(upbeat electronic music) >> Announcer: Live, from Austin, Texas, it's theCUBE, covering DockerCon 2017. Brought to you by Docker in support from its eco-system partners. >> Hi, I'm Stu Miniman and welcome back to theCUBE's coverage of DockerCon 2017. Happy to welcome to the program one of the Keynote speakers from this morning. It's Mark Cavage who is the Vice President of Engineering with Oracle, and, also joining, is Sidhartha Argawal who's the Vice President of Product Management and Strategy, also with Oracle. You've been on the programs a few times, thanks for joining us again. And Mark, thank you for joining us for the first time on theCUBE. >> Absolutely, glad to be here. >> So, you know, one of the topics we've been talking about, this week, is kind of the maturation of what goes on in containers, and the thing that jumped out at me is, you know, we talk about all the use cases, some of the cool things you're doing, it's like, "What applications do I run in containers?," pretty much all applications that I'm running. And, I've said, the stickiest application that's out there today is the one that your company does. You know, you talked about the Database, talked about some of your products. You know, Oracle, very well known as to kind of where your applications do. So, you know, on the Keynote this morning, I mean, there was actually like a pretty good round of applause talking about your announcement. So, Mark, let's start with you as to the announcement you made, you know, partnership with Docker. and what's happening. >> Sure. Yeah, no, absolutely. Honestly, like we're really thrilled about it. We're really excited leading up to this. You know, as I say, or as I said, there's a few people that know about that Database and know about Java. So, we got a lot of people using our apps. You know, we've been working with Docker for a few months. It's a great partnership. As we, you know, kind of announced in the partnership, or in the Keynote, sorry, you know, we put out basically everything that's important, right. So, we started with the bedrock software that people are using to build all the modern or their traditional, mission-critical applications, they're now modernized. So, database, WebLogic, Java, Linux, that's all certified now in Docker. So, it's a big deal for us. We're really happy about it. >> Great, it's interesting to hear. It's like, "Oh, we've been a great partnership "for a few months." I mean, you know application development, you know, is like decades it takes for things to change. Talk about how this fits into to kind of overall strategy, the platforms you build, and what's happening at Oracle these days. >> Yeah, I mean developers are wanting to leverage the Oracle content in the containerized format so that they could easily, for example, not have to worry patching, upgrading, et cetera. They could easily move those into production. So, what we're doing is we're connecting a lot with developers by having a series of events called Oracle Code Events where these are free events where we inviting developers to come. The topics are containers, microservices, dev-ops, chatbots, machine learning, and it's not about Oracle delivering all the sessions in those events. We opened up a call for papers and in three months we got 1800 submissions for external speakers to deliver sessions. So, it's about a 50-50 split between external speakers and internal Oracle speakers talking about all exciting, sort of, areas in dev-ops, in containers, in microservices. We created a developer portal so developers can go to that portal and, from Oracle, get access to all the assets that are there. We're creating a Oracle Champions program, called Oracle Gurus, so that people who really good, who really want to be blogging and talking about content, they can get recognized by Oracle. So, we're doing a lot to connect with developers. >> That's great. And, you know, in the Keynote, you talked about this is free for test and dev purposes. Got to ask you about, which probably your favorite question, though, is, you know, the audience... You know, I looked on social media and it's like, "All right, what does this mean "when I containerize from a licensing standpoint?" We've all seen kind of, you know, cloud pricing models, if it's, you know, Oracle versus if I'm using, say, AWS. So, what is the licensing impact when we go to a containerized environment? >> I know, honestly it's not any different than we are today, but, you know, we'll be clarifying it over the next couple months. >> Stu: Okay. >> As I said, we'll be iterating a lot with Docker Store and all their software catalog we put out there. It's, you know, stay tuned for more. >> And I think the one thing to add is that, you know, the key benefit that developers get is, for example, if they go to Docker Hub today. You have 80 different images that different people have put up for WebLogic or for Oracle Databases. You don't know which one you want to use, right. But, when you come to Docker Store, Oracle has certified the images and put those images up. So now, you can get support from Oracle. It's certified by Oracle. And then, if you report problems, Oracle