>>Hey everyone. Welcome back to Miami. Lisa Martin here live with the Cube at IFS Unleashed 2022. We're so excited to be here. We just had a great conversation with Ifss, CEO of Darren Rouse. Now we've got another exciting conversation. F1 is here. You know how much I love f1. Christian Peterson joins us as well, the Chief Product Officer at ifs, and Sean Edwards IT business partner at Aston Martin. F1. Guys, it's great to have you on the program. Thank you for having >>Us. Thank you >>Very much. We were talking about F one. We probably could have an entire conversation just on that, but Christian, I wanna talk with you. It's been three years since the Cube has covered ifs obviously for obvious reasons during that time. So much momentum has happened. IFS cloud was launched about 18 months ago. Give our audience an o, a flavor of IFS, cloud and some of the milestones that you've hit in such a short time period. >>Yeah, I mean IFS cloud is really transformational in many ways. It's transformational for first and foremost for our customers in what enables them to do, but also transformational for us from a technology perspective, how we work and how we do everything. And at the end of the day, it has really surfaced, served around the the, the fact of what we need to do for our customers. And what we saw our customers often do back then, or any company, was they were out looking for EAP solutions or FSM Solutions or EAM Solutions or what have you. And then they were trying to stitch it all together and we, we said like, Hang on a second, these these traditional software s, those are some that I'm guilty. You know, there's some that we actually invented over the years together with analysts. So we invented EER P and we invented CRM and EAM and all these different things. >>But at the end of the day, customers really want a solution to what they are, they are what they're dealing with. And so in these conversations it became very clear that and very repeated conclusions from the conversations that customers wanted something that could manage and help them optimize the use of their assets. Regardless of what industry you're in, assets is such a key component. Either you are using your assets or you're producing assets. Second thing is really get the best use of of your people, your teams and your crew. How do you get the right people on the right job at the same time? How do you assemble the right crew with the right set of skills in the crew? Get them to the right people at the same time. So, and then the final thing is of course customers, you know all the things that you need to do to get customers to answer these ultimate questions, Will you buy from this company again? And they should say yes. That's the ultimate results of moments of service. So that's how we bring it all together and that's what we have been fast at work at. That's what IFS cloud is all about. >>And you, you talked about IFS cloud, being able to to help customers, orchestrate assets, people, customers, Aston Martin being one of those customers. Shawn, you came from ifs so you have kind of the backstory but just give the audience a little bit of, of flavor of your role at Aston Martin and then let's dig into the smart factory. >>Sure. So I previously worked at IFS as a manufacturing consultant. So my bread and butter is production planning in the ERP sector. So we, I Aston Martin didn't have an ERP system pre IFS or a legacy system that wasn't working for them and the team couldn't rely upon it. So what we did was bring IFS in. I was the consultant there and as IFS always preached customer first, well customer first did come and I jumped to support the team. So we've implemented a fully RP solution to manage the production control and the material traceability all the way through from design until delivery to track. And we've mo most recently implemented a warehouse solution at Trackside as well. So we are now tracking our parts going out with the garage. So that's a really exciting time for RFS. In terms of the smart factory, it's not built yet. >>We're we're supposed to move next year. So that's really exciting cause we're quadrupling our footprint. So going from quite a small factory spread out across the North Hampton Share countryside, we're going into one place quadruple in our footprint. And what we're gonna start looking at is using the technology we're implementing there. So enabling 5G to springboard our IFFs implementations going forward with the likes of Internet of things to connect our 15 brand new CMC machines, but also things like R F I D. So that comes with its own challenges on a Formula One car, but it's all about speed of data capture, single point of truth. And IFFs provides that >>And well, Formula One, the first word that comes to mind is speed. >>Absolutely. Second >>Word is crazy. >>We, we are very unique in terms of most customers Christian deals with, they're about speed but also about profit and efficiency. That doesn't matter to us. It is all about time. Time is our currency and if we go quicker in designing and manufacturing, which ifs supports ultimately the cargo quicker. So speed is everything. >>And and if we, if we think of of people, customers and assets at Asset Martin F one, I can't, I can't imagine the quantity of assets that you're building every race weekend and refactoring. >>Absolutely. So a Formula one car that drives out of the garage is made up of 13,000 car parts, most of which, 50% of which we've made in house. So we have to track that all the way through from the smallest metallic component all the way up to the most complex assembly. So orchestrating that and having a single point of truth for people to look at and track is what IFFs has provided us. >>Christian, elaborate on that a little bit in terms of, I mean, what you're facilitating, F1 is such a great example of of speed we talked about, but the fact that you're setting up the car every, every other weekend maybe sometimes back to back weeks, so many massive changes going on. You mentioned 50% of those 13,000 parts you manufacture. Absolutely. Talk about IFS as being a catalyst for that. >>I mean the, it's, it's fascinating with Formula One, but because as a technology geek like me, it's really just any other business on steroids. I mean we talk, we talk about this absolutely high tech, super high tech manufacturing, but even, even before that, the design that goes in with CFDs and how you optimize for different things and loose simulation software for these things goes into manufacturing, goes into wind tunnels and then goes on track. But guess what, when it's on track, it's an asset. It's an asset that streams from how many sensors are on the car, >>I think it's over 10,000 >>Sensors, over 10,000 sensors that streams maybe at 50 hertz or 50 readings. So every lap you just get this mountain of data, which is really iot. So I always say like F one if one did IOT before anybody invented the term. >>Absolutely. >>Yep. You know, F1 did machine learning and AI before anybody thought about it in terms of pattern recognition and things like that with the data. So that's why it's fascinating to work with an organization like that. It's the, it's the sophistication around the technologies and then the pace what they do. It's not that what they do is actually so different. >>It is, it absolutely isn't. We just have to do it really quickly. Really >>Quickly. Right. And the same thing when you talk about parts. I mean I was fascinated of a conversation with, with one of your designers that says that, you know, sometimes we are, we are designing a part and this, the car is now ready for production but the previous version of that part has not even been deployed on the car yet. So that's how quick the innovation comes through and it's, it's, it's fascinating and that's why we like the challenge that Esther Martin gives us because if we can, if we can address that, there's a lot of businesses we can make happy with that as far, >>So Sha I talk a little bit about this is, so we're coming up, there's what four races left in the 2022 season, but this is your busy time because that new car, the 23 car needs to be debuted in what February? So just a few months time? >>Absolutely. So it's a bit cancer intuitive. So our busiest time is now we're ramping up into it. So we co, we go into something called car build which is from December to December to February, which is our end point and there's no move in that point. The car has gotta go around that track in February. So we have got to make those 13,000 components. We've gotta design 'em, we've gotta make 'em and then we've gotta get 'em to the car in February for our moment of service. They said it on stage. Our moment of service as a manufacturing company is that car going around the track and we have to do it 24 times next year and we've gotta start. Well otherwise we're not gonna keep up. >>I'm just gonna ask you what a, what a moment, what's a moment of service in f1 and you're saying basically getting that >>Functional car >>On the track quickly, as quickly as possible and being able to have the technology underpinning that's really abstracting the complexity. >>Absolutely. So I would say our customer ultimately is the driver and the fans they, they need to have a fast car so they can sport it and they ultimately drive it around the track and go get first place and be competitive. So that is our moment of service to our drivers is to deliver that car 24 times next year. >>I imagine they might be a little demanding >>They are and I think it's gonna be exciting with Alonzo coming in, could the driver if we've gotta manage that change and he'll have new things that he wants to try out on a car. So adds another level of complexity to that. >>Well how influential are the drivers in terms some of the, the manufacturing? Like did they, are they give me kind of a a sense of how Alon Fernando Alanzo your team and ifs maybe collaborate, maybe not directly but >>So Alonzo will come in and suggest that he wants cars to work a certain way so he will feed back to the team in terms of we need this car, we need this car part to do this and this car part to do that. So then we're in a cycle when he first gets into the car in that February, we've then gotta turnaround car parts based off his suggestions. So we need to do that again really quickly and that's where IFS feeds in. So we have to have the release and then the manufacturer of the component completely integrated and that's what we achieve with IFFs and >>It needs to be really seamless. >>Absolutely. If, if we don't get it right, that car doesn't go out track so there's no moving deadline. >>Right. That's the probably one of the industries where deadlines do not move. Absolutely. We're so used to things happening in tech where things shift and change and reorgs, but this is one where the dates are set in their firm. >>Absolutely. And we have to do anything we can do to get that car on the track. So yeah, it's just a move. >>Christian, talk about the partnership a little bit from your standpoint in terms of how influential has Aston Martin F1 been in IFS cloud and its first 18 months. I was looking at some stats that you've already gotten 400,000 plus users in just a short time period. How influential are your customers in the direction and even the the next launch 22 R too? >>I mean our customers do everything plain and simple. That's that's what it is. And we have, we have a partnership, I think about every single customer as a partner of ours and we are partnering in taking technology to the next level in terms of, of the outputs and the benefits it can create for our customers. That's what it's all, all about. And I, I always think about these, these three elements I think I mentioned in our state as well. I think the partnership we have is a partnership around innovation. Innovation doesn't not only come from IFS or the technology partner, it comes from discussions, requirements, opportunities, what if like all these things. So innovation comes from everywhere. There's technology driven innovation, there's customer driven innovation, but that's part of the partnership. The second part of the partnership is inspiration. So with innovation you inspire. So when you innovate on something new that inspires new innovation and new thinking and that's again the second part of the partnership. And then the third part is really iterate and execute, right? Because it's great that we can now innovate and we can agree on what we need to do, but now we need to put it into products, put it in technology and put it into actual use. That's when the benefits comes and that's when we can start bringing the bell. >>And I think it's really intrinsically linked. I mean if you look at progress with Formula One teams and their innovation, it's all underpinned by our technology partners and that's why it's so important. The likes of Christian pushes the product and improves it and innovates it because then we can realize the benefits and ultimately save time and go faster. So it's really important that our, our partners and certainly inform one, push the boundaries and find that technology. >>And I think one of the things that we also find very, very important is that we actually understand our customers and can talk the language. So I think that was one of the key things in our engagement, Martin from the beginning is that we had a set of people that really understand Formula One felt it on their bodies and can have the conversation. So when the Formula One teams they say something, then we actually understand what we're talking about. So for instance, when we talk about, you know, track side inventory, well it's not that different from what a field service technician have in his van when he goes service. The only difference is when you see something happening on track, you'll see the parts manager go out to the pit lane with a tablet and say like, oh we need this, we need that, we need this and we need that. And then we'll go back and pick it and put it on the car and the car is service and maintain and off go. Absolutely. >>Yeah that speed always impresses me. >>It's unbelievable. >>Shannon, last question for you. From a smart factory perspective, you said you're moving in next year. What are some of the things that you are excited about that you think are really gonna be transformative but IFS is doing? >>So I think what I'm really excited about once we get in is using the technology they've already put in terms of 5G networks to sort of springboard that into a further IFS implementation. Maybe IFFs cloud in terms of we always struggle to keep the system up to date with, with what's physically happening so that the less data entry and the more automatic sort of data capture, the better it is for the formula on team cuz we improve our our single point of truth. So I'm really excited to look at the internet of things and sort of integrate our CNC machines to sort of feed that information back into ifs. But also the RFID technology I think is gonna be a game changer when we go into the new factory. So really >>Excited. Excellent. Well well done this year. We look forward to seeing Alonso join the team in 23. Fingers >>Crossed. >>Okay. Fingers crossed. Christian, Jeanette, it's been a pleasure to have you on the program. Thank you so much for sharing your insights and how ifs asked Martin are working together, how you really synergistically working together. We appreciate your time. >>Thank you very much for having us. Our >>Thanks for having us. And go Aston >>Woo go Aston, you already here first Lisa Martin, no relation to Aston Martin, but well, I wanna thank Christian Peterson and Shannon Edwards for joining me, talking about IFS and Aston Martin team and what they're doing at Speed and Scale. Stick around my next guest joins me in a minute. >>Thank you.

