(upbeat music) >> From around the globe, it's theCUBE. With digital coverage of VeeamON 2020. Brought to you by Veeam. >> Hi everybody, we're back. This is Dave Vellante, and you're watching theCUBE's continuous coverage of VeeamON 2020. Veeam Online 2020. And Danny Allen is here, he's the CTO and Senior Vice President of Product Strategy and he's joined by Anton Gostev, who's the Senior Vice President of Product Management. Gentlemen, good to see you again. Wish we were face-to-face, but thanks for coming on, virtually. >> Thanks Dave for having us. >> Always love being on with you. Thank you. >> So Danny, I want to start with you. In your keynote, you talked to, about great quote by Satya Nadella. He said "We basically compress two years of digital transformation in two months." And so, I'm interested in what that meant for Veeam but also specifically, for your customers and how you help. >> Yeah, I think about that in two different ways. So digital transformation is obviously the word that he used. But I think of this a lot about being remote. So in two months, every organization that we're ourselves included, has gone from, in person operations going into the office doing things to enabling remote operations. And so, I'm working from home today, Anton's working from home today. We're all working from home today. And so remote operations is a big part of that. And it's not just working from home, it's how do I actually conduct my operations, my backup, my archiving, my hearing, all of those things remotely. It's actually changed the way organizations think about their data management. Not just operations from the sense of internal processes, but also external processes as well. But I think about this as remote offering. So organizations say, "How can I take where we are today "in the world and turn this into competitive advantage? "How can I take the services that I offered today, "and help my customers be more successful remotely?" And so, it has those two aspects to it remote operations, remote offerings. And of course, all driven by data which we backed. >> So Anton, you know there's a saying "It's better to be lucky than good." And I say, "It's best to be lucky and good." So Danny was talking about some of the external processes, a lot of those processes were unknown. And people kind of making them up as they went along, with things that we've never seen before. So, I wonder if we could talk about your product suite, and how well you were able to adapt to some of these unknown. >> Well it's more customers using our product in creative ways. But, one feedback we got most recently in our annual user survey is that like, one of the customers was using tape as the off-site backups. And they had a process where obviously someone had to physically come to the office, pick up the exporter tapes and put them on the truck and move them some off-site location. And so this basically, the process was completely broken with COVID because of lockdown. And in that particular country, it was a stricter on the ground than in most and they were physically unable to basically leave the home. So they basically looked at, Luckily they upgraded already to version 10. And they looked at what version 10 has to offer. And then we're able to switch from using tape to fully automating this off-site backup and going directly to the public cloud to object storage. So, they still have the same off-site backups that, effectively air-gapped because of the first house you provide in virtual time for mutable backups. As soon as they created that they automatically ship to object storage, completely replacing this manual off-site process. So I don't know how long it will take them, if not COVID, to move to this process. Now they love it because it's so much better than what they did before. That's amazing. >> Yeah I bet, there's no doubt. That's interesting, that's an interesting use case. Do you see, others use cases that popped up. Again, I was saying that these processes were new. I mean, and I'm interested in from a product standpoint, how you guys were able to adapt to that. >> Well, another use case that seems to be on the rise is that the ability for customers to deploy the new machines to procure new hardware is severely limited now. Not only their supply chain issues, but also again, bring something into your data center. You have to physically be there and collaborate with other workers and doing installing the, whatever new hardware you purchase. So, we see a significant pick up of the functionality where that, we had in the product for a while, which we called direct resorts to cloud. So we support taking any backup, physical virtual machine. And restoring directory into cloud machine. So we see really the big uptick of migration, maybe a lot of migrations, maybe, not necessarily permanent migrations, but when people want to basically this, some of the applications start to struggle on their sources and they're unable to update the underlying hardware. So what they do is that they schedule the downtime, and then migrate, restore that latest backup into the cloud and continue using the machine in the cloud on much more powerful hardware. That's a lifesaver for them obviously in this situation. >> Yeah so the cloud, Danny is becoming a linchpin of these new models. In your keynote you talked about your vision. And it's interesting to note, I mean, VeeamON, last year, you actually talked about, what I call getting back to the basic of, backup, you kind of embrace backup, where a lot of the new entrants are like, "No no backup's, just one small part, it's data management." And, so I'd love to get your thoughts on that. But the vision you laid out was, backup and cloud data management. Maybe you could, unpack that a little bit. >> Yeah, the way I think about this is step one, in every infrastructure, it doesn't matter whether you're talking about on-prem or in the cloud. Step one is, to protect your data. So this is ingesting the data, whether be backup, whether it be replication, whether it be, long term retention. We have to do that, not only do we have to do that, but as you go to new cycles of infrastructure, it happens all over again. So, we backed up physical first and then virtual, and then we did, cloud and in some ways, containers we're going towards, we're not going backwards but people who are running containers on-prem so we always go back to the starting point of protect the data. And then of course, after you protect it then you, want to effectively begin to manage it. And that's exactly what Anton said. How do you automate the operational procedures to be able to make this part of the DNA of the organization and so, it doesn't matter whether it's on-prem or whether it's in the cloud, that protection of data and then the effective management and integration with existing processes, is fundamental for every infrastructure and will continue to be so into the future, including the cloud. And it's only then when you have this effective protection and management of it, can you begin to unleash the power of data, as you look out into the future, because you can reuse the data for additional purposes, you can move it to the optimal location, but we always start with protection and management of the data. >> So Anton, I want to come back to you on this notion of cloud being a portion of that, when you talk about security people say you layer, how should we think about the cloud? Is it a another layer of protection? And then Danny just said, "It doesn't really matter whether it's on-prem "or in the cloud, it well, it doesn't matter "if you can ensure the same experience." If it's a totally different experience well then it's problematic though. I wonder if you could address, both the layers. Is cloud just another layer and is the management of that, actually, how do you make it, quote, unquote, "Seamless"? I know it's an overused word, but from a product name? >> Well, for larger customers, it's not necessarily a new challenge, because it's rare when the customer had a single data center. And they had this challenge for always. How do I manage my multiple data centers with a single pane of glass? And, I will say public cloud does not necessarily mean that some new perspective in that sense. Yeah, maybe it even makes it easier because you no longer have to manage the physical aspect, the most important aspect of security, which is physical security. So someone else manages it for you and probably much better than most companies could ever afford. In terms of security answer, so then data center. But as far as networking security and how those multiple data centers interact with each other, that's essentially not a new challenge. It is a new challenge for smaller customers for SMBs that are just starting. So they have their own small data center, small world and now they are starting to move some workloads into the cloud. And I would say the biggest problem there is networking and VeeamON, sure provides some free tools to call Veeam PN to make it easier for them to make this step of, securing the networking aspect of public cloud and the private property also that they are in now as workloads move to the cloud, but also keeping some workloads on-prem. >> The other piece of cloud Danny, is SaaS. You weren't the first you were one of the first to offer SaaS back up particularly for Office 365. And a lot of people just, I think, rely on the SaaS vendor, "Hey, they've got me covered. "They've got me backed up", and maybe they do have them backed up, but they might not have them recovered. How is that market shaping up? What are the trends that you're seeing there? >> Well, you're absolutely right Dave. That the, focus here is not just on back up, but on recovery, and it's one of the things that Veeam is known for we don't just do the backup, but we have an Explorer for Exchange , an Explorer for SharePoint, an Explorer for OneDrive. You saw on stage today we demoed the Explorer for Microsoft Teams. So, it's not just about protecting the data, but getting back the specific element of data that you need for operations. And that is critically important. And our customers expect to need that. If you're depending on the SaaS vendor themselves to do that, and I won't, be derogatory or specific about any SaaS vendor, but what they'll often do is, take the entire data set from seven days ago, we'll say, and merge it back into the current data set. And that just results in, a complete chaos of your inbox, if that's what they're merging together. So having specific granularity to pull back that data, exactly the data you need when you need it, is critical. And that's why we're adding it, and the focus on Microsoft Teams now obviously, is because, as we have more intellectual property, in collaboration tools for remote operations, exactly what we're doing now, that only becomes more critical for the business. So, when you think about SaaS for backup, but we also think about it for recovery. And one thing that I'll credit Anton and the product management team for, we build all of this in-house, We don't give this to a third party to build it on our behalf because you need it to work and not only need it to work, but need it to work well, that completely integrated with the underlying cloud data management platform. >> So Anton, I wonder if I could ask you about that. So, from a recovery standpoint, there's one thing, is Dan was saying, you've got to have the granularity, you've got to be able to have a really relatively simple way to recover. But because it's the cloud, there's, latency involved and how are you from a product standpoint, dealing with, making that recovery as consistent and predictable and reliable as you have for a decade on-prem. >> So you mean recovery in the cloud or back to on-prem? >> Yeah, so, recovery from data that lives in the cloud. >> Okay. So basically, the most important feature of any cloud is the price of whatever you do. So, whenever we design anything, we always look at the costs even more than anything else. But, it in turn always translates into better performance as well. To give you example, without functionality where we can take the on-prem backup and make a copy in the public object storage for disaster recovery purposes, so that for example, when a hacker or ransomware wipes out your, entire data center, you have those backups in the cloud, and you can restore from them. So when you perform the restore from cloud backups, we are actually smart enough to understand that, we need to pull that and this in that block from the cloud backup, but many of those blocks actually shared with backups in another machines that are in your own prem backup repository. So we do this on the fly analysis, and we say, instead of pulling the 10 terabyte of the entire backup from the cloud, we can actually pull only 100 gigabytes off unique blocks. And the rest of the blocks we can take from on-prem repositories that have still survived the disaster. So, not only reduces the cost 20 times or whatever. The performance, obviously, of restoring from on-prem data versus pulling everything from the cloud through the internet links is dramatic. So again, we started from the cost, how do we reduce the cost of restore, because, that's where cloud vendors quote, unquote, "Get you." But in the end, it resulted in much better performance as well. >> Excellent, Anton as well in your keynote, you talked about the Veeam availability suite, gave a little sneak preview. You talked about continuous data protection. Cloud Tier, NAS recovery, which is oftentimes very challenging. What should we take away from that sneak peek? >> Three main directions basically, The first is Veeam CGP is we keep investing a lot in on-prem, data Protection, disaster recovery. VMware is a clear leader of on-prem virtualization. So, we keep building these, new ways to protect your web VMware with lower RPOs and RTOs that were never possible before with the classic snapshotting technologies. So that's one thing we keep investing on-prem. Second thing, we do major investments in the cloud in object storage specifically, from that regards, again, put a couple keynote in Google Cloud support. And we're adding the ability to work with coldest tier of object storage, which is Amazon Glacier Deep Archive or Microsoft Azure Blob Storage, archive tier. So that's the second big area of investment. And third, instant recovery Veaam has always been extremely well known for its instant recovery capabilities. And this race is going to be the biggest in terms of new instant recovery capabilities, that were introduced as many as three new major companies with capabilities there. (mumbles) >> So, Danny, I wonder if I could ask you. I'm interested in how you go from product strategy to actual product management and bring things to market. I mean, in the early days, Veeam. Very, very specific to virtualization. That of course, with the Bare-metal, you got a number of permutations and product capabilities. How do you guys work together in terms of assessing the market potential, the degree of difficulty, prioritizing, how does that all come to your customer value? >> Well, first of all, Anton and I, spend a lot of time together on the phone and collaborating just on a weekly basis about where we're going, what we're going to do. I always say there's four directions that we look at for the product strategy and what we're building. You look behind you, you have a, we have 375,000 customers and so those are the tail winds that are pushing you forward. We talked to them on all segments. What is it that you want? I say we look left and right, the left who are alliances. We have a rich ecosystem of partners and channel that we look to collect feedback from. Look right, we look out at the competitors in this space, what are they doing to make sure that we're not missing anything that we should be including and then look forward. Big focus of Veeam has always been not just creating check boxes and making sure that we have the required features but innovation. And you saw that on stage today when Anton was showing the NAS Instant Recovery in the database instant recovery and the capabilities that we have, we have a big focus on, not just checking a box but actually doing things better and differently than everyone else in the industry and that serve to see incredibly well. >> So I love that framework. But so now when you think about this pandemic, you look behind your customers have obviously been affected, your partners have been affected. Let's put your competitors to the side for a minute, we'll see how they respond. But then looking forward, future, as I've said many times, we're not just going back to 2019. We're new decade and really digital transformation is becoming real, for real this time around. So as you think about the pandemic and looking at those four dimensions, what initial conclusions are you drawing? >> Well, the first one would be that that Veeam is well positioned to win, continue to win and to win into the future. And the reason for that I would argue, is that we're software defined. Our whole model is based on being simple to use obviously, but software defined and because of the pandemic, as Anton said, can't go into the office anymore to switch your tapes from one system to another. And so being software defined set this apart positions as well for the future. And so make it simple, make it flexible. And ultimately, what our customers care about is the reliability of this end to the credit of research and development and Anton theme is, "We have product that as everyone says, it just worked". >> So Anton I wonder if I could ask you kind of a similar question. How has the pandemic affected your thinking along those dimensions and maybe some of your initial thinking on changes that you'll implement? >> Yes, sorry I wanted to add exactly on that. I will say that pandemic accelerated our vision becoming the reality. Basically, the vision we had and, I said a few years ago, one day that Veeam will become the biggest storage vendor without selling a single storage box. And this is just becoming the reality. We support a number of object storage providers today. Only a few of them actually track the consumption that is generated by different vendors. And just for those few who do track that and report numbers to us. We are already managing over hundreds of petabytes of data in the cloud. And we only just started a couple of years ago with object storage support. So that's the power of software defined. we don't need to sell you any storage to be eventually the biggest storage player on the market. And pandemic is clear accelerated that in the last three months we see the adoption, it was already like a hockey stick, but it's accelerating further. Because of the issues customers are facing today. Unable to actually physically go back to the office, do this backup handling the way they normally do it. >> Well guys, it's been really fun the last decade watching the ascendancy of Veeam, we've boarded on it and talked about it a lot. And as you guys have both said things have been accelerated. It's actually very exciting to see a company with, rich legacy, but also, very competitive with some of the new products and new companies that are hitting the market. So, congratulations, I know you've got a lot more to do here. You guys have been, for a private company, pretty transparent, more transparent than most and I have to say as an analyst, we appreciate that and, appreciate the partnership with theCUBE. So thanks very much for coming on. >> Thank you, Dave. Always a pleasure. >> Thanks Dave. >> All right, and thank you for watching everybody. This is Dave Vellante for theCUBE in our coverage of VeeamON 2020. Veeam Online. Keep it right there, I'll be right back. (upbeat music)

(digital music) >> Welcome back to VeeamON 2022. We're in the home stretch, actually, Dave Nicholson and Dave Vellante here. Daniel Fried is the general manager and senior vice president for EMEA and Worldwide Channel. Daniel, welcome to theCUBE. You got a big job. >> No, I don't have a big job. I have a job that I love. (chuckles) >> Yeah, a job you love. But seriously Veeam, all channel. I mean it has been. >> Yeah, I mean, it's something which just, just a few seconds on, on that piece here, the channel piece, it's something that I love because the ecosystem of partners, an ecosystem of partners, is something which is spending its time moving and developing and changing. You've got a lot of partners changing their roles, their missions, the type of services, type of product that they offer. They all adapt to what the market needs and all the markets around the world are very different because of all these different cultures, languages, and everything. So it's very interesting. In the middle of all that, you know, these tens of thousands of partners and you try to create and try to understand how you can organize, how you can make them happy. So this is fantastic. >> So you're a native of the continent in Europe, obviously. We heard Anton, today, who couldn't be here or chose not to be here, cause he's supporting family and friends in Ukraine. What's the climate like now? Can you share with us what's it like Europe? Just the overall climate and obviously the business climate. >> So the overall climate, the way I see it or I feel it, and obviously there may be some different opinions, that I will always appreciate as also very good opinions. My view is that it seems in Europe that there are a distinction between what people do for businesses, Their thinking for the business, which may be impacted by the situations that we know in Europe between, because of obviously the issues between Ukraine, because of Russia, let's put it this way. And then there is the personal view, which is okay. That happens from time to time, but life continues and we just continue pushing things and enjoying life, and getting the families together and so on and so forth. So, this is in most of the countries in Europe. Obviously, there are a number of countries, which are a little bit more sensitive, a little bit more impacted. All the ones who are next to Russia, or Belarus, so on and so forth. From an emotional standpoint, which is totally understandable. But overall, I'm pretty impressed by how the economy, how people, how the businesses are, you know, continue to thrive in Europe. >> Has Brexit had any...? What impact, if any, has it had? >> So for us Veeam, the impact is... So first there is an impact which is on the currencies. So all the European currencies are no, have slowed down and, and the US dollar is becoming much stronger. >> Despite its debt. >> Right. >> Shouldn't be, but yeah. >> But that doesn't impact on the business. I just... >> Yeah. Right. >> So everything which is economical, macroeconomical is impacted. We have the inflation also, which has an impact, which also has increased because of the oil, because of the gas of everything that they have been stuck, to be stuck. But people get used to it. As Veeam from a business standpoint, one of the big things is we stopped sales, selling into Russia and into Belarus and we are giving our technology, our product, our solutions for free to Ukraine. And that was a piece of the business that we were doing, within EMEA, which was non-neglectable. So it's, I would say a business hole, now that we need to try to fill with accelerating the business service in the other countries of Europe. >> I mean, okay. So thank you for that but we really didn't see it in last quarter's numbers that you guys shared with I mean, IBM. Similarly IBM said, it's noticeable, but it's not really a big impact on our business, but given the cultural ties that you had to Russia and the affinity, I mean you knew how to do business in Russia. It's quite remarkable that you're able to sort of power through that. How about privacy in, around data, in Europe, particularly versus the US? it seems like Europe is setting the trend on things like privacy, certainly on things like acquisitions, we saw the arm acquisition fail. >> Yeah. So there is a big difference. Effectively, there is a big difference between, I would say North America and the rest of the world. And I would say that EMEA, and within EMEA would say the EU is leading very much on what we call server sovereign cloud. So data privacy, which in other words, data is to as much as possible is to remain within either the EU or better within each of the countries, which means that there is again... It's I would say for in EMEA it's good, I would say for the business, for the partners, because then they have to develop around the cloud a number of functions to ensure that because of this data privacy, because of this GDPR or rules and things, all the data remains and resides in a given geographical environment. So it's, which is good because it creates a number of opportunities for the partners. It makes obviously the life of customers and their self a bit more difficult. But again, I think it's good. It's good. It's part of all the way we structure and we organize. And I think that it's going to expand because data is becoming so key, a key limit, a key asset of companies that we absolutely need to take care of it. And it is where Veeam plays a big role in that because we help paying companies managing their data and secure the data in sort of way. >> Yeah. Ransomware has been a big topic of conversation this week. Do you sense that the perception of that as a threat is universal? Are there, are there differences between North America and the EU and other parts of the world? Universal? >> Yeah, it is universal. We see that everywhere. And I think this is a good point, a good question too, is that it's very interesting because we need to get acquainted to the fact that we are going to ever. And so we are going to be attacked. No way out, no. There... Anybody the morning, is waking up, is going on emails and click clicking on an email. Too late. Was a run somewhere. What can you do against that? You know, all humans make mistakes. You can't so it'll happen, but where, where it's absolutely very important and where Veeam plays a big role and where our partners are going to play an even bigger role with our technology is that they can educate the customers to understand that, to have run somewhere is not an issue. What has, what happened is not a problem. What they have to do is to organize so that if they have run somewhere, their letter is safe. And this is where our place a big place. A couple hours back, I was, I was doing a kind of bar with something else. It's totally crazy, but that's okay. I'm going to say it. It's about the COVID. What, no, what do we do? Do we have, do we have something against COVID? No. People were going to get COVID, certainly many people still doing it, but what is important is to be capable of not being too sick. So it is the prevention, which is important. It's the same thing here. So there is this mindset we have psychologically with the partners and they have, they have to provide that services to their customers on how to organize their data using the technology of Veeam in order to be safe, if anything happens. >> So another related question, if I may. When Snowden blew the whistle on the NSA and divulged that the NSA was listening to all the phone calls, there was seemed to be at the time, as I recall, a backlash sentiment in Europe, particularly toward big tech and cloud providers and skepticism toward the cloud. Has the pandemic and the reliance on cloud and the rise of ransomware changed that sentiment? Had the sentiment changed before then? Obviously plenty of Cloud going on in Europe. But can you describe that dynamic? >> Yeah, no, I think that's... Yeah. I think that people were too... You know, as usual. It absolutely reminds me when I was at VMware, when we went from the physical boxes to the virtual machines. I remember the IT people in the company said, "No, I want to be capable of touching." Something here. When you talk about cloud, you talk about something which is virtual, but virtual outside, even outside somewhere. So there is a resistance, psychological resistance to where is my data? How do I control my data? And that is, I think that is very human. Then you need to, you know, it takes time. And again, depending on the cultures, you need to get acquainted to it. So that's what happened be before the pandemic, but then the pandemic took place. And then there was a big problem. There was nobody anymore in the data centers because they couldn't work there and then people were starting to, to work remotely. So the IT needed to be organized to compensate for all these different changes. And cloud was one of them where the data could be stored, where the data could reside, where things could happen. And that's how actually it has accelerated at least in a number of countries where people are a bit leg out to accept the adoption of cloud, cloud-based data. >> So is there a difference in terms of the level of domination by a small group of hyperscale clouds versus smaller service providers? You know, in theory, you have EU behaving in a unified way in sort of the same way that the United States behaves in sort of a federated way. Do you have that same level of domination or is there more, is there more market share available for smaller players in cloud? Any regional differences? >> Yeah. There are big differences. There are big differences again, because of this sovereignty, which is absolutely approved very much in Europe. I'm tell you, I'm going... I'm giving you an example that it was in, I think in October last year, somewhere. The French, the French administration said, "We don't want anymore. Any administration investing in Microsoft 365, because the data is in Azure. The data is out in the cloud." That's what they said. So now these last days, this last week that has changed because Microsoft, you know, introduced a number of technologies, data centers in France, and so on and so forth. So things are going to get better. But the sovereignty, the fact that the data, the privacy of data, everything has to remain in the countries is doing something like the technology of the hyperscalers is used locally wrapped by local companies like systematic writers, local systematic writers, to ensure that the sovereign is set and that the privacy of the data is for real and according to GDPR. So again, it's a value add. It makes things more complex. It doesn't mean that the Google, the Google cloud, the Azure, or the AWS are not going to exist in Europe, but there are going to be a number of layers between them and the customers in order to make sure that everything is totally brought up and that it complies with the EU regulations. >> Help us understand the numbers, Daniel. So the number of customers is mind-boggling it's over 400,000 now, is that right? >> Yeah. Correct. >> Yes. Comparable to VMware, which is again, pretty astounding and the partner ecosystem. Can you help us understand the scope of that? Part one. part two is how do you service and provide that partnership love to all those companies? >> The partners. So yeah, we have about 35,000 around the world, 35,000 partners, but again, it's 10 times less than Microsoft, by the way. So, and this is very interesting. I often have the questions, how do we manage? So first of all, we do tiering, like anybody does. >> Sure. >> We have an organization for that. And we have a two chair sales motion. That means that we use the distributors to take care of the mass, the volume of the smaller, smaller partners. We help the distributors, we help. So it's a leverage system. And we take care obviously more directly, of the large partners or the more complex partners or the ones of interest. But we don't want to forget any of those because even the small one is very important to us because he has these customers maybe in the middle of nowhere, but he's got a few of them. And again, to have a few of these customers, when you adapt, you know, it makes.. At the end, it makes a big business. You know, one plus one plus 1 million times makes, you know, makes huge things. And plus we are in the recurring business now, now that we've introduced three, four years ago, our subscription licenses, which means that it's only incremental. So it's just like the know the telephony, know the telephony business, where the number, the cell phone plans, you know, it's always grabbing as many as possible consumers in this case. So it was the same thing or I have the same, the same kind of, I do a parallel with the French, the French bakery, the French Boulangerie where I say they do their business with the baguette. And then from time to time, they sell the patisserie or they sell the cake, cookie or something, but the same of small things makes a big things. So it is important to have all these small partners everywhere that, that have their small customers or big customers, and that can serve them. So that's that's way. We segment by geography and what we do now is, it is something which is new. We segment by competencies. So it's what I call the soft segmentation. Because if not, we will have a lot of these partners competing to each other, just to sell Veeam. Veeam being number one in many countries, that is what is taking place. And we want them to be happy. We want, we don't want them to fight against each other. So what we do is we do soft segmentation and soft segmentation is this partner is competent in this field with that kind of use case doing this or this or this or this. It's just like you, when you go to the restaurant, you want the restaurant next to your place. So you click for the geography and then you want to, to go for Indian food. So you click restaurant Indian food, and then you want something. So we want to give that possibility to the customers to say, "Yeah, I think I know what I want." And then you can just click and get the partners or the list of partners, which are the most suited for, for his needs. So it's what I call the soft segmentation. The other thing which is important is the network. It's very interesting because when we look at a lot of companies, it's not the network. You've got VARs, you've got cloud and service providers. You've got SARs, you've got all the things. But if you take each of those individually, they don't have the competencies to answer all the request of the customer. So the networking is partnering with partner. That means to have the, the connection so that the partner A who has his customer, but these customer's are requests that this partner cannot fulfill because it's not its competency. That it's going to find the partners or the other partners that can feel this competency and work together. And then it's between them to have the model that they want so that together they can please the customer with their requests. >> Do you ever want to have VeeamON... I mean, I'm happy it's in the US and I like going to Europe, but you, have you ever want to have VeeamON in Europe? >> Yeah, we have VeeamON. We have many VeeamONs in Europe. >> Yeah. The mini ones. Okay. >> VeeamON tours. >> Globally. So where do you have them? >> Europe in APJ, that's what we do. Yes. >> Where do you do it in a APJ? In Japan, obviously in... >> Yeah. I don't know all the locations, tens and tens of them. >> A lot of them. Okay. >> The small ones. What we do, replicate what is done here on one day and then it goes. >> And you'll do that in UK. France, Germany. >> Yeah. Yeah. >> Local. >> And also small countries in Saudi, in South Africa, in Israel, in Bulgaria, in all these countries. Because, you know, we can be virtual. That's nice. >> Oh, right. >> But I love to be having a breakfast or a lunch or drink next to a partner or a customer because you learn so much more. The informal information is so important to understand how the business and how the market develops and what the needs are of customers and so on and so forth. >> How was the European attendance this year? It must have been down. It's hard to get into US. It's actually easier to go back to Europe. >> Virtually I, don't have the numbers, but I- >> No. Virtual. I'm sure it was huge. Yeah. But physical. >> Physical here, we've got about 300, 300 Europeans. >> Yeah. Okay. Out of, do we know? What are the numbers here? Do we know? Have we heard numbers? >> I know 45 was supposed to be around 45K combined. >> That's hybrid. >> So, yeah. >> It's hard to get into the US. We're still figuring that out. So I'm not surprised, but now you... >> But it's complimentary. Yeah. >> Do you go to 'em all? >> No >> You can't. >> No. That's not possible. I cannot. I actually, I would love... >> But some, yes. >> I would love to be capable of duplicate myself, but- >> You go to the one. >> I'm unique. >> You go to the one in France, obviously. Yeah? >> Yeah. Usually in France. Well... >> Depends if you're home. >> Yeah. You know, that is interesting is, the way we organize, the way we organize in Europe is I really want the local leaders to be the ones managing the countries. I'm there to support. I'm not there to be, you know? Yeah. The big boss is coming, he showing. No. It is not that. Again, if they request me to come, if they want me to pass a message to certain type of customer partners, I'll do that. But I don't want to run the show. It's not the way I manage that. >> Yeah. I get that. You want to respect that as if you show up in France and that's your home country, it's like rat man showing up here. It's like taking over the stage. You'll be like, you know, it's our turn. >> But it's just like, you know, I give you another example. So obviously we have... It's even the headquarters, the EMEA headquarters is in France. Right? But it is the French office. And I don't go there. I try not to be there because it is the place for the French people taking care of the French market. And for the French manager, if I go there, everybody's going to come and ask me questions and ask me to make decisions and things. No, they have to run their business. >> So where do you spend, where and how do you spend your time? >> In airports and in planes. (indistinct) What are you asking? >> Of course. >> Do you have another question? >> Actually, if we have time really quickly on just on that subject of sovereignty, we are here in Nevada just across the border, California. People in California have no problem at all, replicating things here for disaster recovery, because it's in the US. Now, is there sort of a cultural sense that tearing down those borders from a sovereignty perspective within Europe would fundamentally change the business climate and maybe tilt things in favor of the AWS and GCPs of the world instead of local regional business? The joke that I heard recently from someone, I thought it was funny. I don't know if it would offend either Germans or French, but it was that it was that AWS was confused and they were planning on putting a data center in Strasbourg, because they thought it was in Germany and it was- >> A joke. >> But the point is, the point is it's like, it's a gum bear. >> Is it true? >> No. But it was a dumb American joke. This was told by a French person basically saying... >> But this person was certainly not from- >> Yes. Right. >> Tell you, because I would've been a very bad way. >> But the point is this idea that you have these mega hyper clouds coming in and saying, "Okay, boom, we're putting one here and you're going to use us regardless of the country you're in." How does that, you know... Is there a push within the EU to tear those barriers down? Or are those sovereignty walls enjoyed by the majority because of the way that it changes the business climate? Any thoughts from that perspective? >> Oh yeah. Yeah. To me, it's very simple. It is a hybrid thing. That means that these big hyperscalers are there, not going to be used but what they do is they're going to partition themselves and work with these local people. So that their big thing appears as being independent, smaller data centers. That's the only thing, you know. You build a house and then you put walls between the different, between the different rooms. That's the only thing that happens. So it's not at all, no. At all to Azures or Google cloud. No, it's not that. It just means that there is a structure and organization that has to be put in place in order that the data resides in given geographical locations using their infrastructures, their technologies. That make, does it make sense? >> Yeah. Except that it puts them in the position of having to have a physical presence in each place, which is advantageous in one way and maybe less efficient in another. >> Yeah. But there are some big markets. >> Yeah. And they eventually got to get there. Right. I mean... >> Yeah. >> They started it. One patient in the world where they restarted was in ANZ. And that's what they did. You know, what, 5, 6, 7 years ago. They put their data centers over there because they wanted to gain the Australian market and the New Zealand market. >> So build it and they will come. Daniel, thanks so much for coming to the theCUBE. Very interesting conversation. >> Pleasure. >> Appreciate it. >> Thank you very much. >> All right, we're wrapping up. Day two at VeeamON 2022. Keep it right there. Dave and I will be back right after this break. (vibrant music)