knows which images to fix or what problems to fix as opposed to some random images that might be there on Docker Hub. >> Yep. >> Yep. >> Yeah, that's been a real problem, so it's a big deal. >> Yeah. >> So, we've seen a lot of diversity as to how users can consume the applications. Maybe, give us a little insight as to how things are going in Oracle. I mean, you know, you've got your staff, you've got your cloud, you know, we talked about containers here. I mean, it's, you know, rapid change in something that, you know, overall, I mean, the application they're using doesn't drastically change overnight. Consumption models. >> Yeah, no, you know honestly the company's been going through a huge transformation over the last few years, as I'm sure you've been told, as I'm sure Sidhartha has told you. You know, we're actually containerizing ourselves, internally, across the board. Almost all the new PATH software we're building, almost all of the new IS software we're building, we're building towards that. All of our PATH software, all of our IS software, we're going pay by the hour, fully metered, fully usage-based pricing. >> So, you know, we want to make sure the people can consume in a subscription based format, and it goes across application development, cloud services, across Integration Cloud Services, analytics, management from the cloud, identity, et cetera, everything is on a subscription basis and we're also enabling this on-premise. So, there's developers who work at financially-sensitive companies that have compliance issues, or that work in companies within countries that are data residency issues, and they're unable to benefit from the rapid innovation that's happening in the cloud. So, we're actually providing that same subscription model in their data center. So, we ship an appliance, they start using the appliance, and we're actually delivering the service on that appliance. So, they could do dev-test in the public cloud, and then, you know, do production on-prem where they're meeting the compliance requirements, data residency requirements, and Oracle is managing that environment. You're not buying the appliance. You're actually buying the service just as you were buying it in the public cloud. >> Mark: And the pricing is identical. >> And the pricing is identical between public cloud and what you get delivered as public cloud in a data center, yes. >> One of the things, you know, those of us that watch Oracle for a long time. You know, people have the perception of what Oracle is. I've seen a number of, you know, really good people that I know, Oracle's hired over the last few years. Mark, I mean you were called one, you know, one of those rock star developers. You've got a really good pedigree from the some of the previous clouds. Give us a little insight as to what you see from an engineering culture, you know, architecturally standpoint, you know, is this the Oracle... That, when you joined Oracle, is this what you expected? You know, what's it really like inside? >> Yeah, honestly, as I said, really the company is changing across the board a lot faster than people realize. And that's truth for both, you know, the rock stars that were already in the company and the rock stars that are coming into the company now. You know, you've interviewed the Seattle team before about some of the cloud up there. We've brought in several hundred people from outside companies, from, you know, really strong pedigrees, right, Googles, Amazons, Microsofts, et cetera. We've done a ton of hiring in the Bay Area. We've brought in a lot of start-up talent. We've done, you know... There's been, of course, a few acquisitions. We bring in really solid teams, and then, honestly, just the culture, itself, is changing. Really, you know, transformation to a cloud company is, it actually impacts everything, right. It impacts the way you do support. It impacts the way you do development. It impacts the way you do operations. It impacts everything, so. >> Well, I think, you know, if you think about it, we're going from a company that built airplanes and sold those airplanes to others, for example, Boeing selling airplanes to Air France, et cetera, to actually becoming an airline where you're now not just building the airplane, you're actually flying the airplane, operating the airplane. So, in the Development and Engineering organizations, the engineers are understanding that they need to understand what the impact is on Operations of what they're releasing. They can't say, "Oh, send me the log files. "I'll log a ticket," because by that time it's affected many people. So, one, they have to create transparency into what's happening in production in real-time. Two, be able to respond and react to that in real-time. And the other thing that is a change in culture, both in Engineering and actually across the board including in Sales, is customer success. In cloud, people expect to get value in three months, four months, six months, et cetera. So, having a very significant focus on ensuring customer success within three to four months, right, then, they will renew their subscriptions. They will continue working with