>>Hey, welcome to this continuing coverage of the H P E Aruba. Pensando announcement. I'm lisa martin. Hopefully you've seen by now the announcement from john and Antonio, we're going to get into some technical details. Now I've got two guests joining me. Please welcome Krishna Otopeni, the VP of engineering at Pensando and frank Reich stein, senior Director platform engineering from HP Aruba guys welcome to the program. >>Hi lisa. >>Hi lisa. Thanks for having us. >>Sure. So we're going to, we're going to dig in here. You guys are tasked with bringing these two worlds together, christian. Let's go ahead and start with you talk to me about the announcement why this is so significant and then we'll dig into the technical details. >>Yeah. So as you know, right, Pensando has been in the market for a couple of years right now. Um, and we heard a lot of success with the cloud providers and we're also working with be a million project Montreat. Um, so what we learned in the last couple of years, we're trying to take all the lessons and I was a little bit going to what, what we learned with the crop, your providers. So we took a dsC card, which is a B C, a form factor, the customer takes dsC card inserts into the, into server with various forces and hypervisors. So it's really exciting that the BSE is in production with some of the providers already and some of them were taking to production in this calendar quarter and we also have in connection with that first generation BSC cards a couple of years and some of the biggest banks and storage platform providers. So, so this is kind of a big deal for us because we are starting with what we call a D P U. Uh that Pensando is bailing which is the latest generation of it is called code named Alba which delivers the software in silicon program ability while matching the performance of hardware. So internally the DPU has the tight integration between special purpose processors that consent of what we call mps and a general purpose processor like arm course where we do the management and control software and with tied together with offload engines like encryption and compression. The key takeaway from this platform. Their consent of belt. It's it's programmable at all layers Either by Pensando or our customers whether it's in data plane using P four or control and management plane. All right. So what we learned while developing this platform and taking this production with the public cloud providers, we realize that the platform and architecture is not only very highly scalable with very high performance with respect to, you know, packets per second or stable connections per second or NBA me I ops but it's also adaptable like a very rapid paced. And another key lesson that we learn from our cloud partners is that the new devoPS model operations is as important as functionality. For example, the importance of creating the DPU pipeline the subsequent guarantees or providing Hatch uh first fateful connections so that in some cases the component fails, there is hardware or software customer doesn't have any disruption in his network or storage operations. So we took all the ski lessons that we learned over the last few years. And then we are building a new platform partnering with Aruba team which is very high scale with very high performance at the same time, tied with very good operations um that you know it comes the best of both both platforms from the pew side and from the Aruba side frank they want to add on the Aruba platform side. >>Sure, yeah. So the Aruba networking team has been building network switches for the past 25 years and we've been following all of the trends and evolutions over that time frame. And as we've gone through a few years ago we decided to make an evolution of our operating system to scale it up for the modern needs of the modern world. And this included doing things like designing with a micro services oriented architecture to provide for a high degree of resiliency throughout the product line. And then being able to extend that single network operating system from the core to the edge of the network. As we've been partnering with Pensando, it came very clear that the evolution of the network the next step was this form of a deep, you integrated into that top of rack switch to provide a deeper and richer feature set and what has traditionally been available in your top of rack switch. And so this partnership has enabled us to leapfrog but has been traditional top of rack functionality and add to it. Things that previously were not attainable in that layer of the network >>frank. Continuing on with you. Talk to me about some of the technology requirements and challenges of designing and engineering and delivering the industry's first distributed service switch. What were some of those? >>Sure, sure. So a lot of the challenges around integrating this type of solution come down to how to ensure that you have the highest performance possible and maintaining high speed of performance when you're now introducing an additional pay hop within the network topology inside of the switch, a lot of that came down to integrating the background and skill setting capabilities that come along with osc x that were made it quick for us to enable a new piece of functionality within the architecture and then a lot of credit has to go to the Pensando team for the richness of the feature setting capability set that they have within that DPU product as it stands >>christian, let's go ahead and dig through some of those core features and capabilities that are really going to be benefiting customers. >>Yeah, so