ecosystem. Oh, what's that mean for Del you know Veum, wherein Del not working together Well, they set the model and they started rolling out bm where, and they took the learnings that they had. And they're bringing that data center as a service down to the Dell environment. So it's funny I always we always here, you know, eight of us, They're learning from their partners in there listening and everything like that. Well, you know, Dylan Veum where they've been listening, they've been learning to in this, and it brings into a little bit of equilibrium for me, that partnership and right, David, you said, you know that you could be that cloud washing discussion. And today it's, you know, we're talking about stacks that live in eight of us and Google and Microsoft. And now, in, you know, my hosted or service lighter or, you know, my own data center. If that makes sense, >> I mean, if you want to just simplify the high order bit, Dave Cloud. It's simply this Amazon's trying to be enterprised everyone, the enterprise, trying to claw Amazon, right? And so what? The what that basically means is it's all cloud. It's all a distributed computer system. OK, Scott McNealy had it right. The network is the computer. If you look at what's going on here, the traditional enterprise of vendors over decades of business model and technology, you know, had full stack solutions from mainframe many computers to PC the local area networking all cobble together wires it up creates applications, services. All that is completely being decimated by a new way to roll out storage, computing and networking is the same stuff. It's just being configured differently. Throw on massive computer power with Cloud and Moore's Law and Data and A. I U have a changing of the the architecture. But the end of the day the cloud is operating model of distributed computing. If you look at all the theories and pieces of computer science do and networking, all those paradigms are actually playing out in in the clouds. Everything from a IIE. In the eighties and nineties you got distributed networking and computing, but it's all one big computer. And Michael Dell, who was the master of the computer industry building PCs, looks at this. Probably leg. It's one big computer. You got a processor and subsystems. So you know this is what's interesting. Amazon has done that, and if they try to be like the enterprise, like the old way, they could fall into that trap. So if the enterprise stays in the enterprise, they know they're not going out. So I think it's interesting that I see the enterprise trying to like Amazon Amazon trying to get a price. So at the end of the day, whoever could build that system that's scalable the way I think Dell's doing, it's great. I was only scaleable using data for special. So it's a distributed computer. That's all that's going on in the world right now, and it's changing everything. Open source software is there. All that makes it completely different, and it's a huge opportunity. Whoever can crack the code on this, it's in the trillions and trillions of dollars. Total adjustable market >> well, in twenty ten we said that way, noted the gap. There's still a gap between what Amazon could do and what the on Prem guys Khun Dio, we'd argue, is a five years is seven years, maybe ten years, whatever it is. But at the time we said, if you recall, lookit, they got to close the gap. It's got to be good enough for I t to buy into it like we're starting to see that. But my view, it's still not cloud. It doesn't have to scale a cloud, doesn't have the economics cloud. When you peel the onion, it doesn't certainly doesn't have the SAS model and the consumption model of cloud nowhere close yet. Well, and you know, >> here's the drumbeat of innovation that we see from the public cloud. You know where we hit the shot to show this week, the public have allowed providers how many announcements that they probably had. Sure, there was a mega launch of announcements here, but the public lives just that regular cadence of their, you know, Public Cloud. See a CD. We're not quite there yet in this kind of environment, it's still what Amazon would say is. You put this in an environment and it's kind of frozen. Well, it's thought some, and it's now we can get data set. A service consumption model is something we can go. We're shifting in that model. It's easier to update things, but you know, how do I get access to the new features? But we're seeing that blurring of the line. I could start moving services that hybrid nature of the environment. We've talked a few times. We've been digging into that hybrid cloud taxonomy and some of the services to span because it's not public or private. It's now truly that hybrid and multi environment and customers are going to live in. And all of >> the questions Jonah's is good enough to hold serve >> well. I think the reality is is that you go