>>from around the globe. It's the Cube >>with digital coverage of VM World 2020 brought to you by VM Ware and its Ecosystem partners. Welcome back to the Cube. Virtual 2020. Coverage of VM Ware, VM World 2020 Virtual. I'm Sean for your host of the Cube. Join with Dave Alonso. We got a great guest. Carol Carpenter, Who's the chief marketing officer of VM Ware Cube Alumni move from Google Cloud to VM Ware. Carol, great to see you. And thanks for coming on the Cube for VM World 2020. Virtual coverage. Thank you. >>Yeah. Thank you both for having me here. Delighted to be here. >>So we've talked about many times before, but you're very in the cloud. Native space. You know the market pretty well. I gotta ask you what attracted you to come to the end? Where what was the What was the reason? Now you're heading up marketing for VM. Where what was the driving force? >>Well, a few things, you know, Number one. I've always had a passion for this space. I love the cloud. I was involved in an early stage company prior to Google Cloud that really had the promise of helping people get enterprises, get to the cloud faster. Um, and when I, you know, look around and I Look which kind of which companies are shaping the future of technology? VM ware, Certainly one of those companies. Second reason goes without saying the people in the culture, incredible leadership and empowerment all throughout Vienna, where and it's it's quite exceptional. And the third is I really think customers are on a really tough journey. Um, and having been at a hyper scaler, having worked at places where you know, cos air in a more traditional legacy environment, it makes it made me realize like this is a tough journey. And I think the, um where is uniquely positioned to help enterprises with what is a complex journey, and it's a multi cloud world. I'm sure you know that our customers know it. And how do you make all these disparate systems and tools work together to deliver the business results? I believe the M where is uniquely positioned Thio. >>It's interesting. VM Ware is going to a whole nother level. We've been commenting on our analysis segments around the business performance, obviously, and the moves they've made over the years. This is our 11th VM world. Keep started 10 years. 11 years ago. Um, we've been seeing the moves so great. Technology moves, product moves, business performance. The relationship with the clouds is all in place. But then Cove, it hits, okay? And then all that gets accelerate even further because you've got, you know, companies that I have to use this downtime to re modernized. And some people get a tailwind with modern application opportunities. So it's interesting time to be, you know, on this trajectory with VM ware and the clouds, what's your thoughts? Because you join right in the middle of all this and you're in and I of the storm. What's your view on this? Because this is a, uh, forcing function for companies to not only accelerate the transformation, but to move faster. >>Yeah, for sure. You know, it's been an incredibly challenging time, I think for everyone, and I hope everyone who's watching and listening is safe. Um, you know, we talk about decades of progress being made in two weeks, and I guess that's the silver lining. If there is one, which is this ultimate work? Remote work from home that we've enabled and the work anywhere. It's been completely liberating in so many ways. Um, you know, it's an area where I look at, there's how we lead our teams and how do we maintain relationships with customers, which obviously requires a different type of interaction, of different type of outreach? And and then there's what are the solutions at scale And you know, im I pleased to say, like there were absolute big lifts in certain areas of our business, particularly around, you know, remote work and our digital workspace solutions, you know, really enabling companies to get thousands of workers up and running quickly. That, combined with our security solutions and our SD wan solution to really enable all of these remote homes to become thousands of remote offices. So there's all of that, which is incredibly positive. And at the same time, you know, I have to tell you, I joke, but I still haven't figured out where the bathroom is, you know, free three plus months. So that way I miss the human connection. I miss being able to just see people and give people a hug now and then when you want Thio >>e mean, VM. Where? Carol, It's amazing. Company. You mentioned the culture before. It really started as a workstation virtualization company, right? And then so many challenges, you know, and use a computing. You guys do an acquisition bringing Sanjay Poon in all of a sudden, you're the leader there cloud, you know, fumbled a little bit, but all of a sudden, the cloud strategy kicking on all cylinders, we see that, you know, growing like crazy. The networking piece, the storage piece you mentioned security, which is a amazing opportunity. Containers. They're gonna kill kill VM ware. Well, I guess. Guess what? We're embracing them. It seems like culturally vm where it just has this attitude of if there's a wave, you know, we're gonna ride it, we're gonna embrace it and figure out how to deliver value to our customers. What's your thinking on that? >>Yeah. I mean, it's such a VM ware, such an innovative company. And that is another reason that attracted me on disability to look at what customers need. Like, this is an incredibly were an incredibly customer centric company, listening to customers, understanding their needs and providing a bridge to where they need to go while also providing them the resiliency and needs they have today. That is what thrills me. And I think we have such an incredible opportunity to continue to drive that future innovation while also being that bridge. Um, I have to tell you, you know, I've known VM Ware for a long time, and what appealed to me is this broader portfolio and this opportunity to actually tell a broader business value story to be able to actually tell that story about not just digital transformation but business transformation. So that's what that's. That's the journey we're on and it's it's happening. It's really I mean, you look at all the customers, whether it's, you know, JPMorgan Chase to, um, a nonprofit like feeding America to, you know, large companies like Nike. It's really incredible the impact and value we could bring. And I feel that my job and the marketing team's job is, I tell them like they're all these diamonds in the backyard. It's just some of them are a little dirty, and some are they're just not fully revealed, and it's our job, todo and you know, dust them off and tell the story to help customers and prospects understand the value we could bring. >>That's how should we be thinking? How should we be thinking about that? That business value, transformation, business transformation? You you? Certainly when you think of an application's company that there's easily connect the dots. But how should we be thinking about VM Ware in that value chain? You an enabler for that transformation? Can you provide some color there? >>Yeah, let me give you some specific examples like Look at, um, so the addition of Tan Xue to the portfolio is what enables us to have these discussions that, let's face it, the only reason people need or want infrastructure is because they want to deploy an application. They want to write an application. They want to move an application. And Tan Xue, which is our container based, kubernetes based orchestration solution and lots more to it. That's what how it is in simple terms that gives us the ability to work with companies, lines of business as well as developers around riel. Business transformation. So two quick examples one. I can't say the name quite yet, but I think very large pharmaceutical company who wants to launch and have a mobile app to help patients. People who are taking Cove in 19 tests get the results, understand the results, ask questions about the results and have one place to go that's really powerful. And to be able to develop an app that is scale built for scale, built for enterprise, built to be resilient when patients are trying to get information. Um, in four weeks, I mean, that's pretty. That's quite incredible. Another example is, you know, very large e commerce company that, you know, you mentioned Cove it and some of the challenges we know retail has certainly been kind of, ah, tale of two cities, right? Some companies with lots of lift and others with real struggle in the physical world. But anyway, large retailer who had to within weeks flip to curbside pickup, Um, being able to look customers being able to look at inventory on demand, those kinds of capabilities required ah, wholesale rewrite of many of their e commerce applications. Again, that's a place where we can go in and we can talk to them about that. And by the way, as you know, the challenge is it's one thing to write and deploy an app, and then it's another to actually run it at scale, which then requires the networking, scalability and flexibility it requires. The virtual, um, storage. It requires all the other elements that we bring to the table. So I think that is the That's kind of the landing spot. But it's not the ending spot when we talk to customers. >>Carol talk about the challenge of VM World 2020 this year. It's not in person. It's one of them. It's an industry event. It's been one every year. It's a place where there's deep community, deep technical demos, beep deep discussions. Ah, lot of face to face hallway conversations. That's not happening. It's virtual. Um, you came right in the middle of all this. You guys pulled it together. Um, got a You got keynote sessions and thanks for including the Cube. We really appreciate that as well. But you have all this content. How did you handle that? And how's that going and and share some, uh, color on what it took to pull it off. And what's your expectation? >>Yeah, So you know. Yes. VM world is considered the gold standard when it comes to industry events. I mean, from the outside in this is the canonical I t event. And so I feel, really, you know, honored that this franchise is now in my hands and have an incredible team of people who obviously have been working on it for prior to my joining. So I just feel honored to be part of it. Um, this is going to be the world's largest VM world. And on the one hand, miss the energy in the room, Miss seeing people, everything you talked about, the serendipitous interactions that the food line or coffee bar. Um, but going virtual has so many benefits. Some of the things we were talking about earlier, the ability to reach many, many more people. This event is going to be 5 to 6 times larger than our physical event. And that's not even including the VM world that we're running in Asia in China. And the other thing that makes me super happy is that over 65% of our registrants and of the attendees here are actually first time VM world attendees. So this ability to broad in our tent and make it easier I mean, let's face it. You know, being able to fly, whether it was Vegas or San Francisco is originally planned. Stay in these expensive hotels and take that time it was. It's a big ask. So by going virtual, we actually have expanded our audience tremendously. Three other thing I am really excited about is we have 800 plus content sessions. We are following the sun. We have live Q and A after every session. We have really the best mobile app for any events, so I encourage you to take a look at that which does enable the chat interaction as well as you know, path funding through the many channels we have of contact. Its's Look, we're learning, and I'd love to follow up with you later to hear what you've learned because I know you've also been doing a lot. Virtually, I think the world is going to move to something that's more hybrid, some combination of virtual and small group, you know, in person, some local events of some sort. Um, but this one I'm super excited about, we we really have seen high engagement, and I just think, Well, I look forward to hearing everyone's feedback. E >>I think one of the things that we've been hearing is is that I can now go to the M world. I can participate now virtually it's it's kind of I would call First Generation writes me the Web early days. But you're right. I think it's gonna open up the eyes to a bigger community, access a bigger pool of data, bigger pool of interactions and community. And when they do come back face to face, people be ableto fly and meet people they met online. So we think this is gonna be a real trend where it's like the r A. Y of this virtual space is tremendous. You could do demos. You conserve yourselves, you could consume a demo, but then meet people face to face. >>And by the way, we have, you know, a tremendous number of fun activities. Hopefully you've taken part in some of them. Everything from puppy therapy Thio magic shows to yoga Thio Um you know John Legend legend performing. So I agree. I think the level personalization and ability to self serve is going to be out of this world. So yeah, it's just the best. >>Your event, just some key things that we can share with the audience. Cloud City has over 60 solution Demos Uh, there's a VM World challenge That's fun. There's also an ex Ask the expert section where you got Joe Beta and Ragu and other luminaries there to ask the questions of the That's the top talent in the company all online. And of course, you get the CTO Innovation keynote with Greg Lavender. So you know you're bringing the big guns out on display on it. Z free access. Um, it's awesome. Congratulations. We're looking forward Toa see, with the day that looks like after, So what's the story line for you? If you had to summarize out the VM World 2020 this year, what's coming out from the data? What are you hearing? Is the key themes, Actually, the tagline. You know, uh, you know, possible together, Digital foundation, unpredictable world. But what are you hearing, uh, in the virtual hallways? >>Well, a few things, but I'd say the top take away is that VM where has spread its wings, has embraced mawr of the different ICTY audiences and is driving business transformation for companies in new and pretty unique ways. What and then obviously like slew of announcements, new partnerships, new capabilities, everything around multi cloud we have. As you know, every single cloud provider is a partner on the security front, intrinsic security built in throughout the entire stack. The the other part that I I think it's super exciting are these partnerships were announcing everything from what we're doing with and video to make a i mawr accessible for enterprises in production to what we're doing around sassy, secure access Service Edge. Being able to provide a holistic, secure, distributed environment so that every worker, no matter where they are, every endpoint, every remote office could be fully secured. >>You know, in VM where is the gold standard of Of of the Ecosystem and VM world? Of course, they're all in the showcase and it was hard fought. I mean, it took a long time to get there, and you know, the challenges of building that. And now you mentioned in video. You see all these new tail winds coming in and and then I've seen companies launch at VM World. And so you know that ecosystem is, as I say, it is very difficult to build. But then becomes a huge asset because this just gives you so much leverage. A zone organization, your company's your partners, your customers. >>Thank you, Dave. Yeah, we're super excited. And I should say that like the partner and the ecosystem here is unparalleled. And our challenge is how do we provide? And you know, this Like, how do we provide the strategic vision and that practitioner level content? So we're gonna you know, that's what we're committed. Teoh is making sure that our practitioners get everything they need in every every area of expertise, as well as making sure we're conveying our business story. >>Carol, thanks so much for coming on. Really appreciate the inside one final question for you as we get through this crisis soon hybrid comes back for events, certainly. But as the CMO the next gen story, you now have a chief customer officer. We interviewed him. Well, the n words go to the next level. What's your goals? What are you trying to accomplish? And you've got a lot of things going on. Certainly a big story to tell. A lot of ingredients. Toe kinda cook a great, great story here. What's your goals? See him over the next year. >>You know, my goal is to help drive the business transformation and you've heard it from Submit. You've heard it from others at this point. But really, you know, the company is going We're going through a dramatic transformation from being, you know, ah, license on Prem Company to being a multi cloud, modern SAS company. So my goal is to support that. And that means modernizing the way we do marketing which, you know, you say, Well, what does that mean? It means customer focus, customer lifecycle marketing. It means agility, being able to actually use data to drive how we interact with customers and users so that they have those great experiences and they continue to use the product and Dr Adoption and Growth. And the other part of it is, um, b two b marketing, as you may or may not have noticed, is incredibly boring and dull. And I know I'm guilty of this, too. We get caught up in a lot of but jargon and the language, and I am on a mission that we're going to do great B two B marketing that helps customers understand what we do and where we express the value simply clearly and in in differentiated way. >>That's awesome. >>Yeah, Why should the consumer guys have all the fun? Right? >>Right, Well, and that's part of being, by the way a SAS or subscription company is. Everything we do needs to be consumer simple at scale and with the secure ability and the reliability of what an enterprise means. >>Well, I got to tell you that the irony of all this virtual ization of the world with Covic virtual events e one of the big surprise is we're gonna be looking back at is how much it's opened up Thio Mawr audiences and new ways of modernizing and taking advantage of that. Certainly with content in community, you guys are well positioned. Congratulations for a great event. Thank you for coming on and sharing your insights, and we'll keep in touch. We'll try. We'll try to make it exciting, Mister Cube. Thank you. Appreciate >>it. Thank you. Awesome. Thank you. Thank you, John. >>I'm Jennifer David. Lot Cube. Coverage of the M 2020 Virtual. This is the Virtual Cube. Have now virtual sets everywhere. All around the world. It's global. Thanks for watching