us. So, there's actually a very significant change in culture that's happening. And the other thing is, we're not just going after the large enterprises that used to be the bread-and-butter for Oracle, but now we also have small-medium businesses, start-ups, et cetera, saying, "Hey, if I don't have "to worry about installing, managing, configuring, "Oracle Databases, Oracle content, "I can just go use the capabilities that are being provided "by Oracle and pay for it as a subscription." And so, we're really shooting towards developers realizing that the Oracle cloud platform is a open, modern, easy platform. Open, because they have a choice of programming languages, Java, SE, PHP, Ruby. Open, in terms of database choices, not just the Oracle atabase, but MySQL, Cassandra, MongoDB, and Hadoop clusters, and open in terms of choice of deployment shapes, right, where you can have VMs, you can have bare metal, you can have containers, or you could have server-less computing. >> Yeah, you brought up speed. You know the pace of change is just phenomenal. I think about the traditional kind of software life-cycles versus, you know, where Docker is today. I mean, you used to go from 18 month down to six weeks. So, kind of a two-part question. How are you guys, internally, managing that pace of change? And, how are you helping your customers, you know, manage that pace of change? You know, Docker has the CE and the EE. So, you want to be more bleeding edge, everything else, or do you want something that's a little more stable? How do you guys view it internally and externally? >> Yeah, no, that's a great question. Certainly, internally, we're, you know, we're as bleeding edge as... We just talked about this a second ago. You know, we're moving fast. We're shipping software every day. The interesting thing, I find, is actually customers are going through the same transformation. And, most people don't realize when they go to microservices, actually, it's a big organizational change, right. Like, it changes the way that you have to structure your team. It changes the way they communicate with each other. And so, honestly, you know, a huge part... To the previous question, a huge part of this for us is, we need to be doing this because our customers are doing it too, right. So, we need to have empathy. So, we're doing that. >> Well, and I think, in terms of speed, you know, previously Oracle might release on-prem software once every 12, 18, 24 months. Now, I'll give you the example of the Integration Cloud Service. We've had four releases of it, four to five releases of it within a year. So, you know, the rate at which we've actually getting the releases out, getting the content out, means that customers are getting innovation much faster. And also what we're doing is, we're taking input from customers on the releases that have happened so that we're actually prioritizing the input that we're getting plus the roadmap that we've set up to say, "Hey, what should we be working on next?" So, our roadmaps are actually changing inflight. So, it's not like you set the roadmap for the next nine months or 12 months, but you're actually saying, "Hey, but this is the input we got, "and we need to deliver faster," you know, or, "We need to deliver a different set of capabilities "within that same time frame." And I think customers are now getting used to the fact that if they didn't have to get the new build, install the build, manage, configure, make changes, et cetera. They're saying, "I just got the new capabilities. "My application still works "and now if I want to use that capabilities, "I can start leveraging it," right. So, for example, orchestration was added to the Integration Cloud Service. They didn't have to do anything to their existing integrations but now they could use orchestration for more complex integrations if they wanted. >> Yeah, want to give you both a final word on this. Either, you know, conversation you've had with, you know, a customer or partner, or, you know, key takeaway you want to have people beyond what we've covered already. Mark? >> Yeah, no, you know, honestly, I really said it this morning in the Keynote where we really are focused on developers. Developers really are driving decisions these days. We know that. This announcement from us, with Docker, was the first of many things you're going to see. We absolutely committed, so stay tuned for more. >> Mark: One more developer and will, will, will... >> Oh yeah, you told, you warned me about that. >> Yeah, absolutely, Sidhartha. >> I think that, you know, what we've heard is developers are surprised when they find out the capabilities we have to help them build microservices, container-based applications. Being able to have a run time for microservices, being able to have API management for all the API services and microservices, being able to have a monitoring management infrastructure from the cloud so they don't have to install it and having a CI/CD pipeline all provided to them as a service in the cloud, wonderful, that's the feedback that we've gotten for those who've come and tried the Oracle cloud platform. >> All right. Sidhartha, Mark, thank you so much for joining us, giving the update. Congratulations on the announcement today. Know a lot of people will be checking out the Docker Store to understand that is, yeah... Well, we'll have to talk sometime about kind of the enterprise app store, in general, and where these all live, but we'll be back with more coverage, here. You're watching theCUBE. (upbeat electronic music)

