>>The cube presents. Dell technologies world brought to you by Dell. >>Welcome to Las Vegas. Lisa Martin, with Dave Volante. The cube is live at Dell technologies world 2022. Dave, hope you say live, live <laugh>. We are live. We are in person. We are three-D. We are also here on the first day of our coverage with an eight time, right? Eight time cube alum, GA Norris joins us the senior vice president of edge portfolio solutions at Dell technologies. Welcome back our friend. >>Thank you. It's great to be here in this forum with live people, you know, and 3d, >>Isn't it. We're amazing. We're not, we're not via a screen. This is actually real. So Gill a a lot, a lot of buzz, great attendance at this first event, since 20, lot's been going on since then, we're talking a lot about edge. It's not new, but there's a lot changing what's going on there. >>Well, you know, edge has been around for a while. Um, actually since, you know, the beginning of time people were doing, you know, compute and, and applications, they in the, um, in the physical space where data it, but more and more, um, data is based on sensors in cameras and machine vision. And if you wanna make real time decisions, there's a few reasons why you can't just send everything back to a data center or a cloud. Maybe you don't have the right latency, maybe, um, you it's too costly. Maybe you don't have the right end with maybe you have security challenges, maybe have compliance challenges. So the world's moving more and more resources towards where the data is created and to make real time decisions and to generate new business values, things are changing and they're becoming much more, um, um, involved than before, much more. Um, so basically that that's, what's changing. You know, we need to deal with distributed architectures much more than we needed before. >>I think one of the things we've learned in the last very dynamic two years is that access to realtime data is no longer a nice to have it's table stakes for whether we're talking about retail, healthcare, et cetera. So that the, the realtime data access is critical for everybody to these days. >>Right? And it, it could be a real time decision, or it could even be data collection either way. You need to place some device, some comput next to the source. And then, you know, you have a lot of them and you just multiply by multiple use cases and you be, you basically, you have a very complex problem to solve. And if you ask me what's new is that complexity is big coming more and more, um, critical to solve >>Critical. >>Oh, go ahead, please. >>I was just gonna say, talk to me about some of the, from a, from a complexity resolution perspective, what are some of the things that Dell is doing to help organizations as they spread out to the edge more to meet that consumer demand, but reduce that complexity from an infrastructure standpoint. >>So we focus on simplifying. I think that's what people need right now. So there are two things we do. We, we optimize our products, um, whether they need regularization or different temperature envelopes or, uh, management capability, remote management capability, and we create solutions. And so we develop, um, solutions that look at specific, um, outcomes and we size it and we create deployment guides. Um, we do everything we can, um, to simplify the, uh, the edge uses for our customers. >>You know, you guys is talking about, it's not new. I, and I know you do a lot in retail. I think of like the NCR cash register as the, the original edge, you know, but there's other use cases. Uh there's you Gil, you and I have talked about AI inferencing in, in real time, there was a question today in the analyst forum, uh, I think it went to Jeff or nobody wanted to take it. No, maybe it was Michael, but the metaverse, but that there's edge space is the edge industrial I OT. So how do you, I mean, the Tam is enormous. How do you think about the use cases? Are there ones that, that aren't necessarily sort of horizontal for you that you don't go after, like EVs and TA the cars? Or how are you thinking about >>It? Depends. I agree that the, uh, edge business is very verticalized. Um, at the same time, there are very, uh, there is, there are themes that emerge across every industry. Um, so we're trying to solve things horizontally being Dell, we need to solve for, um, repeatability and scale, but we do package, you know, vertical solutions on top of them because that's what people need. Um, so for example, you know, you said, um, NCR being the, uh, the original edge. If I asked you today, name how many applications are, are running in a retail store to enable your experience? You'd say, well, there's self checkout. Maybe there is a, um, fraud detection, >>Let's say a handful >>It's handful. The fact is it's not, it's about 30 different applications, 30 that are running. So you have, you know, digital labels and you have, you know, a curbside delivery and you have inventory management and you have crowd management and you have safety and security. And what happens today is that every one of those solar is purchased separately and deployed separately and connected to the network separately and secured separately. Hence you see the problem, right? And so I know what we do, and we create a solution. For example, we see, okay, infrastructure, what can we consolidate onto an infrastructure that could scale over time? And then we look at it in the context of a solution. So, you know, the solution we're announcing, or we announced last week does just that on the left side, it looks at a consolidated infrastructure based on VxRail and VMware stack. So you can run multiple applications on the right side, it working with a company called deep north for Inso analytics and actually people that, um, and the show they can go and see this in action, um, in our, um, you know, fake retail store, uh, back at the edge booth. Um, but the point is those elements of siloed applications and the need to consolidate their true for every industry. And