>> Narrator: Live from Anaheim, California it's theCUBE covering Nutanix .NEXT 2019, brought to you by Nutanix. >> Welcome back, everyone, to theCUBE's live coverage of Nutanix .NEXT. We are wrapping a two-day show. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We saved the best for last. We have Ben Gibson, Chief Marketing Officer and Monica Kumar, SVP Products and Solutions at Nutanix. Thank you both so much for coming on theCUBE. >> Thank you for having us. >> Yeah. >> So congratulations on a great show. 6,500 attendees and 20,000 were live streaming. We had Mark Hamill, Jessica Abel is speaking next. Energy, a great vibe. Congratulations, you both get a well-deserved vacation after this. But I want you to, Ben, close out the event and tell us a little bit about what you hope the attendees is come away with. >> Yeah thanks, and thanks to theCUBE for joining us here-- >> You are welcome. >> It's a long marathon, right, over the last two days. And thank you for the great coverage you provide for this event. Yeah, we're thrilled with the event, and for us, it really starts with getting even deeper, more connected with our customers, right? And so we do great keynotes and there's a lot of new product announcements which I know have been covered in good detail throughout the last two days. But at the core of it, it's how do we make our customers better positioned for how they do their jobs. So it's training and certification and networking with their peers, and you hear that all over the place. And so as excited as I've been over the last three days with the event and the grandeur of it all, the thing that really gets me pumped up the most is when I see these ad-hoc groups that just come together in a hallway, and they sit down. I go over and say, what're you guys up to? and we're like, well, this is like our AHV mashup group, and we get here and we talk about key challenges we have, key opportunities, best practices tips, and so it's that network effect for me above anything else is what is at the heart of this show. >> One of the highlights we pointed out yesterday and today in our intro was the community vibe you have here. You have a great loyal customer base, Net Promoter Score of 90 which is a monster number, congratulations. But it's a small intimate event, you guys were able to not make it a trade show but a conference that was intimate, content driven, content value with nice tracks. Lots of comments on the tracks. So a lot of good highlights. So my question to you Ben and Monica, what's your highlight so far? >> You know, I'll take this one. As a newbie, I'm one of the newest members of the team at Nutanix and this is my first .NEXT. Even though you say it's a small event, it's still 6,500 plus people and about 20,000 attendees online right. So I think it's still sizable, but the beauty is that we're still able to maintain that community feeling. And so for me the most exciting part was not only meeting with customers like our SisAdmins, DevOps folks, developers, IT directors, CIOs, partners, our own employees, we're like bringing everybody together here to discuss how we can make things better for the customers, and what are things that are working and how can we improve. So I think to me that's one of the biggest thing I'm taking away as I go back, is what we can take as a feedback and how we can do things better in how we bring products to the market. >> Ben, highlights for you? >> Yeah for me, well first of all, I got to interview my boyhood idol, Mark Hamill. (laughter) >> Pretty cool. >> And that was a lot of fun, right. And we've just gone through in an hour and half of great content, our Nutanix Mine announcement, that was great, we announced AHV support on frame. So that was exciting to me and then, the cool thing about our show is we like to mix it up with something that's really fun. And in my case and I know with many people in the arena, and I saw the meet and great afterwards, to bring out Mark Hamill. I had to contain myself because I am a big Star Wars geek at my core, and we had a great conversation. And you know when you feel the room, I felt the room of 6,500 hanging on his every word, right? And he talked about persistence in his career, how he started out, all the rejection he got earlier on. We talked about his career journey, so on a really fun way, it kinda connects with a lot of journeys we have with the professionals in the room that are going through a lot of change and rejection or taking a risk or a chance on new disruptive technology. >> Yeahm it's really been a home run. First of all, the theme of having of Star Wars and Mark here was really great because the demographic, we all love Star Wars, so nice connection-- >> Who doesn't? >> Nice connection to the tech audience but your customers consistently say in theCUBE and off theCUBE, in the hallways and other conversations that they took a bet with Nutanix and it paid off. And that's the rebel kind of mindset inside these cultures of pre-existing legacy, vendors, and so you guys are breaking through. This is a big part of the marketing, is to enable those rebels to be now the mainstream. >> Yeah it's, you know you're right, it's rebellion, you know, that's spreading and growing, but as a marketer here, there's plenty of conversation about how we differentiate, right, and the outcomes we create for the customers but then when I see one of our early customers, and we opened the conference, he shared a picture where he was flying in a Cessna plane over the Grand Canyon, and he had his iPhone, he was managing his clusters with Prism on his iPhone. And what he said was the outcome for me, yeah there's total cost of ownership, yes, there's high performance levels, you can go through the traditional outcomes that IT folks look at. But at the end of the day he said, I'm able to spend more time with my family, and that sounds kinda cheesy, but it's real, and you sense that and you learn about that when you're here with customers. And with Monica coming on board, yeah, we've always been great, I think, at marketing and communicating our technology advantage but it's about more than that, right? >> Yeah. >> Talk about about your role, you have a stellar career, you're now new to Nutanix, you're not new to the industry. What's your focus? What you're gonna be working on? >> As with everything we do at Nutanix, it's all about the customer, so we are obsessed with making sure that the customer has the best experience, whether it's with product quality or how we take our products to market. How we message it to connect to what problem that they need to solve. So I think the biggest challenge we have as a company, the opportunity is, we know the customers are moving to the cloud. Customers are embarking on journeys to a modernized infrastructure. They are embarking on journeys to be able to use multiple different clouds. There is a lot of complexity out there, so our opportunity is to simplify that complexity for the customer. So that's what I am going to undertake with Ben here, is come up with right solutions, the right packaging, the right messaging, the right offers for our customers that can make it easy for them to get on their journey that they choose to get on to the cloud. >> Rebecca and I were talking about on the kickoff yesterday, 10 years old, CUBE's ten years old, so we've been following you guys for a long time as well. You're growing up. You're still a young company, you've said you're a billion dollar startup. >> Yeah. >> That's the culture. What's next for you guys? What's the goal? What's the objective? Because you've built a great community organically, your content is on the mark at the conferences, also digitally, there's nice organic kind of discovery for your customers, are learning about Nutanix. Word of mouth is big, network effect you mentioned, new cultural, younger generation. So you got a lot of things working for you. What's next? >> Well, thank you. I agree with those things, (laughter) but I tell you, here's one thing I've been thinking about towards the opportunity. So if you look at the past year, and I talked about this in our recent investor day, that if you look at the amount of IT Spin tied to traditional three-tier data center architecture, storage, network, compute, running in separate silos, hundred billion plus in annual spin. Hyper conversions, great new modernizing infrastructure play, the market spend on that this year is probably five billion. So if you think about that, I think about only 5% of the legacy world been modernized. And I am not claiming a 100%, but I am claiming well north of an opportunity, well north of 5% to get there. So fundamentally, the first thing what's next is there's a lot of green field left to take advantage of here and for customers to understand the value, human value, as well as financial and operational value, of what we're up to here with our customers. And so that's next, and then at a higher level, and I know it's something Dheeraj and Sunil talk a lot about, it's, we've hyper-converged infrastructure, made that essentially invisible, much grander ambition, how do you hyper-converge clouds, how do you take the complexity Monica was just talking about and provide a lot of simplicity for App Mobility and the like and take that to the next level. So to me, there's still the core mission. We're just getting started right. >> You know I asked Sunil that question, I said, how do you make that happen? And he had a great comment. We weren't on camera, I wish he had said that on theCUBE. We were off theCUBE before. He said, "Well, people tasted Amazon, they tasted cloud, "and now they are gonna bring that "mojo to the enterprise on the premises, "because they realize the benefits of cloud by itself. "But they can't get everything to the cloud. "So they gotta get modernized on premises "and operating model, not so much a refresh." >> To add to that, if you think about the role of technology right, the role is to make our lives easier, whether it's at work or in our personal lives, so I think the next big frontier is all around automation. I think this whole move to the cloud is because people want to automate a lot of the mundane tasks, we've talked about that in the past with data and such. I think the same applies to infrastructure, so you're gonna see us really focused a lot more on, how can we help IT automate? A lot of the, you know, keeping the lights on type of tasks which could actually be easily be done by the machine or in the cloud or by the software, human beings then can focus on more important things. >> Right whether it's being over the Grand Canyon with your children or meaty tasks of our jobs. >> Exactly so it's about making IT become a service provider rather than a cost center. I think that's what we're gonna enable with our softwares, we continue to go forward. >> I'd love you to comment on Ayanna Howard, Dr. Ayanna Howard's keynote this morning, where she talked about actually smart machines working together with smart humans, and how that's really the collaborative AI, and that's really where the future is heading. How do you think about that, and how do you message that, and how do you approach that within Nutanix? >> Yeah I totally agree, it's not human versus the machine. It really is human plus the machine. It's the combination which is gonna be most powerful in how we adopt technology to make things better for us. Like I said, whether in our personal lives or work lives. I know a lot of examples in my own personal life that I can see how machines or softwares changed the things I used to do before which I don't do anymore. There's lots of examples, I know when growing up in India, we washed our clothes by hand and now we have, when I moved to U.S., we have the laundry machine, right? I mean, there's lots of small, small things that are happening now, we talk to our Alexas and we can command people, to call people, to turn the music on, to turn the lights off and what not. And I actually have benefited from those, my parents, I'll give you an example, I have older parents who live at home, and now it's amazing, my mom can say, Alexa turn off the light, or turn on the light if they have to wake in the middle of the night, guess what it's not dark anymore, the light gets turned on, it's a real use case, you know. (laughter) They won't trip and fall. So I'm like thank you Alexa (laughs). So I do think that power of machine and human is the combination where we're going next, and I think Sunil touched on it somewhat in his keynote too. We're talking about autonomous data centers, right. That's exactly what it is. We are injecting more of machine learning, more of AI technology in how we are analyzing the operations, and then how we act on the predictive intelligence that we're getting from the operations to fix things before they break. >> Ben, I want to ask you a question on the marketing side because one of the things that came out of the top stories that we identified here at the show was the move to software. It's a big part of Nutanix next generation shift and growth is gonna come from just software, not hardware, just a software company. And also Dheeraj mentioned that he has a new customer, Wall Street, (laughter) and so he has to manage that. He had a great answer on how he's gonna balance the short term Wall Street-ers and the long game that you guys play at the Nutanix, so you got the software transition, the middle of it, different economics, software economics are much more stronger than process improvement, box changing, changing boxes in a data center. So software's going to be a nice impact across the long game, but Wall Street may not understand that software, and as you guys go to the next level, from hiring and marketing software, how are you guys thinking about that? I know it's about a year under your belt now with software, what's the orientation? What's your posture for to the marketplace with the software play? >> That's a good question. I'm sure, you know, Dheeraj likes to talk about Wall Street and Main Street, right, and how do you balance the two. And yeah we are disrupting along established market. We are moving from hardware to software now rapidly in subscription-based consumption models, and we're doing all that at the same time we're growing at the rates we're growing. And so it's a lot of juggling in the air, right? >> And I'll throw channel in there too, you gotta channel the merging, your partner strategy is looking really good. The HPE relationship is I think a great signal, potentially, in more local expansion, more breadth channel marketing on the table (laughs). New things. >> I mean, the way I think about it, as a marketer here, is, you know, and Monica touched on this, how do we create and provide offers to market that take advantage of the freedom of choice of consumption of Nutanix, right. And then how do you take those to market through your sale organization, how do you increasingly take new offering and capability to market through the product itself, which is a well-worn practice in the SaaS world. And then the channel partners is a key part of this because the partners that really, and I met with many here this week that really on top of this, they want to build that value-added practices that are about providing new services and offerings on top of that software, and then to be able to offer it in effective ways. The marketer has think about how do we incentivize, how do we package, how do we message to bring these to the market. It's candidly a transition for us, but it's an exciting one. At the end-- >> And you guys, and you were open about it too, you recognize that it's happening. >> Yeah, and I see it, you know, those moves can be challenging, but those are also moves I think that Wall Street likes. >> Evaluational increase. >> So we're nearly finished with this conference, but we're already think ahead to the next one in Copenhagen. So talk a little about that, and then Nutanix Americas in 2020. >> Well good, so we're looking forward to taking the show across the pond to Copenhagen. We had a great, our Europe event last year in London was amazing, right. We had record turnout. We had close to, for a user conference, 35% of attendees were not even customers of Nutanix yet. And often for these conferences you see more existing users and then maybe some, and we so expect that trend to continue. We have a lot of traction across Europe, Copenhagen is a beautiful city. There'll be plenty new to announce there, so I can't leak anything early on that front yet. But that's gonna be exciting show. >> Come on. (laughter) >> It's taste. >> We won't tell anyone. >> And I'm sure he's gonna be hobnobbing with yet another celebrity in Copenhagen. I've renamed his title. He is the Chief Celebrity Officer at Nutanix now. >> Well, he and Mark Hamill are-- >> That's right. >> But we're best friends now. (laughter) >> And he was with Magic Johnson earlier. I have a long list of people he's been-- >> You're killing us. >> No, he is. (laughter) >> Yeah, Freddie Jackson. >> Well you know, all joking aside, it's customer experience. And if it's all business, it's all product and all technology, right, then you know, that's a certain level of experience, but part of this is the community and the happiness that we see in our customers is we make them happy, both in the technology we deliver, the partnership we enjoy with them, but then also some fun experiences we deliver to them. And that's the spirit of this show. >> Yeah you guys do a great job. I want it like highlight and also get your thoughts, and I want you to share with folks watching 'cause you guys do a great job on the content programs at your events, the mix and match up of the core meat on the tech bone, the solutions, but balance of guest hosts, guest celebrities kind of blend in the theme. What's the secret sauce? What's the playbook? What's the thinking behind lot of the content and how's that gonna translate digitally because you guys mix it up, it's not just all Nutanix all the time. You got partners, you got people from outside the industry, seems to reinforce, the threads kinda connect together. What's the, how do you guys think about that? >> Yeah well, the secret sauce at the core of this, Julie O'Brien, a woman named Erin Alonso on my team. We have a strong, small but mighty, very creative events team that understands that at the end of the day this is about learning, but it's also about show business too, right. And people want to come to relax, to learn, and to have fun too, and I think it's balancing the two. But it's not just, okay it's Mark Hamill, because he was in Star Wars. It's because we knew Mark had such a tight, iconic connection with our core demographic, in terms of the core customers we have, and I saw our customers, some with tears in their eyes when they were able to meet him afterwards. And so, okay there's, and I was joking hyper-convergence, I was talking to Mr. Hamill, I said, hyper-convergence, hyper-space, right, there's ways to connect the two together. But there's technology at the heart of both of that. So it's just a new and unique and surprising way, and one thing, I close with, we endeavor in marketing here when we run our campaigns, when we do our events, surprise and delight. Surprise and delight. It's inherent in the product with one click, and everything we do there, and we'd like to think it's inherent in our marketing and also an event like this. Surprise and delight. >> So Monica who'd your hero be up there on the stage? Who do you want to see at the next-- you boss is right here, (laughter) this is your chance to influence-- >> Oh my god, okay. If you really wanna know (laughs), he'll have to fly in from Bombay India, the movie star Shah Rukh Khan. He's got known as SRK. But he is a world-famous icon. So there you go, next one SRK. Talk to Sunil about it, he knows about SRK. >> We hear you. >> Note, noted. >> Well then Monica, thank you both so much for coming on theCUBE, always a pleasure. >> Thank you. >> Thank you. >> Thank you very much. >> I'm Rebecca Knight for John Furrier. You've been watching theCUBE's live coverage of Nutanix.NEXT (techno music)