(upbeat electronic music) >> Announcer: Live from Santa Clara, California, it's theCUBE covering Open Networking Summit 2017. Brought to you by The Linux Foundation. >> Hey, welcome back, everybody, Jeff Frick here with theCUBE. We are in Santa Clara, California at the Open Networking Summit 2017. Really happy to be joined by my co-host for the next couple of days, Scott Raynovich. And we've been talking to a lot of providers and technical people, but now we want to talk to customers. We love talking to customers, and we're really excited to have Rashesh Jethi. He's the SVP, Head of R&D for the Americas for Amadeus, which is a big travel company. Welcome. >> Thank you so much, Jeff. Thank you, Scott. >> So like I said, we'd love to talk to a practitioner. So you're out on the frontlines, you're seeing all this talk of software-defined and software-defined networking. From your point of view, how real is it, where are we on this journey? What do you see from your point of view? >> Super real. Have you searched for a flight lately? >> I have searched for a flight. >> Excellent. I'm proud to tell you that your flight search very likely was powered by Amadeus, and it's running on a software-defined data center completely. So this stuff is real. We are, I believe, one of the first companies who have actually taken this from what was a very strong academic kind of research project onto this start-up ecosystem, but we're actually out there deploying it, running real world business, using a very purposeful and deliberate software-defined strategy. >> And it's interesting because you said before we got on camera that you guys are actually very active participants in the open source movement and development of this stuff. You're not just kind of a participant waiting in the wings for this stuff to get developed. >> I mean absolutely, and to me, that's one of the reasons which if you're serious about open source, you have to use it. You can't just talk about it. You can't just say it looks like a nice idea. You have to get out there and get your hands dirty and do it. But the other thing also is you have to contribute back. I think that's a big tenet of the open source community. And we all and certainly the company, we grew up and we've seen tech evolve through the ages. And a big part, especially in the last 10 years or so, has been the open source movement, and it's contributing back. It's one of the reasons I'm here. It's one of the reasons the conference organizers invited me, is to actually talk about how we use open source and software-defined strategy for our technology. >> That's cool. So where do you run this software? You run it in private cloud, public cloud? Do you guys build your own data centers? How do you run it? >> Quick history lesson and our quick history-- >> Let's back up. First off, where is Amadeus today for people that aren't familiar with the company? >> We are actually a 30-year-old company. We are celebrating our 30th birthday this year. The company was started in the late '80s as a consortium between four leading European airlines, Lufthansa, Air France, Iberia, and Scandinavian. So we started off, which was very typical at that time, as a mainframe shop, and that's where a lot of our core systems were built. We're a big provider of technology in general to the travel industry even though we were founded by airlines. So to put it in perspective, we carry about 95% of the world's scheduled commercial seats, airline seats, on our platform. >> 95%. >> 95%, so we work with the world's-- >> Are available to purchase. Obviously, 95% of the purchases don't go through your system. >> Right. They are available. They are used by over 90,000 travel agents, retail travel agents, corporate travel, online travel. And we work with over, like I said, 700 airlines, work for their inventory. So chances are if you travel on an airplane, very good chances that our software was used to make the reservation. We also have airline ID systems and hotel ID systems, and we work with the airports. And this is where we do departure control, flight management, baggage reconciliation, a lot of the back end processes. And we started the company, essentially runs as we write our own software. We are offered as a service from day one, so we are one of the oldest software service providers in the industry. And obviously, when we got started to do that, you had to own your own infrastructure. So we are pretty good at it. We have very strong kind of technical chops. We have a large data center outside Munich Airport and a bunch of smaller data centers all over the world. And what we're doing now is really very deliberately making the journey towards a cloud, both our private cloud, so taking our own infrastructure, virtualizing it, and making it