back to twenty ten, the jury in the private cloud and it's enterprises almost ten years to figure out that it's real. And I think in that time frame Amazon is absolutely leveled. Everybody, we call that the tsunami. Microsoft quickly figures out that they got to get Cloud. They come in there, got a fast followers. Second, Google's trying to retool Oracle. I think Mr Bo completely get Ali Baba and IBM in there, so you got the whole cloud game happening. The problem of the enterprises is that there's no growth in terms of old school enterprise other than re consolidate in position for Cloud. My question to you guys is, Is there going to be true? True growth in the classic enterprise business or, well, all this SAS run on clouds. So, yes, if it's multi cloud or even hybrid for the reasons they talk about, that's not a lot of growth compared to what the cloud can offer. So again, I still haven't seen Dave the visibility in my mind that on premises growth is going to be massive compared to cloud. I mean, I think cloud is where Sassen lives. I think that's where the scale lives we have. How much scale can you do with consolidation? We >> are in a prolonged bull market that that started in twenty ten, and it's kind of hunger. In the tenth year of a of a decade of bull market, the enterprise market is cyclical, and it's, you know, at some point you're going to start to see a slowdown cloud. I mean, it's just a tiny little portion of the market is going to continue to gain share cloud can grow in a downturn. The no >> tell Motel pointed out on this, Michael Dell pointed out on the Cubans, as as those lieutenants, the is the consolidation of it is just that is a retooling to be cloud ready operationally. That's where hybrid comes in. So I think that realization has kicked in. But as enterprises aren't like, they're not like Google and Facebook. They're not really that fast, so So they've got to kind of get their act together on premises. That's why I think In the short term, this consolidation and new revitalisation is happening because they're retooling to be cloud ready. That is absolutely happen. But to say that's the massive growth studio >> now looked. It is. Dave pointed out that the way that there is more than the market growth is by gaining market share Share share are areas where Dell and Emcee didn't have large environment. You know, I spent ten years of DMC. I was a networking. I was mostly storage networking, some land connectivity for replication like srd Evan, like today at this show, I talked a lot of the telco people talk to the service of idle talk where the sd whan deny sirrah some of these pieces, they're really starting to do networking. That's the area where that software defined not s the end, but the only in partnership with cos like Big Switch. They're getting into that market, and they have such small market share their that there's huge up uplift to be able to dig into the giant. >> Okay, couple questions. What percent of Dell's ninety one billion today is multi cloud revenue. Great question. Okay, one percent. I mean, very small. Okay. Very small hero. Okay? And is that multi cloud revenue all incremental growth isat going to cannibalize the existing base? These? Well, these are the fundamentals weighs six local market that I'm talking to >> get into this. You led the defense of conversations. We had Tom Speed on the CFO and he nailed us. He said There's multiple levers to shareholder growth. Pay down the debt check. He's got to do that. You love that conversation. Margin expansion. Get the margins up. Use the client business to cover costs. As you said, increased go to market efficiency and leverage. The supply chain that's like their core >> fetrow of cash. And that all >> these. The one thing he said that was mind blowing to me is that no one gets the valuation of how valuable Del Technologies is. They're throwing off close to seven billion dollars in free cash flow free cash flow. Okay, so you can talk margin expansion all you want. That's great, but there got this huge cash flow coming in. You can't go out of business worth winning if you don't run out of cash >> in the market. When the market is good, these guys are it is good a position is anybody, and I would argue better position than anybody. The question on the table that I'm asking is, how long can it last? And if and when the market turns down and markets always cyclical we like again. We're in the tenth year of a bull market. I mean, it's someone >> unprecedented gel can use the war chest of the free cash flow check on these levers that they're talking about here, they're gonna have the leverage to go in during the downturn and then be the cost optimizer for great for customers. So right now, they're gonna be taking their medicine, creating this one common operating environment, which they have an advantage because they have all the puzzle pieces. You A