(calm music) >> Hi everybody. We're here at VeeamON 2022. This is day two of the CUBE's continuous coverage. I'm Dave Vellante. My co-host is Dave Nicholson. A ton of energy. The keynotes, day two keynotes are all about products at Veeam. Veeam, the color of green, same color as money. And so, and it flows in this ecosystem. I'll tell you right now, Michael Cade is here. He's the senior technologist for product strategy at Veeam. Michael, fresh off the keynotes. >> Yeah, yeah. >> Welcome. Danny Allen's keynote was fantastic. I mean, that story he told blew me away. I can't wait to have him back. Stay tuned for that one. But we're going to talk about protecting containers, Kasten. You guys got announcements of Kasten by Veeam, you call it K10 version five, I think? >> Yeah. So just rolled into 5.0 release this week. Now, it's a bit different to what we see from a VBR release cycle kind of thing, cause we're constantly working on a two week sprint cycle. So as much as 5.0's been launched and announced, we're going to see that trickling out over the next couple of months until we get round to Cube (indistinct) and we do all of this again, right? >> So let's back up. I first bumped into Kasten, gosh, it was several years ago at VeeamON. Like, wow this is a really interesting company. I had deep conversations with them. They had a sheer, sheer cat grin, like something was going on and okay finally you acquire them, but go back a little bit of history. Like why the need for this? Containers used to be ephemeral. You know, you didn't have to persist them. That changed, but you guys are way ahead of that trend. Talk a little bit more about the history there and then we'll get into current day. >> Yeah, I think the need for stateful workloads within Kubernetes is absolutely grown. I think we just saw 1.24 of Kubernetes get released last week or a couple of weeks ago now. And really the focus there, you can see, at least three of the big ticket items in that release are focused around storage and data. So it just encourages that the community is wanting to put these data services within that. But it's also common, right? It's great to think about a stateless... If you've got stateless application but even a web server's got some state, right? There's always going to be some data associated to an application. And if there isn't then like, great but that doesn't really work- >> You're right. Where'd they click, where'd they go? I mean little things like that, right? >> Yeah. Yeah, exactly. So one of the things that we are seeing from that is like obviously the requirement to back up and put in a lot of data services in there, and taking full like exposure of the Kubernetes ecosystem, HA, and very tiny containers versus these large like virtual machines that we've always had the story at Veeam around the portability and being able to move them left, right, here, there, and everywhere. But from a K10 point of view, the ability to not only protect them, but also move those applications or move that data wherever they need to be. >> Okay. So, and Kubernetes of course has evolved. I mean the early days of Kubernetes, they kept it simple, kind of like Veeam actually. Right? >> Yeah. >> And then, you know, even though Mesosphere and even Docker Swarm, they were trying to do more sophisticated cluster management. Kubernetes has now got projects getting much more complicated. So more complicated workloads mean more data, more critical data means more protection. Okay, so you acquire Kasten, we know that's a small part of your business today but it's going to be growing. We know this cause everybody's developing applications. So what's different about protecting containers? Danny talks about modern data protection. Okay, when I first heard that, I'm like, eh, nice tagline, but then he peel the onion. He explains how in virtualization, you went from agents to backing up of VMware instance, a virtual instance. What's different about containers? What constitutes modern data protection for containers? >> Yeah, so I think the story that Danny tells as well, is so when we had our physical agents and virtualization came along and a lot of... And this is really where Veeam was born, right, we went into the virtualization API, the VMware API, and we started leveraging that to be more storage efficient. The admin overhead around those agents weren't there then, we could just back up using the API. Whereas obviously a lot of our competition would use agents still and put that resource overhead on top of that. So that's where Veeam initially got the kickstart in that world. I think it's very similar to when it comes to Kubernetes because K10 is deployed within the Kubernetes cluster and it leverages the Kubernetes API to pull out that data in a more efficient way. You could use image based backups or traditional NAS based backups to protect some of the data, and backup's kind of the... It's only one of the ticks in the boxes, right? You have to be able to restore and know what that data is. >> But wait, your competitors aren't as fat, dumb and happy today as they were back then, right? So it can't... They use the same APIs and- >> Yeah. >> So what makes you guys different? >> So I think that's testament to the Kubernetes and the community behind that and things like the CSI driver, which enables the storage vendors to take that CSI abstraction layer and then integrate their storage components, their snapshot technologies, and other efficiency models in there, and be able to leverage that as part of a universal data protection API. So really that's one tick in the box and you're absolutely right, there's open source tools that can do exactly what we're doing to a degree on that backup and recovery. Where it gets really interesting is the mobility of data and how we're protecting that. Because as much as stateful workloads are seen within the Kubernetes environments now, they're also seen outside. So things like Amazon RDS, but the front end lives in Kubernetes going to that stateless point. But being able to protect the whole application and being very application aware means that we can capture everything and restore wherever we want that to go as well. Like, so the demo that I just did was actually a Postgres database in AWS, and us being able to clone or migrate that out into an EKS cluster as a staple set. So again, we're not leveraging RDS at that point, but it gives us the freedom of movement of that data. >> Yeah, I want to talk about that, what you actually demoed. One of the interesting things, we were talking earlier, I didn't see any CLI when you were going through the integration of K10 V5 and V12. >> Yeah. >> That was very interesting, but I'm more skeptical of this concept, of the single pane of glass and how useful that is. Who is this integration targeting? Are you targeting the sort of traditional Veeam user who is now adding as a responsibility, the management of protecting these Kubernetes environments? Or are you at the same time targeting the current owners of those environments? Cause I know you talk about shift left and- >> Yeah. >> You know, nobody needs Kubernetes if you only have one container and one thing you're doing. So at some point it's all about automation, it's about blueprints, it's about getting those things in early. So you get up, you talk about this integration, who cares about that kind of integration? >> Yeah, so I think it's a bit of both, right? So we're definitely focused around the DevOps focused engineer. Let's just call it that. And under an umbrella, the cloud engineer that's looking after Kubernetes, from an application delivery perspective. But I think more and more as we get further up the mountain, CIS admin, obviously who we speak to the tech decision makers, the solutions architects systems engineers, they're going to inherit and be that platform operator around the Kubernetes clusters. And they're probably going to land with the requirement around data management as well. So the specific VBR centralized management is very much for the backup admin, the infrastructure admin or the cloud based engineer that's looking after the Kubernetes cluster and the data within that. Still we speak to app developers who are conscious of what their database looks like, because that's an external data service. And the biggest question that we have or the biggest conversation we have with them is that the source code, the GitHub or the source repository, that's fine, that will get your... That'll get some of the way back up and running, but when it comes to a Postgres database or some sort of data service, oh, that's out of the CI/CD pipeline. So it's whether they're interested in that or whether that gets farmed out into another pre-operations, the traditional operations team. >> So I want to unpack your press release a little bit. It's full of all the acronyms, so maybe you can help us- >> Sure. >> Cipher. You got security everywhere enhance platform hardening, including KMS. That's key- >> Yeah, key management service, yeah. >> System, okay. With AWS, KMS and HashiCorp vault. Awesome, love to see HashiCorp company. >> Yeah. >> RBAC objects in UI dashboards, ransomware attacks, AWS S3. So anyway, security everywhere. What do you mean by that? >> So I think traditionally at Veeam, and continue that, right? From a security perspective, if you think about the failure scenario and ransomware's, the hot topic, right, when it comes to security, but we can think about security as, if we think about that as the bang, right, the bang is something bad's happen, fire, flood, blood, type stuff. And we tend to be that right hand side of that, we tend to be the remediation. We're definitely the one, the last line of defense to get stuff back when something really bad happens. And I think what we've done from a K10 point of view, is not only enhance that, so with the likes of being able to... We're not going to reinvent the wheel, let's use the services that HashiCorp have done from a HashiCorp vault point of view and integrate from a key management system. But then also things like S3 or ransomware prevention. So I want to know if something bad's happened and Kasten actually did something more generic from a Veeam ONE perspective, but one of the pieces that we've seen since we've then started to send our backups to an immutable object storage, is let's be more of that left as well and start looking at the preventative tasks that we can help with. Now, we're not going to be a security company, but you heard all the way through Danny's like keynote, and probably when he is been on here, is that it's always, we're always mindful of that security focus. >> On that point, what was being looked for? A spike in CPU utilization that would be associated with encryption? >> Yeah, exactly that. >> Is that what was being looked- >> That could be... Yeah, exactly that. So that could be from a virtual machine point of view but from a K10, and it specifically is that we're going to look at the S3 bucket or the object storage, we're going to see if there's a rate of change that's out of the normal. It's an abnormal rate. And then with that, we can say, okay, that doesn't look right, alert us through observability tools, again, around the cloud native ecosystem, Prometheus Grafana. And then we're going to get insight into that before the bang happens, hopefully before the bang. >> So that's an interesting when we talk about adjacencies and moving into this area of security- >> We're talking to Zeus about that too. >> Exactly. That's that sort of creep where you can actually add value. It's interesting. >> So, okay. So we talked about shift left, get that, and then expanded ecosystem, industry leading technologies. By the way, one of them is the Red Hat Marketplace. And I think, I heard Anton's... Anton was amazing. He is the head of product management at Veeam. Is been to every VeeamON. He's got family in Ukraine. He's based in Switzerland. >> Yeah. >> But he chose not to come here because he's obviously supporting, you know, the carnage that's going on in Ukraine. But anyway, I think he said the Red Hat team is actually in Ukraine developing, you know, while the bombs are dropping. That's amazing. But anyway, back to our interview here, expanded ecosystem, Red Hat, SUSE with Rancher, they've got some momentum. vSphere with Tanzu, they're in the game. Talk about that ecosystem and its importance. >> Yeah, and I think, and it goes back to your point around the CLI, right? Is that it feels like the next stage of Kubernetes is going to be very much focused towards the operator or the operations team. The CIS admin of today is going to have to look after that. And at the moment it's all very command line, it's all CLI driven. And I think the marketplace is OpenShift, being our biggest foothold around our customer base, is definitely around OpenShift. But things like, obviously we are a longstanding alliance partner with VMware as well. So their Tanzu operations actually there's support for TKGS, so vSphere Tanzu grid services is another part of the big release of 5.0. But all three of those and the common marketplace gives us a UI, gives us a way of being able to see and visualize that rather than having to go and hunt down the commands and get our information through some- >> Oh, some people are going to be unhappy about that. >> Yeah. >> But I contend the human eye has evolved to see in color for a very good reason. So I want to see things in red, yellow, and green at times. >> There you go, yeah. >> So when we hear a company like Veeam talk about, look we have no platform agenda, we don't care which cloud it's in. We don't care if it's on-prem or Google Azure, AWS. We had Wasabi on, we have... Great, they got an S3 compatible, you know, target, and others as well. When we hear them, companies like you, talk about that consistent experience, single pane of glass that you're skeptical of, maybe cause it's technically challenging, one of the things, we call it super cloud, right, that's come up. Danny and I were riffing on that the other day and we'll do that more this afternoon. But it brings up something that we were talking about with Zeus, Dave, which is the edge, right? And it seems like Kubernetes, and we think about OpenShift. >> Yeah. >> We were there last week at Red Hat Summit. It's like 50% of the conversation, if not more, was the edge. Right, and really true edge, worst cases, use cases. Two weeks ago we were at Dell Tech, there was a lot of edge talk, but it was retail stores, like Lowe's. Okay, that's kind of near edge, but the far edge, we're talking space, right? So seems like Kubernetes fits there and OpenShift, you know, particularly, as well as some of the others that we mentioned. What about edge? How much of what you're doing with container data protection do you see as informing you about the edge opportunity? Are you seeing any patterns there? Nobody's really talking about it in data protection yet. >> So yeah, large scale numbers of these very small clusters that are out there on farms or in wind turbines, and that is definitely something that is being spoken about. There's not much mention actually in this 5.0 release because we actually support things like K3s,(indistinct), that all came in 4.5, but I think, to your first point as well, David, is that, look, we don't really care what that Kubernetes distribution is. So you've got K3s lightweight Kubernetes distribution, we support it, because it uses the same native Kubernetes APIs, and we get deployed inside of that. I think where we've got these large scale and large numbers of edge deployments of Kubernetes and that you require potentially some data management down there, and they might want to send everything into a centralized location or a more centralized location than a farm shed out in the country. I think we're going to see a big number of that. But then we also have our multi cluster dashboard that gives us the ability to centralize all of the control plane. So we don't have to go into each individual K10 deployment to manage those policies. We can have one big centralized management multi cluster dashboard, and we can set global policies there. So if you're running a database and maybe it's the same one across all of your different edge locations, where you could just set one policy to say I want to protect that data on an hourly basis, a daily basis, whatever that needs to be, rather than having to go into each individual one. >> And then send it back to that central repository. So that's the model that you see, you don't see the opportunity, at least at this point in time, of actually persisting it at the edge? >> So I think it depends. I think we see both, but again, that's the footprint. And maybe like you mentioned about up in space having a Kubernetes cluster up there. You don't really want to be sending up a NAS device or a storage device, right, to have to sit alongside it. So it's probably, but then equally, what's the art of the possible to get that back down to our planet, like as part of a consistent copy of data? >> Or even a farm or other remote locations. The question is, I mean, EVs, you know, we believe there's going to be tons of data, we just don't.. You think about Tesla as a use case, they don't persist a ton of their data. Maybe if a deer runs across, you know, the front of the car, oh, persist that, send that back to the cloud. >> I don't want anyone knowing my Tesla data. I'll tell you that right now. (all laughing) >> Well, there you go, that one too. All right, well, that's future discussion, we're still trying to squint through those patterns. I got so many questions for you, Michael, but we got to go. Thanks so much for coming to theCUBE. >> Always. >> Great job on the keynote today and good luck. >> Thank you. Thanks for having me. >> All right, keep it right there. We got a ton of product talk today. As I said, Danny Allan's coming back, we got the ecosystem coming, a bunch of the cloud providers. We have, well, iland was up on stage. They were just recently acquired by 11:11 Systems. They were an example today of a cloud service provider. We're going to unpack it all here on theCUBE at VeeamON 2022 from Las Vegas at the Aria. Keep it right there. (calm music)

>>from around the globe. It's the Cube covering Google Cloud. Next on Air 20. Hi, I'm Stew Minimum And and this is the Cube's coverage of Google Cloud next 20 on air, Of course. Last year we were all in person in San Francisco. This year it's an online experience. It's actually spanning many weeks and this week when we're releasing the Cube interviews, talking about application modernization, happy to welcome back program two of our Cube alumni. Chris Well, I've got Aparna Sinha, Uh, who is the director of product management, and joining her is Pali Bhat, who's the vice president of product and design, both with Google Cloud Poly. Welcome back. Thanks so much for joining us. >>Thank you. Good to be here. >>Well, so it goes without saying it. That 2020 has had quite a lot of changes. Really affect it. Start with you. You know, obviously there's been a lot of discussion is what is the impact of the global pandemic? The ripple in the economy on cloud. So I would love to hear a little bit. You know what you're hearing from your customers. What? That impact has been on on you and your business. >>Yes to thank thank you for asking as I look at our customers, what's been most inspiring for me to see is how organizations and the people in those organizations are coming together to help each other during this unprecedented event. And one of the things I wanted to highlight is, as we all adjust to this sort of new normal, there are two things that I keep seeing across every one of our customers. Better operation efficiency, with the focus on cost saving is something that's a business imperative and has drawn urgency. And the second bit is an increased focus on agility and business innovation. In the current atmosphere, where digital has truly become gone from being one of the channels being D channel, we're seeing our customers respond by being more innovative and reaching their customers in the way that they want to be rich. And that's been, for me personally, very inspiring to see. And we turned on Google Cloud to be a part of helping our customers in this journey in terms of our business itself. We're seeing tremendous momentum around our organization business because it plays directly into these two business imperatives around operational efficiency, cost saving and, of course, business innovation and agility. In Q two of 2020 we saw more than 100,000 companies use our application modernization platform across G ke and those cloud functions Cloud Run and our developers tools. So we've been, uh, just tagged with the response of how customers are using our tools in order to help them run their businesses, operate more efficiently and be more innovative on behalf of their customers. So we're seeing customers use everything from building mission critical applications who then securing, migrating and then operating our services. And we've also seen that customers get tremendous benefits. We've seen up to a 35% increase simply by using our own migration tools. And we've also seen it up to 75% improvement to all of the automation and re platform ing that they can do with our monetization platform. That's been incredible. What I do want to do. Those have a partner chime in on some of the complexity that these customers are seeing and how we're going about trying to address that >>Yes, eso to help our customers with the application modernization journey. Google Cloud really offers three highly differentiated capabilities. Us to the first one is really providing a consistent development and operations experience, and this is really important because you want the same experience, regardless of whether you're running natively in Google Cloud or you're running across clouds or you're running hybrid or you're running at the edge. And I think this is a truly unique differentiator off what we offer. Secondly, we really give customers and their developers industry leading guidance. And this is particularly important because there's a set of best practices on how you do development, how you run these applications, how you operate them in production for high reliability, a exceptional security staff, the stature and for the maximum developer efficiency on. And we provide the platform and the tooling to do that so that it can be customized to it's specific customers needs and their specific place on that modernization journey. And then the third thing on and I think this is incredibly important as well is that we would ride a data driven approach, a data driven optimization and benchmarking approach so that we can tell you where you are with regard to best practice and then help you move towards best practice, no matter where you're starting. >>Yeah, well, thank you, Aparna and Polly definitely resonates with what we're hearing. You know, customers need to be data driven. And then there's the imperative Now that digital movement Pali last year at the show, of course, Antos was, you know, really the talk of the conference years gone by. We know things move really fast, so if you could, you know, probably don't have time to get all of the news, but share with us the updates what differentiated this year along from a new standpoint, >>Yeah, So we've got tremendous set off improvements to the platform. And one of the things that I wanted to just share was that our customers as they actually migrate on to onto the cloud and begin the modernization journeys in their digital transformation programs. What we're seeing over and over is those customers that start with the platform as opposed to an individual application, are set up for success in the future. The platform, of course, is an tos where your application modernization journey begins. In terms of updates, we're gonna share a series off updates in block post, etcetera. I just want to highlight a few. We're sharing their availability off Antos for their middle swathe things that our customers have been asking about. And now our customers get to run on those on Prem and at the edge without the need for a hyper visor. What this does is helps organizations minimize unnecessary overhead and ultimately unlock all of the new cloud and edge use case. The second bit is we're not in the GF our speech to text on prem capability, but this is our first hybrid AI capability. So customers like Iron Mountain get to use hybrid AI, so they have full control of the infrastructure and have control off their data so they can implement data residency and compliance while still leveraging all of Google Cloud AI capabilities. Third services identity again. This extends existing identity solutions so that you can seamlessly work on and those workloads again. This is going to be generally available for on premise customers and better for Antos on AWS, and you're going to see more and more customers be able to leverage their existing identity investments while still getting the consistency that Anton's provides across environments. In the last one that I like to highlight is on those attached clusters, which lets customers bring any kubernetes conforming cluster on Toronto's and still take advantage of the advanced capabilities that until provides like declarative configurations and service automation. So one of the customers I just want to call out is Cold just built it. Entire hybrid cloud strategy on Anton's Day began with the platform first, and now we're seeing a record number of customers on Cold Start camaraderie. Take advantage of Mantel's tempting. With Macquarie Bank played, there's a number of use cases. I am particularly excited about major league baseball. I'm a big fan of baseball, and Major League Baseball is now using and those for 2020 season and all of the stadium across, trusting a large amount of data and gives them the capability to get those capabilities in stadiums very, really acceptable. All of those >>Okay, quick, quick. Follow up on that and those attached clusters because it was one of the questions I had last year. Google Cloud has partnerships with VM Ware for what they're doing. You know, Red Hat and Pivotal also is part of the VM Ware families, and they have their own kubernetes offering. So should I be thinking of this as a management capability that's similar to like what? What Andrew does Or maybe as your arca, Or is it just a kind of interoperability piece? How do we understand how these multiple kubernetes fit together? >>Yeah. So what we've done with Antos has really taken the approach that we need to help our customers are made and manage the infrastructure to specifically what Antos attach clusters gives our customers is they can have any kubernetes cluster as long as it's kubernetes conformance, they can benefit from all of the things that we provide in terms of automation. One of the challenges, of course, is you know, those two is configuring these very, very large instances in walls. A lot of handcrafting today we can provide declarative configuration. So you automate all of that. So think of this as configures code I think of this is infrastructure scored management scored. We're providing that service automation layer on top of any kubernetes conforming cluster with an tools. >>Great. Alright, uh, it's at modernization weeks, so Ah, partner, maybe bring us in aside. You were talking about your customers and what their what they're doing to modernize what's new that they should be aware of this year. >>Yeah, so So, First of all, you know, our mission is really to accelerate innovation in every organization through making their developers more productive as well as automating their operations. And this is something that is resonating even more in these times. Specifically, I think the biggest news that we have is really around, how we're going to help companies get started with the application modernization so that they can maximize the impact of their modernization efforts. And to do this, we're introducing what we're calling. The Google Cloud Application Modernization program or a Google camp for short on Google Camp has three pieces. It has an assessment, which is really data driven and fact based. It's a baseline assessment that helps organizations understand where they are in terms of their maturity with application modernization. Secondly, we give them a blueprint. This is something that is, is it encapsulates a specific set of best practices, proven best practices from development to security to operations, and it's something that they can put into practice and implement immediately. These practices, they cover the entire application lifecycle from writing the code to the See I CD to running it and operating it for maximum reliability and security. And then the third aspect, of course, is the application platform. And this is a modern platform, but also extremely extensible. And, as you know, it spans across clouds on this enables organizations to build, run and secure and, of course, manage both legacy as well as new applications. And the good news, of course, here is you know, this is a time tested platform. It's something that we use internally as well. For our Cloud ML services are being query omni service capability as well as for apogee, hot hybrid and many more at over time. So with the Google campus really covered all aspects of the application lifecycle. And we think it's extremely important for enterprises to have this capability. >>Yeah, so a party when you talk about the extent ability, I would expect that Google Cloud Run is one of the options there to help give us a bridge to get to server list. If that's where customers looking to my right on >>that, that's rights to the camp program provides is holistic, and it brings together many of our capabilities. So Cloud Code Cloud See I CD Cloud Run, which is our server less offering and also includes G ki e and and those best practices. Because customers for their applications, they're usually using multiple platforms. Now, in the case of Cloud Run, in particular, I want to highlight that there's been a lot of interest in the serverless capability during this last few months. In particular, I think, disproportionate amount of interest and server lists on container Native. In fact, according to the CNC F 2020 State of Cloud Native Development Report, you might have seen that, you know, they noted that 2.7 million cloud native developers are using kubernetes and four million are using serverless architectures or cloud functions, and that about 60% of back and developers are now using containers. So this just points to the the usage that was happening already and is now really disproportionately accelerated. In our case, you know, we've we've worked with several customers at the New York State Department and Media Market. Saturn are two that are really excellent stories with the New York State Department. They had a unemployment claims crisis. There was a lot. Ah, volume. That was difficult for their application to handle. And so we worked with them to re architect their application as a set of micro services on Google Cloud on our public sector team of teamed up with them to roll out a new unemployment website in record time. That website was able to handle the 1600% increase in Web traffic compared to a typical week. And this is very much do, too, the dev ops tooling that we provided and we worked with them on and then with Media market Saturn. This is really an excellent example in EMEA based example of a retailer that was able to achieve an eight X increase in speed as well as a 40% cost reduction. And these are really important metrics in these times in particular because for a retailer in the Cove in 19 crisis, to be able to bring new applications and new features to the hands of their customers is ultimately something that impacts their business is extremely valuable. >>Yeah, you think you bring up a really great point of partner when I traditionally think of application modernization. Maybe I've been in the space to long. But it is. Simplicity is not. The first thing that comes to mind is probably pointed out right now. There's an imperative people need to move fast, so I want to throw it out to both of you. How is Google's trying to make sure that, you know, in these uncertain times that customers can move fast and that with all these technology options that it could be just a little bit simpler? >>Yeah, I think I just, uh you know, start off by saying the first thing we've done is build all of our services from the ground up with automation, simplicity and agility in mind. So we've designed for development teams and operations teams be able to take these solutions and get productive with them right away. In addition, we understand that some of our largest customers actually need dedicated program where they can actually assess where they are and then map out a plan for incremental improvement so they can get on their journey to application modernization. But do it with the highest our way. And that was Google camp that apartment talked about ultimately at Google Cloud. Our mission, of course, is to accelerate innovation. Every organization toe hold developer velocity improvements, but also giving them the operation automation that we talked about with that application modernization platform. So we're very excited to be able to do this with every organization. >>Great. Well, Aparna, I'll let you have the final word Is the application modernization week here at Google Cloud. Next online, you can have the final take away for customers. >>Well, thank you, cio. You know, we are extremely passionate about developers on. We want to make sure that it is easy for anyone, anywhere to be able to get started with development as well as to have a path to, uh, accelerated path to production for their applications. So some of what we've done in terms of simplicity, which, as you said is extremely important in this environment, is to really make it easy to get started on. Some of the announcements are around build packs and the integration of cloud code are plug ins to the development environment directly into our serverless environment. And that's the type of thing that gets me excited. And I think I'm very passionate about that because it's something that applies to everyone. Uh, you know, regardless of where they are or what type of person they are, they can get started with development. And that can be a path to economic renewal and growth not just for companies, but for individuals. And that's a mission that we're extremely passionate about. Google Cloud >>Apartment Poly Thank you so much for sharing all the updates. Congratulations to the team. And definitely great to hear about how you're helping customers in these challenging times. >>Thank you for having us on. >>Thank you. So great to see you again. >>Alright. Stay tuned for more coverage from stew minimum and, as always, Thank you for watching the Cube. Yeah, yeah.