available as a service for our own applications, and then where it makes sense, to leverage public cloud infrastructures where they are available. >> So different apps in different clouds, is that-- >> Different apps in different clouds based on customer preferences. The core reservation booking engines, they are in our own private cloud because we do have a lot of regulatory security, privacy considerations. So that stuff, we keep kind of close where we can keep a very watchful eye on it, but there are a lot of transactions we are also talking about. The volume of searches has grown up, right? Obviously, Google has seen a lot of search volume. If you look at our business, it used to be when you wanted to book a flight, you'd go to a travel agent and be able to look at a bunch of flight options and you'd pick one. About 20 years ago, you call it the look to book ratios. You'd look at 10 to 20 options and you'd book one. You want to guess what it is today? >> The look to book ratio was 20 to one. That's got to be way higher. That's got to be 80 to one. >> It's more like 1,000 to one. >> 1,000 to one. >> 1,000 to one. It's partly people like you and I who have a spare moment and have a vacation in mind, and we are looking at options. But keep in mind, anything that you search, it has to come into our systems. We have to configure the journey. We have to price it. We have to make sure it's available before we offer it up to you, right? So it's very transaction and computing intensive even before it touches any of the back ends where we do core kind of booking and passenger processing. And so to handle that scale, those are the kind of very logical applications that make sense for the public cloud. And those are the ones that we've looked to move. Certainly, for customers, we are a global company. We have customers all over the world. Some customers want to have some of these systems closer to their geographic location. So we look at all use cases kind of. >> That's amazing to think of. These things have so changed behavior and the way that we interact. I assume that 20 to one was a function because you would sit down. Now you sit down at your desk, time to book that flight, and maybe you don't get it done that day. You come back two or three times. But as you said, now it's grabbing little bits of time throughout the day whenever we can. But do you get paid on a regular subscription, or do you get paid on the transaction? Has that just increased your overhead, whatever the ratio 20 to 1,000 is? >> Absolutely, no, our business model has been very consistent from day one. We get paid on the number of bookings we make and the number of people that board aircraft, I mean roughly speaking. There are smaller lines of businesses, but those are our two main revenue drivers. So we see a lot of transaction volume upfront, but it doesn't translate to a booking which logically, it won't. Yes, that's noise or revenue for us, but we still have to service that volume because that's eventually, the funnels just gotten wider. And so it makes sense to do that in the most cost efficient manner but without compromising quality, without compromising speed. I mean if you're like me, if you have to wait for more than two or three seconds, you're like, "Ah, I'm moving on." >> Oh, two seconds. It's milliseconds, isn't it? >> Absolutely. >> And by the way, I still don't always find the flight I want. So where are those extra flights? Can you provide those for your service? >> Jeff: That extra 5% those are under. >> That's very different. It's got nothing to do with open source and kind of what we're talking about here, but a lot of what you're doing in there from an engineering perspective is just looking at, for example, machine learning algorithms. And what you said is actually a very common complaint, is how do I find kind of the right sort of flights. And more importantly, if you have certain preferences with airports or airlines or loyalty programs or time of day, how do I provide you context-sensitive results? We are doing a lot of kind of core R&D work for that, but our customers are doing amazing work as well. KAYAK is one of our customers, very close to our offices in the Boston area, and they do pretty amazing work in terms of getting their context right and then applying machine learning technologies and artificial intelligence. It's very, very early days but very exciting, very promising. >> One of the cool features I like are these fare alerts. I don't know if you use them. It tells you, it predicts this is going to go up. You better book now, wait. Do you guys do that sort of thing too? >> Our customers do that. We have a very simple model. Our customers are travel agencies, online, American Express, Expedia, metasearches like KAYAK, Skyscanner, et cetera, the airlines themselves whose products we host in our system and we sell. So a lot of our engineering work is learning to offering kind of core innovation so that they can offer products for people like you and me, their customers, the best products out there. So we focus on enabling them. And then at an operational level, we try to do it in the most efficient manner and