basically right, uh taking a little bit of step back, we started with the dsc market from Pensando perspective where we wanted to put gPU in every survey and we obviously have success in enterprise customers and cloud customers that we discussed earlier. But we also learned a few lessons while deploying DSC and enterprise markets in the sense that enterprise markets do not need the performance of every DSC at 200 G full duplex network services for every survey. And also you know what makes historic key is that you know, there are a lot of brownfield service in current enterprise data centers where customers do not want to open up a server to put the DSC in. So we wanted to give a product with the form factor that frank is talking about and technology that's very familiar to every IT department given the Aruba Lois uh in a deployment in data centers. And also as I said earlier, what we lessons that we learned, we came up with this taking this production very deep you software and hardware which is deployed in public clouds. And combined with those features that that have been rapidly evolving uh through multiple Aruba releases into enterprise data centers in a switch form factors. So what we think is by doing this taking the best of both worlds. We're creating a new product category that is not that is for the features and capabilities are not available in the market from any vendor specifically providing state full services at every tour without the complexity of the service redirection because today's data centers if you want to install services. It's a it's a lot of effort operator to bring in those services. This obviously also has a great operational model, great TCO and the functionality that customers that you never see in tar before. For example, in the first release we are providing state full firewall with the visibility at every floor level that goes through the tower which never existed in the market before. >>New product category. That's a big deal christian. Talk to me a little bit about how long you guys have been at this, you were in stealth mode crack that open for us. >>I mean it has been a less than a year but of development that both teams have been doing and we work very closely together and we meet I mean for sure at least more than a week uh you know, more than once the once a week between uh frank's team and you know, and send it to them and there's a coordination between the sales team and the marketing team and the go to market team and then how we sell it and the manufacturing team, there's a lot goes on in building this product. I mean we believe this is the fastest uh tard new generational product that we built because because we could do that because the experience of both the teams trying they want anything more to this one. >>Yeah, I think that that really goes to the point here. The capabilities and maturity of the deep you solution that Pensando was bringing into the solution really allowed for a very fast and seamless integration on top of that Aruba, OsC X and the platform that we built there with automated Api generation and integration with our Aruba fabric composer orchestration layer really created the capability to make things go as fast as possible for this development effort And so to really take a new product and define a new product space within a 12 month time frame has been a really exciting and impressive feat by both teams. >>Very impressive considering the challenges and the dynamics in the market and the global market that we've had frank. How big of a lead do you think you have on incumbents here? >>I think we have a substantial lead on the incumbents here. I think what we're doing is a fundamentally different take on how you do a top of rack switch and the capabilities that we're bringing to bear at the top of rack are fundamentally new and differentiated from what the competition has been thinking about. So I believe we have a substantial lead on the competition. >>Excellent chris to talk to me about what's next? What's the future? I have some secret sources that tell me that john and Antonio are meeting regularly pushing you guys, what does the future hold. >>Yeah. So I mean obviously this is the start of an exciting journey. There's a first platform you're bringing to the market jointly and obviously we like a bunch of form factors without upcoming road map. So additionally I mean the software in silicon performance that with all the services that we deliver a software means that scope and scale of the state will services that we can deliver and evolve over time whether you talk about security or encryption or state flat or load balancing or d does all of the services and then you know hybrid connectivity. So obviously you know there's a lot that we can do with this platform that will be driven by with the partnership with our customers. We also see that you know the market of all where you know all the customers we'll have some customers will have deep us in the service and some customers will use the new platform that we're bringing together. So we won't have all the management start to make sure all of them can be managed uniformly and any time you know you this is a major step for a new category of platform and architecture we're developing jointly with the rubber and I believe this will be a huge opportunity for both the companies and our customers and this is exciting times ahead for us >>and talk to me both of your opinions here where can customers go to find more information, how can they get started frank will go ahead and start with you. >>Yeah you can jump straight to Aruba networks dot