>> live from London, England. It's the queue covering a ws summat. London twenty nineteen Brought to you by Amazon Web services >> Welcome back to London Summit Everybody, this is David Lamont and you watching the Cube, the leader in live tech coverage. We loved to go out to the events. We extract the signal from the noise. This is our one day coverage of a WS summit London, and it's packed house twelve thousand people here. The twenty six thousand people registered, which is just outstanding. Chris Bunches. Here's the general manager of a MIA for cloud reach, and he's joined by Mark Randy, whose CEO of signal FX. Gentlemen, welcome to the Cube. >> Thank you. >> Okay, let's start with signal effects. What's going on at the show? What's the buzz like? >> Very busy. Dozens deep. A lot of demonstrations feature in our massively scalable metrics platform and distributed tracing platform. So we've had a very good show. Good showing in London. >> Good. We're going to get into some of that. Chris, tell us about cloud reach. What you guys do? >> Sure. So Cloud Reach was founded in two thousand and nine. So quite a long time ago in the history of cloud confusing, at least >> was right after the Cloud City with >> quite a pure vision around helping complex organizations to adults public cloud computing technologies to doom or faster and better. That's all we've ever done. It's all we ever intend to do way work these days with enterprise organizations across the cloud lifecycle starting with adoption, helping them to understand White Cloud. How am I going to do this? How am I going to move my data center's into the cloud? How am I gonna build new services moving on through the life cycle? We help them with that. At that migration, we helped them to shut down their data centers on rebuild them in a WS. We helped build New Cloud native Services. Using the latest offerings from from Amazon and other cloud providers, we worked with him on Data analytics, helping them to generate insights from their data. Data flows in an ever faster pace from across the across the world into their organization. On all of that is wraps with an MSP manage service twenty four hours a day, seven days a week. >> So, Mark, I gotta ask you so back back in the day, the narrative was that the public law was going to kill every man, his service provider out there. It's been nothing but a tailwind for your business. Business is booming. What's what actually happened to give you that? Left >> on the signal effects side I look, the big trends are the move to the cloud number one. The second piece is just a change in the architecture's you know, the move to communities, the introduction for elastic burst e type use cases of things like Lambda and and that even more importantly, just the process of developing software movement from, you know, waterfall, Dad, agile and the Whole Dev ops movement in introduction of micro services. So that's it's It's just a lot of a lot of these ways been going on for quite some time, but they're really starting to hit the shore to shore right now, and I think it's been a great great opportunity for companies like Cloud Reach Tio to take advantage of were very excited by the partnership. >> Well, it has. It has ripple effects on the rest of the business, doesn't it? I was saying earlier in a segment that it used to be the business of No, we can't do that because and now you look around this audience, it's all doers and builders, and, you know, it's it's actually great marketing because it works, doesn't it? So clouded has been a fundamental component of >> Yeah, I mean, our whole businesses around making t v enabler helping businesses to innovate. Once upon a time, the message was all around. Cost saving is the reason to move to the cloud, and there's still an element of that. Nobody wants to pay Mohr, but actually, increasingly, what we're seeing is organizations moving to Amazon because they want the agility, they want to move faster. And they don't want to be the the culture of no and have a process that takes six months to deliver a new service to the business. They want to be out of deliver things in hours or minutes in the some cases, and they want to do so quickly on they want to innovate, a pace that they've never been able to before, partly from a competitive threat perspective and partly from a market opportunity. There's so much, but we can deliver to customers if we put our minds to it and use the primitives, the Amazon providers, as building blocks to enable new >> services. You know where you live in the Bay Area. I spent a lot of time out there, were based in Palo Alto and use a vortex that unique that sometimes I think way think that that's where all the action is. You come to London and you see all these startups. Every business is becoming a software company. And you know, we don't in Silicon Valley in America have a monopoly on innovation anymore, >> not even close. So there's a lot of great innovation all over Europe. Uh, here in the U K. All the way to Northern Europe, Doc, uh, Paris Way we see it across the board. So >> So what are people doing? They building new cloud native APS in the public loud. Are they doing a lifted shift and trying to get more agility out of those traditional APs? What's the landscape? Looks like? >> It's ah, combination of the two. The startup organizations, of course, is starting with no legacy. There's nothing to my great and they are building cloud native and they're doing so far, >> we have no I d >> no. Yeah, technically, before nine years, four hundred on eBay test migrations. But that's the only hardware for the museum. Exactly the larger organizations. They have huge volumes of legacy infrastructure, some of it dating back to the seventies. In the case of financial institutions or public sector, then all of that is an opportunity to modernize, and not just for the agility and innovation but in some cases just to reduce risk. There is huge business risk in these old, untouched, dusty, cobweb ridden servers that nobody understands anymore. And there's a really opportunity to move that to the public cloud, reduce and remove that risk. And while you're there, take advantage of the new technologies and innovative deliver a better service to you or in consumer whoever that may be >> so prik uber, Netease and micro services, even though containers have been around for a while. But the modern doctors ascendancy. You know why? To K was the year of the decade of modernization. It was like four or five years leading up to y two K at some I T shop said, Okay, we're going to modernize, but but none of these micro services existed, so it really was. It was about dates, maybe some application portfolio rationalization. What's different today that I could take those apse that were written in the seventies with a lot of custom code? How am I able to modernize, though >> I think it's the maturity of the services. You look at something a platform like Amazon. There's one hundred twenty hundred thirty, or Mohr. It grows almost every week. Building blocks primitives, the Amazon are providing, and its a rating on it. At an incredible rate on DH, there's almost a service for everything. And when you think they've run out of services to introduce, a new services is created. And, you know, we talked about micro services. They introduced Lambda back in two thousand fourteen, which was there. Serve Elice environment driving event based micro services architectures, and it's ahead of the game. It's ahead of the curve. It's causing people to think very differently about what's even possible from a night perspective. And there's no way. In most organizations, you, Khun, build that kind of infrastructure on that kind of platform that is build and costs you on a Microsoft microsecond basis. I mean, it's it's >> incredible. It was amazing. I remember the first virtual machine. It would be anywhere that I saw spun up like, Wow, this is going to change the world. And then the cloud comes along like a while. This is going to change the world. And now survivalists. I don't even have to deploy servers anymore. It's side by Amazon >> way. See this? Even even in some of the more traditional organizations we we worked with in the UK and in Germany and France and elsewhere, you don't even need to be looking at service. Just the ability toe programmatically spin up a virtual machine without a human touching anything. That's incredible to some organizations, right? They're used to it, taking six months to provision of infrastructure to deploy an application. Now they can click a button, and by the time they've made a cup of coffee, it's it's up and running, and it's It changes the way people >> think So much Talk about Cloud Region signal effects. What's the partnership like between you two and what's your partnership like with eight of us? >> Um, on the cloud reach side, we went through an extensive evaluation by cloud reach, and over several months they evaluated all the alternatives on the market and ended up selecting us to be their standard for their many service provider business. It's We're super excited about that. On the go for it, we're rolling that out with them there. Current customer based on DH. We were hoping that, uh, using signal effects, that cloud reach that will help them be the point of spear on all cloud native. You know, in their marketplaces, they go pursue other customers, so it's pretty excited about. >> So it's not a pressure release deal, not a Barney deal. Like we like to say that >> they're up there, They're a paying customer. And, you know, I made a big bet on signal effects going forward. >> So why the choice to go with manage service provider? You have You could have built it yourself and take us through that. >> Yeah. I mean, the nature of the business we're in is very much predicated on the fact that you don't build it yourself. You know, you look at the market and if somebody is already doing it well and provides excellent service as a commodity, you use it. We've been in the MSP space since round about twenty ten very soon after the the company was was founded, and we know it pretty well. We have a large customer base. We are one of the top tier MSP for along the major cloud vendors in the world, lots of large organizations. However, as we look to refresh our tooling with a view on Maura, an application centric approach, which is what all of our customers want and expect a CZ we look to micro services and the very latest platforms and technologies he's being released by the hyper scale cloud vendors. We recognize the need for a newer, more modern tooling on DH. After a thorough evaluation, a CZ mark says signal effects came out on top. Why is that? Partly it's the cloud native element. You know, some of that sounds a little bit like a marketing buzzword, but in reality, what it means is the company was founded relatively recently and as a result, was geared towards modern technology. So out of the box they support doctor, they support containers, they understand, and they're orchestrated around micro services. It deals with scale on volume, and we we want to low test things in a big way. We only serve large scale and surprise customers. And they are going to throw tens of thousands of containers on micro services at their tooling, and it has to be able to track tto handle that massive volume of transactions. >> It's a complicated picture, actually. You know, sometimes micro services aren't so micro. Yes, and you've got to secure all these containers. Got spinning up of'Em is easy. >> Well, >> you see multiples. So how do you guys deal with that? I mean, you're obviously experts at it, but But give us the sales pitch >> on. Yeah. So I think you kind of you covered it earlier with, You know, all these great new technology with introduction of micro services. I mean, developers in our writing it the running it, they're pushing code directly into production environment. You know, you went from releasing code once or twice a year, a few years back now toe several releases and you know your people lifting shift. They're starting with a few micro services. Someone we're getting up into the hundreds, even thousands in our most advanced deployments. It it it ends up being worth a situation Where Alright, all this innovation is great, but it also introduces a ton of complexity. And based on the way we've architect of our system, really time streaming like within seconds, you're going to need to see it, to react to it, whatever the use cases. And that's what differentiates signal FX is this massively scalable streaming architect we built for from a Metrix platform standpoint and then from an Eastern West standpoint for your from your custom code are Micro Services, a PM solution on top of that to go help measure what those transactions air how they're performing across the entire complex environment. So we feel like we're just purpose built for today to help in the lift and shift crowd and or for the more advanced customers, they're intothe point dozens, if not hundreds of micro services. >> Tell me more about this metrics platform you mentioned a couple times. What is that all about? >> Well, we start with essentially, you know, the three big pillars are logs, metrics and eight p. M. And you know, our company was found it. We have deep roots. Back in the two thousand seven ranges, our founders were you know, they built the monitoring stack at Facebook and so had several years, you know, kind of earning and learning that secret. You know, in the early days, they didn't call it Dev Ops. Back then they called it move fast, break things, didn't call >> it. They didn't call it >> a micro services. I mean, and then twenty, twenty, thirteen, early, two thousand fourteen. That's when the founders got together and started. The company is also the same time frame. Doctor came out. Were just purpose built for this for this environment. >> Final thoughts. Yeah. Thie event where you guys were headed. Maybe little road map, if you could. >> The event has been incredible. Every year it gets a little bit bigger. It gets a little bit more exciting. There's, ah, bigger range of organizations, different industries. And it changes a little bit over time. This year, financial services has been particularly of interest for us, but this event is a lot of large large banks, investment houses, those kind of companies here on DH. That's been really exciting for us. I think trend I'm most excited about is really around machine learning. Amazon talked about it in the keynote this morning and democratization of very, very complex technology bring it to the masses is a as a manage service that can be provisioned in minutes and seconds. And to me that something that's that's really exciting and using the signal FX platform, we're now in a position to provide manage service wrappers around the machine learning based solutions that we build for our >> customers. Yeah, the financial services. Interesting. Back in two thousand nine when you started, a lot of the banks in New York thought they could scale and compete essentially with KWS >> world. The world changes very quickly. Absolutely >> final thoughts for you. >> Yeah, I think they think we're moving past that point. You know, even the later adopters. I think we're moving past that point and look at that name there getting pressure from the startup community, whether it's intact or or any industry's gonna have that type of pressure. You talked about that y two k moment. I think in any vertical out there, it's that you know those cloud native type companies the companies are becoming software companies were going toe transform yourself or you're going to have some pressure from the start up going forward. We're >> guys. I'm thrilled that you could make time to come in the queue. Thank you. Thank you. Thanks for having us. All right. Keep it right there. But it is. Dave Alonso will be back with our next guests right after this short break. You watching the Cube from London? Eight of US Summit right back.

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Hello. Welcome back to the Cube. At least a market with Dave Alonso. We are at Del Technologies World. This is our third day of coverage. As John has been saying, This is a cannon double cannon of Q content. We are pleased to welcome back a couple of alumni to keep. We've got Beth failing Presidents data Protection division from Italians. It's great to have you back. And Sherrod Rastogi also welcome back S VP of data protection product management Guys, Lots of news. The last three days, fifteen thousand or so people. Lot of partners. We've been hearing nothing but tremendous amount of positivity and also appreciation from your customers and partners for all of this collaboration within the Della Technologies company with partners. Some of the news, though, that you were on the keynote stage give us some anecdotes that you've heard from customers and partners the last few days about where Del Technologies is going. >> Yeah, I'm happy too. And you know, a big announcements this week. We're a power protect software and the power protect extra hundred appliance. And what we're hearing from customers is this is exactly what we needed to do because the demands on data protection are changing with more more. Brooke look being distributed with data being more more important and with the risks being more more prevalent that they were looking for us to take a bold step and introduce this next generation software to find platform. And so the feedback you're getting is you've done what you needed to do, and they're looking forward to learning more. >> So I wonder if we could sort of explore a little bit this concept of data management. So data management lead needs different things to different people. Sure, if your database person maybe maybe different from a person who's doing data protection, what does it mean in a data protection context? I think >> first of all, you know, having visibility off your data all across your infrastructure that resides in the edge. The court a cloud across multiple applications in physical virtual environments, right? So having full facility that I think is one component second is not the ability to move the data across seamlessly across any socially target but it is on track in the cloud. Robert Cloud. I think that sort of a second element, the third and probably the most important is how do you actually get value from the data, right? Already, Actually, not only unable to protect it, but make it available at the right time, right place for the right application and be able to use it because, as you know, data is the fuel of the modern visual economy. On making it available is really, really critical. And that to me. So you're combining all of that is what I would consider it at management to be. >> So double click on that. I mean, could you be more specific about the attributes of, you know, a modern data management system? So I >> would say, you know, any modern technology may be modular FBI driven, you know, it really sort of the automate scale performance coverage. All those attributes, I think are very important for any more than data protection product and be able to meet the needs of our customers. You know, high scale hi coverage and rapidly, >> and that gives you a cloud like experience presumably allows you to scale out many a performance. I've seen some of the conversations that start associating with that or scale in place Bath. You talked about that? Yeah, Well, yeah. I want to explore a little bit about your business because you know who knew? Who would have predicted a few years ago? The data protection would always because all of a sudden become this hot space veces diving in hundreds and hundreds of millions of dollars being spent. And of course, you're the biggest player. So everybody wants a piece of your hide. And so and you got a portfolio. It goes back up llegado days. They have amar stuff data, domaine et cetera, et cetera. She had a sort of make sure that that was logical for your customers. Protect those customers that have made investment of you, but also shoma roadmap. Jeff Clark comes in, says, Okay, we're going to simplify, you know, marching orders. Your business in a very rapid time has transformed. Can you talk about that? What's what's taking place in your business? >> Absolutely, David, it's so interesting even comparing last year to this year, right? We're at this pivot point where we're building on the legacy of Trust and I T and knowledge and experience that we have. But we're now setting the foundation to be number one and data protection and data management for the next ten years. Introducing this new set of products were able to bring a customer's forward. We call it the path to power. So in addition to that, bring new customers into the family. We're looking for all those aspects of modern day to management, with simplicity, with multi cloud, with automation and with the new use cases where it's more than just back up. It's CCD are its analytics. It's testing toe. It's validation. So this is whole spectrum of things that we can expand into now that we have this new platform. It's really exciting. >> It is exciting. And yesterday the under Armour video was very cool, and one of the things that they set in there is that there they're leveraging data for brand reputation. I mean, they've got under Armour has incredible brand ambassadors Tom Brady, Steph Curry. But looking at it as not just a business ever. But this is actually tied to our brand reputation, did. It is so incredibly pivotal to the lifeblood of a business. It has to be protected. >> Yeah, and that's a big theme. And you probably something too. But, you know, in this day and time data is no longer something that maybe people in I'd worry about write It is now the lifeblood of most of our customers, corporations and at the same time list, like the threat of malware are very prevalent. And so things like what we've done with cyber recovery always were working with our customers to protect their data. In a survey