that's what we're trying to solve for. >>I was just wondering, you said they're true for every industry. Every industry is facing the same challenges there. What, what makes retail so prime for transformation right now? >>That's a great question. So, you know, using my example from before, if you are faced with this set, have a shopper that buys online and they now are coming back to the stores and they need to, they want the same experience. They want the stuff that they search for. They want it available to them. Um, and in fact, we research that 80% of people say, if they have a bad experience will not come back to a retail store. So you've got all of those use cases that you need to put to, you've got this savvy shopping that comes in, you've got heightened labor costs. You've got a supply chain problem in most of those markets, labor >>Shortages as >>Well. It's a perfect storm. And you wanna give an experience, right? So CIOs are looking at this and they go, how do I do all of that? Um, and they, they, as I said before, the key management, the key problem is management of all of those things is why they can innovate faster. And so retail is in this perfect storm where they need to innovate and they want to innovate. And now they're looking for options and we're here to help them. >>You know, a lot of times we talk about the in industrial IOT, we talk about the it and the OT schism. Is there a similar sort of dissonance between it, your peeps, Dell's traditional market, and what's happening, you know, at the near edge, the retail infrastructure sort of different requirements. How are you thinking about that and managing that >>About, um, 50% of edge projects today are, are somehow involving it. Um, usually every project will involve it for networking and security, so they have to manage it either way. And today there's a lot of what we used to call shadow it. When we talked about cloud, this has happens at the edge as well. Now this happened for a good reason because the expertise are the OT people expertise on the, the specific use case. It's true for manufacturing. It's also for true for, for retail. Um, our traditional audience is the it audience and, and we will never be able to merger two worlds unless it was better able to service the OT buyers. And even in the show, I I've had multiple conversations today. We, with people to talk about the divide, how to bring it together, it will come together when it can deliver a better service to the OT, um, constituents. And that's definitely a job for Dell, right? This is what we do. If we enable our it buyer to do a better job in servicing the OT crowd or their business crowd in retail, um, more innovation will happen, you know, across the, those different dimensions. So I'm happy you asked that because that's actually part of the mission we're taking on. >>Where is one of the things I think about when you, you talk about that consumer experience and we're very demanding as consumers. We wanna ha as you described, we wanna have the same experience we expect to have that regardless of where we are. And if that doesn't happen, you, you mentioned that number of 80% of people's survey said, if I have a bad experience with a merchant, I'm out, I'm going somewhere else. Right. So where is the rest of the Csuite in the conversation? I can think of, um, a COO the chief marketing officer from brand value, brand reputation perspective. Are you talking with those folks as well to help make the connective so reality? >>Um, I, I, I don't know that we're having those conversation with those business owners. We we're a, um, a system, an infrastructure company. So, you know, we get involved once they understand, you know, what they want to do. We just look at it in. And so if you solve it one way, it's gonna be one outcome. Maybe there is a better way to look at it. Maybe there's an architecture, maybe there's a more, you know, thoughtful way to think about, you know, the problems before they happen. And, um, but the fact that they're all looking shows you, that their business owners are very, very concerned with, with this reality, their >>Key stakeholders. Can >>We come back to your announcement? Can you, can we unpack that a little bit, uh, for those who might not be familiar with it? What, what, what is it called again? And give us a peel, the onion a little bit Gil. Yeah. >>So, so we call it a Dell technologies validated design. Um, it is essentially reference architecture. Um, we take a use case, we size it. So we, you know, we, um, we save customers, the effort of, of testing and sizing. We document the deployment step by step. We just make it simpler. And as says, before we look for consolidation, so we took a VXL, which is our leading ACI product based on VMware technology with a VMware application management stack with Tansu. Um, and then we, we, we look at that as the infrastructure, and then we test it with a company called deep north and deep north, um, are, um, store analytics. So through machine vision, they can tell you where people are queuing up. If there is somebody in the store that needs help and nobody's approaching, if there is a water spill and somebody might, you know, slip and hurt themselves, if a fridge is open and something may get spot. >>And so all of those things together through machine vision and realtime decisions can have this much better experience. So we put all of this together, we created a design and now it's out there in the market for our partners to use for our customers to use. Um, this is an extension of our manufacturing solutions, where we did the same thing. We partner with a company called PTC. I know of obviously in a company called Litmos, um, to create, um, industrial and the leading solution. So this whole word of solutioning is supposed to look at the infrastructure and a use case and bring them together and document in a way that simplifies things for >>Customers. Do you ever see that becoming a Aku at some point in time or, >>Um, personal, if you ask