>>From around the globe. It's the cube with digital coverage of Veem on 2020 brought to you by beam. >>Hi buddy. Welcome back to Veem on 2020. My name is Dave Vellante and you're watching the cubes coverage of EMR. This is the first time we've done it. Virtual VIMANA. We've got the, the Veem power panel, bill large and CEO, Jim Kruger, the CMO, Danny Allen. Who's the CTO and senior vice president product strategy. All I have been on earlier guys. Great to see you. Thanks for coming back. digging out of the power panel. Appreciate it. Good. Thank you. Okay. I want to start off a bill. you're going to get a business update, you know we've so I talk a lot about COVID. We can go back to that, but you guys, Mmm. You know, as a private company, you divulge more information. Yeah. Then most private companies. And we appreciate that as an independent guys, if you would bring up that, that one slide, you know, you shared this publicly well earlier. >>I mean, you guys are in a, okay. Billion in revenue now, 21% annual recurring revenue growth. We're going to 75,000 customers, 97% year on year increase in your universal, uh, license bookings. Mmm. Everything seems to be happening. Bill. What, uh, what can you tell us? Well, we had eight. Yeah. We had a great first quarter also that we kicked off where we had, or a transaction with, um, insight venture partners, which, and written the middle of a right in the middle of that quarter. At the end of it, we had that activity that went on, I think would have disrupted, did the business. It didn't land for Q1, really excited about that. We announced our growth, so that here recently, uh, pumped into our row pumped into our second quarter. We, we managed to transition everybody out of offices. We probably add seven per cent of our work for 75% of our work course. >>It needs to move. Yeah, they did that. We had a fantastic April. We're having a very good may. So it's just a great start, uh, with a great customer base. So I'm really excited about it. Okay. You mentioned insight. We obviously covered that. Mmm. Boarded on that. Okay. Insight. They like growth, you know, not like the old school, private equity, you know, suck money out. They want growth options down the road, personality. Maybe it's a rule of 40 rule, you know, the type of company. So that's gotta be exciting, uh, for you guys and your employees. Yeah. I think it's pretty exciting. We've been around a few of us. Who've been around the insight team since 2002. So, uh, a very well known a group of individuals to us. Yeah. Uh, they are focused in the software space and know the infrastructure space really well. >>Uh, my triple that hour, um, our lead on the insight team and his, um, his staff is that's move into, as we move into it, stepping up and moving into our Andrew very revenue focus versus part of a total contract. Bye. Nice. A nice resource to have for things that we might want to do in the future related acquisitions. So we're really excited about it. I mean, if I'm in VC right now, I'm looking at SAS, I'm looking and the software I'm looking for companies that have a, uh, an annual recurring revenue model I'm looking for adoption then. Okay. Okay. And those kinds of cases. Yeah. Do you guys fit that bill? Yeah. There may be a larger size and obviously the early stage startup, but that's kind of the profile of the the company that you want to invest in, in the 2020s, isn't it? >>Absolutely. And I'd also say it's the kind of company we want to invest in, in the future as we go forward to bring in new technologies and expand markets, addressable market, uh, back to comments, we had discussions owner, what's it look like in 2030? And it's like, yeah. Places we're heading. Yeah. Okay. So Danny, Pat Gelsinger is famous on the cube for saying that, look, if you don't ride the waves, can it be yup. Driftwood. So what are the mega trends that you guys are riding, uh, today and that you're seeing in the future? Good. We'll keep you ahead of the pack. Well, we clearly talk a lot about cloud data management. So act two for us is not just moving from perpetual licensing to subscription and evolving with American at a business level. It's also at a technical level. And so we invested heavily, as you know, we demoed earlier today, Veeam backup for office three six, five version. >>Hi, an important point act two for us is not just product. There's also product delivery. That's version, hi of a relief of a product to chemo three years ago. So the backup profits, three 65, we showed you Veem backup for AWS. And you saw from Anton as well, uh, supporting Google cloud storage and supporting all of the major, um, providers. So for us to not just ride the wave, but actually be ahead of everyone else it's to embrace cloud data management and give the customers what they really need. Well, I think you guys are in a unique position too. I mean, you know, if you're, if you, you guys obviously sell on prem, but if you're, there are not prem infrastructure, the company that really living on box margins, um, you know, you can talk the cloud talk, but it's not necessarily a tailwind. Where are you guys? >>So Danny, how is cloud, wait, how cloud is it tailwind of, you know, versus some of the other legacy players? Well, Veem has always been, we always highlight simple, flexible, reliable, but one of the, the parts of flexible of course, is being software defined. And we've been software defined from the very beginning. And if you're in a world where you have to go take a box, plug it into the data center and rack and stack it and do hi, okay. Be there physically. You're not going to survive in this type of environment. So being software defined help desk, not only when the data center, but to help our customers as they go through that evolution. Okay. On prem too, maybe just storing backups in the cloud to actually running their workloads in the cloud. >>Well, so Jim, I want to, I want to turn it to you sort of, I'm thinking about the Veeam brand. Uh, I, we talked earlier about how you guys have always punched above your weight, famous parties and sofa, but now billion dollars now entering a new era. Oh, wait. Yeah. It's ironic that we're now doing virtual events. Okay. No big giant party this year, but I feel like, I mean, you guys are what 14 year old company now. Okay. Kind of growing up your three and your colleagues are bringing, you know, lots of adult supervision. How should we think about, okay. Okay. The or V brand going forward. Yeah, no, I think the, the beam brand is critically important because, uh, there's just a, such a strong affinity and connection with customers. And I think one of the challenges as you get larger and go from 1 billion to 2 billion, a lot of companies miss the beat relative to staying connected to their customers. >>And that's something that we're putting a tremendous amount of focused on that first slide that you see, you flashed up no 91% customer satisfaction, the 75 net promoter score, which is three and a half times industry average. I think our key to success is, is not only bringing great products, the market, but looking at the holistic picture relative to supporting customers and customer satisfaction, which is a key driver of the company. Uh, well, it will help us to continue to build on the brands and, and have, you know, the, the best brand in the market. Well, I w I want to come back to, is the good, the marketing was in the, the panel. I mean, you think about digital. We feel like the war is going to be one in digital in the next a decade. I take the, you pick the GNC example and you think about just even the term, like customer relationship management, you know, we all use CRM systems. >>Yeah. I'm not sure I want to a relationship. Okay. GNC, but I do know this, I want a good deal. Right. If they're going to make me an offer, I'm going to, I'm going to look at that. And, Oh, these other brands, uh, that's digital that is having infrastructure and data, that's obviously protected to be able to offer that at the right time. Awesome. Versus if they can take advantage of it and have the candles. I wonder if you could talk about it, what you see as a, a marketing pro just in terms of digital and, and that customer intimacy. Yeah. Yeah. So, so I think it it's a multifaceted, I think one of the key things that, that, again, Veeam does, that's different than other, uh, companies is that we, we have a direct connection with our customers. So yeah, in our head of product management sends out an update every Sunday, and it goes into quite a bit of detail around sort of how to deploy this, how to deploy that. >>Oh, really? Yeah. Creating a digital journey for the customer from a marketing perspective, because yeah. Like within any situation, no, you, you don't want to talk to a salesperson right off the bat because you know, they're going to try to sell you. Uh, so you want to do something investigation, you need the, the contents and information to help you move along that journey until you get to the point where, okay, now it's time, I've kind of narrowed it down and I need to talk to someone to give me some more information. So I look at, you know, one of the key differentiators of Veem is, is that digital promise, uh, which I think from the founding of the company that rattler put into place, uh, here it is as forward. And when we continue to put a lot of focus on that digital experience, which I think gives us definitely a leg up on the competition. >>So bill, you got to place bets as the CEO. I'm interested in where you're placing bets. I mean, you've yeah. Okay. Some pretty substantial investments in the, your partner, a network. Oh, you've got some big names partners that are okay, you're moving a lot of products, you know, through those guys, obviously your heritage as a company is, is okay. Technical development. Uh, you, you are very successful sales organization, but where are you placing your chips on the table these days? And maybe especially in the context of, of this pandemic, if anything changed in your thinking. Yeah. Well, the vets will always be placed on the product side of it. Yeah. That's a, that's a big products. You go partners and you go our employees and those are the big bets that will make, what are we doing on the partner side work, continuing yeah. Pretty aggressive activity and making sure these partners have a simpler place as I've discussed. >>Yeah. Before to do business with them. It's more challenging the larger unit. Yeah. Yeah. But yeah, we'll keep that focus on it. The product offering has been, again, always go back to any of our taglines. It just works, but it's in the lab, we're going to win. We're going to win that technical decision a process. And then we're putting it up pretty big bets on our employee base. We're all over the world. 4,300. Yeah. The, uh, I think the decisions we have, like a lot of companies have moving forward are going to be, where are you going to work from? You're going to work from that home office. Are you're going to combine it back into the office or are you going to not, you're just going to do, you know, you're going to go back the way things are. I don't think that's going to happen at all. >>So, so best will always be on bringing good product to market technical decisions. So let's, let's talk to Andy about the product. Um, I mean, you've, by saying you've grown up, you've gone from yeah. Relatively narrow yup. Portfolio to now expanding a lot of different use cases, many, many, you know, several different clouds on prem hybrid. Yeah. Et cetera. Mmm. How do you ensure it, Danny, from, uh, from, uh, product stamp, right. That you don't just get a, a collection of point product that you actually have yep. Platform that even, you know, for instance, your licensing model very easily bored. Yeah. That notion, um, how, how do you ensure that you're more of a platform if you will, than just that a bunch of selection of product, the answer to that would be focused maniacal focus. So it's interesting that you brought up licensing. So one of the things that we're very focused on is making that licensing can move across all these different types of infrastructure. >>So no, the universal license allows you to do that. You can move a workload from physical to virtual, to cloud, to back, um, the application services call with, uh, with his hang the license. But we also do that product level too. One of the interesting things that we've been focused on is it's something internally, we call it the Veeam integration platform that enables you to have a central common control playing across the entire organization. But yet you can deploy in the need of environments that make the most sense. So if you think about what we showed you earlier today with beam backup rate Ws, you're running on a, an interface that you deploy out of the AWS marketplace, but that product actually integrate back into Veem availability suite. So that's true of being backup for AWS, Roger being backup from Nutanix. Every time we, we add a new one capability platform, whether it's fast or virtual or wow, we make sure that it's still cause that central connection to the main control plane. >>And that's why we call this five data management, because it gives you that data management cross all of these different infrastructures. Okay. It's clearly not easy to do, but the focus that we have put on this result, then our customers, the class. Okay. Ultimately, so I want to ask you guys about culture, Jim, a start with you. I mean, a lot of people obviously, sorry, averted or asking, I'm still going to have parties. Uh, you got your two founders and sort of, you know, set good, you know, rat mirror would always be right there in the mix lap. Last one to leave, uh, you know, very hard charging and that's kind of steep. the Veem culture, but I'm interested in, and if, if there's been any sort of discernible change, as you get bigger and bigger, how you're able to maintain that culture, you know, w what are some of the things that you want to, I want to keep, and maybe some of the things that you want to evolve. >>Yeah, no great question. And I think culture is, um, I'm a big believer. Yeah. That culture can really differentiate a company in the marketplace. And I think themes culture, uh, in the past has really done that effectively. And I think that's, you know, it shows in the success of the company. So I definitely see it as, you know, as my job, along with the rest of the executive team continued to, to carry that torch forward. Uh, one of the things that I learned coming to beam was, was really winning the hearts and minds of, of the, the, you know, the customers that you're serving. And so that, that can be anything from a party, uh, being totally open to your customers, listening to your customers. I've given them different channels to give you a feedback and just being a company that's easy to do business with. I think it's critically important. And those are some of the key things from a cultural perspective. Uh, that's how we want to carry forward. You mentioned car charging, absolutely being, being aggressive in the marketplace, uh, but bringing solutions to market that really hit the sweet spot. Oh. Relative to customer need, I think is again, one of the, the cultural pieces and that maniacal focus on customer satisfaction, which is absolutely key. >>So, uh, well, I, I wonder bill, if you could comment, maybe in this context, you know, part of your job of course, is Tam expansion traditionally been a, a European based company moving. So the U S I'm curious as to what effect that will have both culturally, you know, and on Tam as well. You're extremely successful, uh, in, in overseas. Oh, of course. So there's maybe even more penetration within the U S and obviously, you know, throughout the call, we've certainly talked a lot about cloud, but maybe your thoughts on it. Okay. Yeah, no, thanks very much. Hopefully you see no impact on culture, in the sense of our move from a European headquarters to a U S headquarters. We definitely felt it important to bring it and U S headquarters in place. We now have moved all us shareholders. Uh, so it's really our culture, but built on yeah. >>Core values back in 2012, that really the everything else branches off of innovate and iterate it's about everybody sells. We clearly add that yeah. A goal for everyone in the company and yeah. And the fact that we also want to win. So we'll fight hard to win bringing it to the U S okay. A lot of our competitors are based in the U S we think we can put up, uh, even though we've got great numbers against all our competitors, we'll even bring the fight much harder. Now that we're in the United States as a headquarter place, change nothing else internationally, globally. So Danny, every I'll five or seven years or so, you know, Gartner or IDC or whomever, but the service is that we just did a survey. Yeah. X percent of the customers are going to rethink their backup. That is in the next 24 months. >>You see that literally every half a decade. Um, so w w what's what's the driving that now, I mean, certainly cloud is a, is it which factor? Sure. Edge. We're going to be talking about the edge for the next many, many years. And then, and it's really going to start to drive revenue at some point kind of like the cloud was 10 years ago. Uh, but so talk about how you guys sort of stay relevant in that conversation and what customers should be about in terms of those transitions. Well, you know, every customer says I'm going to reevaluate my backup solution five or seven years, but the reality is what's happened. Yeah. Industry itself goes through transition. So we go from physical to virtual and as they go to virtual, for example, they say, Hey, I can't use my legacy providers. So I'm going to choose a new one. >>They choose Veeam. And then of course, we go to cloud and we're going to go to containers and we're going to go to edge. And every time he goes through those iterations, there is an opportunity four, the next generation of wow. Form, uh, to emerge. And so beam's focus here is to make sure that we're ahead of those trends to make sure we're thinking ahead of our customers. So right now, for example, you know, I, I spent an hour in order to, in the amount of time thinking about cloud and containers so that when the customer gets there, when they get the edge, when they get through all of these things, but they have a data management platform that protects them. And step one is always going to be the same. I always say the step one for, for every iteration of infrastructure is just ingest the data because you need to protect it. >>It's only after you protected and begin to manage it, be integrated into the business. Can you be into unleashed, but we go through this cycle over and over again. And ultimately it's the, it's the, the vendor, it's the partner that is most trusted, that wins as Jim alluded to our NPS scores for themselves, our customer base. Great, sorry, uh, self our, our intimacy with the customers. Great. Awesome. So, yeah, as long as we keep that close connection, then we think we're well positioned to the lead as we go through the next iteration of infrastructure. Okay. Let's talk about the competition, Danny. Let's stay with you. Okay. Okay. You've got some, well-funded not even startups anymore. Know the companies that are kind of going after the base. You've got a huge install base okay. Of legacy companies. I mean, I think it's easier for, for some of those guys to attack, you know, sort of a box space, the solution, you guys are more software, but I'm sort of interested in, in your take Danny on the shiny new toys and that have obviously have momentum in the marketplace. >>Yeah. You know, the, the shiny new toys, they come out with a solution that is very packaged up and black box. You can't actually, uh, customize it very much for the user need. And that's, we don't believe that that's going to work in the longterm. And the reason I say that, okay, the pandemic we're in, if you can't go into the data center to rack and stack a box, if you can't actually working with the infrastructure that's already in place, then you're not positioned to work well in the longterm. And, and so we have this unfair advantage we've been around for over a decade. We integrate with over 45 different it's storage vendors. That's not including the wild vendors, you know, all of our partners. And so we do have an unfair advantage with a history of all of these integrations, but, but that flexibility is really what our customers need. >>They don't want to be law into the data center. They don't know two, three years from now, their strategy might change. They might say, take the workload, moving to the cloud. And so if your whole focus is on selling your customers, something that I used them to their data center, that in itself is a challenge. And being software defined we're, we're well positioned to make future for any evolutions that happen in the market. Okay. So we're in a good place. I'm, you know, well, knock on wood, but I think we're going to keep going. Yeah. That's an interesting answer. Not one that I expected. Okay. Got it. Makes sense. In the context. Good QA we had with Andy Jassy a while ago. Yeah. Kind of pushing them on, you know, the zillion API APIs. And he basically had a similar answer. Obviously cloud services is different, but essentially saying, we don't know where the market's going. >>So we want to have very granular roll. Yeah. You're kind of a primitive level, uh, so that we have that flexibility and maybe there's trade off, you know, sometimes just in terms of what you called out of the box, but it's a very handy Jessie like answer, it sort of strikes me. Hm. Well, it's certainly true that the, you know, customers don't know a year from now, uh, they've been using that hardware, but a year from now two years from now, we run into another market impediment. They might want that money back. They might want, you might want flexibility to expand into it, different geography or take advantage of it, the advantage of the elasticity of the cloud and buying a piece of hardware. Just the very fact that you buy hardware that essentially ties you into that hardware, at least three years, probably being software defined. >>You can continue to reuse and leverage all the assets that you've already had committing to a lock-in okay. Period of time. So, so from a, from a marketing standpoint, Jim strategy, brand customer intimacy, what sure you're ready. Well, Dan, you already talked a little bit about it in terms of, uh, you know, kind of the, the three cornerstones of, of, of how we think our simplicity, flexibility and reliability. And, you know, as bill talked about, you know, when, when we get into now into a customer, and if they're testing us out trial in us out nine times out of 10, we're going to win, uh, because they see, they see those three key things and those three key things, uh, we hear on a daily basis from our customers and how important that is. So we continue to build out on each of those, uh, the challenges, keeping it simple. >>And that's an area that we have to continue to focus on. Uh, but I think those are the key differentiators for us going forward. I think the flexibility piece as the integration with all the storage, our ecosystem of partners, well, we have, I think, close to 40 partners that are sponsoring, uh, the on here. Uh, so that's a, that that's a key differentiator because we, we work with basically everybody we're agnostic, uh, and again, just easy to do business with an, a true partner. Okay. I got it. I got one more question for Danny and then I want to, I want to ask, well, it was, but okay. Guys, feel free to chime in on this one as well. But some of the things we haven't talked about, well, Danny, uh, containers protecting containers, uh, the edge, you know, these are all sort of emerging opportunities. >>I know you've got some, yes. You know, on the container side, the edge is early days. There's, you know, whole new models of, you know, potentially a lot of data going to be, we created unclear how much it's going to have to be persisted, but certainly would that much data, you know, the IDC forecasts, a lot of it's going to have to be. So your thoughts on some of those other emerging trends that we haven't talked. Okay. Well, the key to this segment of America are our partners. Trust us. We're thinking about this ahead of when they will actually need it. And you're right. I think we're early days in containers. I think we're early days in edge. We don't know, you know, we have a partner ducks unlimited where they're storing data for 60 years, use it from IOT sensors and they keep it for 60 years because they don't know in the future, if that data is going to be relevant. >>And so our focus is to make sure that we're ahead of our customer base in terms of thinking of it. And then yeah, making sure that our platform supports what they need as they need it. You want to be careful about going too far in advance sometimes in the industry to hear about, you know, people who are talking about magic 60 Dustin's solving, okay. Crazy problems that our customers don't actually have. We're very pragmatic. We want to make sure that problems that we're addressing that are platform fundamentally addresses where they are today. And then also be in those discussions with them about where they're going to be tomorrow. Well, maybe some of that magic pixie dust go, go into the COVID vaccine. That would be good. >>They'll bring us home. So, you know, the virtual forklifts are breaking down, came on 2220. What are the big takeaways from Europe? Your first Vivaan as CEO, we've been to many, um, you know, I know, but w what are the big takeaways as the, as the virtual trucks are pulling away? Yeah. Thanks very much for asking that question. We, uh, you know, we did do our first VM on, in 2014, and I can still remember when rat came, I mean said, let's, let's do this. And it's like, Oh, you've got it. Excuse me. This is going to cost a fortune. Why would we ever end? And then he's obviously right. It continues to be right. So, Hey, the story about Veem is gross. And when you're growing, you got funds available. People interested you to innovate. You mentioned containers. Danny did also at Kubernetes and, you know, we've got our forensic cast and that are here with us. >>And yeah, those are all important relationships and will continue to develop relationships. Yes. Cool., uh, we've supported, we've got great customers. we have a gross engine. We're going to continue that we don't plan on being comfortable with where we are. We'll continue to enter it in, go after it. Mmm. Additional Tam, but we'll also take care of that core base we came from. So I'm really excited about yeah. And a lot of great breakout sessions. Uh, I keep, um, right. Yeah. Coobernetti's was on, there was a lot of great ones. I did like the one though. And it was like, fall in love with tape all over again. So when I first saw that they brought it, I went running from my age, correct dates and my John Fogarty NCCR, I found one. Uh, so, uh, had to get readjusted to not. So in any event, I do think we like to have a lot of fun. >>You'll see that we get back. Yeah. Yeah. See where we go. As far as the virtual versus it, an onsite. Yeah. A in the future, we landing on site when, and if so, you'll and you're there. You'll cool. We'll be at the party. Yeah, indeed. And I, but I do think there's going to be some learnings that we carry forward and, you know, I think for awhile and maybe even perfect quite a long time, there'll be some kind of hybrid going on with the same deliver, delivering a hybrid world. Guys. Thanks so much for coming to the cube, making this a successful power panel. It was really a pleasure having you. Great. Thanks for having me. Thanks. Thank you for watching everybody. This is Dave Volante for the cube. Keep it right. There are tenuous coverage, the mom, 2024, right back.