we just did. With twenty two hundred I t professionals, twenty eight percent of them had had some data loss in the last twelve months. So the risk of data loss is real. And we take our responsibility very seriously to help our customers protect from that risk. >> So I like this message to any source. Any target, any s l a. I would I would had any workload and because on so talk about you're differentiation in the marketplace, that would be great, because it's hard sometimes, you know, squint through all the marketing. And so what makes you guys different specifically thinking >> about Delhi emcee Indiana production historically has its strength in dealing with complex work clothes at high scale, with high performance on having a wide coverage of work has been a strength and actually had very low cost, very efficient, right? So that string we sort of carry on into the future. And what we're adding on is I would say that the next degree off simplification and ease off ease off, install, upgrade use. Making those work was very, very simple, right? So I think that's another dimension. We are God. We're adding our dimension, what we call multi dimensional scale, which is both scale up and scale out the same time when you actually add more notes and more cubes, you are not only capacity, but he also improved performance, right? That's it, architecturally, a fundamentally different way in Harvey approach it. So I think that's an element of innovation, and I think on performance we're introducing our first all flash off Lions industry first, So we're super excited about that. And so I think it just helped our customers in terms of restore interactions store Do those work was a lot faster. Those are some other elements in which we continue innovating. >> That's great. Yeah, so you talk about the power protect X four hundred, which is your flesh. John Rose said something on stage. Beth, I want to ask you, Teo, sort of add some color. Hey, said this is not just secondary storage. It's protected. Managed infrastructure, >> huh? That's great face. >> What? What did he mean by that? And what should we take away? >> I mean, it shows how we're broadening the use cases that these products can help satisfy. And so much of what we're talking about Del Technologies is a simplified infrastructure across the board, not thinking about just point products, but giving the customer that experience of a seamless extendable infrastructure. So protected managed infrastructure means that your infrastructure, something you have, can confidence it's protected and that you also are not just dealing with all of these pieces and parts. But I can think of it has a managed whole. I think that that helps out and talk to John about that. But that's what I take away from what he's saying. >> If I can just add to that, I would say Like, you know, data management is sort of the perfect glue across the whole del technology infrastructure, but a server storage bm We're, you know, eighty, you know, infrastructure pivotal, right? Data management data productions are off, cuts across everything, and we can bring everything together. So >> I would like to add something to that if I make it. You know Beth on sure Art as well. Data protection Backup was always OK. We gotta back it up. Who's gonna? Okay, Bump bolted on. And what's happening is the lines are blurring. Primary storage, secondary storage. You're seeing back up in the e r. Use cases. You talked about analytics and, you know, so many new emerging. That's why it is so exciting. And so because those lines are blurring, you get more value out of the system. It goes beyond just insurance. And that means this could be a lot of money being made here >> if there is. And it is also a really important need, write one thing that we haven't touched on. But I also think it's really important is with our protect we're helping combine self service with centralized governance. So what I mean by that is, if you're a V a madman or Oracle Adnan or a sequel admin, you know, you could have control over protecting your data, but we pair that with a single, you know, governance model. So if I'm the person is responsible for my company's entire, you know, data set, I can still make sure that everything's happening is it should be. And there are no anomalies, so we're really making it as easy as possible, for the business is within our customers to protect and manage their data but not making it the Wild West. Because somebody in the end is accountable for saying I know where all the data is, and I know it's protected, so it's having both of those users. >> So as data protection has really elevated, the stay was saying to become its way beyond an insurance policy. This is absolutely table stakes because data has so much value and so much value that organisations haven't even been able to extract it right, how the conversation within the customer base changed. It's not just to the admin girl or guy anymore. Rightness is Are you saying this really leveled up Tio? Maybe a senior level C level challenge as our business imperative that the state of must be protected and readily accessible at any time. Who are you talking to? >> So answer quickly that I lied to you when we're talking to the eye to decision makers. So seo no, that level data protection strategy has become something that they have in their priority list, right? It's not really in any way what it was maybe five or ten years ago. Now it's something that there's cord of what they hold as their responsibilities, executives and and that's great. It's great to have those kind of conversations because it's strategic. >> Another conversation. Just an example from yesterday, while speaking with one of the chief architects at a major company, they're really talking about cyber security on How do you use Extend? You know what we offer into a full solution across their technology. Do address, you know, doesn't use case right. So I think it's expanding beyond just back up and protection to true protection off the data. Very most mission critical data is available and not just protected. They also want to talk about how can you recover that real quickly in very quick time, so that your operation, when you do have that cyber, if and when you have that attack So I think it's just expanding toe touch. A lot more customers, I would say Our people buying, buying decision makers across >> so that when I talk to people in division I sense a renewed energy. A renewed focus. I mean, GMC before Del. Tell'Em Steve always been really good. Taking engineering resource is to getting products out to the market. But But I I see again more focused effort here and one of the exam to keep pushing on. Is this notion of cloud model so beyond? Just okay, there's a target. How do we now get to that? You know, data protection is a service small. I know that you're working toward that. I know it's, you know, a lot of it's It's early days there, but you've got to be a leader in that, I presume. So. I want to keep watching that pushing that I won if you guys could comment on what coming >> on, both things that you said. First of all, there's absolutely a level of excitement and focus and confidence in what we're doing in the product groups. I'm really changing the way we're developing software so that we have a new customer value coming out every quarter. And they were having clarity between the top level strategies. White downs, what individual engineers are working on. So that's fun and excited because we're truly transforming the way we're developing Product says point one. And the second one, absolutely here, that theme throughout all of what we're talking about. You heard a nun day one, No, giving people that cloud that experience infrastructure has a service which certainly includes data management and data protection so they can consume it in a way that fit step business that scales with business That's automated, that doesn't require, you know, massive manual steps and is more what people expect today was a cloud like experience, even for them on from data centers. Clearly, that's where we're moving. And this one more point is you know, people really want automation they don't wanna have to think about. Did I remember to protect everything? They want the system to do that for them. So you'LL see more of that from us as well. You know how we helping them with machine learning? An A I an automation so they can have confidence that all of the assets are protected even if they haven't remember to do it all. >> I mean, I just add to it. I've bean at Delhi emcee for about a year. >> It >> has been a fantastic journey waiting. It's exciting. It's been awesome. Awesome experience. I totally see the >> focus. And I think that renewed focus the cloud like a model and the innovation. They all go hand in hand because the old waterfall model of okay, we're gonna develop properties shipment every year, eighteen months. Whatever it is that doesn't fly anymore. People want innovations, and now they want to push code every day. Right? So our baby, every quarter at least. >> Yeah. Yeah. Facing new energy to the engineers as well. >> So I mean, I understand that many of your team, if not your entire engineering team, has been trained in agile. Is that my getting it right? Is that right? >> Yeah, yeah, >> not just not just like internal train. You guys brought in outside people and really took him through some formal training. Right >> way have in multiple different kinds of training. And we have lots of communications inside to get people coaching. And it's not just a process book that we're following its really a different way of thinking about how you bring customer value in small increments, staying in a good known stay and making sure that we're maximizing our engineering capacity. >> That's big. And I wish we had more time cause that's cultural train. Yeah, yeah, that you guys are really driving. And we also didn't have time to touch on partners, but it can imagine there's a lot of excitement and your huge partner community about what you guys are doing This. Congratulations on all the announcement is gonna have to have you back because there's just so much more to dig into. But back Sherrod, Thank you for joining David me this afternoon on the you go. >> Thank you so much >> for our pleasure. For Dave Volonte and Lisa Martin. You're watching the Cube live from Day three of Del Technologies, World twenty nineteen on the Cube. Thanks for watching

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Run. Welcome to the Cube here, live in San Francisco on Mosconi South were on the floor at Google. Next twenty nineteen. Hashtag Google Next nineteen. I'm John for my co host this week for three days and wall to wall coverage of Google's cloud conference is with Dave. Alonso Has too many men. Guys day one of three days of wall to wall coverage. We got Thomas Curry in the new CEO on the job for ten weeks. Took the realm from Diane Green. Thirty five thousand attendees. It's packed. It's definitely a developer crowd. It feels a lot like a WS, not a corporate show like Microsoft or IBM or others or Oracle. It's really more about developers. We just heard the Kino. Google's making some moves. The new CEO is gonna put on a show. He saw two customers you see in the positioning. Soon DARPA Kai, the CEO of Google, came out really kind of. Ah, interesting keynote Feels like Thomas's that's gonna shake that Oracle off, but he's guns blaring. Some new announcements. Guys, let's do a round upon the keynote. >> Yeah. So, John, as you said, a great energy here that this place is bustling sitting here where we are, we could see everybody is going through the Expo Hall. As you said. Is Google serious about this? This whole cloud activity? Absolutely. There's no better way than to have your CEO up. There we go, The Amazon show. You don't see Jeff Bezos there into the Microsoft shows? You know, you don't usually see you know their CEO. There you have the Cloud Group does the cloud thing, but absolutely. Cloud is a critical piece of what Google is doing. And it's interesting because I actually didn't feel as geeky and his developer focused as I would expect to see at a Google show. Maybe they've heard that feedback for years that, you know, Google makes great stuff, but they're too smart in there, too geeky When you go to the Amazon show, they're announcing all of the different, you know, puting storage pieces and everybody's hooting and hollering. Here it was a little bit more business. It was high level. They had all these partners out on stage and customers out on stage. Many of them, you know, you talk about retail and health care and all these other ones where you say, Okay, Amazons, a major competitor there. So, you know, can Google stake their claim as to how they're going to move up from the number three position and gain more market share? You know, as they fit into the multi cloud, which we know we're going to spend a lot of time on, wears their position in this cloud space today. >> What your thoughts. >> Well, first of all, there's a big show. I mean, it's we're here at IBM thick in February. This feels like a much, much larger event, Number one Stew said. It's really much more developer heavy, I think. John, there's no question people don't question Googles Global Cloud Presence. Soon Dar talked about two hundred countries, ninety cloud regions fifty eight plus two new data centers. So no question there. But there are questions as to whether or not Google could move beyond search and maps and Gmail and really be a big cloud player for Enterprise Cloud that really is to the elephant in the room. Can Google innovate and attractive CEOs? They showed a number of customers, not nearly, of course, as many as what Amazon or even Microsoft would show. They're talking about ecosystem. To me, that ecosystem slide. It's got a cord truthful this year to really show some progress. But you've got new leadership as we talked about last year, John and love to get your thoughts on this. Google's playing the long game. They've got the best tech and you know they've got great data. Great. Aye, aye. I want to take >> into the new rebranding of the Google Cloud platform, which is now called Antos, which is a Greek word for flour. We kind of had visibility into This would kind of start coming. But before we get into that, I want to just kind of point out something that we've reported on looking angle, some that we've been saying on Twitter on DH about Diane Greene. It's been reported that she was fired from Google for missing on red hat. All these rumors, but interesting Thomas Koreans first words, a CEO on stage. It was a direct shout out to Diane Greene. I think this validates our reporting and our analysis that Diane Green absolutely helped hire curry and work with the boy workers Sundar And essentially, because she was the architect of rebuilding Google Clouds Enterprise chops the team there that she recruited we've been following and covering. Diane Green built that foundation. She passed the torch. Thomas Curry. This was not a Diane Green firing, so I think I think Thomas Carrion nice gesture on Diane Green kind of sets the table and validates and preserves her legacy as the rebuilder re architect of Google Cloud. >> Pretty interesting. Yeah. I mean, you know, I think this where there's some smoke, there's fire that don't think Diana Corning court fired. I think you know that she was under a lot of pressure. She was here for seven years. I think they probably felt like Okay, now it's time to really bring somebody in. Who wants to take this to the next level? And I'll die unnecessarily had the stomach for that >> John Really great points there. But it does talk about you know what is the culture of Google? You know, the elephant The room is what is Google? Google makes you know most of their money on advertising. That's not what Google Cloud is. It doesn't fit into the additional model. You know, Google's culture is not geared for the enterprise. As you know that the critique on Google for years has been We make really great stuff and you need to be Google E. And you need to do things the way we do Thomas Koreans out there. We need to meet customers where they are today. That's very much what we hear in the Enterprise. That that's what you hear. You know when you talk about Amazon or Microsoft, they're listening to their customers. They're meeting them at their business applications there, helping them build new environment. So, you know, will Google be a little less googly on DH? Therefore, you know, meet customers and help work them, and that leads to the multi clouding the anthros discussed. >> We heard a lot about that today. I mean, John, you've pointed out many, many times that Cooper Netease is the linchpin to Google strategy. It's really you know, that was the kind of like a Hail Mary relative Tae Ws and that's what we heard today. Multi cloud, multi cloud, multi cloud, where is with a W s. And certainly to a lesser extent, Oracle. It's Unit Cloud Multi Cloud is more expensive is what they tell us. Multi cloud is less secure. A multi cloud is more complex. Google's messaging is exactly the opposite of >> that. So, Dave, just to poke it that a little bit, is great to see Sanjay *** Inn up on stage with VM wear. But where we last cvm were to cloud show. It's an Amazon. They've got a deep partnership here. Cooper Netease is not a differentiator for Google. Everybody's doing it. Even Amazon is being, you know, forced to be involved in it. Cisco was up on stage. This guy's got a deep partnership with Amazon and a ks. So you know, Cooper Netease is not a magic layers. Good job, Ada said on the Cube. Q. Khan. It is something that you know Google, that management layer and how I live in a multi cloud environment. Yes, Google might be further along with multi cloud messaging, then say Amazon is, But you know, Amazons, the leader in this space and everybody that has multiple clouds, Amazons, one of them, even the keynote >> This morning aboard Air Force right eight, I was forced into Cooper days you're not CNW s run demos that show, you know, a target of the Google clouded the Microsoft. You saw that today from Google >> while we see how the Amazon demos with our oracle. But that's the result. Let's let's hold off on the partisan saying, Let's go through the Kino So the Diane Green comment also AOL came out. Who runs VP of Engineer. He's the architect. One. This Antos product. Last year, they announced on G. C. P s basically a hybrid solution G a general availability of Antos, which has security built in out of the box. Multi cloud security integrated for continues integration, confused development, CCD pipeline ing very key news and that was really interesting. This is such a their new platform that they've rebranded called Antos. This is a way for them to essentially start posturing from just hybrid to multi cloud. This is the shift of of Google. They want to be the on premise cloud solution and on any cloud, your thoughts. >> You know, the demo said it all. The ability to take V m movement two containers and move them anywhere right once and move anywhere and that, I think, is is the key differentiator right now. Relative to certainly eight of us. Lesser extent Microsoft, IBM right there with red hat. That's to me The interesting angle >> Here. Look, Google has a strong history with Ken Containers. If you if you scroll back to the early days of doctor twenty fourteen, twenty, fifty, Google's out there as to how many you know, it just so many containers that they're building up and tearing down. However you go to the Microsoft. So you go to the Amazon show. We're starting to talk a lot more about server list. We're gonna have the product lead for surveillance on today. I'm excited to dig into that because on a little bit concerned that Google is so deep in the containers and how you Burnett eases, they're looking for, like a native to connect the pieces, but that they are a little bit behind in some of the next generation architectures built on journalists for death. >> I want to make a point here if you're not the leader in cloud which, you know in Enterprise Cloud, which Google is not, you know, IBM is not or, you know, Oracle is not okay, fine, but if you don't have a cloud like Cisco or Dell or VM, where you have to go after multi