me? I don't think so. And the reason is there's still a lot of variability in those and skewing, but that's a very formal, you know, internal discussion. Yeah. Um, the point is we are, we want people to buy as much of it as they need to, and, and we really want to help them if Aku could help them, we will get there, but we need to see repeatability before creating skews. >>Can you give us an example of a, of a retail or a manufacturing customer that's using this Dell validated design, this DVD, and that really has reduced or eliminated that complexity that was there before. >>So this solution is new. I mean, it's brand new, we just announced it. So, no, but, um, I don't know what names I can call out, cuz referenceability is probably examples though about generic, but I will tell you that most of the large retailers in the us are based in their stores on Dell technologies. Um, a lot of the trail is in, in those stores and you're talking about thousands of locations with remote management. Um, what we're doing here is we're taking it to the next step by looking at new use cases that they have not been implementing before and saying, look, same infrastructure is valid. You know, scalable is it's scalable. And here are the new use cases with machine vision and other things that here is how you do that. But we're seeing a lot of success in retail in the last few years. >>So what should we expect looking forward, you know, any gaps that customers are asking for trying to fill? What, what two to three years out, what should we expect? >>Um, I think we're gonna stay very true to our simplification message. We want to help people simplify. So if it's simplifying, um, maintenance, if it's simplifying management, if it's simplifying through solutioning, you're gonna see us more and more and more, um, investing in simplification of edge. Um, and that's through our own IP, through our partnerships. Um, there, there is a lot more coming if, if I may say it myself, but, but it's, it's a little too early to, uh, to talk about it. >>So for those folks that are here at the show that get to see it and play with it and touch it and feel it, what would you say some of the biggest impacts are that this technology can deliver tomorrow? >>Well, first of all, it's enabling to do what they want. See, we don't have to go and, and tell people, oh, you probably really need to move things through the edge. They know they need to do it. Our job is to tell them how to do it in a secure way, in a simplified way. So that's, that's a nice thing about this, this market it's happening, whether we want it or not. Um, people in this show can go see some things in action. They can see the solution in action. They can see the manufacturing solution in action and even more so. And I forgot to say part of our announcement was a set of solution centers in Limerick island and in Singapore, that was just open. And soon enough in Austin, Texas saw that, and we will have people come in and have the full experience of IOT OT and edge device devices in action. So AR and VR, I T IEN technology and scanning technology. So they could be, um, thinking about the art of the possible, right? Thinking about this immersive experience that will help them invent with us. And so we're expecting a lot of innovation to come out of those conversations for us and for them. >>So doing a lot of testing before deployment and really gleaning that testing >>Before deployment solution architecture, just ideation, if they're not there yet. So, and I've just been to Singapore in one of those, um, they asked me to, um, pretend I was a, um, retail ski enter in a distribution center and I didn't do so well, but I was still impressed with the technology. So, >>Well, eight time Q alumni. Now you have a career to fall back on if you need to. Exactly. >><laugh> >>GA it's been great to have you. Thank you so much for coming back, talking to us about what's new on day one of Dell technologies world 22. Thank >>You for having me again, >>Our pleasure for Dave Volante. I'm Lisa Martin, coming to you live from the Venetian in Las Vegas at Dell technologies world 2022. This is day one of our coverage stick around Dave and I will be right back with our next guest.

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Hi, Welcome to the Cube Studios. From the Cube conversation, we go in depth with thought leaders driving innovation across the tech industry. I'm today's host. Beauty burst. One of the biggest challenges at every enterprise faces, especially those that are considering a serious move to the cloud, goes way beyond any questions about compute. Wait beyond any questions about storage. Perhaps the most important question will be, What do I do with my network? How does my network transform? How does my security profile transform in response to a movement to the cloud? Now there are a lot of reasons why, but one of the chief wants the cod really isn't a strategy for centralising your I t and your applications in your data, it's better thought of his cloud from more broadly distributing that function, getting it close to the action. Where is going to generate the most value? Big challenge for enterprise is in tow. Have that conversation. We've got Matt Carter, who's the CEO of Ari, aka >> not welcome to the Cube. >> Thanks for having me >> so before we get into this important question. Give us the update on Hari, aka >> So recently we were got investment. Goldman Sachs, Siri's F $50,000,000 that capital is going to really be deployed towards helping us to expand our global footprint, put money into marketing more sales. People build out processes internally as a company. So we're well capitalized and a really great position to take advantage of the enormous growth that we see in this space. >> So I mentioned upfront this notion that the cloud is a strategy for distributing your work and with controls and with certainty and with greater security, perhaps even more so than it should be thought of as a way of centralizing things that's