>>From around the globe. It's the cube with digital coverage of Veem on 2020 brought to you by beam. >>Hi buddy. Welcome back to the cubes. Ongoing coverage of Veem on 2020s Veem online 2020 I'm Dave Volante and Rick van overs here as a senior director of product strategy at Veem. Rick, it's always a great pleasure to see you. I wish we could see each other face to face. >>Yeah. You know, it's different this year, but, uh, yeah, it is always great to be on the cube. I think, uh, uh, in 2018 had an eight year gap and it's a N a couple of times we've been back since and yeah, happy to be back on the cube. >>So how's it going with you guys with the online format? I mean, breakouts are big for you cause you're, you're profiling some new products that we're going to get into, how's it all working for you? >>Well, it's been different. It's a good way to explain it in one word different, but the reality is I have a, uh, pardon, the language, a side hustle here, where at Veeam, I've worked with the event team to kind of bring the best content. And for the breakouts, that's an area that I've been working a lot with our speakers and our, some of our partners, external experts, users, and people who have, you know, beaten ransomware and stuff like that. But I've worked really hard to aggregate the content and get the best blend of content. And we kind of have taken an interesting approach where the breakouts are that library of content that we think organizations and the people who attend the event really take away the most. So we've got this full spectrum from R and D deep level stuff to just getting started type of stuff, and really all types of levels in between. And yeah, we want the breakouts to focus on generally available products, right? So I've worked pretty diligently to bring a good spread across the, uh, different products. And then a little secret trick we're doing is that into the summer, we're going to open up new content. So there's this broadcast agenda that we've got publicized, but then beyond that, we're going to sneak in some new content into the summer. >>Well, I'm glad you're thinking that way, because you know, a lot of what a lot of people are doing. There's a church trying to take their physical events and mirror it to the, to the digital or the virtual. And I think so often with physical events, people forget about the afterglow. And so I'm glad you guys are thinking about it upfront. >>Yeah. It has to be a mechanism that we've used it a couple of different ways, one to match how things are going to be released. Right? Cause being, we're always releasing products across the different set. I mean, we have one flagship product, but then the other products have their own cycles. So if something works well for that, we'll put it into the summer library. And then it's also a great opportunity for us to reach deep and get some content from people that we might not have been able to get before. In fact, we had one of our engineers who's based in Australia and great resource, great region, strong market for us, but I can't w if we were to have the in person event, I can't bring somebody from Australia for one session, but this was a great way to bring her expertise to the event without, you know, having the travel burden and different variety of speakers and different varieties of content. So there's ways that we've been able to build on it. But again, the top level word is definitely different, but I feel like it's working for sure. >>So Rick, give us the helicopter view of some of the product areas that we should be really be aware of as it relates to what you guys are doing at Veem on 2020. And then we'll, we'll drill in give us the high level though. >>Yeah. So for people attending the event and online, my advice really is that we're spread across about 75 to 80% of the content is for technical people. 20% of the content in the breakouts is going to be for decision makers or executives, that type. And then within that, the context of the technical content, we want to have probably 10 to 15% being like presenters from our R and D group. So very technical, uh, low level type discussions, highest level architect type stuff, kind of after that generic use cases, a nice and in the middle area, because we have a lot of people that are getting started with our products, like maybe they're new to the office three 65 backup, or they're new to backing up natively in the cloud. We have a lot of contexts around the virtual machine backup and storage integration, all those other great things, but the platform is kind of spread out at Veeam. There's a lot to take in. So the thought is wherever anyone is on their journey with any of the products and not some, that's a hard task to do with a certain number of slots. We want to provide something for everyone at every level. So that's the, that's the helicopter view. >>So let me ask you a couple of follow ups on that. So let's start with office three 65. Now you guys have shared data at this event, uh, talking about that most customers just say, Oh yeah, well, I trust Microsoft to do my backup. Well, of course, as we, well, well know it, backup is one thing, but recovery is everything. And so explain why, uh, what will explain the value that you guys bring? Why can't I just rely on the SAS vendor, uh, to, to do my backup and recovery? >>Well, there's a lot to that question, Dave, the number one thing I'll say is that at Veeam, we have partnerships with Microsoft. You have where HPE, all the household brands of it. And in many of these situations, we've always come into the market with the platform itself, providing a basic backup. I'll give windows, for example, anti backup, right? Yeah. Those, you know, it's there, but there's always a market for more capabilities, more functionality, more portability. So we've taken office three 65 is a different angle for backup. And we lead with the shared responsibility model, Microsoft as well as the other clouds, make it very clear that data classification and that responsibility of data that actually sits 100% with the customer. And so, yes, you can add things to the platform, but if we have organizations where we have things like I need to retain my content forever, or I need a discovery use case. >>And then if you think about broader use cases like one drive for business data, especially with the rapid shift of work from home organizations may not be not so much using the file server, but using things like one drive for business, for file exchanges, right? So having a control plane over that data is, is very important. So we really base it on the shared responsibility and Microsoft is one of our strongest partners. So they are very keen for us to provide solutions that are going to consume and move data around to, to meet customer needs in the cloud and in the SAS environment. For sure. So, you know, it's been a very easy conversation for our customers and it's our fastest growing product as well. So, uh, this, this product is doing great. Uh, I don't have the quarterly numbers, but we just released the mid part of Q4. We just released the newest release, which implemented object storage support. So that's been the big ask for our customers, right? So it's a, it's that product's doing great. >>Yeah. So, you know, that notion of shared responsibility, you hear that a lot in cloud security, you're applying it to cloud data protection, which, you know, security and data protection are now, you know, there's a lot of gray area between them now. Uh, and I think it's, you know, security is a, or data protection is a fundamental part of your security strategy, but that notion of shared responsibility is very important. And one that's oftentimes misunderstood because people hear, Oh, it's in the cloud. Okay. My cloud vendor has got to cover it, but what does, what does that shared responsibility mean? Ultimately, isn't it up to the customer to own the end end result. >>It is. And I look at, especially Microsoft, they classify their software for different ways on prem software, uh, software as a service, the infrastructure as a service. Uh, I forget what the third one is, but they have so many different ways that you can package their software, but in all of them, they put the data classification for the customer and it same for other clouds as well. And when, if I'm an organization today, if I'm running data in a SAS platform, if I am running systems in iOS platforms, in the hyperscale public clouds, that is an opportunity for me to really think about that control plane of the data and the backup and restore responsibility, because it has to be easy to use. It has to be very consumable so that customers can avoid that data loss or be in a situation where the complexity to do a restore is so miserable that they may not even want to go do it. I've actually had conversations with organizations as they come to Veeam. That was their alternative. Oh, it's just too painful to do. Like, why would you even do that? You know, so that, that shared responsibility model across the different data types in the cloud and on-premise well, and SAS models, that's really where we find the conversations go pretty nicely. >>Right. And if it's too complicated, you won't even bother testing it. So I want to ask you something about cloud native. You mentioned cloud native, your cloud native capabilities, um, and I'm, I'm inferring from that, that you basically are not just taking your on prem stack and shoving it into the cloud. You're actually taking advantage of the native cloud services. Can you, can you explain what's going on there and maybe some product specifics? >>Sure. So, you know, Veeam has this reputation of number one, VM backup, you know, here in my office, I have posters from all over the years and somewhere down here is number one, VM backup. And that's where we cut our teeth and got our name out there. But now if you're an Azure, if you're an Amazon, we have cloud native backup products available. In fact, the last time you and I spoke was that an Amazon reinvent where we launched the Amazon product. And then last month we launched the Azure product, which provides cloud native backup for Azure. And so now we have this cloud feature parody and those products are going to move very quickly as well. We've had the software as a service product for office three 65, where we keep adding services. And we saw in the general session, we're going to add protection for a new service in office three 65. >>So we're going to continue to innovate around these different areas. And there's also another cloud that we announced a capability for as well. So, you know, the platform at Veem it's growing, and it's amazing to see this happen cause you know, customers are making cloud investments and there's no cloud for all right. So some organizations like this cloud that cloud are a little bit of these two clouds combined. So we have to really go into the cloud with customer needs in mind because there's no one size fits all approach to the cloud, but their data, everybody knows how important that is. >>So to that end though, each, each cloud is going to have a set of native services and you've got to develop specific to that cloud, right? So that you can have the most, the lowest, highest performance, the most efficient, the lowest cost data protection solution backup and recovery possible is that, I mean, taking advantage of those native cloud services is going to be unique for each cloud, right? Because AWS has cloud and Azure cloud. Those are, those are different, you know, technically underneath, is that, is that right? >>You're absolutely right. And the cost models, they have different behaviors across the clouds. In fact, the breakout that I did here at the event with Melissa Palmer, those who are interested in the economics of the cloud should check that out because the cloud is all about consuming those resources. When I look at backup, I don't want backup to be a cost prohibitive insurance policy. Basically I want backup to be a cost effective yet resilient technology that when we're using the cloud, we can kind of balance all these needs. And one of the ways that beam's done that is we've put in cost estimators, which it's not that big of a like flashy part of the user interface, but it's so powerful to customers. The thought is if I want to consume infrastructure as a service in the cloud, and I want to back up via API calls, snapshots to ECE, two instances only nice and high performance, nice and fast. >>But the cost profile of that if I kept them for a year is completely different than if I used object storage. And what we're doing with the Veeam backup for Azure and Amazon products is we're putting those numbers right there in the wizard. So you could say, Hey, I want to keep two years of data. And I have snapshots and I have object storage, totally different cost profiles. And I'll put those costs testaments in there. And you can make egregious examples where it'll be like 10 and 20 X the price, but it really allows customers to get it fast, to get it cost efficient. And more importantly, at the end of the day, have that protection that they need. And that's, you know, that's something that I've been trying to evangelize at this cost. Estimator is a really big deal. >>Yeah. Provides transparency so that you can let the business, you know, drive sort of what the, what the data protection level is as opposed to sort of either, whether it's a one size fit all or you're under protected or overprotected and spending too much, I asked Anton is going to kind of, how do you prioritize it? Because basically his answer was we look at the economics and then ultimately you're giving tools to allow the customer to decide, >>Yeah, you don't want to have that surprise cloud bill at the end of the month. You don't want to have, um, you know, waste in the cloud and Anton's right. The economics are very important. The modeling process that we use is interesting. I had a chat with one of the product managers who is basically in charge of our cloud economic modeling and to the organizations out there. This is a really practical bit is, think about modeling, think about cloud economics, because here's the very important part. If you've already implemented something it's too late and what I mean by that, the economics, if they're not right when you implement it, so you're not modeling ahead of time. Once you implement, you can monitor it all you want, but you're just going to monitor it off the model. So the thought is, this is all a backwards process. You have to go backwards with the economics, with the modeling, and that will lead you to no surprises down the road. For sure. >>I want to ask you about the COVID impact generally, but specifically as it relates to ransomware, I mean, we've had a lot more inquiries regarding ransomware. There's certainly a lot more talk about it in the press. What have you seen, uh, specifically with respect to ransomware since the pandemic and since the lockdown. >>So that's something that's near and dear to my heart on the technology team here at product strategy, everyone has like a little specialization industry specialization. Ransomware's mine. So good ask. So the one thing that sticks out to me a lot is identifying where ransomware comes in and around. I have one data point that indicated around 58 or so percent of ransomware comes in through remote desktop. And the thought here is if we have shifted to remote access and new working models, what really worries me, Dave is when people hustle, when people hurry and the thought here is you can have it right. Or you can have it right now in mid March, we needed to make a move right now. So I worry about UN UN incomplete security models, right? People hurrying to, um, implement and maybe not taking their security, right. Especially when you think about most ransomware can come in through remote desktop. >>I thought fish attacks were the main attack vector, but I had some data points that told me this. So I have been, and I just completed a great white paper that those watching this can go to dot com and download. But the thought here is I just completed a great white paper on tips to beat ransomware and yes, Veeam has capabilities, but here's the logic. Dave. I like to explain it this way, beating ransomware. And we had a breakout that I recorded here at the event, encourage everyone to watch that I had two users share their story of how they beat ransomware with Veem. Two very different ways too. Any product is, or is not necessarily ransomware resilient. It's like going through an audit. And what I mean by that is people ask me all the time is being compliant to this standard or that standard it's 100% dictated how the product's implemented, how the product's audited, same with ransomware. >>It's 100% dictated on how Veem is implemented. And then what's the nature of the exploit. And so I break it down to three simple things. We have to educate. We have to know what threats are out there. We have to know who is accessing, what data. And then the big part of it is the implementation. How have we implemented Veeam? Are we keeping data in immutable buckets in the cloud? Are we keeping data with an air gap? And then three, the remediation when something does happen, how do we go about solving that problem? I talked to our tech support team who deals with it every day and they have very good insights, very good feedback on this phenomena. And that they've helped me shape some of the recommendations I put in the paper. But, uh, yeah, it's a 30 page paper. I don't know if I can summarize it here. That's a long one for me, but, uh, the threats real, and this is something we'll never be done with. Right. I have, I've done two other papers on it and I'm going to have another one soon after that, but we're building stuff into the product. We're educating the market. And, um, you know, we're winning, we're seeing like I had the two customers, um, beat ransomware, great stories. I think I learned so much hearing from someone who's gone through it and that you can find that in the, in the Vermont broadcast for those attending here. >>Well, you've touched on a couple of having them take advantage of the cloud guys who have these immutable mutable buckets that you can, you can leverage. Um, a lot of people don't even don't even know about that. Um, and then, like you say, create an air gap and presumably there's best practice around how often you write to that bucket and how often you create, you know, that air gap you may be, you may be change up the patterns. I don't know other, other thoughts on that. >>Well, I collectively put, I've created a term and uh, nobody's questioning me on it yet, so that's good, but I'm calling it ultra resilient storage. And what I'm referring to is that immutable backup in the cloud. And if we, it becomes a math calculation, you know, if you have one data point in there, that's good. But if you had a week's worth of data points, that's better. If you had a month's worth of data points, that's even better. But of course those cost profiles are going to change. Same thing with tape tapes, a an air gap, removable media, and I go back and forth on this, but some of the more resilient storage snapshot engines can do ultra resilient techniques as well, such as like, uh, pure storage, safe mode and NetApp snap fall. And then the last thing is actually a Veeam technology. It's been out for three, four years now, insider protection. >>It's a completely out of band copy of backup data that that Veeam cloud connect offers. So my thought here is that these ultra resilient types, those are best defense in these situations. And, you know, it's, it's a, it becomes a calculated risk of how much of it do I want to keep, because I want to have the most restore options available. I want to have no data loss, but I also don't want it old. Right. You know, there's a huge decline in value taking your business back a year ago, because that's the last tape you had, for example, I want today's or yesterday's backup if I'm in that type of situation. So I go through a lot of those points in my paper, but I hope that, um, those out there fighting the war on ransomware have the tools. I know they have the tools to win with them. >>Well, it's like we were talking about before and ransomware is a really good example of the, the blurring lines between security and backup and recovery. Of course. Uh, what role do analytics play in terms of providing transparency and identifying anomalous behavior in the whole ransomware equation? >>Well, the analytics are very important and I have to be really kind of be transparent, you know, VMs, backup company, right? We're not a security tool, but this is it's getting awfully close. And the, I don't want to say the long form historical definition of it. Security was something around this thing called a CIA triad, maintaining confidentiality, integrity, and availability of data. So security tools are really big on the confidentiality and integrity side of it. But on the availability side, that's ravine can come in. So the analytics come in to our play pretty naturally, right? We have, the Veem has had for years now, uh, an alarm that detects abnormal behavior in regards to CPU rights or CPU usage and disk, right IO. Like if there's both of those or abnormally high, that this is what we call possible ransomware activity. Or if we have a incremental backup, that is like 100% change rate, that's a bad sign, right. >>Things like that. And then the other angle is even on PCs desktops like this computer, I'm talking to you now on w we have just simple logic of, once you take a backup eject the drive. So it's offline, right? So analyzing where the threats come from, what kind of behavior they're going to have when we apply it to backup. Veem can have these built in analytic engines that are just transparently there for our customers. There's no deep reeducation necessary to use these, but the thought is we want a very flexible model. That's going to just provide simple ease of use, and then allow that protection with the threatscape to help it help the customers where we can, because no two ransomware threats are the same. That's the other thing. They are so varied in what they do everything from application specific to files. And now there's these new ones that upload data. The ransom is actually a data leak. They're not encrypting the data. They're just the ransom is to take down potentially huge amounts of data leakage, right? So, um, all kinds of threat actors out there for sure. >>You know, it's a last kind of line of questioning here. Rick is, as I've said, a number of times, it's just, it's ironic that we're entering this new decade in this pandemic hits. And everybody talks about the acceleration of certain trends. But if you think about the trends, you know, last decade, it's always performance and costs. We talked a lot about granularity. We talked about, you know, simplicity, you guys expanded your number of use cases. Uh, the, the support, the compatibility matrix, if you will, all those things are sort of things that you've executed on. As you look forward to this coming decade, we talked about cloud. I mean, we were talking about cloud, you know, back in the, in 2008, 2009 time frame, but it was a relatively small portion of the business. Now everybody's talking cloud. So cloud cloud, native DePaul discussion on ransomware and maybe even broader business resiliency, digital transformation, we've been, we've been given lip service in a lot of cases to digital transformation. All of a sudden that's changed. So as you put on, you pull out the telescope and look forward to the trends that are going to drive your thinking in themes, decision making. What do you look toward? >>Well, I think that laser focused on four things, backup solutions for cloud workloads, and there's incredible opportunity there, right? So yes, we have a great Azure story, great Amazon story. And in the keynote, we indicated the next cloud capability, but there's still more, there's more services in the cloud that we need to go after. There's also the sass pocket. We have a great office, three 65 story, but there's other SAS products that we could provide a story for. And then the physical and virtual platforms. I mean, I feel really confident there we've got really good capabilities, but there's always the 1%. And you know, what's in the corner. What's the 1% of the 1%, right? And those are workloads we can continue to go after. But my thought is, as long as we attack those four areas, we're going to be on a good trajectory to deliver on that promise of being that most trusted provider of cloud data management for backup solutions. >>So my thought here is that we're going to just keep adding products. And it's very important to make it sometimes a new product. We don't want to just bolt it on to backup and replication via 11 or be 10 for that, for that matter, because it'll slow it down, right? The cloud native products are going to have to have their own cadence, their own independent, um, development cycles. And they're going to move faster, right? Because they'll need to, so you'll, you'll see us continuing to add new products, new capabilities, and sometimes it'll, it'll intermix, you know, and that's, that's, that's the whole definition of a platform when one product is talking to another, from a management side, a control plane, given customer portability, all that stuff. So we're going to just go after a cloud, virtual, physical SAS, and new products and new capabilities to do it. >>Well, Rick, it's always a pleasure talking to you. Your home studio looks great. You look good. And, but, but nonetheless, hopefully we'll be able to see each other face to face here shortly. Thanks for coming on. >>Thank you, Dave. >>All right. And thank you for watching. Everybody's Dave Vellante and our continuous coverage of the Mon 2020, the online version of right back, right after this short break.