Packer Enterprises doesn't have the gaping holes in the end to end. They can't address us, >> So that is a really good point that you're making now. So then the next question is okay. If and when the downturn turn comes, who's going to take advantage of it, who's going to come out stronger? >> I think Amazon is going to be continued to dominate, and as long as they don't fall into the enterprise trap of trying to be too enterprising, continue to operate their way for enterprises. I think jazz. He's got that covered. I think DEL Technologies is perfectly positioned toe leverage, the cash flow and the thing to do that. I think Cisco's got a great opportunity, and I think that's something that you know. You don't hear a lot of talk about the M where Cisco war happening. But Cisco has a network. They have a developer ecosystem just starting to get revitalized. That's an opportunity. So >> I got thoughts on Cisco, too. But one of things I want to say about Del being able to come out of that stronger. I keep saying I've said this a number of times and asked a lot of questions this week is the PC business is vital for Del. It's almost half the company's revenue. Maybe not quite, but it it's where the company started it. It sucks up a lot of corporate overhead. >> If Hewlett Packard did not spin out HP HP, they would be in the game. I think spinning that out was a huge mistake. I wrote about a publicly took a lot of heat for it, but you know I try to go along with the HPD focus. Del has proven bigger is better. HP has proven that smaller is not as leverage. And if it had the PC that bee have the mojo in gaming had the mojo in the edge, and Dale's got all the leverage to cross pollinate the front end and edge into the back and common cloud operate environment that is going to be an advantage. And that's going to something that will see Well, let me let me >> let me counter what you just said. I agree. You know this this minute. But the autonomy was the big mistake. Once hp autonomy, you know what Meg did was almost a fatal complete. They never should've bought autonomy >> makers. Levi Protector he was. So he was there. >> But she inherited that bag of rocks. And then what you gonna do with it? Okay, so that's why they had to spend out and did create shareholder value. If they had not purchased autonomy, then he would return much better shape, not to split it up. And they would be a much stronger competitor. >> And I share holder Pop. They had a pop on value. People made some cash with long game. I think that >> going toe peon base actually done pretty well for a first year holding a standalone PC company. So, but again, I think Del. With that leverage, assuming pieces, it's going to be really interesting. I don't know much about that market. You were loving that PC conversation, but the whole, you know, the new game or markets and and the new wayto work throwing an edge in there, I don't know is ej PC and edges that >> so the peanut butter. And so the big thing that Michael get the big thing, Michael Dell said on the Cube was We're not a conglomerate were an integrated company. And when you have an integrated company like this, with the tech the tech landscape shifting to their advantage, you have the ability to cross subsidize. So strategy game. Matt Baker was here we'd be talking about OK, I can cross subsidize margin. You've brought it up on the client side. Smaller margins, but it pays a lot of the corporate overhead. Absolutely. Then you got higher margin GMC business was, you know, those margins that's contributing. And so when you have this new configuration. You can cross, subsidize and move and shift, so I think that's a great advantage. I think that's undervalued in the market place. And I think, you know, I think Del stock price is, well, undervalue. Point out the numbers they got VM wear and their question is, What what point is? VM where blink and go All in on del technology stew. Orcas Remember that Gus was gonna partner. You don't think the phone was ringing off the hook in Palo Alto from their parties? What? What's this as your deal? So Vienna. There's gotta be the neutral party. Big problem. The opportunity. >> Well, look, if I'm a traditional historical partner of'Em are, it's not the Azure announcement that has me a little bit concerned because all of them partner with Microsoft to it is how tightly combined. Del and Veum, where are the emcee, always kept them in arms like now they're in the same. It's like Dave. They're blending it. It's like, you know Del, from a market cap standpoint, gets fifty cents on the dollar. VM wears a software company, and they get their multiples. Del is not a software company, but VM where well, people are. Well, if we can win that a little bit, maybe we could get that. >> Marty still Isn't it splendid? No, no, I think the strategy is absolutely right on. You have to go hard with VM wear and