com and dig into the feature sets and packages that we have available with the Aruba 10-K product line direct from there. >>Fantastic christian anything to add >>that is correct actually. So we are treating it as one product coming from both the companies. All the documentation is where you know, frank pointed out in Aruba website, we put all the documentation at the same place and we're supporting it as one unified product from both the companies. >>Are you seeing any? We've seen so much change in the last year and a half. Last question. I'm just wondering if if either of the HPV riverside or the pence underside is seeing any industries that might be really prime to take advantage of knowing how many industries all have been affected by the events of the last year and a half christian any thoughts there? >>Yeah, I mean if you look at it right and obviously all of us are working from home and now everything happens, you know, mostly at the edge, right? You know, and we are in that this platform will help us get there where we get security to the edge and we get more visibility and more services to the edge. Right? So I mean that's what you know Pensando is all about and hoping that you know, this is uh this journey that we started with the D. P us, we go with this platform and it will ever all and it will help customers, our customers and our partners leverage all the functionality that, you know, Pensando and the rubber can bring together. >>Well guys, congratulations on an enormous feat accomplished in not just a 12 month time period, but a very challenging 12 month time period. We appreciate you guys breaking down the HP Aruba Pensando announcement and more technical detail. Those can go to learn more information and again, congratulations. >>Thank you. >>Thank you very much lisa >>for my guests. I'm lisa martin. You're watching this HP Aruba Pensando announcement. Thanks for watching. >>Mhm >>mm.

>> Announcer: Covering Spark Summit 2017, brought to you by Databricks. >> This is theCUBE, and we're having a great time at Spark Summit 2017. One of our last guests of the day is Shafaq Abdullah, who is the director of data infrastructure at the Honest Company. Shafaq, welcome to the show. >> Thank you. >> Now, I heard about The Honest Company because of the celebrity founder, right, Jessica Alba? >> Shafaq: That's correct. >> Okay, but how did you end up at the company, weren't you at a start-up before? >> That's exactly correct. So, basically, we did a start-up called InSnap before we actually got into Honest, and the way it happened is that, Insnap was more about instantaneous building personas and using machine learning and Big Data Stack, and Honest at that time was trying to find someone who could them with the data challenges. So, Insnap was the right piece in some of its technology and expertise in big data and machine learning, so we basically built a real-time, instantaneous personas to increase engagement and monetization. It was backed up by Big Data machine learning and Spark instead of our technology. So we used that to basically help Honest to really become data driven, to solve their next generation problem of making products which drive value out of data, and understand their customers better, operate better business, optimize business better. That is why they acquired us, and essentially, we deal with the technology in their stack, not only the technology, but also the culture, the business processes, and the teams which operate those. >> Okay, we're going to dive into some of the technical details about what you're developing with George in just a second, but I have to ask, the company culture is really important at The Honest Company, right? They're well known for being eco-friendly and socially responsible. What was it like moving from a start-up into that company environment, or was it just a natural? >> Basically, of course, Honest was a much bigger start-up for four or five years after it was initially created, so we at Insnap, very lean, agile and much more data driven. That was a bigger difference. So the way we solved it was, we actually, they actually allowed us to create our data organization called Data Signs, which was heading all the data initiatives. And then, we worked with other cross function teams, with finance, with accounting, with growth, with sales to basically help them understand what their needs are, and how to become really data driven by driving the value out of the data by using the state of the art technology. So it was a mix of team alignment and cultural change, focused on the business goal, and getting agrigate to gather around it to make the change. I really enjoyed that while we actually carried out this journey of Honest from being just descriptive, which is essentially just finding what has happened in the data, just generating reports for revenue. By becoming more predictive and prescriptive, which is more like advanced analytics and also advanced advisory role, which together plays in making decisions around features, around businesses and the operations. >> And George, you talked to a lot of customers today, and some of the same themes. Do you want to drill down some of the details of what they're doing. >> I'm curious about how you chose the first projects to get quick wins and to establish credibility? >> Yeah, that's actually a very good question. Basically, we were focused around the low hanging fruit in order to give us a jump-start and to build our reputation so that we can actually take much more advanced technology projects. And in order to do that, what we did was, if you go to