>>From around the globe. It's the cube with digital coverage of Veem on 2020 brought to you by beam >>Hybrid. This is Dave alotta and you're watching the cube tenuous coverage of on 20 it's the Veem online version. One of them course, we've had a pivot, the virtual, the large industry here. He's the CEO of IEM and Jim Kruger is the please marketing officer guys. I wish we were face to face. Okay. You know, this'll do so. Thanks for coming on. Yeah. Thanks. Thank you, Dave. Yeah. Thank you Dave. Glad to be here. Well, first of all, bill, I got to congratulate you it the first time. Really? We awesome. The okay. Blockbuster. So acquisition inside capital growth minded, awesome. Private equity. So congratulations on the new role and you know, best of luck. Hey, well, thanks. Very much greatly appreciated. Yeah. I've been with the team since founding in 2006. So it's a, well, it's a new role. It's, it's a good old, it's a good older team that we're very experienced with it. >>Uh, did you, you, you, you know, the, the good, the bad and the ugly and you know, where the skeletons are buried, you know where to go, okay. The ship. So we wish you the best. And then, you know, in the gym, I gotta ask you, I mean, everybody says, okay, it was really hard decision go to it. The virtual, he actually had no choice, but maybe the harder decision was, can we postpone or do we go forward? You guys chose to go forward. Uh, which I think is the right call. And I'd also think, it seems like you're taking the approach of, you know, we're not just going to try to plug the physical into the virtual. We're going to, I think about the halo effect. Yes. Discussion going, but maybe your thoughts on that pivot. Good. The virtual. Yeah. Yeah. It didn't take us too long to decide. >>And we, we felt, uh, rather than postponing it and, and trying to do a, a large event before the end of the year, which not really, really realistic. Uh, we decided to, uh, to go with the virtual and actually for just a month after, for the most part after, uh, um, what the real event was supposed to happen in Las Vegas. And, uh, yeah, we're really looking at it from, okay. Yeah. Keeping the discussion, going with our customers, keeping them updated. We're going to be highlighting some of the new releases that are going to be coming out, making some key announcements. Right. And it actually gives us an opportunity to draw in more of the crowd from around the entire globe. I think we have 148 different, uh, countries that are represented. Uh, so, um, Oh yeah, it's right. It's a, uh, I think a new platform and, uh, I think it's working very well so far. >>So bill, I, you know, you came into this, this role and immediately, okay. You have dealt with it pandemic I want to talk a little bit about, you know, how you're dealing with that. Um, and we'll get into maybe what you're seeing in your business, you know, the, in, in a way there's a silver lining here. Okay. Okay. It really kind of forces change. You said in your keynote, constant. Uh, but you know, you might have, you know, the business obviously very well and you might've had some gut feels as to where you want it, take it, but change is hard. Boy, everybody has. Okay. Now, so in a way that's sort of a, an accelerant change, your thoughts, what was your first move? Hello, coming into this pandemic. Yeah. Coming into the pandemic. It was one of making sure we understood. Well, what the issues were, getting people home and, and safe working environments. >>So big move was, was that some of our team had a desktop, so they did not have laptops. It made it a little more cumbersome multi-screen so it's really physical activity will move these people. So we moved our whole team, 4,300, about 1300 or so of those people were already, uh, our employees were already working out of their house. Uh, so the big move was let's get them home. Let's make sure they're efficient, good connectivity. And, uh, and with that, we were off and running. I don't believe we missed, uh, much of a beat at all. Considering we started this mid March, we were finishing our a first quarter, which came out right about on plan, which we were really excited about. Okay. It was a, that was the first move I would say. We make a few more to go, okay. The big first move I want to get. >>So I'm going to share some data with you guys. If you bring up the first slide, this is data from our data partner quarter, we go out and we talk customers. And this is a survey of over 1200 of practitioners, buyers, and they're about 120 or so Veeam was in there. And what I'm showing here is data though, the gray bar is data from a year ago, April 19 in survey, the blue bar is January, 2020. And the yellow bar is the April 19, uh, April 20 survey. It was taken right at the height of the lockdown. And, and what this is showing is yep. Customers that are spending more by the percentage of those customers that are doing business with them, the theme, and you can see it, the gray was 50%. It dropped slightly to January nods back up within the height of the lockdown. >>And so what you saw is that new adoptions and people spending more, I E more than 6% is actually, Oh, since, uh, the, the pandemic. Yeah. do you have a w or a bill rather? I'd like to start with you. I wonder if this is what you're seeing, kind of in your businesses, a little bit of an uptick, not all businesses, obviously we're seeing that the, it seems like yours is yeah. Our April was, uh, wow. Mmm. Just amazingly. So, and I think it allowed us to get transition out of the way at the end of March. Well, also closing the quarter, but yeah, we had a, um, we had a double digit gain in it. Hold on. It was extremely a nice way to start that the first month is second quarter. So that's exactly what we're seeing very positive and, you know, Mmm. >>I think that if we talk about Jim, some of the data that you showed in your keynote, you talked about some of the challenges that your, your data showed you guys. Yeah. This new survey. And we'll, we'll talk about that. The data protection. Okay. What stood out was cyber threats. The number one challenge came up and, and I often say that the lines, Queens security, cyber cyberspace, security, and data. Okay, good. And backup and recovery are really starting to blur you guys, aren't known as a cyber company, but increasingly people are thinking about data protection and backup recovery as part of their overall cyber strategy. Yeah. Yeah. I agree. And, and I think, um, you know, from, from our most recent release version 10, we built in some new capabilities around a ransomware protection and cybersecurity. So yeah, I would say those lines are blurring, but we're definitely not a security company. >>Uh, although as you mentioned, a backup definitely provides us security and customers want to be able to do yeah. Prior to putting things into production. And that's some of the, some of the new capabilities that we've provided our latest version. Well, I mean, and, and cyber obviously is, is expensive to become a board level topic as you well know, it has been here's the later on we're interviewing Gill Vega, who's your, your newly minted CSO. And you're, you're seeing that, that role, you know, expand, it's not just sort of off on the corner. Okay. It's its problem. Or it's this, the security sec ops teams problem. It really is. Yeah. Is it tongue in cheek is it's a team sport, but yeah. You really have to take a broader view of okay. Of cyber don't you and especially bill given something that you shared in your, a keynote talk, you shared some IDC data, you know, a five X increase in zettabytes over a seven year period. >>I think 33 and 2018 up to one 75, 25 and uptake in bets that IDC is probably low and that number. Okay. Yeah. Yeah. Probably low. Well, that's what we're saying. You know, you brought up a good point. It's a evolution into a much larger entity in protecting, I think, many more customers, well, over 375,000 customers, and that's bringing a vague on, or a CSO and a major step for us focus on external and internal. Okay. The threats that exist out there. So a major activity for us and bringing, 'em bringing Gil on. So you're right. Our gross, we think that's where it goes for growth continues to evolve. Uh, we have our customers, um, and what we're trying to make sure we do is we protect. Yeah. Talk about security. That's a little bit, little bit of that protect. Awesome. And then make sure they have access to their data and same with our employee count. >>What are we trying to do? Yeah. COVID-19 is that, we're trying to make sure we can your employees as well as make them yeah. Yup. In this whole process. Yeah. The cyber threats playing into the security. Well, bill staying on, on, on the, COVID a discussion for a minute, you talked in your, you know, what about, there were three things. Okay. the resource management security and governance and, and digital transformation all very relevant in the context of this. Yeah. My question is, can you add some color as to beam's role in those areas? Yeah. Well, clearly in the governance each have, that's built in our product. There's an orchestration on all the products, the offerings that we have, I think, right. Our primary concern, those does go back to go back protecting data and making it accessible. So, I mean, I think that's where it's most common place for us to see our focus has been, has been not security as Jim said, we're not a security. >>Yep. It's really availability data availability and its data availability. Wow. Okay. Uh, back to the hybrid class loud conversation that we, uh, we talked about is that, is that we want to be yeah. Yep. That make data available over hydro hybrid cloud. I think with the COVID-19 it's showing that the cloud base activities are going to be more critical. Cool. Uh, versus, um, in addition to right. Okay. Okay. So an answer that one. So Jim, I want to ask you about something you talked about in the keynote, which is the data protection report. I referenced it earlier. Tell us a little bit more about this, the study you guys. Yeah. You guys are like, I am, you love data. Okay. W what was that study all about and what were some of the key takeaways? Yeah. So just, just a few months back. So it's a fresh off the presses. >>Uh, we, um, I surveyed about 1500, uh, uh, it pros across the world and one to just get a good feel for where their head is, uh, what are some of the key concerns they have? Uh, and so we kind of bucket it into three, three key areas. Uh, one was around downtime threats. Uh, what you talked about, the, the security, uh, in ransomware threats is definitely top of mind, uh, for customers. Uh, we also, um, drill down a little bit into the move to the cloud and then also digital transformation. Uh, and what's clear is that, you know, I think in the past, you know, people thought that, um, you know, their most important data was the only data that needed active. And we're seeing, uh, some compression there relative to, uh, you know, customers thinking they need to do okay. It basically yeah. >>Protect all data. Uh, so, um, the, the difference between sort are the critical data and just normal data is really blending together. Uh, and so they're looking to, to drive efficiencies from that perspective. Uh, and, uh, and I think about 49% of the customers are backing up the cloud today. Uh, so a pretty good number. Uh, but that jumps to, I think, around 76. Yeah. Right. In two years, uh, of customers who believe that they'll be using the cloud as a, um, for backup and then on the digital transformation side of things. No, I don't think there's a company out there who doesn't have some sort of digital transformation initiative. Uh, but they are struggling a little bit, they're struggling, uh, with, um, uh, with, uh, the resources that they have that they have, and, and, uh, those resources being competent to, to really take the company's in a new direction because of a lot of those resources are focused on existing projects and keeping the business up and running. >>Uh, so that's a key area that we're, that they're looking to like free up resources, it's focused on digital transformation. And then we get into some of the benefits that they're seeing from that, uh, and so forth. So, yeah, it's a good all around report to really understand the state of the market. I want to stay on the survey for a minute if I can, and then have that bill tied into the property strategy. Mmm. W w one of the other things, the things that stood out was one of the, the blockers you will, uh, the customer sided, they said lack of skills. So, you know, right. A legacy it, or maybe that's technical debt yeah. As well, uh, and then budget constraints. And so, I mean, yeah. Kind, those are good blockers for you guys. You, you, you simplify, you know, the old yeah. Yes. Works. Mmm. You know, you've been amazing that maintaining relevance or whatever, 10 plus year old company. Yeah. You're right there with all the upstarts and the big portfolio companies. And then of course, budget constraints. I was talking to Anton earlier really focused on the economics. Okay. Protecting data, but maybe you could add some color. So those sorts of sure. Customers referenced. Okay. Because there challenges to moving forward. >>Yeah. Yeah. So, um, you mentioned one big one, which is skills. Uh, so I think, uh, training and education, it is definitely, certainly one of them. Uh, I think from, from beam's perspective, we, we definitely help in all of those areas because, uh, our, our solution is easy to use, uh, easy to manage, easy to deploy. Uh, and so when you look at the resources, Harrison does some of the legacy solutions that our customers have. They're typically able to save a significant amount on the budget side, insignificant amounts on the resources. They just don't simply don't need as many people, uh, to, uh, to operate a beam backup solution. So they can redeploy some of those resources into other areas, uh, which, uh, which has been definitely an attraction to them. You mentioned the IDC data and that bill talked about, but that's one of the reasons if you look back in the second half of 2019, we actually grew three times as fast as the market average. >>Uh, I think mainly because of that, and a lot of people are switching from their legacy over to, uh, to Vien because, because of those reasons. Yeah. So, well, bill, I want to tie that into it. The company's strategy you guys have been okay. I'm unapologetic about the core of which is backup. That was kind of, you know, obviously recovery is part of that. Okay. But, you know, there's a lot of discussion about data management trying to sort of, you know, expand the notion of the Tam and you guys obviously dissipate as well. Well, it's sort of three things yeah. Manage and transform. Well, some of the things that you guys talked about in, you know, but the core is protected. You're all about backup recovery, data protection. Okay. You know, the examples of that at GNC, for example, and some of the others do, you know, uh, discussions were all about protecting some of that for data, but then you get into management is that's sort of Tam expansion, if you will. >>And then the transform, you know, I think we, we, I think we get the, the protector pretty well. It's the managing transform that sometimes there's a little bit, yeah, horrible. Hey, the people, but I wonder if you could sort of add some, some texture to that. Yeah. Well, we've always had a very, yeah. Our focus has been on the protect side and the managed, transform is key pieces that we've added on, uh, over the time period. So playing that bigger Tamar, bigger markets. Yeah. A cloud data management market, it's his 30 plus billion dollar marketplace. So I think you'll see. Um, and that's where, we've where we've expanded. It was three 60. Bye. Alright. Protect category. So it is one of 'em moving on up into that, but we will stay. Huh? Okay. Yeah. Core piece of our business tech side, it's extremely important to us. >>We stay focused, it's allowed our development team just stay focused and bring forth Hmm. We believe peer to any of our competitors and, uh, yeah. Okay. Continue to move that way. So bill, I mean, Veem has always been known for punching above its wait glass. I mean, the, you know, the, the very clever naming of the company are you pronounced parties, et cetera, et cetera, et cetera. But now they a top dog now. So, uh, maybe the strategy is to continue to punch above the weight class. Yeah. Which would be a great thing. Although you're now a mainstream, you mean 375,000 customers. You're adding in a very, very rapidly pace. You're a big dog now. W what can we expect going forward from being well? Well, you know, a big piece of our change was our universal licensing. So we want to make sure, yeah. >>Those licensed portable, take them with you, be able to use them in a different way, uh, in different settings. So I think we'll work on, uh, always punching above our weight that was really started with our founders. Uh and Andre Bernoff. We, uh, clearly we're number one. People might not have believed that in the beginning, but yeah. We rate to it. So I think you'll see us with more products. Yeah. Innovation in that space. And, um, uh, and, and working very aggressively, too, take command to the multicloud environment. Well, you know, your business practices have always been pretty meeting edge and forward thinking. You mentioned the flexibility and from licensing, you know, that's something that, you know, you're, you're known for even partners when I talk to your partners. They, so yeah. You know, Veeam has made it very simple for us new business. I'm not sure worrying about, so much about who gets to paid, where they've sort of made that transparency. >>You get very high marks for that. And so there's a, yeah. You're known for your tech, you're known for that products. Yeah. But there's also some innovation on the, on the business model side as well. Isn't there. Yep. Absolutely. Our partners, the significant number of partners from what's this a long time. Uh, we do like to make sure that everybody in that the distribution channel and we are two tier distribution. Mmm profitability. Yeah. Keeping it simple, becomes more challenging. I think the larger you get yeah. Uh, very hard making it simple. And it takes some time, a little bit of, um, iteration for us. One of our core values, innovate, iterate to make it simple, to keep it that way. We want our partners to be, be comfortable working with us and making good economics and knowing that we're going to bring, we're going to bring that roadmap products, uh, and to them when we get our products ready and they are the products in the market place, that situation in the lab. >>Yep. We're going to work the first time we're going to work well for me. Sure. Well, Jim, I wanted to ask you about some of the customers that you referenced. Okay. I mentioned G GNC, you guys showed a video of that. That was pretty cool. Okay. It was interesting hero motor Corp. Oh. They don't call themselves a motorcycle company, but that's essentially what they are. And then, and then IBM cloud was really interesting to see them in there partner. There, there are customer, I guess. Hm, yup. Editor or one side of the house. So that was kind of an interesting example. Some of the customer takeaways I can share. Yeah. Yeah. So, um, when you look at GNC, uh, you know, some of the things that they referenced was, uh, you know, a, a six figure ROI over, over a three year period. Uh, and again, that was one of the key drivers as to why they went, went with him again, just more efficient. >>Um, and, uh, yeah, Hiro, motor Corp, very interesting. They're the world's largest a manufacturer of two wheel to wheel vehicles and they do produce the, and motorcycle every two seconds. Oh. And they produced over 90 million. So yeah, they're a large organization. I think they have closed. Okay. 10,000 employees, uh, and, um, VJ set the, who is, who is their CIO among other things that their company, um, yeah. Yay. Yeah. As, as you heard, he talks a lot about, uh, how they're managing through COVID-19 and he really is a big believer that number one, you got to take care of your people and make sure that they're safe and make sure that they're set up so that they can work from home and so forth. Uh, but then also really planning for not just managing through the crisis, but also recovery, uh, which, uh, which is really important. >>That was some of the advice that huh, that he gave of course, to a, to the attendees of been, which I think is really good advice. And then IBM cloud has been, yeah, been a great partner, uh, and the customer for, for quite some time, we're working very closely with them backup as a service they're leveraging kind of the full suite of products and getting great traction. And as, as we saw from some of the data, the backup as a service is going to continue to grow. Yeah. That'd be a great opportunity for both IBM and being more contained. Well, it's guys exciting time for you. I mean like many people, I, I bumped into Veeam at a V mug. Ooh, wow. That was, you know, years and years and years ago. And to watch your ascendancy, it has been a pretty astounding products, a very well run company, a good vision, uh, just awesome customer. >>So, so bill, you know, you're on deck, when we get to 2030. Yeah. What do you want this to look like? Uh, well, multi multibillion by 2030, that's a long way out. It'll be interesting in the transformation that is made and we'll see what happens really globally with, um, the whole work from home, how moves, how office space plays into it, product innovation and delivery. We think we're at the forefront back. It started in the virtualization space back in Oh six and, uh, for some really creative projects products, I think we'll continue to S it's extended to see that what's 2030 bring yeah. Multi-billion and we're going to continue to add employees throughout the world. We've got over 4,300 employees, right. You mentioned keynote, uh, that are in them, you know, a multitude of countries. And, uh, it's just an absolute, I'm thrilled to be part of M and M and, uh, help us work as a, uh, a family organization products. Well, we really had a great deal of okay. Following Veem and participating in the beam on, and I really appreciate you guys having us here at the, uh, the, the digital event, but thanks guys for coming on. Yeah. And sharing your insights. Great. Yeah. Thanks very much. Thanks. Thank you for watching the cubes. Continuous coverage of Veem on 2020, the virtual digital version. Keep it right there, right back. Great. The short break.

>> Narrator: From around the globe its theCUBE with digital coverage of Veeamon 2020, brought to you by Veeam. >> Hi everybody, this is Dave Vellante. We're here with a preview of Veeamon 2020. Danny Allan, CTO of Veeam, Danny I wish we were face to face, man, but great to see you online. >> Great to see you as well. This is the next best thing, right? >> It is, I mean, you know, Veeamon has been a great conference for the last several years, we've attended with theCUBE. But let's get into it. You know, COVID-19 obviously shifts to virtual, but there's a lot of things going on, I'm sure in your business, a lot of talk about business resiliency. How has the pandemic sort of affected Veeam and how you're managing the business? Well, it certainly impacted the entire industry. It actually, one of the interesting things that has happened, of course, is that you used to get on an airplane, fly to the customer, shake their hand, and close the deal. That obviously isn't happening. That's the external side of it. The internal side of it is, you know, everyone went into an office, we had a culture, especially in inside sales and support, people going into offices and obviously we had to close them. The downside is we lose some of that model that we've had in the past, but the upside, the bright side of this is we've been doing fantastic, in fact, the numbers that we have achieved are the same as if COVID-19 hadn't hit. Now, I attribute that to a few different things. One is that, you know, we have a broad spectrum of customers, 375,000 across all segments across all industries. And while it's still early in the year, who knows what's going to happen? What I can say is that from a business results standpoint, it's been good. From a product strategy standpoint, which is where I sit of course, it's actually been better than good because we actually have the opportunity to focus a little bit more, perhaps, than we have in the past to speaking to customers and delivering on things that are harder to do when you're on airplanes all the time. >> Well, I mean, we've been reporting on theCUBE that it's really a story of the haves and have nots. I mean, my take away there is had it not been for COVID-19, maybe the numbers would even be higher. At the same time, though, the whole, like I said, business resiliency, work from home, people really thinking about data protection has really come to the fore. So some of the other trends, obviously, that are tailwinds: cloud, data, the whole notion of multicloud. I'm sure we're going to hear a lot about this at the Veeamon virtual. >> Yeah, so as you know, our objective is to be the most trusted provider of backup solutions that deliver cloud data management. And so, there's a big focus on cloud where we certainly think of cloud, of course, as the big three hyper scalers of AWS, Azure, and Google, and you're going to hear announcements about all three of those and products that continue to enhance your capabilities there. But it's also our partners. We have in our virtual solutions lab, we actually have 30 partners there, but we have a huge stable, if you will, or partner ecosystem of Veeam cloud service providers, and we're excited that they're going to be there, as well. And we're highlighting some of their innovations. >> Yeah, I mean, we're dropping a breaking analysis this week on cloud. All three of those cloud suppliers you mentioned have a lot of momentum behind, you know, their businesses right now. Pandemics, not pandemics, but downturns have always been good for cloud and I think this is no change. So, give us a little, you know, glimpse as to what we're going to hear from a product standpoint at Veeamon 2020. >> Well a few different, exciting things. In the past, as you know, we launched Veeam backup for AWS, that was our first cloud native solution. We just recently launched Veeam backup for Microsoft Azure, and you're going to see iterations on those products demoed live on stage by the legendary Anton Gostev, and always the fan favorite Rick Vanover. So you're going to see demos of those. You're also going to see the first foray into partnerships with Google, as well, Google Cloud Platform. If you combine all those hyper scalers right now, they did, I think a little over 67 billion last year, in 2019, and obviously the compound annual growth rate is projected to go to 375 billion. So we're going to highlight some of the capabilities that we've introduced in the last few months and over the rest of 2020 with them. >> Well and you're right, you mean we just reported, we just saw, you know, first quarter earnings reports. You got AWS as a $38 billion business growing in the mid-30s. You got, you know, Azure and Google growing faster from a smaller base but still enormous, many many billions. You also have hands on labs. There's two days, June 17th and June 18th, so, you know, check it out, go sign up. But you've got hands on labs that you're bringing to the virtual experience. >> Yeah, so we're doing 20 break-in sessions, 10 live sessions, and that's exciting. But, actually, for the first time, and it was based on demand, we're doing what we call a Veeam-a-thon, and that's going to bring 20 to 30 live sessions where, actually, users can come and collaborate live with the experts. And one of the things about a virtual event, of course, is that this opens it up globally for people to come and register for free, but they can actually interact on an ongoing basis over those two days with the experts from Veeam. So, while some people are disappointed that we can't be there face to face, we're still going to have the legendary party, but we're also doing some of these Veeam-a-thons and live interactions, which is a new opportunity for us. I think it's exciting. >> Well you better make sure you have your auto scaling on. Danny, I'm seeing some of these virtual conferences get so many people. We just saw one on twitter with so much demand it went down. I'm sure you guys got your infrastructure together. So, bring us home. You know, why should I attend Veeamon 2020? >> Well, everyone knows Veeam for its high energy, its exciting conferences, lots of announcements. We have partners there with us on stage. This is taking it to the next level. We're taking that same conference that is exciting, lots of energy, we're doing it online, which brings it to a global market, and we're not decreasing the energy. In fact, we're still having that legendary party. We're still doing all those massive announcements. And so, this just is a next generation, I would argue, of where the industry is going. And we're excited to be there with our partners. >> So very exciting time for Veeam. Blockbuster Acquisition in January. Congratulations to Danny, to you, and very excited for Veeamon. Check it out, June 17th and 18th, a great thing, typical Veeam, right? It just works, you go there, it's not like a huge exam, just a few things you got to enter, email and a couple other things, boom, registration's simple. Danny thanks so much for helping us with this preview, really appreciate it. >> Thank you very much Dave, always a pleasure, and happy to speak with you. >> All right stay safe everybody, this is Dave Vellante for theCUBE and we'll see you next time. (Calm music)

>> Narrator: From around the globe, it's theCUBE. With digital coverage of VeeamON 2020. Brought to you by Veeam. >> Hi everybody, welcome back to VeeamON 2020. My name is Dave Vellante, and you're watching theCUBE's coverage of VeeamON. This is the first time we've done Virtual VeeamON. We've got the Veeam power panel, Bill Largent, CEO, Jim Krueger, the CMOs, Danny Allen who's the CTO and Senior Vice President Product Strategy. All have been on earlier, guys great to see you. Thanks for coming back and digging out of the power panel. Appreciate it. >> Good. >> Thank you Dave. >> I'm glad to be here. >> Thank you Okay, I want to start off, Bill, get a business update. We've so I talk a lot about COVID. We can go back to that, but you guys, as a private company, you divulge more information, than most private companies. And we appreciate that as an independent but guys, if you would bring up that one slide. You shared this publicly a little earlier. I mean, you guys are a billion in revenue now, 21% annual recurring revenue growth, 375,000 customers, 97% year on year increase in your universal license bookings. Everything seems to be happening, Bill. What what can you tell us? >> Well we had a great first quarter also that we kicked off where we had our transaction with insight venture partners, which right in the middle of that quarter, at the end of it, we had that activity that went on, that one might think would have disrupted the business, it didn't, we had our plan for Q1, really excited about that. We announced our growth saw that here recently. We're really pumped into our second quarter. We managed to transition everybody out of offices. We probably had 75% of our workforce move. Yeah, they did that. We had a fantastic April. We're having a very good May. So it's just a great start with a great customer base. So I'm really excited about it. >> Yeah, you mentioned insight. We obviously covered that and reported on that. Insight, they like growth, not like the old school private equity, suck money out. They want growth, they want options down the road (mumbles) Maybe it's a rule of 40 rule, the type of company. So that's got to be exciting for you guys and your employees. >> Yeah, I think it's pretty exciting. Few of us have been around the insight team since 2002. So a very well known group of individuals to us. They are focused in the software space and know the infrastructure space really well. My triple that hour our lead on the insight team and his his staff is that's a move into, as we move into it, stepping up and moving into our very revenue focus versus part of a total contract. But nice resource to have for things that we might want to do in the future related acquisitions. So we're really excited about it. >> I mean, if I'm in VC right now, I'm looking at SaaS, I'm looking and it's software, I'm looking for companies that have an annual recurring revenue model I'm looking for adopting of products and those kinds of of KPI's and you guys fit that bill Maybe a larger size and obviously in the early stage startup but that's kind of the profile of the the company that you want to invest in 2020s, isn't it? >> Absolutely, and I'd also say it's the kind of company we want to invest in, in the future as we go forward to bring in new technologies and expand markets. Addressable market back to comments, we had discussions on, what's it look like in 2030? And it's like, okay, those are we're heading. >> So Danny, Pat Gelsinger is famous on theCUBE for saying that, look, if you don't ride the waves, can it become driftwood. So what are the mega trends that you guys are riding today and that you're seeing in the future? We'll keep you ahead of the pack. >> Well, we clearly talk a lot about cloud data management. So act two for us is not just moving from perpetual licensing to subscription and evolving with American at a business level. It's also at a technical level. And so we invested heavily, as we demoed earlier today, Veeam backup for Office 365 version 5. An important point act two for us is not just product. There's also product delivery. That's version 5 of a release of a product to that came out three years ago. So the backup for office 365, we showed you Veeam backup for AWS. And you saw from Anton as well supporting Google cloud storage and supporting all of the major cloud providers. So for us to not just ride the wave, but actually be ahead of everyone else it's to embrace cloud data management and give the customers what they really need. >> Well, I think you guys are in a unique position too. I mean, if you guys obviously sell on-prem, but if you're they're an on-prem infrastructure company, really living on box margins you can talk the cloud talk, but it's not necessarily a tailwind for you guys? So Danny, how is cloud, right how cloud is it tailwind for Veeam versus some of the other legacy players, >> Well, Veeam has always been, we always highlight simple, flexible, reliable, but one of the, the parts of flexible of course, is where it's being software defined. And we've been software defined from the very beginning. And if you're in a world where you have to go take a box, plug it into the data center and rack and stack it and be there physically. You're not going to survive in this type of environment. So being software defined help us, not only when the data center, but to help our customers as they go through that evolution. On-prem too, maybe just storing backups in the cloud, actually running the workloads in the cloud and protecting there. >> Well, so Jim I want to turn it to you sort of thinking about the Veeam brand. we talked earlier about how you guys have always punched above your weight, famous parties and so forth, but now billion dollars now entering a new era. It's ironic that we're now doing virtual events. So no big giant party this year, but I feel like, I mean, you guys are what, 14-year old company now, and kind of grown up you three and your colleagues are bringing you lots of adult supervision. How should we think about the VeeamON or Veeam brand going forward? >> Yeah, no, I think the Veeam brand is critically important because