use it as a competitive weapon. But, Stuart, your point fifty cents and all, it's actually much worse than that. I mean the numbers. If you take out of'Em, wears the VM wear ownership, you take out the core debt and you look at the market value you're left with, like a billion dollars. Cordell is undervalued. Cordell is worth more than a billion or two billion dollars. Okay, so it's a really cheap way to buy Veum. Where Right that the Tom Sweet nailed this, he said. You know, basically, these company those the streets not used to tech companies having such big debt. But to your point, John, they're throwing off cash. So this company is undervalued, in my view. Now there's some risks associated with that, and that's why the investors of penalizing them for that debt there, penalizing him from Michael's ownership structure. You know, that's what this is, but >> a lack of understanding in my opinion. I think I think you're right. I just think they don't understand. Look at Dale and they think G You don't look a day Ellen Think distributed computing system with software, fill in those gaps and all that extra ten expansion. It's legit. I think they could go after new market opportunities as as a twos to us as the client business. I mean mere trade ins and just that's massive trillions of dollars. It's, I think I think that is huge. But I'm >> a bull. I'm a bull on the value of the company. I know >> guys most important developments. Del technology world. What's the big story that you think is coming out of the show here? >> Well, it's definitely, you know, the VM wear on del I mean, that is the big story, and it's to your point. It's Del basically saying we're going to integrate this. We're going to hard, we're going to go hard and you know Veum wear on Dell is a preferred solution. No doubt that is top for Dell and PacBell Singer said it. Veum wearing eight of us is the first and preferred solution. Those are the two primary vectors. They're going to drive hard and then Oh, yeah, we'Ll listen to customers Whatever else you want Google as you're fine, we're there. But those two vectors, they're going to Dr David >> build on that because we saw the, um we're building out of multi cloud strategy and what we have today is Del is now putting themselves in there as a first class citizen. Before it was like, Oh, we're doing VX rail and Anna sex and, you know, we'LL integrate all these pieces there, but infrastructure, infrastructure, infrastructure now it is. It is multi cloud. We want to see that the big table, >> right, Jeff, Jeff Clarke said, Why are you doing both? Let's just one strategy, one company. It's all one Cash registers that >> saying those heard that before. I think the biggest story to me is something that we've been seeing in the Cuban laud, you know, been Mom. This rant horizontally scaleable operating environment is the land grab and then vertically integrate with data into applications that allow each vertical industry leverage data for the kind of intimate, personalized experiences for user experiences in each industry. With oil and gas public sector, each one has got their own experiences that are unique. Data drives that, but the horizontal and tow an operating model when it's on premises hybrid or multi cloud is a huge land grab. And I think that is a major strategic win for Dell, and I think, as if no one challenges them on this. Dave, if HP doesn't go on, emanate change. If H h p e does not do it em in a complete changeover from strategy and pulling, filling their end to end, I think that going to be really hurting I think there's gonna be a tell sign and we'LL see, See who reacts and challenges Del on this in ten. And I think if they can pull it off without being contested, >> the only thing I would say that the only thing I would say that Jonah's you know, HP, you know very well I mean, they got a lot of loyal customers and is a huge market out there. So it's >> Steve. Look at economic. The economics are shifting in the new world. New use cases, new step function of user experiences. This is this is going to be new user experiences at new economic price points that's a business model. Innovation, loyal customers that's hard to sustain. They'Ll keep some clutching and grabbing, but everyone will move to the better mousetrap in the scenario. So the combination of that stability with software it's just this as a big market. >> So John twenty ten Little Table Back Corner, you know of'em See Dylan Blogger World double set. Beautiful says theatre of present lot of exchange and industry. But the partnership in support of this ecosystem. It's something that helped us along the way. >> You know, when we started doing this, Jeff came on board. The team has been amazing. We have been growing up and getting better every show. Small, incremental improvements here and there has been an amazing production, Amazing team all around