puts enormous pressure on networks. What are you hearing from your customers as they think about some of these challenges? >> Well, one of the big challenges for a lot of our customers is complexity. Many of them have worked with a number of different providers to be able to stitch together a reliable, secure network. What makes Hari Aku is so differentiated is that we're able to manage that as one single source provider. We have a global network. We have a secure network, and so we make it easy. We take out the complexity for our customers and even more importantly, what we also do. We help out customers to accelerate their digital transformation. Many of them are going through various stages of digital transformation, able to do that by work with one single provide, like Harry, AKA who could help accelerate that in state for them much faster than others in the marketplace today. >> So you're trying to remove the network from the transformational or from the from the side of uncertainty when we start talking about digital transformation. But what is the Ariake, the Ariake Network? This this notion that you have a full stack from the actual network all the way up to the software to find services? What's the How does that manifest itself as different apologies or different approaches to your customers? >> Yes, so think of it this way, Peter. So for a customer to put together a holistic network, they're different component pot. So one component part is to say, last smile. So being able to get that circuitry broadband circuitry someplace around the world, they have to deal with a number of different vendors around that we were able to be the single source provided provided for the customers. Secondly, they have to then figure how to connect to the cloud. And they're working with a number of different telco providers to help them to stitch together that piece again. We have our own global pops around the world were able to provide the local the last mile, plus that sort of middle stage there for the customer as one single source provider. So again, complexity is the thing that's actually driving a lot of the challenges for our customers. Way able to sort of do that as one single source provided for our customers. >> But it sounds like you're also in a position to say we can reduce complexity, but we can also increase the flexibility that the network has. So I was talking with large customer large client earlier this week on one of the things that they observed is they're trying to reduce the amount of traffic disassociate with back haul back to the corporate network before close to some sass provider. How our customers ultimately starting to rethink how they direct traffic because a good, solid foundation like Ari AKA should allow you greater flexibility and how you target traffic to different circuits at different times based on location, application, data and identity. >> Yeah, so part of the thing that what customers are also to build upon that face with this is that what type of traffic works works best on what network, right? And so if you're dealing with a variety of different networks, it creates a lot of monitoring. Ah, lot of flexibility and lack of reliability for the customer. So with us again, we're able to provide them insight to application performance and use a state performance because it's all one single network, and we've become, quite frankly, an early detector. If there are problems with particular types of applications, were able to inform the customer of that and make the appropriate changes to allow for much more seamless, reliable application experience for our customers. >> So let's talk about specifically how you're helping customers. Today was one of the offers that you have and some of the approach that you have to engage in them. So one of the challenges within any large organization is to get the groupings of individuals to agree on what the problem is in the direction to take, the more shared the resources, the Mohr people participating in the conversation. Let's be honest. Is nothing more shared in an organization today than a network? How are you seeing your customers succeed? And sometimes, you know, fall victim to the challenges of tryingto build that unity around how to move forward? >> Yeah, that's a really great question. So what we have found this that it's not a single decision maker any longer in eh? In a minute with the customer. There are the lists, a willing dealing with the CTO to CEO. He or she has a constituency who have a say around the types of applications or networking that we're using to deploy that those applications. So what we have found that Ari, aka that the approach we have to take is that we have to be really good, if you will. Diplomats knowing how to go into a customer really working partner with the various constituencies, getting them in a room, making sure that they understand and help them to sort of see the end state vision and a lot of ways part of what we're trying to do with the CEO of CTO is how do we become a really good partner for them to help them help their constituents season? So what we call it our reactors no innovate grow. The no part of what we dio is actually one of the most important component parts of how we go to market. What is the problem? How does his problem impact? You know, the various constituencies inside that customer and their and their customers. So getting dimensional, dimensional izing that problem makes you were bringing the right people to the table is a really putting competency that we have, you know, manifested overtime to help that organization become successful. The thing that's important for us, we've us houses an enabler, and so you just don't see you know you enable you. You have to really work with the customer and really understand the problem that they're faced with. How do we enable the customer to really understand Dimensional is the problem and figure out how our solution helps that customer solve that problem or take advantage of that