cloud. Amazon's not in a rush to go after multi cloud. There's no reason down the road. Amazon can't go after that opportunity. To the extent that it's a real tam, it's There's a long way to go. Talk about early innings were like having started the game of Outpost >> hasn't even been spect out. Yes, sir, there has not been relieved. So we're seeing what Amazon's got knowing they are the clouds. So they're the incumbent. Interesting enough on Jennifer Lin. You mention the demo. Jennifer Lin Cube alumni. We gonna interview her later. She introduced on those migrate Kind of reminds me of some of the best shows we have the migration tools and that migrates work clothes from PM wears into containers running in containers. As you mentioned. A. This is an end and no modified co changes. That's a big deal, >> John. Exactly on Twitter, people are going. Is this the next emotion? You know, those of us who've been in the industry while remember how powerful that was able to seamlessly migrate? You know, the EMS and containers at, You know, I shouldn't have to think about Colin building it where it lives. That was the promise of has for all those years and absolutely things like uber Netease what Google's doing, chipping away at that. They're partnering with Cisco, there partner with pivotal parting with lots of companies so that that portability of code isa lot of >> Master Jack is a cloud of emotion. I mean, we know what the motion did in the Enterprise. >> To me, that's the star. The keynote is actually the rebranding associate positioning thing. But the star of the show is the Jennifer Lin demo, because if anthems migrate actually works, that's going to tell. Sign to me on how fast Google can take territory now. What's interesting also with the announcements, was, I want to get you guys thoughts on this because we cover ecosystems, we cover how Cloud and Enterprise have been pardoning over the years. Enterprise is not that easy. Google has found out the hard way Microsoft is done really well. They've installed base. Google had stand this up from the beginning again. Diane Greene did a great job, but now it's hard. It's a hard nut to crack. So you see Cisco on stage. Cisco has huge enterprise. Cloud the em Where comes on stage? David Gettler Gettler, the VP of engineering of Cisco, one of their top executives on stage. And he has Sanjay *** and keep alumni came on. Sanjay had more time. Francisco. So you have two companies who kind of compete? NSX. We have suffered a fine Cisco both on stage. Cisco, absolutely integrating into We covered on silicon angle dot com just posted it live where Cisco is actually laying down their container platform and integrating directly into Google's container platform to offer a program ability End to end. I think that's something that didn't get teased out on the keynotes doing, because this allows for Google to quickly move into the enterprise and offer true program ability of infrastructure. This is the nirvana of infrastructure is code. This is what Dev Ops has been waiting for. Still your thoughts on this because this could be a game changer. Hydro, what's an A C I. This could put pressure on VM, where with the containers running in platform and the Cisco relationship your thoughts. >> So John Cisco has a broad portfolio. When you talk about multi cloud, it's not just the networking components, it's the eyes, absolutely apiece. But that multi cloud management, uh, is a layer that Cisco has, you know, been adding two and working on for a lot of years, and they've got very key partnerships. So making sure, you know, seeing right seeing David vehicular onstage here. Proof, Cisco, lot of enterprise customers him where, Of course, six hundred thousand customers. They're So Google wants to get into these accounts. You look at, you know, Microsoft strength of their enterprise agreements that they have. So how will Google get into some of these big accounts? Get into the procurement, get into the environment? And there's lots of different methods and partnerships We said our credit >> David vehicular undersold the opportunity here. I mean, when it comes to he did at working Inter Cloud. Sisko is in the poll possession position to basically say we got the best network, the highest performance networks, the most secure networks, and we're in a position to connect all these clouds. And to me, that didn't come out today. So when you think about multi cloud, each of these companies is coming at it from a position of strength. Cisco. Very clearly dominant networking VM wear in virtual ization and I think that came through. And Sanjay *** ins, you know, keynote. I think again Gettler undersold it, but it's a great opportunity for Cisco and Google. >> Well, I think Google has a huge opportunity. It Cisco because if they have a go to market joint sales together, that could really catapult Google sails again. If I get really was kind of copy, we're we're Cisco. But Cisco look, a bm was on stage with them. I thought that was going to be a Hail Mary for for Sisko to kind of have bring that back. But then watching Sanjay Putin come on saying, Hey, we're okay, it's going to be a V m World And Pat Kelsey has been on the record saying, Coo Burnett eases the dial tone of the Internet stew. This is an interesting matchup between Cisco and BM, where your thoughts >> Yeah, so so right. There's so many pieces here, a cz to where their play way. No, there's competitive competition and, you know, partnerships. In a lot of these environments, Google actually has a long history of partnering. You know, I can't even think how many years ago, the Google and GM or Partnership and Cisco. If I can't actually, Dave, there's There's something I know you've got a strong viewpoint on. You know, Thomas Kurian left Oracle and it was before he had this job. Every he says, you know, is T. K going to come in here and bring, you know, oracles, you know, sales methodology into Google. You know, What does he bring? What's his skill set on? You know >> what exact community? I think it's the opposite, right? I think that's why you left Oracle because he didn't want every database to run in the Oracle, Cloudy realised is a huge opportunity out there. I think the messaging that I heard today is again it's completely I saw something on Twitter like, Oh, this is just like organ. It's nothing like Oracle. It's the It's the polar opposite opposite of what Oracle is doing. >> I think I think curry and can really define his career. This could be a nice swan song for him. As he takes Google with Diane Greene did builds it out, does the right deals if he can build on ecosystem and bring the tech chops in with a clear go to market. He's not going to hire the salespeople and the SCS fast enough. In my opinion, that's gonna be a really slow boat. Teo promised land. He's got to do some deals. He's gotta put Some Corp Devin Place has gotta make some acquisitions will be very in the sin. DARPA Kai, the CEO, said. We are investing heavily in cloud. If I'm Amazon, I'm worried about Google. I think they are dark horse. They have a lot of they have a clean sheet of paper. Microsoft, although has legacy install base. Google's got, I think, a lot more powder, if you will. Dave, >> what One little sign? I agree without John, I think you're absolutely right. The clean sheet of paper and deep pockets, you know, and the long game in the great tech. Uh, you have a son should be worried about Google. One little side note, it's still you. And I talked about this. Did you hear? Uh uh, Thomas asked Sanjay Putin about Dell, Dell Technologies, and Sunday is an executive. Dell was talking about the whole Del Technologies portfolio. I thought it was a very interesting nuance that we had previously seen from VM wear when they were owned by himself. >> Dave, you know, we see Delon Veum where are almost the same company these days that they're working together? But John, as you said, I actually like that. You know, we didn't have some big announcement today on an acquisition. Thomas Kurian says. He's got a big pocket book. He's going to be inquisitive, and it'LL be interesting to see, do they? By some company that has a big enterprise sales force. It can't just be old legacy sales trying to go into the cloud market. That won't work, but absolutely the lot of opportunities for them to go out. They didn't get get, huh? They didn't get red hat. So who will? Google Page? You >> guys are right on man. Sales Force is still a big question mark, And how can they hire that fast? That's a >> And again, he's only been on the job for ten weeks. I think is going to get his sea legs. I think it's him. He's going to come in. He's gonna ingratiating with culture. It'Ll be a quick decision. I think Google culture will accept or reject Thomas Curry and based upon his first year in operations, he's going to get into the team, and I think the Wall Street Journal kind of comment on that. Will he bring that Oracle? I thought that was kind of not a fair assessment, but I think he's got the engineering chops toe hang with Google. He kind of gets the enterprise mark one hundred percent been there, done that. So I think he's got a good shot. I think you could make the right moves. Of course we're here making the moves on the Cube here live for day, one of three days of wall to wall coverage. I'm sorry, David. Lock These two minute men here in Google, next in Mosconi in San Francisco Live will be back with more coverage after this short break.

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Welcome back to Moscow and everybody. The new, improved, shiny Mosconi Center. I'm Dave Lamont with Student of Men. This is Day one of IBM thinking you're watching the Cube, the leader and live tech coverage. Ed Walsh is here. He's the general manager of of IBM Storage and Software to find it. Great to see you again. Always. Pleasure. Thanks for coming on. I love the venue, You know, I agree. It's a saddle. Las Vegas. No offense to our friend. Thie shy. It's been a long time coming, Oscar, honey, but it looks really good. I agree. Three thousand people expected. So you must be excited. >> No, I think we have a lot of things that you're going to see announcements. Also, I think you're going to see some refinement of the overall message. I think it's going to exciting week. So it's kind of I'm I'm talking to before all the keynotes. But it's it's an interesting week, for sure. So >> so tease a little bit. What can you tell us is >> Okay, so you know my background, I've been outside IBM, coming to run storage,  I've said a couple of different times. My strategy is to drive the overall storage but also get more aligned with what we're trying to overall at IBM, because that's the strength of IBM, right? Really help the clients move forward And infrastructure matters, and what you're seeing is I think the market's coming our direction at IBM. And I'll give you a couple of things. You're gonna hear a lot about, you know, hybrid multicloud. Say AI at scale, right, and you're going to see that messaging, but that's where the markets come at us. You saw Red Hat talk about it, but all of our competitors are now doing that as well. But when it comes to once, you start a hybrid multicloud and we think it's like we're going to talk about that chapter two right? Chapter one was the first twenty percent of workloads and was all about these application driven events. And you know think about Office 365, etc. But the eighty percent of the workloads were still on premises, and there's a reason they're on premises. But what now is that people that next phase going leaving by the the organizations that have mission, critical data and how to do that? And there's a role for hybrid, which plays perfectly for us. >> And can you help help connect the >> dots for us because we've launched, you know, software to find wave come through through storage, but still many people on the outside, they'd be like, Okay, well, storage is a bunch of boxes sitting in my data center on all my new After being built here. I'm sass ify ing things. They're there, and it feels like death by a thousand cuts, too. The traditional storage markets help explain kind of what the modern storage market is. Data is at the center of everything, so we know that that's a huge thing that elwin for storage but help bring us inside your business. >> So I think in general everyone's trying to data driven, and it's easy to say hard to do and everyone at the platform going do that. It's a hybrid multi cloud and hybrid being the reason we're using the terminology, the industry. But also there is a rule for on premises. And how do you easily connect but getting the same, you know, agility and performance and cost benefit on Prem in an extended the right time for Cloud. So where you see us, we're looking, we focus on. We deal with a lot of clients somewhat advanced and some would say more laggards. And so we share loss stories where people are being successful being dad driven and we see it fall in tow. Kind of three. What I'll say is we try to success. Criteria are areas, right? So one is people just modernizing, going from traditional to go private clouds, making sure they extend use of benefits of public cloud and be more data driven. So some people are spending money to save money, and some people are spending money to make money. But even in traditional environments, you see the CEO having a bigger voice and we need to push him and show him how to do that right way. Also see another section, People really driving a I in general. We see that and definitely not hybrid people to cloud environment where we see a large on premises. But you're always looking for the different data. Sets are going to be in the multi cloud that they need. Bring it together and we see that being a very interesting and affected. How do you start with someone doing? We believe we have the best storage for a I, but we can scale from the smallest to the biggest super computer in the world. Right? Driving, You know, one point five terribly. It's a second, you know, huge monsters, but you can start small. But what we find is people are just getting started with the meets clients where they are so part of it in these different areas, meet them where they are, and there are different parts of the journey on AI is having them get going. But then really, how do you scale? You're gonna hear a lot about this. How do you scale AI? Everyone has these random acts of AI or machine learning, but they can't scale them for the business, let alone across the enterprise, which is where everyone needs to get to. And that's where we're really focused on the offering set. So from a storage that would be where we do the AI. And of course, the third one is just containers in general. Which, by the way, they intersect because a lot of things going to in containers going intersect with a especially when you go multicloud, but there's a whole different Hey, let me modernize my application infrastructure, and it's a different conversation with client. So we see people being very successful, and that's where you're seeing from a storage development. Investments is were going into that direction, helping clients those different. >> Why is a scale so difficult? Is it the silo data silo problem? >> So first of all, there's a coldness about a I everyone. It's a black box is mysterious. It's it's really just computer science. I mean, it's a process between time I'm eating their own deep learning. It is. You're you're doing stats, you're just driving you being in a river or that using custom, I silica do a faster, like abuse. Uh, the other one is it's easy, and it's not so in infrastructure matters. So when you get going, what we see is people just give a developed You give a particular data scientists on environments. You say You bring the data and you need and we'll help you with the governance of strategy, but still getting something to just be valuable to the business. Then what happens is they see another random act of a ay or another area that it becomes data silo, but they're trying their best to stay away from the data scientist. Given the right support, which I think the right thing is, the biggest thing is not having all controlled and centralized. You wantto let the business units drive. But then what happens is you have that almost like data warehousing in the past. You have these islands, and now you don't have any trusted, true source of the truth. And you don't have ability to get you force everyone to do the hard bit. The hard bit is actually having the right data. Do all the eighty percent of cleansing that dead guy having the right governance and security about that? Andi, you're adding to overtime. What if you do a couple applications and it's not on the first one? You do. But once you do the second third, maybe fifth deadly by the eighteenth application, you want to bring that together in a shared platform. And that's where IBM storage plays. And that's where we're truly differentiated. Compare the storage industry so we have no assets that no one else has. Like what we do. A spectrum scale where we can, Luli scale up from just individual server toe half rack and we can take the same environment into largest, eh? I submit computers in the world, but the key thing is, you need. You can have a without a information architecture, and that's on the software side. But it definitely has to be in the infrastructure, and we're doing a cross hybrid multi class. We're doing that on Prem. But trust me, eyes absolutely in the cloud so we can extend those environments and run the same thing in any of the public clouds. And >> what's the storage enabler eyes? It is its software, defined as you mentioned architecture. What is the linchpin there? >> Well, so one it is a softer to find. So in this particular area, where we're helping people is our file system called spectrum scale. But it allows us to do from the very small toe largest environments, right that allows you to scale, and it's also runs all different asset. So it's unstructured, be able to run a dupe Native spark. But you have the file you're able to block, able to bring it together, able, start small, but you're able to scale and keep up the thing about a eyes you go from, I want to collect that information. Get after it. You also need metadata. So we have products like Spectrum Discover to show you the metadata so we can actually track it, you know, So it doesn't become too junk drawer in the sky that we've seen with that a lot of data lease. But then it's interesting. You have to go in tow, actually do the training, and that's for using custom silicon. You know, G pews, and that dramatically changes a performance you require. So thes GP is used to run it sixty gigabytes a second. How they're one hundred fifty gigabytes a second. We no storage store. Traditional stories that you get from, you know, the environment we might get from pure net after emcee. They don't run it, run it sub twenty gigabytes a second. So how do you do this? It's a different architectures, actually, based upon a true scale out what we've seen in the largest super computers in the world. But you're able to bring that environment so we can actually do bring in all the data works, get under one governance and strategy. But then you can actually keep up with the performance of the true influencing and driving GPS that once you have a trusted source, you can scale us out. Lily, the largest, super covers the world so we can We can show you scale on the exact same components started half rack and goto. The biggest thing is in the world, but the key thing is right. You need to actually have a performance. So if you have this data back, plaintiff, you call that Now people still take a lot of the data. They'll bring it into the servers in the crunch it with GPS. They say, Well, okay, your stories doesn't need tohave that performance. But what you find is once you have a common back plane, which, how IBM did it. Now you have different business units almost hub and spoke, grabbing the data. But they have one true source of data they will get after it. They're able to get their other data that other groups are looking for. But now they're able to now scale it into the enterprise that because something is just a I call a pike, also your doing applications and they just want to have a P. I called