us. But the support of the communities do this is has been a co creation project from day one. We love having this conversation's with smart people. Tech athletes make it unique. Make it organic, let the page stuff on on the other literature pieces go well. But here it's about conversations for four and with the community, and I think the community sponsorship has been part of funding mohr of it. You're seeing more cubes soon will be four sets of eight of US four sets of V M World four sets here. Global Partners sets I'm used to What have we missed? >> Yeah, it's phenomenal. You know, we're at a unique time in the industry and honored to be able to help documented with the two of you in the whole team. >> Dave, How it Elias sitting there giving him some kind of a victory lap because we've been doing this for ten years. He's been the one of the co captains of the integration. He says. There's a lot of credit. >> Yeah, Howard has had an amazing career. I I met him like literally decades ago, and he has always taken on the really hard jobs. I mean, that's I think, part of his secret success, because it's like he took on the integration he took on the services business at at AMC U members to when Joe did you say we're a product company? No services company. I was like, Give me services. Take it. >> It's been on the Cube ten years. Dave. He was. He was John away. He was on fire this week. I thought bad. Kelsey was phenomenal. >> Yeah, he's an amazing guest. Tom Tom Suite, You know, very strong moments. >> What's your favorite Cuban? I'LL never forget. Joe Tucci had my little camera out film and Joe Tucci, Anna. One of the sessions is some commentary in the hallway. >> Well, that was twenty ten, one of twenty eleven, I think one of my favorite twenty ten moments I go back to the first time we did. The cue was when you asked Joe Tucci, you know why a storage sexy. Remember that? >> A He never came on >> again. Ah, but that was a mean. If you're right, that was a cube mean all for the next couple of years. Remember, Tom Georges, we have because I'm not touching. That was >> so remember when we were critical of hybrid clouds like twenty, twelve, twenty, thirteen I go, Pat is a hybrid cloud, a halfway house to the final destination of public loud. He goes to a halfway house, three interviews. This was like the whole crowd was like, what just happened? Still favorite moment. >> Oh, gosh is a mean so money here, John. As you said, just such a community, love. You know, the people that we've had on for ten years and then, you know, took us, you know, three or four years to before we had Michael Dell on. Now he's a regular on our program with luminaries we've had on, you know, but yeah, I mean, twenty ten, you know, it's actually my last week working for him. See? So, Dave, thanks for popping me out. It's been a fun ride, and yeah, I mean, it's amazing to be able to talk to this whole community. >> Favorite moment was when we were at eighty bucks our first show. We're like, We still like hell on this. James Hamilton, Andy Jazzy Come on up, Very small show. Now it's a monster, David The Cube has had some good luck. Well, we've been on the right waves, and a lot of a lot of companies have sold their companies. Been part of Q comes when public Unicorns New Channel came on early on. No one understood that company. >> What I'm thrilled about to Jonah's were now a decade, and we're documenting a lot of the big waves. One of one of the most memorable moments for me was when you called me up. That said, Hey, we're doing a dupe world in New York. I got on a plane and went out. I landed in, like, two. Thirty in the morning. You met me. We did to dupe World. Nobody knew what to do was back then it became, like, the hottest thing going. Now nobody talks about her dupe. So we're seeing these waves and the Cube was able to document them. It's really >> a pleasure. The Cube can and we got the Cube studios sooner with cubes Stories with Cube Network too. Cue all the time, guys. Thanks. It's been a pleasure doing business with you here. Del Technologies shot out the letter. Chuck on the team. Sonia. Gabe. Everyone else, Guys. Great job. Excellent set. Good show. Closing down. Del Technologies rose two cubes coverage. Thanks for watching