Honest.com, and you search in their search bar, their search was very flimsy, and it was not revealing good results. We already built our engine, like a matching engine, so it was very easy to extend it into a full search engine. That was the first deliverable which we could deliver, and we delivered it under a month and a half or two months, right when we came in. And it was like, hey, these guys just improved our search by 10x or 100x; we are getting much more hits, much more coverage of the third strums And that served the tone. Then it was like we also wanted to, another piece which we wanted to tackle was, how do we improve Honest recommendations. That was another project. But before doing that, Honest did not even have a data warehouse, which it could call an advisor warehouse, so that you can get all the data in one place, like a like a data lake, because the data was siloed in organizations, and the analysts could not really get the data into one place and mix and match and analyze the data. So that was another big piece which we did, but we did it very early on. That was the second big deliverable, even before recommendation, the data warehouse. So basically, we plugged in Spark right in the middle, suck up all the data from different places, shove the data in, made this ETL king, which basically extracted, transformed and loaded the data into the data warehouse. Now, this data warehouse basically broke away those silos and made them a cohesive data lake which could be used for driving value and understanding patterns, especially for machine learning, analysts and all the decision makers. >> Was it a data warehouse, or was it a data lake? The reason I ask for distinction is, data warehouse is usually extremely well curated for navigation and discoverability, whereas the data lake is, as some people say, nuts, a little step up from a swamp. >> That's right, so basically, when I call it a data lake, I actually call it, because we have two data aggregation or data gathering infrastructure. One is backed by Spark and S3, which we call a data lake, where unstructured, structured data, there are all kinds of data there, mix and match, and it's not that easy sometimes, you need to do some transformation on top of the data, which is sitting there in order to really get to the needle in the haystack. But data warehouse has in grad shift, which basically gets the data from the data lake, or like the Spark ideal engine, and then makes it more like a metric-driven report, so that it's easily discoverable and it is more like what the business requires right now. It's more like formal reports, and the dimensions and all those attributes are much more well thought of. Whereas data lake is kind of like throwing it all in one piece so that at least we have the data in one place, and then we can analyze and process it. >> In putting all the data first in the data lake and then, essentially, refining it into the data warehouse, what did you use to keep track of the lineage and to make sure that you knew the truth, or truthfulness, behind all the data in the data warehouse once it got there? >> So basically, we built data model on top of S3 and Spark. We used that data model as a basis, as a source of truth to feed in the reports, and that data model was consistent across wherever you find it. So we want to make sure that those attributes, those dimensions and anything related to that data model for the e-com as well as offline patron is consistent. And so we use Spark, we use S3, essentially, to get that data model consistent, and also, we use a bunch of advanced monitoring stuff for that. When we are processing jobs, we want to make sure that we don't lose the data, and we remove the coupling between the systems by decoupling them, and essentially, in the next version, we made it even stream, even based streams, so that was like general strategy which we adopted in order to make sure that we have consistency around data lake and data warehouse. >> What would be the next step? So, now you've significantly enhanced business intelligence, and you have the richest repository behind that data warehouse. What would you do either with the data in the data warehouse or the data in the data lake repository? >> So we are constantly enriching our data lake because that needs to be updated all the time, but at the same time, we want to connect business with our metrics; they essentially derive all of that data which is sitting in the data lake to help optimize a problem. For example, we are working on sales optimization. We are working on operations optimization, demand planning, supply planning, in addition to customer insights. We are also working on other strategic project. For example, instead of just recommending or predicting LTV return, what we are doing is, we are trying to be more descriptive in our analytics in which it takes an advisory role, and looks over all the marketing spend, not just predict the high LTV customers, but actually allocates budget for different marketing spend across different channels for omni comment. For example, TV display ads, you know, all of that, so that's also happening as we speak, as we enrich our data lake and essentially generate those reports. Now, then we also need to circle back with the business folks or decision makers in order to really convince them to use that. So that's why we created these cross-functional teams, aligned to a business goal contextually aware teams, which know their roles and responsibilities, but at the same time, which can collaborate effectively and produce a result which drives the bottom line. >> What