there's just such a strong affinity and connection with customers. And I think one of the challenges as you get larger and go from 1 billion to 2 billion, a lot of companies miss the beat relative to staying connected to their customers. And that's something that we're putting a tremendous amount of focus on that first slide that you flashed up no 91% customer satisfaction, a 75 net promoter score, which is three and a half times industry average. I think our key to success is not only bringing great products, the market, but looking at the holistic picture relative to supporting customers and customer satisfaction, which is a key driver of the company. well, it will help us to continue to build on the brands and have the best brand in the market. >> Well, what I want to come back to is the marketing whiz in the panel. I mean, you think about digital. We feel like the world is going to be one in digital in the next a decade. I take the pick the GNC example. And you think about just even a term like customer relationship management, we all use CRM systems. I'm not sure I want a relationship GNC, but I do know this, I want a good deal, right. If they're going to make me an offer, I'm going to look at that and these other brands, that's digital that is having infrastructure and data That's obviously protected to be able to offer that at the right time, for the right customer, so that they can take advantage of it and have the right candles. I wonder if you could talk about what you see as a marketing pro just in terms of digital and that customer intimacy. >> Yeah so I think it it's a multifaceted, I think one of the key things that again Veeam does that's different than other companies is that we, we have a direct connection with our customers. So in our head of product management sends out an update every Sunday, and it goes into quite a bit of detail around sort of how to deploy this, how to deploy that. And really creating a digital journey for the customer from a marketing perspective, because yeah, like within any situation, you don't want to talk to a salesperson right off the back because you know, they're going to try to sell you. So you want to do something investigation, you need the contents and information to help you move along that journey until you get to the point where, okay, now it's time, I've kind of narrowed it down and I need to talk to someone to give me some more information. So I look at one of the key differentiators of Veeam is that digital experience which I think from the founding of the company that Rattler put into place has carried us forward. And when we continue to put a lot of focus on that digital experience, which I think gives us definitely a leg up on the competition. >> So bill, you got to place bets as the CEO. I'm interested in where you're placing bets. I mean, you've made some pretty substantial investments in your partner network. You've got some big names partners that are okay, you're moving a lot of products through those guys, obviously your heritage as a company is steep. And technical development you are very successful sales organization, but sir, where are you placing your chips on the table these days? And maybe especially in the context of this pandemic, if anything changed in your thinking. >> Yeah, well the bets will always be placed on the product side of it. That's a big, so your products. You go partners and you go our employees and those are the big bets that will make, what are we doing on the partner side we're continuing pretty aggressive activity and making sure these partners have a simpler place as I've discussed before to do business with them. It's more challenging the larger we get. But yeah, we'll keep that focus on. The product offering has been a again, always go back to any of our taglines. It just works, put us in the lab, we're going to win. We're going to win that technical decision a process. And then we're putting it up pretty big bets on our employee base, we're all over the world 4,300. The I think the decisions we have, like a lot of companies have moving forward are going to be, where are you going to work from? You're going to work from that home office. So you're going to combine it back into the office or are you going to not, you're just going to yeah. Do you're going to go back the way things are. I don't think that's going to happen at all. So take bets will always be on bringing good product to market like technical decisions. >> So let's, let's talk to Andy about the product. I mean, you've I saying you've grown up, you've gone from yeah relatively narrow portfolio to now expanding a lot of different use cases, many several different clouds on-prem hybrid, et cetera. How do you ensure it, Danny, from product standpoint That you don't just get a, a collection of point product, but you actually have a platform that even, for instance, your licensing model very easily. support that notion, how do you ensure that more of a platform, if you will, then just the, a bunch of selection of product, >> The answer to that would be focused maniacal focus. So it's interesting that you brought up licensing. So one of the things that we're very focused on is making that licensing can move across all these different types of infrastructure. So the universal license allows you to do that. You can move a workload from physical to virtual, to cloud, to back the application services call with a single license. But we also do that product level too. One of the interesting things that we've been focused on is it's something internally, we call it the Veeam integration platform that enables you to have a central common control playing across the entire organization. But yet you can deploy in the need of environments that make the most sense. So if you think about what we showed you earlier today with beam backup rate AWS, you're running on an interface that you deploy out of the AWS marketplace, but that product actually integrate back into Veeam availability suite. So that's true of being backup for AWS, Roger being backup from Nutanix. Every time we add a new one capability platform, whether it's fast or virtual or cloud, we make sure that it's still cause that central connection to the main control plane. And that's why we call this five data management, because it gives you that data management cross all of these different infrastructures. It's clearly not easy to do, but the focus that we have good on this result, then our customers, ultimately, >> So I want to ask you guys about culture, Jim, I start with you, I mean, a lot of people, obviously story averted, or asking this theme, still going to have parties you got your two founders and sort of set good. Ratt would always be right there in the mix lap. Last one to leave very hard charging and that's kind of steep in the Veeam culture, but I'm interested in, and if there's been any sort of discernible change, as you get bigger and bigger, how you were able to maintain that culture, what are some of the things that you want to keep, and maybe some of the things that you want to evolve. >> Yeah, no great question. And I think culture is I'm a big believer. Yeah. That culture can really differentiate a company in the marketplace and I think themes culture in the past has really done that effectively. And I think that's it shows in the success of the company. So I definitely see it as as my job, along with the rest of the executive team to continue to, to carry that torch forward. one of the things that I learned coming to Veeam was, was really winning the hearts and minds of the customers that you're serving. And so that can be anything from a party being totally open to your customers, listening to your customers, I've given them different channels to give you a feedback and just being a company that's easy to do business with. I think it's critically important. And those are some of the key things from a cultural perspective that's how we want to carry forward. You mentioned car charging, absolutely being aggressive in the marketplace. but bringing solutions to market really hit the sweet spot Relative to customer need, I think is again, one of the cultural pieces and that maniacal focus on customer satisfaction, which is absolutely key. >> So well, I wonder Bill, if you could comment, maybe in this context part of your job of course, is an expansion traditionally been a European based company moving So the US I'm curious as to what effect that will have both culturally and on Tam as well. You're extremely successful in, in overseas. Oh, of course, so there's maybe even more penetration within the US and obviously throughout the call, we've certainly talked a lot about cloud, but maybe your thoughts on it. >> Okay, Well, thanks very much. Hopefully you see no impact on culture, in the sense of our move from a European headquarters to a US headquarters. We definitely felt it important to bring it a us headquarters in place. We now have moved all us shareholders. our culture is really the built on core values that we develop back in 2012, that really the everything else branches off of innovate and iterate it's about everybody sells. We clearly add that yeah. A goal for everyone in the company and the fact that we also want to win. So we'll fight hard to win bringing it to the US okay. A lot of our competitors are based in the US we think we can even though we've got great numbers against all our competitors, we'll even bring the fight much harder. Now that we're in the United States as a headquarter place, change nothing else internationally, globally. >> So Danny, every I'll five or seven years or so Gartner or IDC or whomever without a service is that we just did a survey that yeah. X percent of the customers are going to rethink their backup strategies in the next 24 months. You see that literally every half a decade. so, well what's, what's the driving that now. I mean, certainly cloud is it which factor edge we're going to be talking about the edge for the how many years, and then, and it's really going to start to drive revenue at some point kind of like the cloud was 10 years ago. but so talk about how you guys sort of, are they relevant conversation and what customers should be thinking about in terms of those transitions? >> Well every customer says I'm going to reevaluate my backup solution every five or seven years, but the reality is what's happened. Yeah. Industry itself goes through transition. So we go from physical to virtual and as they go to virtual, for example, they say, Hey, I can't use my legacy providers. So I'm going to choose a new one. They choose Veeam. And then of course, we go to cloud and we're going to go to containers and we're going to go to edge. And every time he goes through those iterations, there is an opportunity for the next generation of platform to emerge. And so beam's focus here is to make sure that we're ahead of those trends to make sure we're thinking ahead of our customers. So right now, for example I spent an in order to in amount of time thinking about cloud and containers so that when the customer gets there, when they get the edge, when they get do all of these things, but they have a data management platform that protects them. And step one is always going to be the same. I always say the step one for every iteration of infrastructure is just ingest the data because you need to protect it. It's only after you protected and begin to manage it, be integrated into the business. Can you be into unleashed, but we go through this cycle over and over again. And ultimately it's the, the vendor, it's the partner that is most trusted, that wins as, as Jim alluded to our NPS scores for themselves, our customer base, right, sorry self our intimacy with the customers. Great. Awesome. So as long as we keep that close connection, then we think we're well positioned to the lead as we go through the next iteration of infrastructure. Okay. Let's talk about the competition, Danny. >> Let's stay with you. Okay. You've got some, well-funded not even startups anymore. Okay. Companies that are kind of going after the base, you've got a huge install base okay Of legacy companies. I mean, I think it's easier for, for some of those guys to attack sort of a box space, the solution, you guys are more software, but I'm sort of interested in take Danny on why the shiny new toys and that have obviously have momentum in the marketplace. >> Yeah, the shiny new toys, they come out with a solution that is very packaged up and black box. You can't actually customize it very much for the user need. And that's, we don't believe that that's going to work in the longterm. And the reason I say that, okay, the pandemic we're in, if you can't go into the data center to rack and stack a box, if you can't actually working with the infrastructure that's already in place, then you're not positioned to work well in the longterm. And, and so we have this unfair advantage we've been around for over a decade. We integrate with over 45 different storage vendors. That's not including the wild vendors all of our partners. And so we do have an unfair advantage with a history of all of these integrations, but that flexibility is really what our customers need. They don't want to be law into the data center. They don't know two, three years from now, their strategy might change. They might say, take the workload, moving to the cloud. And so if your whole focus is on selling your customers , something that I used them to their data center, that in itself is a challenge. And being software defined we're well positioned to make future for any evolutions that happened in America. Okay. So we're in a good place. I'm well, knock on wood, but I think we're going to keep going. >> Yeah. That's an interesting answer. Not one that I expected, but it's to make sense in the context with a QA we had with Andy Jassy a while ago. I was Kind of pushing them on the zillion APIs. And he basically had a similar answer. Obviously cloud services is different, but essentially saying, we don't know where the market's going. So we want to have very granular role at You're kind of a primitive level so that we have that flexibility and maybe there's a trade off sometimes just in terms of what you called out of the box, but it's a very handy Jessie like answer, it sort of strikes me. >> Well, it's certainly true that the customers don't know a year from now they've been using that hardware, but a year from now two years from now, we run into another market impediment. They might want that money back. They might want, you might want flexibility to expand into it, different geography or take advantage of the elasticity of the cloud and buying a piece of hardware. Just the very fact that you buy hardware that essentially ties you into that hardware, at least three years, probably being software defined, you can continue to reuse and leverage all the assets that you've already had committing to a lock-in period of time. >> So from a, from a marketing standpoint, Jim strategy, brand customer intimacy, what you're in. >> Well, Dan, you already talked a little bit about it in terms of kind of the, the three cornerstones, of how we think our simplicity, flexibility, and reliability. And as bill talked about when we get into now into a customer, and if they're testing us out trial and us out nine times out of 10, we're going to win because they see those three key things and those three key things we hear on a daily basis from our customers and how important that is. So we continue to build out on each of those the challenges, keeping it simple. And that's an area that we have to continue to focus on. but I think those are the key differentiators for us going forward. I think the flexibility piece is the integration with all the storage, our ecosystem of partners. Well, we have I think close to 40 partners that are sponsoring the Amman here. so that's a, that's a key differentiator because we work with basically everybody we're agnostic. and again, just easy to do business with an, a true partner. >> I got it. I got one more question for Danny, and then I want to ask bill to close, but okay. Guys, feel free to chime in on this one as well. But some of the things we haven't talked about about money , Danny containers, protecting containers the edge these are all sort of emerging opportunities. I know you've got some, yes, on the container side, the edge is early days. There's whole new models of computing potentially a lot of data going to be, we created, okay. Unclear how much is going to have to be persistent, but certainly would that much data the IDC forecasts, a lot of it's going to have to be. So your thoughts on some of those other emerging trends that we haven't talked. >> Well, the key to this segment of America are our partners Trust us. We're thinking about this ahead of when they will actually need it. And you're right. I think we're early days in containers. I think we're early days in edge. We don't know we have a partner ducks unlimited where they're storing data for 60 years. Use it from IOT sensors, keep it for 60 years because they don't know in the future, if that data is going to be relevant. And so our focus is to make sure that we're ahead of our customer base in terms of thinking of it, and then making sure that our platform supports what they need as they need it. You want to be careful about going too far in advance. Sometimes in the industry you hear about people who are talking about magic 60, Dustin's solving Crazy problems that our customers don't actually have. We're very pragmatic. We want to make sure that problems that we're addressing that are platform fundamentally addresses where they are today. And then also be in those discussions with them about where they're going to be tomorrow. >> Well, maybe some of that magic pixie dust go into the COVID vaccine. That would be good. They'll bring us home. So the virtual forklifts are breaking down, came 20, 20. What are the big takeaways from Europe? Your first VeeamON as CEO, but what are the big takeaways as the virtual trucks are pulling away? >> Yeah. Thanks very much for asking that question. We you know, we did do our first VM on, in 2014, and I can still remember when Ratner came to, I mean, let's do this. And it's like, Oh, you've got it. Excuse me. This is going to cost a fortune. So why would we ever end? And then he's obviously a right. It continues to be right. So I hate the story about Veeam is gross. And when you're growing, you got funds available. People interested you to innovate. You mentioned containers. Danny did also at Kubernetes and we've got our forensic cast and that are here with us. And yeah, those are all important relationships and will continue to develop relationships and . But why Veeam we've supported, we've got great customers for it. We have a gross engine, we're going to continue that we don't plan on being comfortable with where we are. We'll continue to enter in, go after it. Additional Tam, but we'll also take care of that core base we came from. So I'm really excited about, we had a lot of yep. A lot of great breakout sessions. I keep right. Okay. K was on, there was a lot of great ones. I did like the one though. And it was like, fall in love with tape all over again. So when I first saw that they brought it, I went running from my age, correct tapes and my John Fogarty NCCR I've found one. so had to get readjusted to not. So in any event, I do think, Nope. We like to have a lot of fun. You'll see that we get back See where we go as far as the virtual versus an onsite in the future, we landing on site when, and if so, you'll, and you're there you'll, you will be at the party. >> Yeah, indeed. And I, but I do think there's going to be some learnings that we carry forward and I think for awhile and maybe even perfect quite a long time, there'll be some kind of hybrid going on with the seem to live in a hybrid world. Guys thanks so much for coming to theCUBE and making this a successful power panel. It was really a pleasure having you. >> Great. >> Thanks for having me. >> Thanks. >> Thank you for watching everybody. This is Dave Vellante for theCUBE. Keep it right here. There are tenuous coverage, the VeeamON 2020, right back. (slow instrumental music)

>> From around the globe, it's theCUBE, with digital coverage of VeeamON 2020, brought to you by Veeam. >> Hi, everybody, welcome back to theCUBE's ongoing coverage of VeeamON 2020, it's Veeam online 2020. I'm Dave Vellante. And Rick Vanover's here, he's the senior director of product strategy at Veeam. Rick, it's always a great pleasure to see you. I wish we could see each other face-to-face. >> Yeah, you know it's different this year, but yeah, it is always great to be on theCUBE. I think in 2018, it had a eight-year gap and a couple of times we've been back since, and yeah, happy to be back on theCUBE. >> So how's it going with you guys with the online format? Breakouts are big for you 'cause you're profiling some new products that we're going to get into. How's it all working for you? Well, it's been different. It's a good way to explain it in one word, different. But the reality is, I have a, pardon the language, a side hustle here where at Veeam, I've worked with the event team to bring the best content, and for the breakouts, it's an area that I've been working a lot with our speakers and some of our partners and external experts, users, and people who have beaten ransomware and stuff like that. But I've worked really hard to aggregate the content and get the best blend of content. And we kind of have taken an interesting approach where the breakouts are that library of content that we think organizations and the people who attend the event really take away the most. So, we've got this full spectrum from R&D deep level stuff to just getting started type of stuff, and really all types of levels in between. We want the breakouts to focus on generally available products, right? So I've worked pretty diligently to bring a good spread across the different products. And then a little secret trick we're doing is that into the summer, we're going to open up new content. So there's this broadcast agenda that we've got publicized, but then beyond that we're going to sneak in some new content into the summer. >> Well, I'm glad you're thinking that way, because what a lot of people are doing, they're just trying to take their physical events and mirror it to the digital or the virtual, and I think so often with physical events, people forget about the afterglow, so I'm glad you guys are thinking about it upfront. >> Yeah, it has to be a mechanism, that we've used it a couple of different ways. One to match how things are going to be released, right? 'Cause Veeam, we're always releasing products across the different set. We have one flagship product, but then the other products have their own cycles. So if something works well for that, we'll put it into the summer library. And then it's also a great opportunity for us to reach deep and get some content from people that we might not have been able to get before. In fact, we had one of our engineers who's based in Australia, and great resource, great region, strong market for us, but if we were to have the in-person at that, I can't bring somebody from Australia for one session. But this was a great way to bring her expertise to the event without having the travel burden and different variety of speakers and different varieties of content. So there's ways that we've been able to build on it, but again, the top level word is definitely different. But I feel like it's working for sure. >> So, Rick, give us the helicopter view of some of the product areas that we should really be aware of as it relates to what you guys are doing at VeeamON 2020, and then we'll drill in. Give us the high level though. >> So for people attending the event online, my advice really is that we're spread across about 75 to 80% of the content is for technical people. 20% of the content in the breakouts is going to be for decision-makers or executives, that type. And then within the context of the technical content, we want to have probably 10 to 15% be presenters from our R&D group, so very technical low-level type discussions, highest level architect type stuff after that. Generic use case is a nice in-the-middle area, because we have a lot of people that are getting started with our products, so like maybe they're new to the Office 365 backup or they're new to backing up natively in the cloud. We have a lot of context around the virtual machine backup and storage integration and all those other great things, but when the platform is kind of spread out at Veeam, there's a lot to take in. So the thought is wherever anyone is on their journey with any of the products, and that's a hard task to do with a certain number of slots, we want to provide something for everyone at every level. So that's the helicopter view. >> So let me ask you a couple of followups on that. So let's start with Office 365. Now, you guys have shared data at this event, talking about most customers just say, "Oh, yeah, well, I trust Microsoft to do my backup." Well, of course, as we well know, backup is one thing (chuckles) but recovery is everything. Explain the value that you guys bring. Why can't I just rely on the SaaS vendor to do my backup and recovery? >> Well, there's a lot to that question, Dave. The number one thing I'll say is that at Veeam, we have partnerships with Microsoft, VMware, HPE, all the household brands of IT, and in many of these situations, we've always come into the market with the platform itself providing a basic backup. I'll give Windows, for example, anti-backup. It's there, but there's always a market for more capabilities, more functionality, more portability. So we've taken Office 365 as a different angle for backup, and we lead with the shared responsibility model. Microsoft as well as the other clouds make it very clear that data classification and that responsibility of data, that actually sits 100% with the customer. And so, yes, you can add things to the platform, but if we have organizations where we have things like, I need to retain my content forever, or I need a discovery use case, and then if you think about broader use cases, like OneDrive for business data, especially with the rapid shift of work from home, organizations may now be not so much using the file server, but using things like OneDrive for Business for file exchanges. So, having the control plane open that data is very important, so we really base it on the shared responsibility. And Microsoft is one of our strongest partners, so they are very keen for us to provide solutions that are going to consume and move data around to meet customer needs in the cloud and in the SaaS environment for sure. So, it's been a very easy conversation for our customers and it's our fastest growing product as well. So this product is doing great. I don't have the quarterly numbers but we just released in the mid part or the Q4, we just released the newest release, which implemented object storage support, so that's been the big ask for customers, right? So that product's doing great. >> Yeah, so that notion of shared responsibility, you hear that a lot in cloud security. You're applying it to cloud data protection, which you know security and data protection are now, there's a lot of gray area between them now. And I think security or data protection is a fundamental part of your security strategy. But that notion of shared responsibility is very important and one that's oftentimes misunderstood because people hear, oh, it's in the cloud, okay, my cloud vendor's got it covered. But what does that shared responsibility mean? Ultimately, isn't it up to the customer to own the end result? >> It is, and I look at especially Microsoft. They classify their software four different ways, on-prem software, software as a service, infrastructure as a service, and I forget whatever the third one is, but they have so many different ways that you can package their software, but in all of them, they put the data classification for the customer. And it's the same for other clouds as well. And if I'm an organization today, if I'm running data in a SaaS platform, if I am running systems in IAS platforms, in the hyperscale public clouds, that is an opportunity for me to really think about that control plane of the data, and the backup and restore responsibility, because it has to be easy to use. It has to be very consumable so that customers can avoid that data loss or be in a situation where the complexity to do a restore is so miserable that they may not even want to go do it. I've actually had conversations with organizations as they come to Veeam, that was their alternative. Oh, it's just too painful to do, like, why would you even do that? So that shared responsibility model across the different data types in the cloud and on-prem as well and SaaS models, that's really where we find the conversations go pretty nicely. >> Right, and if it's too complicated, you won't even bother testing it. So, I want to ask you something about cloud data. You mentioned cloud native capabilities, and I'm inferring from that, that you basically are not just taking your on-prem stack and shoving it into the cloud. You're actually taking advantage of the native cloud services. Can you explain what's going on there, and maybe some product specifics? >> Sure, so Veeam has this reputation of number one VM backup. I'm here in my office, I have posters from all over the years, and somewhere down here is number one VM backup. And that's where we cut our teeth and got our name out there. But now if you're in Azure, if you're in Amazon, we have cloud native backup products available. In fact, the last time you and I spoke was at Amazon re:Invent where we launched the Amazon product. And then last month, we launched the Azure product, which provides cloud native backup for Azure, and so now we have this cloud feature parody, and those products are going to move very quickly. As well, we've had this software as a service product for Office 365 where we keep adding services. And we saw in the general session, we're going to add protection for a new service in Office 365. So we're going to continue to innovate around these different areas, and there's also another cloud that we announced a capability for as well. So the platform at Veeam, it's growing, and it's amazing to see this happen, 'cause customers are making cloud investments and there's no cloud for all. So some organizations like this cloud, that cloud, or a little bit of these two clouds combined. So we have to really go into the cloud with customer needs in mind, because there's no one size fits all approach to the cloud, but the data, everybody knows how important that is. >> To that end though, each cloud is going to have a set of native services, and you've got to develop specific to that cloud, right, so that you can have the highest performance, the most efficient, the lowest cost data protection solution backup and recovery possible. Taking advantage of those native cloud services is going to be unique for each cloud, right? 