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Welcome back to the cubes. Live coverage here, Adele. Technology rule in Las Vegas. I'm John for Developed, a special guest. Michael Dell, Chairman, CEO, Del Technologies Cube. Alumni. Great to see you again. Yearly pilgrimage. People can come on the Cube. Good to see you again. Thanks. May always >> Great to be with you guys. >> All right, So I gotta ask you because, you know, Dave and I were talking on yesterday's kickoff on our intro about the conversation we had. I think six years ago we saw you standing there in Austin, but still a public company didn't go private yet. And then the series of moves going private and we're like, That's great. Get behind the curtain. Get things reset. Look at the cash flows. Looking good. You had the clear plan as the founder and CEO is kind of a new kind of reset, if you will. And then up to now the execution in just the series of moves. When you look back now where you are today, where you were then how do you feel? What's absurd? What did you learn? What's some of the highlights for you? >> Well, look, we feel great, You know, our business is really grown tremendously. It's all the things we've been doing has been resonating with customers have been ableto, I would say, restored the origins of the entrepreneurial dream and success of the company and reintroduce, uh, innovation and risk taking into, ah, now ninety one billion dollars company growing in double digits last year and certainly the set of capabilities. That way, we've been able to build organically and in organically on DH with set of alliances. We have the trust that customers have given us, you know, super happy about the position that we're in and the opportunities going forward. As I've said, you know, a zay said Mikey. No, yesterday. I think all this is really just the pregame show. Tow what's ahead for our industry and for the role that technology is going to play in the world. >> And the role of data you mentioned also used to quote you Yes, that you said data a CZ the life, blood of digital transformation of the heartbeat, visual transformation and It's also revitalizing all the other components of what looked like a consolidated market is now actually being reborn the PC, technology, infrastructure, fabrics and other software opportunity. So Data has kind of brought in a whole nother level of kind of revitalisation and the industry, which is actually causing more investment in what looked like older category of you know it and computers whatnot. This's been a big, big tailwind for you guys. >> Well, data has always been at the centre of you know how the technology industry works and now we just have a tsunami explosion of data. And of course, now we have this new computer science that allows us Teo reason over the data in real time and create much better results in outcomes and that combined with the computing power, all organizations have to reimagine themselves, given all these technologies and certainly the infrastructure requirements in terms of the network, you know, the storage, that computer bill out of the edge, tons of new requirements, and we're super well positioned to go address all that. >> I enjoyed your keynote, Michael. So I thought it was excellent. One of your better ones and you painted a picture of tech for good. Uh, really life changing things that you guys and your customers are doing. You gave some examples that be an example of example was great Draper Labs. But you also paid a picture. You need a platform for this digital transformation. We've seen the numbers. Eighty percent of the workloads are still on Prem. What do you think that looks like ten years down the road? What do you What's your vision say? >> Well, the surprise outcome ten years from now is they'LL be something much bigger than the private cloud and Public Cloud. It's the edge and actually think that would be way more computer data on the edge in ten years than any of the, you know, derivatives of cloud that we want to talk about. So that's a ten year prediction. Yeah, that's that's That's kind of what I see. And maybe maybe nobody's predicting that this yet, But, you know, let's come back in ten years and see what it looks like. >> So I like to do that hybrid hybrid. Klaus been around for a while, but talked about. It's been kind of operating, Ma. We see that multi cloud is really kind of surged in importance in conversations because I think people wake up and go. Hey, I got multiple clouds. I got azure over here for ofthis three sixty five. I got some Amazon over here. I got some home grown stuff over here. I got a data center so that people kind of generally Khun, Khun, relate to the reality of multi cloud hybrid. Live it more of a different kind of twist, but certainly relevant. But multi cloud has got everyone's attention and you guys launched Del Cloud. Is that a multi cloud, or is that a cloud to multiple clouds? Explain your view on that and where this goes. >> So really, what we're doing is we're bringing to customers. All the resource is they need to operate in the hybrid, multi cloud world. And first, you have to recognize that the workloads want to move around and to say that they're all going to be here, or there is in some sense, missing the point because they're going to move back and forth. And, uh, you know, you've got regulation cost security performance late and see all sorts of new requirements that air coming at you and they're not going to just sit, sit in one place. Now, as you know, with