the most future proof that we can think of. >> What about security? I mean it sounds like a lot of sensitive data changing hands here, right, where are people going to sit on an airplane, where are they going. You must have incredible security demands on your data now. >> Yes. (Jeff and Scott laugh) I mean you understand, obviously, it's paramount to us. And the good news is, look, we've been in this business for 30 years. We have really deep domain expertise in that. And also, you'll understand why I wouldn't want to talk too much about what we do and how we do it, but absolutely, that's one of the-- >> Scott: You just lock it down. >> Prime drivers of everything we think all the way from application design to things like the infrastructure planning and design to the physical level. I mean everything you can think of and probably a couple of things you may not think of. >> Hopefully a few things we didn't think of. So where do you go next? It sounds like you're enabling a lot of the innovation on your partner's side. You just mentioned KAYAK and people writing some of the machine learning and AI algorithms to help the end traveler find what they're looking for. Where are you guys concentrating? You said you've been at it for 30 years. What are some of the next big hurdles that you're looking to take down? >> It's wonderful, I think, being close to our customers. And one of the reasons I'm in Boston, we are a European company. We are actually headquartered in Madrid. Our core engineering team, our central engineering team is in France. The reason I'm in Boston and my team is in Boston is we've started doing a lot of business here in North America, and we try to stay very close to our customers. And when you listen carefully, and that's why we have two ears and one mouth is to hopefully try to listen a lot, you do see their pain points, you do see where they are going with kind of their business. And it gives us a chance to have a front row seat in designing new products that they can use. So to me, it's kind of two pronged. One is we want to offer the best technology we can to our customers at the best price point we can. And obviously, by now, you've figured out it's mission critical stuff has to always be on. Keeping those kind of boundary conditions in mind, you want to be the best technology provider, and then we want to innovate. So one of the things I'm seeing at this conference, there's a lot of friends from the service providers who are talking about 5G technology. And so with connected cars, with virtual reality, I mean these are all trends that are going to impact us as travelers in a positive way. And so we have a dedicated innovation team across all our business lines. We do a lot of work with academic institutions, with ETH in Zurich, with MIT here, close to my office in Boston. And there's just a chockfull of possibilities in terms of what can be done. >> All right, I'll give you the last word, impressions on the show. What do you get out of a show like this? Why is it important for you to come? >> It's amazing. I mean this morning, Martin Casado was there. He's called kind of the grand daddy of software-defined networking (mumbles). >> He's not that old yet, but he's going to like seeing that clip. (laughs) >> It's true. I read that at The Guardian. It was on one of the newspapers. But the fact is we used NSX for virtualization in our entire data center, and we have close to 20,000 infrastructure devices. All our computers are virtualized, 100% of it, and it's all using NSX from VMware, right? Now this was a sort of brilliant idea by an extremely intelligent and persuasive graduate student at Stanford 15 years ago that is, as he announced this morning, is a billion-dollar business today, right? And we are actually using the technology, and it's very real, to process all of this. So it's great to be able to see what people like him, I mean from Google, he's a great partner of ours. We use Kubernetes for kind of the container deployment strategy for our cloud network. We hear him speak about what they're thinking about in terms of investments and how the network is going to essentially drive the movement of data analytics. It's just phenomenal to get the top leadership. I'm obviously very honored and privileged to be presenting to this audience and to share our thoughts and what we're doing and just to see a lot of the buzz around here and what wonderful ideas are happening in the Valley. There's so much action, as always, going on. >> Great, great, great summary. Well, glad you could take a few minutes to stop by theCUBE. >> Completely my pleasure. Thank you very much. Great meeting you, and have a great rest of the show. >> All right. He's Rashesh, he's Scott, I'm Jeff. You're watching theCUBE from Open Networking Summit 2017 in Santa Clara. We'll be back after this short break. Thanks for watching. (upbeat electronic music) >> Announcer: Robert Herjavec. >> People obviously know you from Shark Tank, but The Herjavec Group has been really laser focused on cybersecurity. >> I actually helped to bring upon Checkpoint to (mumbles) firewalls, URL filtering, that kind of stuff. >> But you're also...