'Cause AWS' cloud and Azure cloud, those are different technically underneath. Is that right? >> You're absolutely right, and the cost models have different behaviors across the clouds. In fact, the breakout that I did here at the event with Melissa Palmer, those who are interested in the economics of the cloud should check that out, because the cloud is all about consuming those resources. When I look at backup, I don't want backup to be a cost-prohibitive insurance policy, basically. I want backup to be a cost-effective, yet resilient technology that when we're using the cloud, we can kind of balance all these needs. And one of the ways that Veeam's done that is we've put in cost estimators, which it's not that big of a flashy part of the user interface, but it's so powerful to customers. The thought is if I want to consume infrastructure as a service in the cloud, and I want to back up via API call snapshots to EC2 instances only, nice and high performance, nice and fast, but the cost profile of that if I kept them for a year is completely different than if I used object storage. And what we're doing with the Veeam backup for Azure and Amazon products is we're putting those numbers right there in the wizard. So you could say, "Hey, I want to keep two years of data, "and I have snapshots and I have object storage," totally different cost profiles, and I'll put those cost estimates in there. You could make egregious examples where it'll be like 10 and 20 x the price, but it really allows customers to get it fast, to get it cost-efficient, and more importantly at the end of the day, have that protection that they need. And that's something I've been trying to evangelize that this cost estimator is a really big deal. >> It provides transparency so that you're going to let the business drive sort of what the data protection level is, as opposed to sort of whether it's a one-size-fit-all or you're under-protected or over-protected and spending too much. I ask Anton, "How do you prioritize?" Basically his answer was we look at the economics. And then ultimately you're giving tools to allow the customer to decide. >> Yeah, you don't want to have that surprise cloud bill at the end of the month. You don't want to have waste in the cloud, and Anton's right, the economics are very important. The modeling process that we use is interesting. I had a chat with one of the product managers who is basically in charge of our cloud economic modeling, and to the organizations out there, this is a really practical bit, is think about modeling, think about cloud economics, because here's the very important part. If you've already implemented something, it's too late. And what I mean by that, the economics, if they're not right when you implement it so you're not modeling it ahead of time, once you implement, you can monitor it all you want, but you're just going to monitor it off the model. So the thought is this is all a backwards process. You have to go backwards with the economics, with the model, and then that will lead you to no surprises down the road. >> I want to ask you about the COVID impact generally, but specifically as it relates to ransomware, we've had a lot more inquiries regarding ransomware. There's certainly a lot more talk about it in the press. What have you seen specifically with respect to ransomware since the pandemic and since the lockdown? >> So that's something that's near and dear to my heart. On the technology team here at product strategy, everyone has a little specialization, industry specialization. ransomware is mine, so good ask. Whew, so the one thing that sticks out to me a lot is identifying where ransomware comes in, and I have one data point that indicated around 58 or so percent of ransomware comes in through remote desktop. And the thought here is if we have shifted to remote access and new working models, what really worries me, Dave, is when people hustle, when people hurry. And the thought here is you can have it right or you can have it right now. In mid-March, we needed to make a move right now. So, I worry about incomplete security models, people hurrying to implement and maybe not taking their security right, especially when you think about most ransomware can come in through remote desktop. I though phish attacks were the main attack vector, but I had some data points that told me this. So I have been, and I just completed a great white paper that those watching this can go to veeam.com and download, but the thought here is I just completed a great white paper on tips to beat ransomware, and yes, Veeam has capabilities, but here's the logic, Dave. I like to explain it this way. Beating ransomware, and we had a breakout that I recorded here at the event and encourage everyone to watch that, I had two users share their story of how they beat ransomware with Veeam, two very different ways, too. Any product is or is not necessarily ransomware-resilient. It's like going through an audit. What I mean by that is people ask me all the time, is Veeam compliant to this standard or that standard? It's 100% dictated how the product's implemented, how the product's audited. Same with ransomware. It's 100% dictated on how Veeam is implemented and then what's the nature of the exploit. And so I break it down into three simple things. We have to educate. We have to know what threats are out there, we have to know who is accessing what data, and then the big part of it is the implementation. How have we implemented Veeam? Are we keeping data in immutable buckets in the cloud? Are we keeping data with an air gap? And then three, the remediation. When something does happen, how do we go about solving that problem? I talked to our tech support team who deals with it every day, and they have very good insights, very good feedback on this phenomena, and that they've helped me shape some of the recommendations I put in the paper. But yeah, it's a 30-page paper. I don't know if I can summarize it here. It's a long one for me, but the threat's real, and this is something we'll never be done with, right? I've done two other papers on it, and I'm going to have another one soon after that. But we're building stuff into the product, we're educating the market, and we're winning. We're seeing like I had the two customers beat ransomware, great stories. I think I learn so much hearing from someone who's gone through it, and that you can find that in the VeeamON broadcast for those attending here. >> Well, you touched on a couple. Take advantage of the cloud guys who have these immutable buckets that you can leverage. A lot of people don't even know about that. And then, like you say, create an air gap, and presumably there's best practice around how often you write to that bucket and how often you create that air gap. You maybe change up the patterns, I don't know, other thoughts on that. >> Well, I collectively put, I've created a term, and nobody's questioning me on it yet, so that's good, but I'm calling it ultra-resilient storage. And what I'm referring to is that immutable backup in the cloud. It becomes a math calculation. If you have one data point in there, that's good, but if you had a week's worth of data points, that's better. If you had a month's worth of data points, that's even better. But of course, those cost profiles are going to change. Same thing with tape, tape's an air gap, removable media, and I go back and forth on this, but some of the more resilient storage snapshot engines can do ultra-resilient techniques as well, such as like Pure Storage SafeMode and NetApp SnapVault. And then the last thing is actually a Veeam technology that's been out for, I don't know, three or four years now, insider protection, it's a completely out-of-band copy of backup data that Veeam Cloud Connect offers. So my thought here is that these ultra-resilient types, those are the best defense in these situations. It becomes a calculated risk of how much of it do I want to keep, because I want to have the most restore options available, I want to have no data loss. But I also don't want it old. There's a huge decline in value of taking your business back a year ago, because that's the last tape you had, for example. I want today's or yesterday's backup if I'm in that type of situation. So, I go through a lot of those points in my paper, but I hope that those out there fighting the war on ransomware have the tools. I know they have the tools to win with Veeam. >> Well, it's like we were talking about before, and ransomware is a really good example of the blurring lines between security and backup and recovery, of course. What role do analytics play in terms of providing transparency and identifying anomalous behavior in the whole ransomware equation? >> Well, the analytics are very important, and I have to be really kind of, be completely transparent. Veeam is a backup company. We're not a security tool. But it's getting awfully close. I don't want to say, the long form historical definition of IT security was something around this thing called a CIA triad, maintaining confidentiality, integrity, and availability of data. So, security tools are really big on the confidentiality and integrity side of it, but on the availability side, that's where Veeam can come in. So the analytics come in to our play pretty naturally. Veeam has had for years now an alarm that detects abnormal behavior in regards to CPU usage and disk write IO. If there's both of those are abnormally high, that is what we call possible ransomware activity. Or if we have a incremental backup that is like 100% change rate, that's a bad sign, things like that. And then the other angle is, even on PC's desktops, like this computer I'm talking to you now on, we have just simple logic of once you take a backup, eject the drive so it's offline, right? So analyzing where the threats come from, what kind of behavior they're going to have, when we apply it to backup, Veeam can have these builtin analytic engines that are just transparently there for our customers. There's no deep re-education necessary to use these, but the thought is we want a very flexible model that's just going to provide simple ease of use and then allow that protection with the threatscape to help the customers where we can, because no two ransomware threats are the same. That's the other thing. They are so varied in what they do, everything from application specific to files, and now there's these new ones that upload data. The ransom is actually a data leak. They're not encrypting the data, the ransom is take down potentially huge amounts of data leakage. So all kinds of threat actors out there, for sure. >> You know, the last line of questioning here, Rick, is I've said a number of times, it's ironic that we're entering this new decade and this pandemic hits. Everybody talks about the acceleration of certain trends, but if you think about the trends, last decade, it's always performance and cost, we talked a lot of granularity, we talked about simplicity, you guys expanded your number of use cases, the support, the compatibility matrix if you will. All those things are sort of things that you've executed on. As you look forward to this coming decade, we talked about cloud. I mean, we were talking about cloud back in 2008, 2009 timeframe, but it was a relatively small portion of the business. Now everybody's talking cloud, so cloud, cloud native, the whole discussion on ransomware, and being broad, our business resiliency. Digital transformation, we've been given lip service in a lot of cases to digital transformation. All of a sudden, that's changed. So as you pull out the telescope and look forward to the trends that are going to drive your thinking and Veeam's decision making, what do you look toward? >> Well, I think that Veeam is laser-focused on four things. Backup solutions for cloud, workloads, and there's incredible opportunity there, right? So yes, we have a great Azure story, great Amazon story, and in the keynote we indicated the next cloud capability, but there's still more, there's more services in the cloud that we need to go after. There's also the SaaS market. We have a great Office 365 story, but there's other SaaS products that we could provide a story for. And then the physical and virtual platforms, I mean, I feel really confident there. We've got really good capabilities, but there's always the 1% and what's in the corner, and what's the 1% of the 1%? And those are workloads we can continue to go after. But my thought is, as long as we attack those four areas, we're going to be on a good trajectory to deliver on that promise of being that most trusted provider of cloud data management for backup solutions. So, my thought here is that we're going to just keep adding projects, and it's very important to make it sometimes a new product. We don't want to just bolt it on to Backup and Replication V11 or V10 for that matter, because it'll slow it down. The cloud native products are going to have to have their own cadence, their own independent development cycles, and they're going to move faster, 'cause they'll need to. So you'll see us continue to add new products, new capabilities, and sometimes it'll intermix, and that's the whole definition of a platform, when one product is talking to another, from a management side, a control plane, giving customer portability, all that stuff. So we're just going to go after cloud virtual/physical SaaS and new products and new capabilities to do it. >> Well, Rick, it's always a pleasure talking to you. Your home studio looks great, you look good, but nonetheless, hopefully we'll be able to see each other face-to-face here shortly. Thanks for coming on. >> Thank you, Dave. >> All right, and thank you for watching, everybody. It's Dave Vellante and our continuous coverage of VeeamON 2020, the online version. We'll be right back right after this short break. (upbeat music)

(upbeat music) >> From around the globe, it's theCUBE. With digital coverage of VeeamON 2020. Brought to you by Veeam. Everybody, we're back. This is Dave Vellante, and you're watching theCUBE's continuous coverage of VeeamON 2020. Veeam Online 2020. And Danny Allen is here, he's the CTO and Senior Vice President of Product Strategy and he's joined by Anton Gostev, who's the Senior Vice President of Product Management. Gentlemen, good to see you again. Wish we were face-to-face, but thanks for coming on, virtually. >> Thanks Dave for having us. >> Always love being on with you. Thank you. >> So Danny, I want to start with you. In your keynote, you talked to, about great quote by Satya Nadella. He said "We basically compress two years of digital transformation in two months." And so, I'm interested in what that meant for Veeam but also specifically, for your customers and how you help. >> Yeah, I think about that in two different ways. So digital transformation is obviously the word that he used. But I think of this a lot about being remote. So in two months, every organization that we're ourselves included, has gone from, in person operations going into the office doing things to enabling remote operations. And so, I'm working from home today, Anton's working from home today. We're all working from home today. And so remote operations is a big part of that. And it's not just working from home, it's how do I actually conduct my operations, my backup, my archiving, my hearing, all of those things remotely. It's actually changed the way organizations think about their data management. Not just operations from the sense of internal processes, but also external processes as well. But I think about this as remote offering. So organizations say, "How can I take where we are today "in the world and turn this into competitive advantage? "How can I take the services that I offered today, "and help my customers be more successful remotely?" And so, it has those two aspects to it remote operations, remote offerings. And of course, all driven by data which we backed. >> So Anton, you know there's a saying "It's better to be lucky than good." And I say, "It's best to be lucky and good." So Danny was talking about some of the external processes, a lot of those processes were unknown. And people kind of making them up as they went along, with things that we've never seen before. So, I wonder if we could talk about your product suite, and how well you were able to adapt to some of these unknown. >> Well it's more customers using our product in creative ways. But, one feedback we got most recently in our annual user survey is that like, one of the customers was using tape as the off-site backups. And they had a process where obviously someone had to physically come to the office, pick up the exporter tapes and put them on the truck and move them some off-site location. And so this basically, the process was completely broken with COVID because of lockdown. And in that particular country, it was a stricter on the ground than in most and they were physically unable to basically leave the home. So they basically looked at, Luckily they upgraded already to version 10. And they looked at what version 10 has to offer. And then we're able to switch from using tape to fully automating this off-site backup and going directly to the public cloud to object storage. So, they still have the same off-site backups that, effectively air-gapped because of the first house you provide in virtual time for mutable backups. As soon as they created that they automatically ship to object storage, completely replacing this manual off-site process. So I don't know how long it will take them, if not COVID, to move to this process. Now they love it because it's so much better than what they did before. That's amazing. >> Yeah I bet, there's no doubt. That's interesting, that's an interesting use case. Do you see, others use cases that popped up. Again, I was saying that these processes were new. I mean, and I'm interested in from a product standpoint, how you guys were able to adapt to that. >> Well, another use case that seems to be on the rise is that the ability for customers to deploy the new machines to procure new hardware is severely limited now. Not only their supply chain issues, but also again, bring something into your data center. You have to physically be there and collaborate with other workers and doing installing the, whatever new hardware you purchase. So, we see a significant pick up of the functionality where that, we had in the product for a while, which we called direct resorts to cloud. So we support taking any backup, physical virtual machine. And restoring directory into cloud machine. So we see really the big uptick of migration, maybe a lot of migrations, maybe, not necessarily permanent migrations, but when people want to basically this, some of the applications start to struggle on their sources and they're unable to update the underlying hardware. So what they do is that they schedule the downtime, and then migrate, restore that latest backup into the cloud and continue using the machine in the cloud on much more powerful hardware. That's a lifesaver for them obviously in this situation. >> Yeah so the cloud, Danny is becoming a linchpin of these new models. In your keynote you talked about your vision. And it's interesting to note, I mean, VeeamON, last year, you actually talked about, what I call getting back to the basic of, backup, you kind of embrace backup, where a lot of the new entrants are like, "No no backup's, just one small part, it's data management." And, so I'd love to get your thoughts on that. But the vision you laid out was, backup and cloud data management. Maybe you could, unpack that a little bit. >> Yeah, the way I think about this is step one, in every infrastructure, it doesn't matter whether you're talking about on-prem or in the cloud. Step one is, to protect your data. So this is ingesting the data, whether be backup, whether it be replication, whether it be, long term retention. We have to do that, not only do we have to do that, but as you go to new cycles of infrastructure, it happens all over again. So, we backed up physical first and then virtual, and then we did, cloud and in some ways, containers we're going towards, we're not going backwards but people who are running containers on-prem so we always go back to the starting point of protect the data. And then of course, after you protect it then you, want to effectively begin to manage it. And that's exactly what Anton said. How do you automate the operational procedures to be able to make this part of the DNA of the organization and so, it doesn't matter whether it's on-prem or whether it's in the cloud, that protection of data and then the effective management and integration with existing processes, is fundamental for every infrastructure and will continue to be so into the future, including the cloud. And it's only then when you have this effective protection and management of it, can you begin to unleash the power of data, as you look out into the future, because you can reuse the data for additional purposes, you can move it to the optimal location, but we always start with protection and management of the data. >> So Anton, I want to come back to you on this notion of cloud being a portion of that, when you talk about security people say you layer, how should we think about the cloud? Is it a another layer of protection? And then Danny just said, "It doesn't really matter whether it's on-prem "or in the cloud, it well, it doesn't matter "if you can ensure the same experience." If it's a totally different experience well then it's problematic though. I wonder if you could address, both the layers. Is cloud just another layer and is the management of that, actually, how do you make it, quote, unquote, "Seamless"? I know it's an overused word, but from a product name? >> Well, for larger customers, it's not necessarily a new challenge, because it's rare when the customer had a single data center. And they had this challenge for always. How do I manage my multiple data centers with a single pane of glass? And, I will say public cloud does not necessarily mean that some new perspective in that sense. Yeah, maybe it even makes it easier because you no longer have to manage the physical aspect, the most important aspect of security, which is physical security. So someone else manages it for you and probably much better than most companies could ever afford. In terms of security answer, so then data center. But as far as networking security and how those multiple data centers interact with each other, that's essentially not a new challenge. It is a new challenge for smaller customers for SMBs that are just starting. So they have their own small data center, small world and now they are starting to move some workloads into the cloud. And I would say the biggest problem there is networking and VeeamON, sure provides some free tools to call Veeam PN to make it easier for them to make this step of, securing the networking aspect of public cloud and the private property also that they are in now as workloads move to the cloud, but also keeping some workloads on-prem. >> The other piece of cloud Danny, is SaaS. You weren't the first you were one of the first to offer SaaS back up particularly for Office 365. And a lot of people just, I think, rely on the SaaS vendor, "Hey, they've got me covered. "They've got me backed up", and maybe they do have them backed up, but they might not have them recovered. How is that market shaping up? What are the trends that you're seeing there? >> Well, you're absolutely right Dave. That the, focus here is not just on back up, but on recovery, and it's one of the things that Veeam is known for we don't just do the backup, but we have an Explorer for Exchange , an Explorer for SharePoint, an Explorer for OneDrive. You saw on stage today we demoed the Explorer for Microsoft Teams. So, it's not just about protecting the data, but getting back the specific element of data that you need for operations. And that is critically important. And our customers expect to need that. If you're depending on the SaaS vendor themselves to do that, and I won't, be derogatory or specific about any SaaS vendor, but what they'll often do is, take the entire data set from seven days ago, we'll say, and merge it back into the current data set. And that just results in, a complete chaos of your inbox, if that's what they're merging together. So having specific granularity to pull back that data, exactly the data you need when you need it, is critical. And that's why we're adding it, and the focus on Microsoft Teams now obviously, is because, as we have more intellectual property, in collaboration tools for remote operations, exactly what we're doing now, that only becomes more critical for the business. So, when you think about SaaS for backup, but we also think about it for recovery. And one thing that I'll credit Anton and the product management team for, we build all of this in-house, We don't give this to a third party to build it on our behalf because you need it to work and not only need it to work, but need it to work well, that completely integrated with the underlying cloud data management platform. >> So Anton, I wonder if I could ask you about that. So, from a recovery standpoint, there's one thing, is Dan was saying, you've got to have the granularity, you've got to be able to have a really relatively simple way to recover. But because it's the cloud, there's, latency involved and how are you from a product standpoint, dealing with, making that recovery as consistent and predictable and reliable as you have for a decade on-prem. >> So you mean recovery in the cloud or back to on-prem? >> Yeah, so, recovery from data that lives in the cloud. >> Okay. So basically, the most important feature of any cloud is the price of whatever you do. So, whenever we design anything, we always look at the costs even more than anything else. But, it in turn always translates into better performance as well. To give you example, without functionality where we can take the on-prem backup and make a copy in the public object storage for disaster recovery purposes, so that for example, when a hacker or ransomware wipes out your, entire data center, you have those backups in the cloud, and you can restore from them. So when you perform the restore from cloud backups, we are actually smart enough to understand that, we need to pull that and this in that block from the cloud backup, but many of those blocks actually shared with backups in another machines that are in your own prem backup repository. So we do this on the fly analysis, and we say, instead of pulling the 10 terabyte of the entire backup from the cloud, we can actually pull only 100 gigabytes off unique blocks. And the rest of the blocks we can take from on-prem repositories that have still survived the disaster. So, not only reduces the cost 20 times or whatever. The performance, obviously, of restoring from on-prem data versus pulling everything from the cloud through the internet links is dramatic. So again, we started from the cost, how do we reduce the cost of restore, because, that's where cloud vendors quote, unquote, "Get you." But in the end, it resulted in much better performance as well. >> Excellent, Anton as well in your keynote, you talked about the Veeam availability suite, gave a little sneak preview. You talked about continuous data protection. Cloud Tier, NAS recovery, which is oftentimes very challenging. What should we take away from that sneak peek? >> Three main directions basically, The first is Veeam CGP is we keep investing a lot in on-prem, data Protection, disaster recovery. VMware is a clear leader of on-prem virtualization. So, we keep building these, new ways to protect your web VMware with lower RPOs and RTOs that were never possible before with the classic snapshotting technologies. So that's one thing we keep investing on-prem. Second thing, we do major investments in the cloud in object storage specifically, from that regards, again, put a couple keynote in Google Cloud support. And we're adding the ability to work with coldest tier of object storage, which is Amazon Glacier Deep Archive or Microsoft Azure Blob Storage, archive tier. So that's the second big area of investment. And third, instant recovery Veaam has always been extremely well known for its instant recovery capabilities. And this race is going to be the biggest in terms of new instant recovery capabilities, that were introduced as many as three new major companies with capabilities there. (mumbles) >> So, Danny, I wonder if I could ask you. I'm interested in how you go from product strategy to actual product management and bring things to market. I mean, in the early days, Veeam. Very, very specific to virtualization. That of course, with the Bare-metal, you got a number of permutations and product capabilities. How do you guys work together in terms of assessing the market potential, the degree of difficulty, prioritizing, how does that all come to your customer value? >> Well, first of all, Anton and I, spend a lot of time together on the phone and collaborating just on a weekly basis about where we're going, what we're going to do. I always say there's four directions that we look at for the product strategy and what we're building. You look behind you, you have a, we have 375,000 customers and so those are the tail winds that are pushing you forward. We talked to them on all segments. What is it that you want? I say we look left and right, the left who are alliances. We have a rich ecosystem of partners and channel that we look to collect feedback from. Look right, we look out at the competitors in this space, what are they doing to make sure that we're not missing anything that we should be including and then look forward. Big focus of Veeam has always been not just creating check boxes and making sure that we have the required features but innovation. And you saw that on stage today when Anton was showing the NAS Instant Recovery in the database instant recovery and the capabilities that we have, we have a big focus on, not just checking a box but actually doing things better and differently than everyone else in the industry and that serve to see incredibly well. >> So I love that framework. But so now when you think about this pandemic, you look behind your customers have obviously been affected, your partners have been affected. Let's put your competitors to the side for a minute, we'll see how they respond. But then looking forward, future, as I've said many times, we're not just going back to 2019. We're new decade and really digital transformation is becoming real, for real this time around. So as you think about the pandemic and looking at those four dimensions, what initial conclusions are you drawing? >> Well, the first one would be that that Veeam is well positioned to win, continue to win and to win into the future. And the reason for that I would argue, is that we're software defined. Our whole model is based on being simple to use obviously, but software defined and because of the pandemic, as Anton said, can't go into the office anymore to switch your tapes from one system to another. And so being software defined set this apart positions as well for the future. And so make it simple, make it flexible. And ultimately, what our customers care about is the reliability of this end to the credit of research and development and Anton theme is, "We have product that as everyone says, it just worked". >> So Anton I wonder if I could ask you kind of a similar question. How has the pandemic affected your thinking along those dimensions and maybe some of your initial thinking on changes that you'll implement? >> Yes, sorry I wanted to add exactly on that. I will say that pandemic accelerated our vision becoming the reality. Basically, the vision we had and, I said a few years ago, one day that Veeam will become the biggest storage vendor without selling a single storage box. And this is just becoming the reality. We support a number of object storage providers today. Only a few of them actually track the consumption that is generated by different vendors. And just for those few who do track that and report numbers to us. We are already managing over hundreds of petabytes of data in the cloud. And we only just started a couple of years ago with object storage support. So that's the power of software defined. we don't need to sell you any storage to be eventually the biggest storage player on the market. And pandemic is clear accelerated that in the last three months we see the adoption, it was already like a hockey stick, but it's accelerating further. Because of the issues customers are facing today. Unable to actually physically go back to the office, do this backup handling the way they normally do it. >> Well guys, it's been really fun the last decade watching the ascendancy of Veeam, we've boarded on it and talked about it a lot. And as you guys have both said things have been accelerated. It's actually very exciting to see a company with, rich legacy, but also, very competitive with some of the new products and new companies that are hitting the market. So, congratulations, I know you've got a lot more to do here. You guys have been, for a private company, pretty transparent, more transparent than most and I have to say as an analyst, we appreciate that and, appreciate the partnership with theCUBE. So thanks very much for coming on. >> Thank you, Dave. Always a pleasure. >> Thanks Dave. >> All right, and thank you for watching everybody. This is Dave Vellante for theCUBE in our coverage of VeeamON 2020. Veeam Online. Keep it right there, I'll be right back. (upbeat music)

>>from around the globe. It's the Cube with digital coverage of VM on 2020. Brought to you by IBM >>already. This is Dave Volante. We're here with a preview of VM on 2020. Danny Allen, CTO of Eve dinner, which we're face to face, man. But great to see you online. >>Great senior as well. This is the next best thing, right? >>It is. I mean, you know, VM on has been a great conference for the last several years. We've attended with you, but let's let's get into it. You know, Kobe, 19 obviously shifts tow virtual, but there's a lot of things going on. I'm sure in your business >>a >>lot of talk about business resiliency. How has the pandemic could have affected theme and how you're managing the business? >>Well, it's certainly impacted the entire industry. And actually, one of the interesting things that has happened, of course, is that used to get on an airplane in flight of the customer, shake their hand and close a deal that obviously isn't happening. Um, that's the external side of the internal side of it is you know, everyone went into an office. We have a culture especially in inside sales and support of people going dollar citizen. Obviously, we had to close them. The downside is we loose some of that model that we had in the past, But the upside the bright side of this is we've been doing fantastic impact. The numbers that we have achieved are the same as if Kobe 19 hydrant it. No, I attribute that to a few different things. One is that, >>you >>know, we have a broad spectrum of customers 375,000 across all segments across all industries. And while it's still early in the year, who knows what's going to happen? What I can say is that my business results standpoint. It's been good from a product strategy standpoint, which is where I said, Of course it's It's actually been better than good because we actually have the opportunity to focus a little bit more perhaps, than we have in the past, too. Speaking to customers and delivering on things that are harder to do when you're on airplanes all the time. >>Well, I mean, we've been reporting on the Cube. That is really a story of the haves and have nots. I mean, my take away there is he had it not been for over 19 maybe maybe the numbers would even be higher. But at the same time, though, the whole like I said, business resiliency work from home people really thinking about data protection has really come to the fore. So some of the other trends, obviously their tail winds, cloud data the whole notion of multi cloud. I'm sure we're going to hear a lot about this at VM on virtual. >>Yeah, so as you know, our objective is to be the most trusted provider of backup solutions that deliver Cloud data management. And so there's a big focus on cloud. Where we certainly think of Cloud, of course, is the Big Three hyper scaler is of AWS, Azure and Google, and you're going to hear announcements, but all three of those and products that continue to enhance our capabilities there. But it's also our partners we have in our in our virtual solutions lab. We actually have 30 partners there, but we have a huge stable, if you will, our partner ecosystem of VM Cloud service providers and we're excited that they're going to be there as well and we're highlighting some of their innovations. >>Yeah. I mean, we're dropping a breaking analysis this week on Cloud all three of those cloud suppliers. As you mentioned, >>we >>have a lot of momentum behind, you know, their businesses. Right now it's the cloud. Is that pandemics? Pandemics. But downturns have always been good to cloud. And I think this is no no change. So give us a little glimpse as to what we're going to hear from a product standpoint. That theme on 20 >>20 Well, a few different, exciting things in the past is, you know, we launched being back up for ah aws. That was our first cloud native solution. We just recently launched Beam Backup or Microsoft Azure, and you're going to see iterations on those products. Demoed live on stage by the legendary Anton Cost Dev and always a fan favorite, Rick Vanover. So you're going to see demos of those. You're also going to see the first foray into partnerships with Google as well Google Cloud Platform. You combine all those hyper scaler is right now. They did Ah, I think a little over 67 billion last year in 2019 and obviously the compound annual growth rate is projected to go to 375 billion. So we're gonna highlight some of the capabilities that we've introduced in the last few months and over the rest of 2020 with them. >>Well, and you're right. I mean, we just reported we just saw in the first quarter earnings reports you got AWS has a $38 billion business growing in the mid thirties. You got azure and >>Google growing >>faster from from a smaller base, but still enormous, many, many billions. You also have the hands on labs. It's this two days, June 17th of June 18th. So check it out. Go sign up. But you've got a hands on labs that you're bringing to the virtual experience. >>Yes. So we're doing 20 breakout sessions, 10 life fashions, and that's exciting. But actually, for the first time, it was based on demand. We're doing what we call a v Mathon, and that's going to bring 20 to 30 live sessions where actually users can come and collaborate live with the experts. And one of the things about a virtual event, of course, is that this opens it up globally for people to come and register for free, but they can actually interact on an ongoing basis over those two days with the experts from being so well, some people are disappointed that we can't be their face to face. We're still going to have the legendary party. But we're also doing some of these V marathons and live interactions, which is a new opportunity for us. I think it's exciting. >>Well, you better make sure you have your auto scaling on any FCS. Some of these virtual conferences get so many people. We just saw one on Twitter with s so much demand, it went down. I'm sure you guys got your infrastructure together, so bring us home. You know, why should I attend Beam on 2020? >>Well, everyone knows VM for its high energy. It's exciting conferences, lots of announcements. We have partners there with us on stage. This is taking it to the next level. We're taking that same conference. That is exciting. Lots of energy. We're doing it online, which brings it to a global market. And we're not decreasing the energy. In fact, we're still having that legendary already. We're still doing all those massive announcements So this just is a is a next generation. I would argue of where the industry is going. We're excited to be there with our partners. >>So very exciting. Time for being blockbuster acquisition in January. Congratulations, Danny to you. And very excited for VM on. Check it out June 17th and 18th. A great thing. Typical wien, right? It just works. You go there. It's not like a huge example. This is a few things. You got an email and a couple of the things Boom registrations. Simple. Danny, thanks so much for helping us with this preview. Really appreciate it. >>Thanks very much, Dave. Always a pleasure and happy to speak with you. >>Alright, Stay safe. Everybody, This is Dave Volante for the Cube. We'll see you next time. >>Yeah, yeah, yeah, yeah.