via Work Cloud Foundation, we have the ability to move these workloads seamlessly across. Now, essentially all the public clouds, right. Forty, two hundred partners out there infrastructure on premise built and tuned specifically for the VM wear platform and empowered also for the edge and a love. This together is the Del Technologies Cloud. We have obviously great, uh, capabilities from our Delhi emcee infrastructure solutions and all the great innovations that Veum where coming together >> scale has been a topic. We talked on the Cube many years. We saw Amazon get scale with public cloud scales of competitive advantage is now becoming kind of table stakes both for customers trying to figure out how to operate a digital scale, speed a life. You guys have a scale level now that's pretty impressive. What you guys done with the puzzle pieces, You cut puzzle pieces, you know, cos capabilities now across the board, as you guys look at scale is a competitive advantage, which it is, and we talked about this before. You now have to integrate seamlessly in these pieces. So as you compose as customers compose the variety of capabilities. It's gotta be frictionless. That's a goal. How do you look at that? How do you talk to your team's about this on DH? What's your view on scale? And is this something you guys talk about inside the company? >> Well, inside the business, you know, the first priority was to get each of the individual pieces working well. But then we saw that the real opportunity was in the scenes on how we could more deeply integrate all the aspects of what we're doing together. And you saw that on stage, you know, in vivid form yesterday with Pat and Jeff and Sasha and even more today again. And there's more to do. There's, although there's always more to do. Were working on how we build a gate, a platform bringing together all of our capabilities with Bhumi and data protection on DH bm wear, and this is all going to be super important way. Enter this A I enabled age of the future. >> Michael, you got a track record of creating shareholder value. We're big fans of, you know, we'LL have CNBC on in the office and Michael's on everybody coming across, right? Davos? Picky, Quick. We're also big fans have asked you to sort of knocked down to three criticisms. And sure, it was really a conversation about stock price, you know? And you Did you knock down the debt structure? The low margin business, the ownership structure, its center. But you never came backto stock price, so it looks like a couple of ways to invest. Now VM wear directly. Also looks like Veum where you could you could buy cheaply through Del What your thoughts on on that? You know where Dell sits in the market today? Its value. >> I think. You know, investors are increasingly understanding that we've created an incredible business here and certainly, you know, if we look at the additional coverage that we have and you know, they're they're a CZ their understanding, the business, you know, some of the analysts are starting to say, Hey, this doesn't really feel like a conglomerate. Direct quote. Okay. And, uh, if you think about what we demonstrated today, yesterday and we'LL demonstrate the future, you know, we're not like Berkshire Hathaway or, uh you know, uh, this is not a railroad that owns a chain of restaurants. This is one integrated business that fits together incredibly well, and you know it's generating substantial cash flows. And, you know, I think investors overtime are figuring out value. That's intrinsic. Teo, the overall Del Technologies family now wave Got lots of ways to invest, right? Get, Be aware. SecureWorks pivotal. And, of course, the overall Del Technologies. >> Yeah, and just a follow up on that. I mean, I've observed on the margin side I mean, when del went private, it was around nineteen percent gross margins. Now you're in gross margin heaven, you know, absorbing the emcee. And it seems to be headed in the right right direction. So it's a nice mix >> know, in our in our cloud, an infrastructure group, almost ninety percent of the engineers are software engineers. And so you think aboutthe innovations you saw in states today with power Macs and Unity, X T and our power protect platform. You know, basically all software running on power power it surfers and platforms that we've created. >> What's on your plate now, Michael? As you come out, come out of Del Technologies world. You got business to take care of what your goals what's on your plate. What's your object? Is what you trying to accomplish in the next year? >> Well, certainly continuing to execute for our customers growing faster than the industry. You know, maintaining and improving our customer NPS levels and keeping the innovation engine cranked up on high. You saw a lot today on DH yesterday. Stay tuned, Veum. World's coming in in August and they'LL be much, much more way Continue