in the same environment, and those have to be fast, cause now you're influencing, so it's sub seconds. But you need that performance. So what you need is by bring it all together. You can either do data silos, which are easy up front. But by the time you the second third, you do all that same work over and over, and you don't trust its source. You gotta bring it together. But you can't bring it together in any storage, and we don't bring it together on the same storage we do for of'em, where environment to others is different storage. And it's made specifically for this environment. And it's something that, actually IBM is no leaps and bounds above everyone supercomputer. They do these type of analysis, and we're like two x our best competitors benchmarks, by the way, that computer use spectrum scale so But it is a different architecture. But if you don't put together on, and I would also say that when you get started, no one starts with the big, in fact, that that's almost a mistake. What you want to do is let the data scientists have the creative driving get business outcome, but they need to be thinking ahead. How do you bring it together? So you have a shared because again, The way you're really gonna drive across enterprise. All that processes is actually having soon AP I calls come in and which are not going to their own environment altogether. Makes sense. >> Yeah, you've mentioned a couple times infrastructure matters, and I wantto wanna tie that into the eighty percent Sure it was at this very venue in two thousand nine when Paul Marat said is the CEO of the M where we're going to run any workload. Any application? Virtualized and a lot of people were skeptical, and I remember the time thinking about mainframes. I kind of did that. Um, >> and you can say that I can >> How you're talking about the eighty percent and, you know, Veum, where I think largely proved that that you could run that at high performance. Att. Least adequate performance. Now you're seeing a similar discussion around cloud. But it's somewhat different because of some of the things that you were just mentioning it. What does that world look like? Obviously, hybrid fits in. You mentioned the red Hat acquisition. That's key. Part of idea mes go forward. You know, multi cloud strategy. So should we think about what you know what similar and what's different than a sort of V M wear virtual ization, mainframe virtual ization days. >> Okay, that's interesting. And then you're tying into the cloud adoption as well, right? So and we do think about twenty in this idea. See, about twenty percent of workers have gone, but eighty percent are waiting, and that's that I never thought of that way. It's a good analogy. Virtual ization. That easy stuff went first, and then what you have to do is have the databases. Remember, that was a big issue. You couldn't do that for years, but then also, you move. It's like, Why would you do it? But what's happening is what we're seeing. Is this the mission? Critical workloads, And they're either regulated industries, but it's for different reasons. They're running in different places. But it might be a security concern. It might be scaled that he might be regulated industries, but there's reasons. Or maybe after reef, actually applications. Actually one cloud native because lifted shift was it the same economics as you thought. So what we think is the next eighty percent is not going to lead by the application, you know, or things like Office three sixty five we actually think is going to be people putting the real mission critical workloads. And that's a different conversation. That's where we think the market's complaints what we do at I BM and infrastructure, where you need to have the technology, but also the expertise and industry moving on. Then security becomes key concern. >> So way mentioned red hat here and you can't say too much, but we know about kind of the cloud native modern, you know, multi cloud stuff. But Red had also has, you know, quite a bit of a storage portfolio, you know, seven cluster acquisitions, open source. Wondering what you can just, you know, as an IBM or tell us about what you think of that portfolio. >> So you know, we can talk about what's gonna happen afterwards, but also I think we made it very clear we believe redheads and used the inn where I think it's a good analogy. We're going to keep it. They're going to be independent. They serve a world we're not going to change it. And I think that's a very important part of the message. But we can't talk about the assets. And I did my own kickoff to my team. My partners and I used a kid around. That was a storage acquisition, you know? So it was my thirty four billion dollars right? So but I think it has a good play. It's completely complimentary to what we do. They have some great to two technologies, but also we bring things to them. They're interesting, but a conversation when someone strikes, they were my going and for strategy. We believe containers are critical. We believe Lennox is critical. If you look at what people are doing on the cloud, it is theirs. It's already cross. It's mostly Lennox and the enterprises have chosen red hat. Now, if you think of what we could do with that particular environment, tohave the conversation make relevance about what we could do to help you on Prim. But now you can run the same thing on prime. You can put it literally anywhere. Now that's a strength of red hat would bring us on a story side. They have great assets. I'm kind of salivating to help him out with that now what they don't do with some of things that we can add to them. Right? So I don't think we're commenting any road map, I think, but they haven't. What we have is, to be honest, complimentary, if that makes >> sense. Well, and I think you you're familiar with our old troop private cloud nomenclature. It's evolving to true hybrid cloud, and what you just described is true hybrid cloud. Run it wherever you want. You're agnostic to where it runs, but don't want that cloud operating model yet to be the underpinning of the experience. >> You don't want me locked in, so that's where I think if you look a hybrid, you want to make sure. And I think it allows us to that. I think IBM is synergistic to it. I think we can bring a lot of how do you bring the integration capabilities that IBM brings on applications and help these mission critical environments that have need some industry expertise. To do that? Bring them to the cloud itself. And it doesn't matter where in the cloud. >> Yeah, at one of the things we were commenting on the open is, you know, the hybrid multicolored world. It's complicated, and IBM has a, you know, strong history with services to help drive that gives a little bit of your insight is toe what IBM brings tea. Kind of that multi cloud environment. >> It's almost too much. Right? So what we're doing is really working on the overall. How do we simplify? So we're going to meet the client where they are, So everyone's at different. You have to almost find out where they are on the journey and then even a particular client. You'll find different business units on different parts of journey so we can help him anywhere from helping figure out, you know, architect, where they would go. We could have moved to the cloud. We can actually help them manage a cloud, and they're also going to meet them where they are. So we have. If you think about what we could do with a I, we have full Aye aye stacks enterprise capabilities. But some people choose to just use their own open source and we can help them. In fact, are you see, our multi club manager allows you to manage, regardless of what you've young for your build environment. So what we're gonna do is meet clients where they are and help them do the last mile. And then we're servers and support were ableto, You know, if you look at what we do, gts were the largest red hat support organization. You look what we do with GPS. We can help people build up their own platforms and given overall struck shen and how to go drive a ay at scale in their environments. So I think I think it does play to us. And I think the red acquisition just ads. I think one of these three. >> Well, and I think, you know, we were talking about in our open that just even IBM giant application, modernization opportunity, right? I mean, because we tend to think about, you know, a I and leading edge, but there's just so much modernization opportunity and a lot of guys, you know, they don't want to go it alone with open source. The fact that IBM is there, you know, with that big blue blanket I called It's. Okay, we're gonna help you through your modernization initiatives. You know, we think a big deal. You know, we're excited about that chapter. Think about Red >> Hat that does a lot of consulting, but they have been discipline. They help you get rail going once you start Doc and open stack rights to be open shifts. Now, that is a whole different way. Tau. Look at your environment, your applications, and that takes a higher level. So it's like one and one is three. They don't do a lot of that now, right so >> well, and it's it's instant developers to That's the other thing. We said just that, while how many developers ready with a million? We're talking about Sisko before with a half a million, which is great. But you're talking eight million. Andi, you know, despite IBM's efforts around, you know, blue mix. So that was a heavy slog. Now, all of a sudden, you got eight million developers. It is. Look, Red hat. Lennox is running the Internet. You know we know this, so that's exciting. I want My last question is you've made a career early part of your career in and taking startups and getting them to a point where they could be acquired very, very successful career there. Then you joined IBM, spent some time at M. I t. You know, getting even smarter when you sit back and look at the industry, the storage industry in particular somehow that despite the trend toward, you know, cloud and bigger is better. You still see the specialist, you know, popping up all the place. You see guys like pure. You see, guys like Nutanix and you know, we saw that early with the comm Palance and the three powers and the ice Alonso, it's okay. Maybe this is the last way. But somehow, storage innovation and it continues to occur. Do you think we're seeing sort of the end of that sort of storage? Startup crazed can can independent storage companies continue to survive? What do your thoughts as an industry observer? >> So I think, is more difficult. But there's plenty of innovation. So you're seeing it as we just help people get to their journey. You're going to see different technologies that even IBM against your portfolio changed rather dramatically to keep up with the trends. And you need to do. It s Oh, I don't think it's over with, so I never want to quoted that I think there's no innovation left and there's a role for you saw storage, you know, grow last year, right? So it was. There's always been growth areas, but it's been flat also really took off on a lot of that is because we're doing >> on a I, >> which is not your average, is definitely not what pure does as faras for storage, right? But you're going to see, I think I'm going to see innovation. I think you're going to see that continue, but I think it's harder and harder for these independent firms, mostly when they scale. I think it's the innovation piece, and I think you're seeing guys like us and I am seeing others innovate very quickly and you can tell innovation is speeding up with investment cause we have to >> get our clients are demanding it, and the VCs keep pouring money in. I mean, you're seeing that in the data protection space and >> data protection isn't now cool, right? So Waseem all time. I think in general, if you look at data protection becomes now your secret weapon. When you talk about being dad driven in a classical environment, you can get copies your data at the AP Eyes anywhere in environment. So I think it's a really big play, so >> well and it opens up new opportunities beyond just back up right for whether it's Dev ops or maybe disaster recovery ransom, where even analytics? Because the backup Corpus is, you know, has all the data, and it's a lot of possibilities. Thanks so much for coming. I think we're going to see you also on Wednesday, right? And looking forward to that. So thank you. All right. Keep it right to everybody. We'll be back with our next guest. You're watching the Cube from day one. IBM thinking Mosconi right back.

whether you're just getting started in terms of transforming your data center modernizing looking at hyperconvergence infrastructure or whether you're building out your cloud strategy thinking about private public distributed clouds Nutanix and the partners that you met here are committed to helping you on that journey I am very excited and proud to share that together we have made quite an impact on the four organizations that were here at dot next is part of our dot heart initiative girls intact the women's Sports Foundation move the foundation for hospital art and workforce opportunity services we have thanks to your generosity donated more than 7,500 dollars now we have a couple more hours to go to get to ten thousand and I know that we can do it so thank you so much for your generosity and be sure to take advantage of the last couple of hours I'm a solutions Expo to grab some tokens and get us to ten thousand dollars it is also my pleasure in the spirit of giving to award this tricked-out Nutanix colored Trek bicycle to one lucky winner from our social contest trek has been a customer of newt annexes since 2014 and like Nutanix they share a number of business values around giving back into the community creating positive change building things that last memories relationships products and so I'd like to take a moment to please welcome back out to stage Nutanix CMO Ben Gibson to help me do the honors [Music] [Applause] welcome back hey Julie that's a gorgeous bike yeah lights it's very like carbon fiber frame look at this thing Wow sleek can you tell me a little bit about it you know Julie this bike I mentioned before I'm a cyclist this is not only in beautiful Nutanix brand color it's got top-of-the-line component REE Shimano El Tigre this thing all comes together I'd like to think of this as hyperconvergence for the cyclist just as beautiful the same impute value it does have a Nutanix monkey on the front all right so we ready to unveil our winner let's do it all right so the winner of the trek social contest is Rob chlorine are you here yeah now Rob yeah come on up you got to come you know check this out we're not gonna ask you to clip in well actually maybe you should clip in I'm not sure we can ship it home for you so maybe you just ride it all the way home where you from New York from New York it's just a short ride back up there congratulations Rob we'll get this ship to you awesome thank you I think we have someone help you out done okay been in the spirit of giving I think I'm just gonna continue let the good times roll yeah in the beginning yesterday you also put out a challenge to our next audience trying to find the Easter eggs that were in the brand video yeah so we got some good responses people were hunting watching the video if you look carefully you could see some of these Easter eggs that were popping up on this video you look carefully you see some Nutanix logo you see prism up on the screen for someone who's showing freedom to get a lot of work done the one my favorite actually is number three there that's artistic the Nutanix acts in the sky so Julie we had a lot of people that tweet it in to try to identify and we have a winner don't worry yeah it was a little bit harder than I think people thought but there was one lucky winner who was one of the first people to find the Nutanix Easter eggs and that is Chad door are you here dad or are you here so you'll recall Chad gets to join us at dot next 2019 all expenses paid airfare hotel and pass very good we also intrude on X fashion like to reward the person who's been the most active on our mobile app so this is someone who's been giving us feedback being part of the community very prolific with the dot next app so congratulations to Faizal Joe waves if you are here you also will be joining us at Sonic's 2019 on us and then how many people are interested in the Nook anyone understand if we were given away all right congratulations to Mike Gellar nice job Mike so we have given away two prizes all expenses paid to dot next 2019 however we haven't mentioned where that's going to be Julie where is dot next 2019 well I think maybe in the spirit of the the culinary theme that we've been on we had Anthony Bourdain on stage we could make us a challenge we will throw out three culinary hints to you Nutanix employers you may not play and I think I have oh I do I have one more science cookbook for whoever gets it right all right so everything you get it right shout it out we've got people in the audience you're gonna be listening and then why don't you do the honors of the first clue all right first hint we're going to a place that's going undergoing a culinary revolution there's a famous chef named Jimmy Martinez just opened up a new restaurant renowned for handcrafted tacos I'm not sure with mr. Modine would say about that but handcrafted they sound delicious to me no I'm here too a few coming out let me give you a second I don't I'm not hearing it this city is also renowned the city is also renowned for celebrating the medieval era so you can enjoy a four-course meal while you're watching nice just for their honor I haven't yet say it again Anaheim yes so you will be joining us dot next 2019 in the sunny Southern California area of Anaheim so please mark your calendars May 7 through 9 and then of course if you really enjoyed the learning and the fun that we had this week and maybe some of your teammates weren't able to join you we will be out on dot next on tour coming to a city near you and if you enjoy the conference experience and would like to participate six months from now across the pond please feel free to join us at Dominic's conference in London from November 27th through 29 and I think maybe one of the the high notes to end on then might be to circle back on freedom yeah you know like I said when I opened our show this week this is a community we talked about enterprise cloud we explored a lot around what invisibility means and what we're achieving together on that front and we talked about why why are we together on it's about realizing new freedoms freedoms to build the data so do you want to build all the way through to freedom to play and I was at the party last night and I saw a good deal play last night too you know we were thrilled to have you join us here this week as a continuation of this growing community I want to thank you for your time and your energy and your engagement to make this what it is and I thought also I wanted to mention a couple things first of all thank you to all the wonderful Nutanix engineers and employees that worked so hard to bring this all together and there's two people in particular I want to acknowledge as part of our Newt annex family and broader community here that really put their heart and soul into making this experience what it is the first is Aaron Alonso and her wonderful team who create this entire event thank you very much Aaron amazing there's another gentleman named Rohit Goyal and he's not the only one but Rohit more than anyone else and his colleagues spend immeasurable amounts of time creating the wonderful content that showed up in all of our breakout sessions Rohit thank you so much and as a reminder those breakout sessions actually continue our last said right after this session here we'll go to our last set of breakout sessions and then we're going to depart for home so again Julie and I both thank you so much for being a part of this week hope to see you in London and if not London I heard a yes and if not London certainly we'll see you in Southern California beautiful Anaheim next year thank you so much baby thank you Jordao free [Applause] ladies and gentlemen this concludes our afternoon keynote breakout sessions will begin in 20 minutes