opportunity. So we call in no innovate crowd that no pa, it's really important that innovates not just invention It's really about making sure we're able to position and Taylor our solution set to the needs of the customer and grow the grow pot is really all about our customers. Success. Did we help them to become successful? Whatever that objective is. Opening up offices in China and getting their sales team productive up and running quickly. Tow, monetize, opportunity, stare. Whatever those growth objectives are, how do we help them to become successful? So everything we do is a line to the customs success, so no innovate grow. It's a real part of how we go to market. To serve the customer is comprehensive. Um, it's time consuming, but we feel is differentiating because we're not just selling you a, um you know, sort of a solution, so to speak. What was really selling you is is a a way to solve a problem or take advantage of that opportunity is a different sort of the mention of how we go to market with the others. >> So talk we'll talk a bit about how that is translating into customer success directly. You got a good product. Sounds could get a good love to go to market strategy. Really love the emphasis on on innovate. Which will you look at is how do you get your customers to successfully adopt time to value reduced uncertainty, Deeper integration? Mohr Embedded nous How is that translating success toes a little bit about how you're seeing? Are his customers be able to do things differently as a result >> so that the two pasta de so the first pot is the existing customers? So let's start with the fact that most of the existing customers who came to us came to us because they had a particular problem someplace around the world. So let us say we way. We've been able to get sort of a few sort of site locations with them. They like what they see when they come back to says, Hey, you know, you solve this problem here. Can you help us solve this problem over here? And then over time we may be able to expand, increase share. I'm with the existing customers. The second thing that we've done is that I've always said to the team, since I've been in the company with the best kept secret out there, that people don't realize that we offer this sort of into end man its service. And our customers know our customs have been good evangelist and helping us to bring in more customers. But as biggest, the market opportunity is not enough people know who we are. So part of what we're doing now, Peter is really elevating brand present. You know, if you're gonna be a company that's moving up the stack and if you're a CEO who's gonna outsource this decision, that's your connectivity. To accompany Ari aka you need to know that the person sitting across the table from you understands me gets me has thie empathy, right, sensitivities of the problems that we're dealing with, So great deal of what we're now doing is, you know, I brought in a new team. Folks have been near done that folks who've sold to these folks over the years who understand those customers problems, so elevating out brand, bringing the right level of competency into the organization and really send them make out brand muchmore wear around how we help our customers solve these problems. So a little bit of this marketing, you know, in sales. But the main thing >> is, it's just that >> we're now in a position where we need to really hone in on getting up brand much more elevated. So people understand how we solve their >> problems, engagement across entire life cycle, it's and service to success. So where is s so we could kind of see you are a good, fast growth company on the market. That's, I think, is going to become increasingly hot as people start to realize the role that network transformations going to play in this whole thing. Um, how do you see Orry, aka being a force say, in 23 years, I c e o you got to be thinking about >> well, you know, constant thinking about that. So for us, it's really, um, continue to add more innovation to our platform and a big part of that innovation. You nose around security as you're starting to, its more things going to the cloud. People want to know that isjust a secure platform. We have a very secure platform today, but we'll continue to innovate and add more layers to that. So that's one piece. The second piece is is too, you know, continue to invents, elevate our brand out into the marketplace. So we got a show about the places that give people. It's that this is a company that's going to be around for a while. That has sustainability, etcetera, so elevated and really, you know, we have a guy on our team, Ash Watt, who really is a pioneer in this space around the technology and where it's going having more thought, leadership, showing up at the right sort of conferences, making sure that we are framing and helping toe lead the thoughts around, you know, S T win and how it plays a role in the marketplace >> making that no consumable >> making that no consumable. That's exactly that's exactly right. So I think for us it's really the continuation of maturing and growing as a company. You know, we've been a Silicon Valley start up company. We've operated as a Silicon Valley start up company, but now where we are and given the complexities of managing a network right is that we have to now come across to our customers that where a company that is here for the long haul that that we have taken into account off the precautions all the necessary building blocks. Tobe able to deploy, secure global network today. We do that. Not enough people know about that. We need to continue to enhance that message healthy. >> Well, every company has its challenges, and every company has its go forward. But I could tell you, certainly our clients speak well of Ariake. So, Matt Carter, Thanks very much for being on the Cube. >> Thank you, >> Andi. Once again, we've been >> talking about Carter, CEO of Ari, aka >> Thanks for joining us for another cube conversation on Universe. See you next time.