kind of customer insights were you looking for? Do they deliver family products, diapers to the home and that sort of thing? What sort of customer insights were you looking for and how is it working? >> Basically, Honest, in all our target customers, we need to better understand what their needs are. So customer insights, for example, the demographics of the customers. In addition we also wanted to see what are the things, what are the patterns which are common in customer, so that we can recommend products which are being bought by one segment of customer versus another. Those common properties, it could be mothers, who have recently had children, but who live in this neighborhood and have this kind of income level. So how do we ensure that we actually predict their demands before it actually happens. So we need to understand their habits, we need to understand the context behind it, if we are making some search, how many pages they use for this kind of product or that kind of a product, and similarly other things which enhance the understanding of the customers, make them into different buckets of segments, and then using those segments to target, because we already have data about LTV and turn as predictive models revealing if a customer is going to turn for whatever reason, we know by doing a similar campaign for other customers this has successfully given us more subscriptions or helped us to reduce a turn, that is how we target them and optimize our campaigns or our promotions for that. >> David: Sure. >> We're also looking for the overall lifestyle of the people who are passionate about Honest brands or brands that exhibit similar values, for example, eco-friendly, safe, and trusted products. >> Right, so we have just a couple of minutes to go before we get to the break. This is great stuff and George, I'll come back to you for a final question in just a moment, but in 30 seconds or so, tell us why you selected Databricks. You probably looked at other options, right? >> Shafaq: Absolutely. >> Can you give us a quick, why you made the decision? >> Absolutely, when we came in at Honest, all they had was a bunch of my secret developers, and very limited big data knowledge. So, now that they need a jump start in order to really get to that level in a very small time. How that's even achievable? We don't even have dedicated data-ops on our team. So basically, Databricks helped to bridge that gap by allowing us to get the infrastructure efficiency we needed by spinning up in hassle free manner. They also had this notebooks feature where we can scale the code and scale the team by actually reusing the boiler plate code, and similarly, different teams have different expertise. For example data science teams like Biton and data engineers like Scallop. So now those Scallop people write function which can be called by teams in data science in the same notebook, essentially giving them the ability to collaborate effectively. And then we also needed some tool to give more traction and visualization for data scientists well as data engineers. Databricks has a big visualization built in which helps to understand the causation corelation at least corelation right of the band, without even importing the data into our, or some other external tool, and making those charts. So there are a bunch of advantages around which we wanted. And then it has a platform API, like DBFS, like a disability files, it's similar to our vestry, which are cool APIs which again provide us the jump start which we needed, in so less amount of time, we actually made those, not only data warehouse, but also data driven parts. >> It sounds like Databricks has delivered. >> Shafaq: Oh yeah. >> Awesome. All right, George, just enough time for one more question if you want to throw on in. >> This one is kind of technical, but not on the technology side so much as, how do you guys measure attribution between channels and omni-channel marketing? >> That's a very good question. We have this project called Marketing Attribution, and essentially, the scope of that project is, we want to give the right ways to the right clicks of the customer as a journey of subscription or conversion. So, we have a model which basically use a bunch of techniques, including weighted and linear regression to basically come up with some kind of a weighted way of allowing those weights to be distributed among different channels. And then we also, the first problem to solve is that we needed to instrument logging so that we get those clicks and searches, all of that, into our data lake. That was done before hand, before starting the MT project, because we have a bunch of touch points. Customer could be doing search, he could be calling our sales rep, he could be tracking his order online, or he could be just leaving his cart in a state which is not fulfilled. And then, now we are trying to get it offline also, on top of that, and we are working on to get so that we know what a customer is doing in store and we have seamless experience using this MTA as a next version of it to give them a seamless experience in brick and mortar store or online. >> Great, that's great stuff, Shafaq. I wish we had more time to go. We'll talk to you more after we stop rolling. Thank you for being so honest, and we appreciate you being on the show. >> Thank you, I really appreciate it. >> Thank you so much. >> George: Shafaq, that was Great. >> All right, to all of you, thank you so much. We're going to be back in a few moments with the daily wrap up. You don't want to miss that. Thank you for joining us on theCUBE for Spark Summit 2017.