toe innovate together Lucy with Veum where so we've got we've got lots more in the cube >> and you got cash will come in, which means your suppliers to a lot of customers Congratulations. I want to get your final thought on my final question on the Tech for good One of the things I saw yesterday on the Kino that you gave was that popped out wass. It wasn't about the speeds and feeds around, you know, the performances get great performance on the tech side. You gotta be, you know, the infrastructure level Scott be performing, but it's about solving problems. And I think this is a direction that you're taking the company saying there's outcomes out there. The problems that can be solved with tech We're hearing a whole tech for bad narrative in the media these days. Tax evil text. Bad. But there are awesome spots where technology is creating great things for society. This is a theme for you. Can you share? Why that focus? And when some of the highlights >> it's right. I mean, if you if you step back from the what happened in the last twenty four hours, twenty four days and even twenty four months, you start looking at, you know, twenty four years you start to see is thie. Outcomes for humanity have gotten dramatically better, and technologies played an enormous role in that. I'm massively optimistic that in the next three decades they're going to be really miracles. In terms of how do you dress things like deafness and blindness and paralysis with a I and embedded technology inside the body. The, you know, things were able to do now with sequencing the genome and using all this data to create personalized medicine solutions. Yes, technology can be used for bad, but the vast majority of it is used for good by people that have good in their hearts. Right. And and, uh, you know, uh, it goes beyond making great businesses and making people more productive. It's actually changing lives and very positive ways, >> while the other big narrative in the pressure here is automation and taking away jobs. And it's a serious concern. However, you know there's no reason to protect the past from from the future and this great opportunities ahead education and someone, even you and Susan but big supporters of that, obviously. So we're optimistic for the future. I know I know you are. The best is yet to come. As I'd like to say >> Absolutely, we agree. >> Once an entrepreneur, always an entrepreneur, you great entrepreneurial track record you celebrate thirty five years from the original dorm room. So some of your Facebook posts now here he took a business that you knew T mature couple players. This is a trend we're seeing. Zoom communication just went public. They took video streaming and holding meetings and completely when cloud base and disrupted it. You saw >> runs on Dell EMC by the way >> runs on Dell, did not know that it's only a lot of Michael great, but this is an entre. I want to get your advice to other articles that might be watching us because you now, with the technology with data and cloud and tech, you, Khun, go into existing markets that don't look good on paper that people might dismiss as that's over. That's a mature market You've certainly taken Del Technology's got all the pieces and are executing at a home of the level. Zoom did it for video on the cloud. There are zillions of these opportunities out there that entrepreneurs. So the advice don't be discouraged by what looks like a big fat market. So your what's your advice?  >> and I I feel something is coming. That's quite significant. And right now you mentioned this new wave of companies that air coming public and they were built on a foundation of technology infrastructure capabilities. You know that was established, Let's say, ten years ago. Okay, well, right now we're just at the kind of beginning of five G and A II technology, and all these embedded sensors and low latent see communications, and there will be a whole another wave of cos I suspect many, many more across all industries that, you know, just unlock all kinds of new capabilities and an opportunity. So I'm super excited about that. Andi, I think I think it's it's just going to get more interesting. >> It's amazing to think of the tools you had thirty five years ago, when you started and how you've transformed. So congratulations. >> Thank you. Spend the time again. Thanks for having us again here. Tenth year, Del Technologies. Well, thanks for having us. And great to have a conversation. >> Thank you. And the rest of the cube team for all your great coverage. >> Thank you very much. Michael Dell, Chairman, CEO, Dell Technology here. David Velante myself, John Furrier. Stay tuned for more day to coverage. We got two sets here. It's a cube canon of content blown out. The content here, Adele Technology, world Check out Dell's hashtag del tech world for all the highlights will be right back after this short break.