>> wait. >> Okay, We're back. Live a V M. World twenty twelve. I'm John for the founder's silicon angle dot com. This is the Cube silicon angle dot TV's flagship telecast. We go out to the events and extracted signal from the noise CEOs, entrepreneurs, analysts, marketing people, developers, whoever has the signal, we want extract that share that with you. We have a special guest today. Frank's Leutnant is a sea of service. Now again, I'm John Furry. I'm joined my co host >> of Dave Alonso, a wicked bond dog. Frank, Last time we saw Europe on the stage, you had these glasses on the hat. Remember that, Elwood? So, uh, welcome to the Cube. First time on Thank you. Too many of'Em worlds. I'm sure. A little different angle now. Yeah, Service now. Very exciting. Just went public solving a big problem on DH. Added again? Yes. So tell us. How do you feel? >> That's interesting. A lot of people ask me, how did you end up in, you know, in a in an application software tap a category you spent all this time in storage. The reality is that most of my life, you know, being in the application, development, dusting and system management. So this is actually close to my wheelhouse. Stories was actually a pretty good diversion for me. Careerwise >> service now, relatively, you know, not not a household name but solving that problem. Really, There's no system of record for i t. What activities air doing? Whether it's finance, it's whether it's application portfolio project portfolio. You guys were attacking that whole nut with a software service model. I mean, it used to be a lot of point tools to do that. And you guys seem to be having a lot of success bringing that all to the cloud. >> Yeah, the irony is, is that you look at all the corporate functions, you know, finance, sales, marketing HR, I sort of ranks, you know, last or near last in terms of management sophistication, right compared to the other functional areas, because the most mighty organization have to show for themselves. They helped US management system for their work. For right now, they are to keep track of what's running in their their operation, and that service model is typical of infrastructure providers. Right? You see it, you know, with tell coast like looking t you see it with power. You tell these, like PG and E their infrastructure providers first and the service model. It is not particularly compelling, right? So what we tried to dio it's really take it from a D M V style service model standing in line waiting to be helped. Do you want this more like amazon dot com, where I help myself, It's into it. If it's online, it's productive. It's where I want to go. Teo to make requests as well. Let's receive service >> So you're selling primarily to the organization. Who you sell to in the theory is that the CEO is that the project management offices all the above >> as the servicers management is a very well defined center of responsibility in i t organization. So there's always a group of people who is in charge of that that disciplined. They're easy to find, But CEOs are always involved, and the reason is these air very high profile system rollout because everybody in it is an actor or participant, the workflow as well as the broader employee population, the enterprise, touchy systems, So you better believe that people are sensitive about this being a successful practical and it looks more like a neo system. Dan. It does an infrastructure type system >> without the AARP complexity of it. >> Yes, it's it's a mixed >> metaphor, but so So here are your roughly a hundred fifty million dollar company, you know, annualized, you nice market. >> Either way, we've we've guided to about two. Thirty five, >> thirty five this year. Okay, Great. That's >> want to make sure that their investors don't get >> background. We're sorry about that. Es to thirty five, which is why your market cap about three point six billion. I think >> way had about ninety eight percent growth and buildings in the last quarter. So the high growth, obviously it's what drives >> what's driving that. So how big is the business that you guys playing? What's your tan? >> So we think that the tam just for the narrow definition around service management is a is a multi billion dollar opportunity Because of the nature ofthe work flows, we're also expanding into the operations management area. Right? This is this is where HP lives and BMC and IBM and CIA with these very large open view Tivoli Well, because their work flows between services system management are all becoming integrator that used to be suffered spheres. Not anymore. >> And that's an enormous market. >> It i d. C. Thanks. It's about a thirteen fourteen doing dollar market, and then you have the platform is a service opportunity because our customers have just gone wild, building all kinds of spoke applications on a platform just because they could. So >> you kind of betting on the intersection of systems management, operations, management >> and the platform. >> Okay, and it's kind of jump ball, really, with the dynamic of the cloud coming in, isn't it? In terms of the competitive, it's >> Ah, it's interesting because we look another assassin categories like HR marketing. You see a whole host of players you're looking in our category on the only breakout play there has been serviced now way have predominately compete against legacy vendors, people that I just mentioned. So >> you've got some experience doing that I want >> I want to ask you about the discipline side of the market. You guys are public companies, so yeah, you're out there is all exposed and then talk about some of the product directions because out yesterday they were really showcasing the vision within VM where old way a new way, a access APS infrastructure. You know the classic in the old way. New Way, Modern era. We've been calling it in your world. You're actually replacing some pretty old stuff. I mean, I remember back in the late eighties, early nineties health testing people had that's headsets on and, you know, homegrown software developers and quit a lot of this legacy kind of mindset. So first question is, Is that true? Is there still that much baggage in that services business? From an infrastructure standpoint? And the second part, the question is, what's the new stuff that's really disrupting the market? So in the new way, what is the key features that that's happening in the services industry? >> So, you know, I already started to allude to it, right. So you want to evolve that service model from that help death centric DNP style of service experience to one that's on the line looks more consumer style. You know, the way we've learned from Apple and Yahoo and Google and people like that help yourself. If you have a problem at home with your apple TV, you're really gonna try and call Apple know you're going to go online and you find years of communities you get Teo answers ten times faster, that weight and then following these needy old models the way you reference there is an awful lot of that still living in the world off because they're focuses infrastructure, not service. That's change it, right? I mean, CEOs, I read somewhere, have a shelf life of about eighteen months, right? There's incredible impatience and dissatisfaction with how that function is running. It's costing too much money in the service is not exactly to to write home about. People are really ready to move their service malls. >> The largest answer was, Just hire someone else to do it. That was the outsourcing boom, right? So that's still brought problems, right? Legacy. So how is that still in play? So if the notion is okay, outsource it, and then the outsources has some warts on it that's got to be tweaked. What's the new version? Because you know amazon dot com and you know this new environment availability, instant access, the information we don't service etcetera is that changing it >> way believed that the move to cloud computing is really going to change the role of the CIA, all right, because infrastructure is going to become something that's behind Courtney, and it's becoming less of an infrastructure centric job. CEOs and T organizations become Mohr service engineering organizations, people that understand work flows. People understand how to automate work, flows right out. And, you know, I know how to run a database or a network or, you know, all the security dimensions and so on because we're just breaking as an industry. There just isn't enough competency and skill sets for everybody to be confident at the level that we need to be at structure. It's not scaling, right. It's sort of the way telephone switching centers were in the nineteen fifties >> means one of those things to with the CIA. Attention, I'LL get to that later. But now, with big data in real time analytics is more pressure on the service delivery side. As a business driver, you seeing that pressure as well, or is it more? We just gotta fix it now. I got to do it >> Well, nighty organizations in the lift from one crisis to the next, completely event driven, you know we haven't out its were all over it. Trying to restore service on DH. You know, we sort of live that life day in, day out. But I've never changes right So waken get ahead of this game. You know, if we start structuring, you know, the interaction model that we have with our users how we communicate with them. I mean, simple things, right when you were, you haven't out it. It would be helpful if we were able to pull status. You know, every twenty minutes us to what? What we're doing, What's going on. Right? But having infrastructure be ableto push data out? No, like that. Most organizations don't do that. They live pretty much in the dark, >> so share with our audience out there. That's watching. We have a lot of professionals and data scientists and analyst type audience that we've that we've that follows. Looking angle with Yvonne on DH. Some CEOs as well on early adopters share the folks out there. The pitch, How bad is it that their environment and how easy is it to change? It is just a norther. A magnitude sense of is a turnkey. How do you guys roll in? What's he engagement look like? It's not as hard as the things that most people might have the opinion. I don't want to get just ugly. It's painful or is it not painful? Is it quick pop now? Is it like how fast a roll in and out the infrastructure that you >> the's are extraordinarily sticky systems the system that were that we replace >> your systems of the old systems. >> The old systems are on the reason that they've been around for ten, fifteen years. They're very difficult to replace. And if you look at our girls, that's certainly testament to our compelling. The value proposition has been people have said, you know, a pain is becoming unbearable and be the view of the promised Land is looking pretty good, right? So there's both an incentive to change and to move, and secondly, there is something to move towards that is this compelling inspiring. And it really is going to change my game right, because now we tell people said, Look, if you just tryingto get to a snazzier, more modern help desk, we're not your guy, okay? Because we don't find out a compelling vision of the world. We wantto wholesale transform how you deliver service just >> take us to some of those cats you were talking before you came on about your growth tripling inside. But talk about a zoo company, which is a whole nother conversation. We could talk about it yet you have expertise in, but talk more about the customer deployments. You got some fresh funding with the AIPO. You're geared up. You go out to the market place. What are the conversations like, What are some of the stats and one of the conversation with the CIA? >> Well, the CIA is obviously are interested, first and foremost of the transformation of the service model, right? I mean, we have to get Teo service experience that's more reminiscent of people experience on the consumer side. Now we typically have to do that, that an economic equation that's very similar to what they're having right now. They're not interested in spend more. They just want to get completely refreshed, you know, platform for similar amounts of money that they're already spending because Versace, you know, we're not just taking the software, not off the after after table. We're also taking the entire infrastructure, all the operating staff, everything it takes to run that environment becomes ours, right? It's no longer in the I T department, so that looks pretty compelling to them. >> How about some of the numbers in terms of uptake with customers recently? What's the growth rate was? Can you share some numbers? >> Way have about twelve hundred price customers? We had about one hundred twenty seven the last quarter. That's that is a huge number of customers. Tio Tio ad we have. Most of our focus is on global two thousand enterprises. We have about two hundred thirty global two thousand enterprises, and they're all you know who's who names that, that people recognize Starting up Ticket's been been strong. We're running very, very hard to make sure that we have two services infrastructure. Both there's people and infrastructure to be able to accommodate that. >> Well, I'm excited to interview you because I want to ask you kind of more of a personal question. And although we just met for the first time here, your name's been kicked around as kind of a maverick operational executive who knows how to scale organization. So we're in kind of living in an era where the business value focused, whether startups and has been a lot of talk about, you know, the Facebook idea, the young kids under thirty running a billion dollar market gap, companies trying to actually move from hyped to real scale. And Palmer. It's made a comment yesterday kind of dissing Facebook of in terms of the value proposition relative to say, you know, bm where. But the question I want to ask you is, um, what's your success model for scaling an organization on DH for the younger execs out there? And for people who don't know you just chairs up on the camera? What's your philosophy as the repeatable sales, lower cost leverage model? I mean variety of different kind of ingredients. What's the Franks Lukman formula for success and scaling? Bringing a product to market and growing it? >> Well, the first order of business for for a start up venture of any sort is growth. I find that a lot of people come on a business school in trying to balance girl for profitability. Um, that mentality makes no sense to me, right? It's economics. Before accounting, accounting becomes the bastardization of economics, we run our ventures cash on booking their economic concepts, not accounting constructs, right people are trying to show profit prematurely when they can invest that money to grow. We tripled our head count over the last year. We got very far over our skis. No, we're burning a hole in our gas pals but were very clear with investors that look, we are still increasing our productivity for head. Why, when we apply to resource is to grow this franchise Growth expands our multiples, expands valuation. That's what everybody is in the business for, so so sort of summarize. Knowing your question. Most people hold back on growth, and they don't really know why they're not all out trying to drive growth and the reason that growth is so important. You need to be a breakout player. Nobody wants to be the in between player. That's neither fish nor fowl and doesn't become a dominant entity into space that it wants to be in >> and have the financing in the dry powder behind you that you were a venture capital Greylock, which no something into about investing. So that's also important part right? >> Well, you don't. That's why I said to you manage on cash you managed on bookings. Those are the economics in the business essentially, >> and you've been looking up, have some really good finances behind you, trust you who get the concepts and that's key well, continue in the right >> way went public. We also explain to investors Look, this is what we're trying to do, and this is what we need you to buy into. Otherwise, find somebody else's talk. So >> what is the going public affect? You know the perception amongst the CEO's when you chose to list on the way we had them on earlier this week? But how is that affected? The brand perception? >> That was the whole reason for us to go public, right? We didn't need to cash liquidity. Obviously, it's good for employees and investors when I pose fundamentally a branding event. You know, I used the analogy. We went from playing on Saturday to playing on Sunday. You know, all of a sudden you know you're transparent, you know, all the all the thud that gets spread about you by competition. People cannot punch you up on Iand. See what the truth is around your balance sheet. You know how abot your last quarter was? It's been three. I po was tremendous for us from a branding standpoint, >> and you've been known Teo have a reputation of really getting the product in this case, the service, right? And then really getting aggressive on the sales side. Can you talk about what you've done in the sales side? I know you've aggressively hired. >> Yeah, we You know, as I said, we tripled our head count. We went from three shells. Reasons to twelve insight. One year we spread out all over Europe today. This is a ground war. You need an army to fight it. This is not Facebook. We cannot sign up annoying people in a week. It is a business that runs over the ground so you cannot scale and drive growth business unless you have two people to run it. >> And you're selling belly to belly. That right? Absolutely. So you know, >> we're going through the front door of the elevator >> way. Okay, We're getting the hook here. We're getting hooked, but I have to quit final questions. One is just put a plug out there for service's angle dot com that Silicon Angles separate publication. We launched last year, thanks to E m. C. For helping us sponsor that but really dedicated to the new era of services. And there is some disruption. We're excited to cover you guys, so I just wanted to say Go, go check out sources angle. So Franklin asked two questions. One. What's the big disruption in the services business that most people aren't getting right now? General, you know, man and tech on the street, not the insider inside the ropes. So that's the first question. The second question. What's your goals for the year? For the business? >> Well, the interesting thing about the services business is how it's one of these areas that is sort of the least automated. Write. It runs on the concept of institutional knowledge. Phone conversations, informal communications, email and the frontier in service management is that those become software automated structure processes that is not just happening in I t able sticks. It's happening everywhere, right? What do you want to request? Food. You know, from the hotel you knew what a Virgin America, right? You know, request from your seat, something that's just, you know, on an example of how >> that's the story, you know, debate about that. >> That's how it's gonna go, right? So services it's going to become, really that I call the service fabric right? Essentially how thes processes get conducted. So we're super excited because our platform sits right in the middle of that trend and we're going to try and make that trend. >> It's eleven. Platform to the economics are fantastic and no real customs agents were brought up exactly so good margins. >> And it's just >> like the stock immediately. >> It's much more scalable in the district. Disintermediation. You know, all the all the manual effort goes into this. >> Okay, so now I know your public CEO and everything now, so you really can't be as wild as you could have you a private. But what's the outlook for year? Your personal goals for the year >> Wait, given guns from or get one quarter for years. So check with your favorite analysts. >> Okay? Growth is on the horizon. Congratulations. Frank's been great to have your leadership in the Cube. Thank you. Time Cuban great to have you. This is silicon angle dot coms. The cube will be right back with our next guest, Cynthia Stoddard from Netapp CIA, Another CIA. We're gonna get into the trenches and hear about the transformation again. We'LL be right back