>> Narrator: Hi, everyone, thanks for joining us today for the Virtual Vertica BDC 2020. Today's breakout session is entitled toward Zero Unplanned Downtime of Medical Imaging Systems using Big Data. My name is Sue LeClaire, Director of Marketing at Vertica, and I'll be your host for this webinar. Joining me is Mauro Barbieri, lead architect of analytics at Philips. Before we begin, I want to encourage you to submit questions or comments during the virtual session. You don't have to wait. Just type your question or comment in the question box below the slides and click Submit. There will be a Q&A session at the end of the presentation. And we'll answer as many questions as we're able to during that time. Any questions that we don't get to we'll do our best to answer them offline. Alternatively, you can also visit the vertical forums to post your question there after the session. Our engineering team is planning to join the forums to keep the conversation going. Also a reminder that you can maximize your screen by clicking the double arrow button in the lower right corner of the slide. And yes, this virtual session is being recorded, and we'll be available to view on demand this week. We'll send you a notification as soon as it's ready. So let's get started. Mauro, over to you. >> Thank you, good day everyone. So medical imaging systems such as MRI scanners, interventional guided therapy machines, CT scanners, the XR system, they need to provide hospitals, optimal clinical performance but also predictable cost of ownership. So clinicians understand the need for maintenance of these devices, but they just want to be non intrusive and scheduled. And whenever there is a problem with the system, the hospital suspects Philips services to resolve it fast and and the first interaction with them. In this presentation you will see how we are using big data to increase the uptime of our medical imaging systems. I'm sure you have heard of the company Phillips. Phillips is a company that was founded in 129 years ago in actually 1891 in Eindhoven in Netherlands, and they started by manufacturing, light bulbs, and other electrical products. The two brothers Gerard and Anton, they took an investment from their father Frederik, and they set up to manufacture and sale light bulbs. And as you may know, a key technology for making light bulbs is, was glass and vacuum. So when you're good at making glass products and vacuum and light bulbs, then there is an easy step to start making radicals like they did but also X ray tubes. So Philips actually entered very early in the market of medical imaging and healthcare technology. And this is what our is our core as a company, and it's also our future. So, healthcare, I mean, we are in a situation now in which everybody recognize the importance of it. And and we see incredible trends in a transition from what we call Volume Based Healthcare to Value Base, where, where the clinical outcomes are driving improvements in the healthcare domain. Where it's not enough to respond to healthcare challenges, but we need to be involved in preventing and maintaining the population wellness and from a situation in which we episodically are in touch with healthcare we need to continuously monitor and continuously take care of populations. And from healthcare facilities and technology available to a few elected and reach countries we want to make health care accessible to everybody throughout the world. And this of course, has poses incredible challenges. And this is why we are transforming the Philips to become a healthcare technology leader. So from Philips has been a concern realizing and active in many sectors in many sectors and realizing what kind of technologies we've been focusing on healthcare. And we have been transitioning from creating and selling products to making solutions to addresses ethical challenges. And from selling boxes, to creating long term relationships with our customers. And so, if you have known the Philips brand from from Shavers from, from televisions to light bulbs, you probably now also recognize the involvement of Philips in the healthcare domain, in diagnostic imaging, in ultrasound, in image guided therapy and systems, in digital pathology, non invasive ventilation, as well as patient monitoring intensive care, telemedicine, but also radiology, cardiology and oncology informatics. Philips has become a powerhouse of healthcare technology. To give you an idea of this, these are the numbers for, from 2019 about almost 20 billion sales, 4% comparable sales growth with respect to the previous year and about 10% of the sales are reinvested in R&D. This is also shown in the number of patents rights, last year we filed more than 1000 patents in, in the healthcare domain. And the company is about 80,000 employees active globally in over 100 countries. So, let me focus now on the type of products that are in the scope of this presentation. This is a Philips Magnetic Resonance Imaging Scanner, also called Ingenia 3.0 Tesla is an incredible machine. Apart from being very beautiful as you can see, it's a it's a very powerful technology. It can make high resolution images of the human body without harmful radiation. And it's a, it's a, it's a complex machine. First of all, it's massive, it weights 4.6 thousand kilograms. And it has superconducting magnets cooled with liquid helium at -269 degrees Celsius. And it's actually full of software millions and millions of lines of code. And it's occupied three rooms. What you see in this picture, the examination room, but there is also a technical room which is full of of of equipment of custom hardware, and machinery that is needed to operate this complex device. This is another system, it's an interventional, guided therapy system where the X ray is used during interventions with the patient on the table. You see on the left, what we call C-arm, a robotic arm that moves and can take images of the patient while it's been operated, it's used for cardiology intervention, neurological intervention, cardiovascular intervention. There's a table that moves in very complex ways and it again it occupies two rooms, this room that we see here and but also a room full of cabinets and hardwood and computers. This is another another characteristic of this machine is that it has to operate it as it is used during medical interventions, and so it has to interact with all kind of other equipment. This is another system it's a, it's a, it's a Computer Tomography Scanner Icon which is a unique, it is unique due to its special detection technology. It has an image resolution up to 0.5 millimeters and making thousand by thousand pixel images. And it is also a complex machine. This is a picture of the inside of a compatible device not really an icon, but it has, again three rotating, which waits two and a half turn. So, it's a combination of X ray tube on top, high voltage generators to power the extra tube and in a ray of detectors to create the images. And this rotates at 220 right per minutes, making 50 frames per second to make 3D reconstruction of the of the body. So a lot of technology, complex technology and this technology is made for this situation. We make it for clinicians, who are busy saving people lives. And of course, they want optimal clinical performance. They want the best technology to treat the patients. But they also want predictable cost of ownership. They want predictable system operations. They want their clinical schedules not interrupted. So, they understand these machines are complex full of technology. And these machines may have, may require maintenance, may require software update, sometimes may even say they require some parts, horrible parts to be replaced, but they don't want to have it unplanned. They don't want to have unplanned downtime. They would hate send, having to send patients home and to have to reschedule visits. So they understand maintenance. They just want to have a schedule predictable and non intrusive. So already a number of years ago, we started a transition from what we call Reactive Maintenance services of these devices to proactive. So, let me show you what we mean with this. Normally, if a system has an issue system on the field, and traditional reactive workflow would be that, this the customer calls a call center, reports the problem. The company servicing the device would dispatch a field service engineer, the field service engineer would go on site, do troubleshooting, literally smell, listen to noise, watch for lights, for, for blinking LEDs or other unusual issues and would troubleshoot the issue, find the root cause and perhaps decide that the spare part needs to be replaced. He would order a spare part. The part would have to be delivered at the site. Either immediately or the engineer would would need to come back another day when the part is available, perform the repair. That means replacing the parts, do all the needed tests and validations. And finally release the system for clinical use. So as you can see, there is a lot of, there are a lot of steps, and also handover of information from one to between different people, between different organizations even. Would it be better to actually keep monitoring the installed base, keep observing the machine and actually based on the information collected, detect or predict even when an issue is is going to happen? And then instead of reacting to a customer calling, proactively approach the customer scheduling, preventive service, and therefore avoid the problem. So this is actually what we call Corrective Service. And this is what we're being transitioning to using Big Data and Big Data is just one ingredient. In fact, there are more things that are needed. The devices themselves need to be designed for reliability and predictability. If the device is a black box does not communicate to the outside world the status, if it does not transmit data, then of course, it is not possible to observe and therefore, predict issues. This of course requires a remote service infrastructure or an IoT infrastructure as it is called nowadays. The passivity to connect the medical device with a data center in enterprise infrastructure, collect the data and perform the remote troubleshooting and the predictions. Also the right processes and the right organization is to be in place, because an organization that is, you know, waiting for the customer to call and then has a number of few service engineers available and a certain amount of spare parts and stock is a different organization from an organization that actually is continuously observing the installed base and is scheduling actions to prevent issues. And in other pillar is knowledge management. So in order to realize predictive models and to have predictive service action, it's important to manage knowledge about failure modes, about maintenance procedures very well to have it standardized and digitalized and available. And last but not least, of course, the predictive models themselves. So we talked about transmitting data from the installed base on the medical device, to an enterprise infrastructure that would analyze the data and generate predictions that's predictive models are exactly the last ingredient that is needed. So this is not something that I'm, you know, I'm telling you for the first time is actually a strategic intent of Philips, where we aim for zero unplanned downtime. And we market it that way. We also is not a secret that we do it by using big data. And, of course, there could be other methods to to achieving the same goal. But we started using big data already now well, quite quite many years ago. And one of the reasons is that our medical devices already are wired to collect lots of data about the functioning. So they collect events, error logs that are sensor connecting sensor data. And to give you an idea, for example, just as an order of magnitudes of size of the data, the one MRI scanner can log more than 1 million events per day, hundreds of thousands of sensor readings and tens of thousands of many other data elements. And so this is truly big data. On the other hand, this data was was actually not designed for predictive maintenance, you have to think a medical device of this type of is, stays in the field for about 10 years. Some a little bit longer, some of it's shorter. So these devices have been designed 10 years ago, and not necessarily during the design, and not all components were designed, were designed with predictive maintenance in mind with IoT, and with the latest technology at that time, you know, progress, will not so forward looking at the time. So the actual the key challenge is taking the data which is already available, which is already logged by the medical devices, integrating it and creating predictive models. And if we dive a little bit more into the research challenges, this is one of the Challenges. How to integrate diverse data sources, especially how to automate the costly process of data provisioning and cleaning? But also, once you have the data, let's say, how to create these models that can predict failures and the degradation of performance of a single medical device? Once you have these models and alerts, another challenge is how to automatically recommend service actions based on the probabilistic information on these possible failures? And once you have the insights even if you can recommend action still recommending an action should be done with the goal of planning, maintenance, for generating value. That means balancing costs and benefits, preventing unplanned downtimes without of course scheduling and unnecessary interventions because every intervention, of course, is a disruption for the clinical schedule. And there are many more applications that can be built off such as the optimal management of spare parts supplies. So how do you approach this problem? Our approach was to collect into one database Vertica. A large amount of historical data, first of all historical data coming from the medical devices, so event logs, parameter value system configuration, sensor readings, all the data that we have at our disposal, that in the same database together with records of failures, maintenance records, service work orders, part replacement contracts, so basically the evidence of failures and once you have data from the medical devices, and data from the failures in the same database, it becomes possible to correlate event logs, errors, signal sensor readings with records of failures and records of part replacement and maintenance operations. And we did that also with a specific approach. So we, we create integrated teams, and every integrated team at three figures, not necessarily three people, they were actually multiple people. But there was at least one business owner from a service organization. And this business owner is the person who knows what is relevant, which use case are relevant to solve for a particular type of product or a particular market. What basically is generating value or is worthwhile tackling as an organization. And we have data scientists, data scientists are the one who actually can manipulate data. They can write the queries, they can write the models and robust statistics. They can create visualization and they are the ones who really manipulate the data. Last but not least, very important is subject matter experts. Subject Matter Experts are the people who know the failure modes, who know about the functioning of the medical devices, perhaps they're even designed, they come from the design side, or they come from the service innovation side or even from the field. People who have been servicing the machines in real life for many, many years. So, they are familiar with the failure models, but also familiar with the type of data that is logged and the processes and how actually the systems behave, if you if you if you if you allow me in, in the wild in the in the field. So the combination of these three secrets was a key. Because data scientist alone, just statisticians basically are people who can all do machine learning. And they're not very effective because the data is too complicated. That's why you more than too complex, so they will spend a huge amount of time just trying to figure out the data. Or perhaps they will spend the time in tackling things that are useless, because it's such an interesting knows much quicker which data points are useful, which phenomenon can be found in the data or probably not found. So the combination of subject matter experts and data scientists is very powerful and together gathered by a business owner, we could tackle the most useful use cases first. So, this teams set up to work and they developed three things mainly, first of all, they develop insights on the failure modes. So, by looking at the data, and analyzing information about what happened in the field, they find out exactly how things fail in a very pragmatic and quantitative way. Also, they of course, set up to develop the predictive model with associated alerts and service actions. And a predictive model is just not an alert is just not a flag. Just not a flag, only flag that turns on like a like a traffic light, you know, but there's much more than that. It's such an alert is to be interpreted and used by highly skilled and trained engineer, for example, in a in a call center, who needs to evaluate that error and plan a service action. Service action may involve the ordering a replacement of an expensive part, it may involve calling up the customer hospital and scheduling a period of downtime, downtime to replace a part. So it has an impact on the clinical practice, could have an impact. So, it is important that the alert is coupled with sufficient evidence and information for such a highly skilled trained engineer to plan the service session efficiently. So, it's it's, it's a lot of work in terms of preparing data, preparing visualizations, and making sure that old information is represented correctly and in a compact form. Additionally, These teams develop, get insight into the failure modes and so they can provide input to the R&D organization to improve the products. So, to summarize these graphically, we took a lot of historical data from, coming from the medical devices from the history but also data from relational databases, where the service, work orders, where the part replacement, the contact information, we integrated it, and we set up to the data analytics. From there we don't have value yet, only value starts appearing when we use the insights of data analytics the model on live data. When we process live data with the module we can generate alerts, and the alerts can be used to plan the maintenance and the maintenance therefore the plant maintenance replaces replacing downtime is creating value. To give an idea of the, of the type of I cannot show you the details of these modules, all of these predictive models. But to give you an idea, this is just a picture of some of the components of our medical device for which we have models for which we have, for which we call the failure modes, hard disk, clinical grade monitoring, monitors, X ray tubes, and so forth. This is for MRI machines, a lot of custom hardware and other types of amplifiers and electronics. The alerts are then displayed in a in a dashboard, what we call a Remote monitoring dashboard. We have a team of remote monitoring engineers that basically surveyors the install base, looks at this dashboard picks up these alerts. And an alert as I said before is not just one flag, it contains a lot of information about the failure and about the medical device. And the remote monitor engineer basically will pick up these alerts, they review them and they create cases for the markets organization to handle. So, they see an alert coming in they create a case. So that the particular call center in in some country can call the customer and schedule and make an appointment to schedule a service action or it can add it preventive action to the schedule of the field service engineer who's already supposed to go to visit the customer for example. This is a picture and high-level picture of the overall data person architecture. On the bottom we have install base install base is formed by all our medical devices that are connected to our Philips and more service network. Data is transmitted in a in a secure and in a secure way to our enterprise infrastructure. Where we have a so called Data Lake, which is basically an archive where we store the data as it comes from, from the customers, it is scrubbed and protected. From there, we have a processes ETL, Extract, Transform and Load that in parallel, analyze this information, parse all these files and all this data and extract the relevant parameters. All this, the reason is that the data coming from the medical device is very verbose, and in legacy formats, sometimes in binary formats in strange legacy structures. And therefore, we parse it and we structure it and we make it magically usable by data science teams. And the results are stored in a in a vertica cluster, in a data warehouse. In the same data warehouse, where we also store information from other enterprise systems from all kinds of databases from SQL, Microsoft SQL Server, Tera Data SAP from Salesforce obligations. So, the enterprise IT system also are connected to vertica the data is inserted into vertica. And then from vertica, the data is pulled by our predictive models, which are Python and Rscripts that run on our proprietary environment helps with insights. From this proprietary environment we generate the alerts which are then used by the remote monitoring application. It's not the only application this is the case of remote monitoring. We also have applications for particular remote service. So whenever we cannot prevent or predict we cannot predict an issue from happening or we cannot prevent an issue from happening and we need to react on a customer call, then we can still use the data to very quickly troubleshoot the system, find the root cause and advice or the best service session. Additionally, there are reliability dashboards because all this data can also be used to perform reliability studies and improve the design of the medical devices and is used by R&D. And the access is with all kinds of tools. So Vertica gives the flexibility to connect with JDBC to connect dashboards using Power BI to create dashboards and click view or just simply use RM Python directly to perform analytics. So little summary of the, of the size of the data for the for the moment we have integrated about 500 terabytes worth of data tables, about 30 trillion data points. More than eighty different data sources. For our complete connected install base, including our customer relation management system SAP, we also have connected, we have integrated data from from the factory for repair shops, this is very useful because having information from the factory allows to characterize components and devices when they are new, when they are still not used. So, we can model degradation, excuse me, predict failures much better. Also, we have many years of historical data and of course 24/7 live feeds. So, to get all this going, we we have chosen very simple designs from the very beginning this was developed in the back the first system in 2015. At that time, we went from scratch to production eight months and is also very stable system. To achieve that, we apply what we call Exhaustive Error Handling. When you process, most of people attending this conference probably know when you are dealing with Big Data, you have probably you face all kinds of corner cases you feel that will never happen. But just because of the sheer volume of the data, you find all kinds of strange things. And that's what you need to take care of, if you want to have a stable, stable platform, stable data pipeline. Also other characteristic is that, we need to handle live data, but also be able to, we need to be able to reprocess large historical datasets, because insights into the data are getting generated over time by the team that is using the data. And very often, they find not only defects, but also they have changed requests for new data to be extracted to distract in a different way to be aggregated in a different way. So basically, the platform is continuously crunching data. Also, components have built-in monitoring capabilities. Transparent transparency builds trust by showing how the platform behaves. People actually trust that they are having all the data which is available, or if they don't see the data or if something is not functioning they can see why and where the processing has stopped. A very important point is documentation of data sources every data point as a so called Data Provenance Fields. That is not only the medical device where it comes from, with all this identifier, but also from which file, from which moment in time, from which row, from which byte offset that data point comes. This allows to identify and not only that, but also when this data point was created, by whom, by whom meaning which version of the platform and of the ETL created a data point. This allows us to identify issues and also to fix only the subset of when an issue is identified and fixed. It's possible then to fix only subset of the data that is impacted by that issue. Again, this grid trusts in data to essential for this type of applications. We actually have different environments in our analytic solution. One that we call data science environment is more or less what I've shown so far, where it's deployed in our Philips private cloud, but also can be deployed in in in public cloud such as Amazon. It contains the years of historical data, it allows interactive data exploration, human queries, therefore, it is a highly viable load. It is used for the training of machine learning algorithms and this design has been such that we it is for allowing rapid prototyping and for large data volumes. In other environments is the so called Production Environment where we actually score the models with live data from generation of the alerts. So this environment does not require years of data just months, because a model to make a prediction does not need necessarily years of data, but maybe some model even a couple of weeks or a few months, three months, six months depending on the type of data on the failure which has been predicted. And this has highly optimized queries because the applications are stable. It only only change when we deploy new models or new versions of the models. And it is designed optimized for low latency, high throughput and reliability is no human intervention, no human queries. And of course, there are development staging environments. And one of the characteristics. Another characteristic of all this work is that what we call Data Driven Service Innovation. In all this work, we use the data in every step of the process. The First business case creation. So, basically, some people ask how did you manage to find the unlocked investment to create such a platform and to work on it for years, you know, how did you start? Basically, we started with a business case and the business case again for that we use data. Of course, you need to start somewhere you need to have some data, but basically, you can use data to make a quantitative analysis of the current situation and also make it as accurate as possible estimate quantitative of value creation, if you have that basically, is you can justify the investments and you can start building. Next to that data is used to decide where to focus your efforts. In this case, we decided to focus on the use cases that had the maximum estimated business impact, with business impact meaning here, customer value, as well as value for the company. So we want to reduce unplanned downtime, we want to give value to our customers. But it would be not sustainable, if for creating value, we would start replacing, you know, parts without any consideration for the cost of it. So it needs to be sustainable. Also, then we use data to analyze the failure modes to actually do digging into the data understanding of things fail, for visualization, and to do reliability analysis. And of course, then data is a key to do feature engineering for the development of the predictive models for training the models and for the validation with historical data. So data is all over the place. And last but not least, again, these models is architecture generates new data about the alerts and about the how good the alerts are, and how well they can predict failures, how much downtime is being saved, how money issues have been prevented. So this also data that needs to be analyzed and provides insights on the performance of this, of this models and can be used to improve the models found. And last but not least, once you have performance of the models you can use data to, to quantify as much as possible the value which is created. And it is when you go back to the first step, you made the business value you you create the first business case with estimates. Can you, can you actually show that you are creating value? And the more you can, have this fitness feedback loop closed and quantify the better it is for having more and more impact. Among the key elements that are needed for realizing this? So I want to mention one about data documentation is the practice that we started already six years ago is proven to be very valuable. We document always how data is extracted and how it is stored in, in data model documents. Data Model documents specify how data goes from one place to the other, in this case from device logs, for example, to a table in vertica. And it includes things such as the finish of duplicates, queries to check for duplicates, and of course, the logical design of the tables below the physical design of the table and the rationale. Next to it, there is a data dictionary that explains for each column in the data model from a subject matter expert perspective, what that means, such as its definition and meaning is if it's, if it's a measurement, the use of measure and the range. Or if it's a, some sort of, of label the spec values, or whether the value is raw or or calculated. This is essential for maximizing the value of data for allowing people to use data. Last but not least, also an ETL design document, it explains how the transformation has happened from the source to the destination including very important the failure and the strategy. For example, when you cannot parse part of a file, should you load only what you can parse or drop the entire file completely? So, import best effort or do all or nothing or how to populate records for which there is no value what are the default values and you know, how to have the data is normalized or transform and also to avoid duplicates. This again is very important to provide to the users of the data, if full picture of all the data itself. And this is not just, this the formal process the documents are reviewed and approved by all the stakeholders into the subject matter experts and also the data scientists from a function that we have started called Data Architect. So to, this is something I want to give about, oh, yeah and of course the the documents are available to the end users of the data. And we even have links with documents of the data warehouse. So if you are, if you get access to the database, and you're doing your research and you see a table or a view, you think, well, it could be that could be interesting. It looks like something I could use for my research. Well, the data itself has a link to the document. So from the database while you're exploring data, you can retrieve a link to the place where the document is available. This is just the quick summary of some of the of the results that I'm allowed to share at this moment. This is about image guided therapy, using our remote service infrastructure for remotely connected system with the right contracts. We can achieve we have we have reduced downtime by 14% more than one out of three of cases are resolved remotely without an engineer having to go outside. 82% is the first time right fixed rate that means that the issue is fixed either remotely or if a visit at the site is needed, that visit only one visit is needed. So at that moment, the engineer we decided the right part and fix this straightaway. And this result on average on 135 hours more operational availability per year. This therefore, the ability to treat more patients for the same costs. I'd like to conclude with citing some nice testimonials from some of our customers, showing that the value that we've created is really high impact and this concludes my presentation. Thanks for your attention so far. >> Thank you Morrow, very interesting. And we've got a number of questions that we that have come in. So let's get to them. The first one, how many devices has Philips connected worldwide? And how do you determine which related center data workloads get analyzed with protocols? >> Okay, so this is just two questions. So the first question how many devices are connected worldwide? Well, actually, I'm not allowed to tell you the precise number of connected devices worldwide, but what I can tell is that we are in the order of tens of thousands of devices. And of all types actually. And then, how would we determine which related sensor gets analyzed with vertica well? And a little bit how I set In the in the presentation is a combination of two approaches is a data driven approach and the knowledge driven approach. So a knowledge driven approach because we make maximum use of our knowledge of the failure modes, and the behavior of the medical devices and of their components to select what we think are promising data points and promising features. However, from that moment on data science kicks in, and it's actually data science is used to look at the actual data and come up with quantitative information of what is really happening. So, it could be that an expert is convinced that the particular range of value of a sensor are indicative of a particular failure. And it turns out that maybe it was too optimistic on the other way around that in practice, there are many other situations situation he was not aware of. That could happen. So thanks to the data, then we, you know, get a better understanding of the phenomenon and we get the better modeling. I bet I answered that, any question? >> Yeah, we have another question. Do you have plans to perform any analytics at the edge? >> Now that's a good question. So I can't disclose our plans on this right now, but at the edge devices are certainly one of the options we look at to help our customers towards Zero Unplanned Downtime. Not only that, but also to facilitate the integration of our solution with existing and future hospital IT infrastructure. I mean, we're talking about advanced security, privacy and guarantee that the data is always safe remains. patient data and clinical data remains does not go outside the parameters of the hospital of course, while we want to enhance our functionality provides more value with our services. Yeah, so edge definitely very interesting area of innovation. >> Another question, what are the most helpful vertica features that you rely on? >> I would say, the first that comes to mind, to me at this moment is ease of integration. Basically, with vertica, we will be able to load any data source in a very easy way. And also it really can be interfaced very easily with old type of ions as an application. And this, of course, is not unique to vertica. Nevertheless, the added value here is that this is coupled with an incredible speed, incredible speed for loading and for querying. So it's basically a very versatile tool to innovate fast for data science, because basically we do not end up another thing is multiple projections, advanced encoding and compression. So this allows us to perform the optimizations only when we need it and without having to touch applications or queries. So if we want to achieve high performance, we Basically spend a little effort on improving the projection. And now we can achieve very often dramatic increases in performance. Another feature is EO mode. This is great for for cloud for cloud deployment. >> Okay, another question. What is the number one lesson learned that you can share? >> I think that would my advice would be document control your entire data pipeline, end to end, create positive feedback loops. So I hear that what I hear often is that enterprises I mean Philips is one of them that are not digitally native. I mean, Philips is 129 years old as a company. So you can imagine the the legacy that we have, we will not, you know, we are not born with Web, like web companies are with with, you know, with everything online and everything digital. So enterprises that are not digitally native, sometimes they struggle to innovate in big data or into to do data driven innovation, because, you know, the data is not available or is in silos. Data is controlled by different parts of the organ of the organization with different processes. There is not as a super strong enterprise IT system, providing all the data, you know, for everybody with API's. So my advice is to, to for the very beginning, a creative creating as soon as possible, an end to end solution, from data creation to consumption. That creates value for all the stakeholders of the data pipeline. It is important that everyone in the data pipeline from the producer of the data to the to the consumers, basically in order to pipeline everybody gets a piece of value, piece of the cake. When the value is proven to all stakeholders, everyone would naturally contribute to keep the data pipeline running, and to keep the quality of the data high. That's the students there. >> Yeah, thank you. And in the area of machine learning, what types of innovations do you plan to adopt to help with your data pipeline? >> So, in the error of machine learning, we're looking at things like automatically detecting the deterioration of models to trigger improvement action, as well as connected with active learning. Again, focused on improving the accuracy of our predictive models. So active learning is when the additional human intervention labeling of difficult cases is triggered. So the machine learning classifier may not be able to, you know, classify correctly all the time and instead of just randomly picking up some cases for a human to review, you, you want the costly humans to only review the most valuable cases, from a machine learning point of view, the ones that would contribute the most in improving the classifier. Another error is is deep learning and was not working on it, I mean, but but also applications of more generic anomaly detection algorithms. So the challenge of anomaly detection is that we are not only interested in finding anomalies but also in the recommended proper service actions. Because without a proper service action, and alert generated because of an anomaly, the data loses most of its value. So, this is where I think we, you know. >> Go ahead. >> No, that's, that's it, thanks. >> Okay, all right. So that's all the time that we have today for questions. I want to thank the audience for attending Mauro's presentation and also for your questions. If you weren't able to, if we weren't able to answer your question today, I'd ask let we'll let you know that we'll respond via email. And again, our engineers will be at the vertica, on the vertica quorums awaiting your other questions. It would help us greatly if you could give us some feedback and rate the session before you sign off. Your rating will help us guide us as when we're looking at content to provide for the next vertica BTC. Also, note that a replay of today's event and a PDF copy of the slides will be available on demand, we'll let you know when that'll be by email hopefully later this week. And of course, we invite you to share the content with your colleagues. Again, thank you for your participation today. This includes this breakout session and hope you have a wonderful day. Thank you. >> Thank you

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Q B. All the leader in live tech coverage. I'm Lisa Martin with David Dante. Couple of gents back on the Cube we have on Stuart the VP of technology for pure von. Welcome back. >> It's great to be here. Thanks for being accelerate. >> Were accepted severe. And we've got Carrie Stanton, VP of Global Biz Dev and corporate development from Theme Carrie, Welcome back. Thank you very much. I'm in the rain. I love the love it planned. Of course. Thank you. Very good branding here. Lots going on with theme and pure. Let's secure. Let's go ahead and start with you. Talk to us about the nature of the V Impure partnership. I'm assuming better together, but give us the breakdown. Sure, >> we've had a relationship for many years, but over the past three years we've seen it. You know, this year, counting this year, like the scale out is just unbelievable. We're growing at triple digits on our Cosell winds in the field, all of its writing, all of the predominantly being driven from the flash blade success that we've had in the marketplace, Our customers are buying into the performance that they have. Our our relationship is growing through joint innovation and joint development. And so what we've seen is raising them to a global partner, on having dedicated resources on it, as only amplified our success. We have. So yeah, it's fantastic. >> And then one from your perspective, what are some of the things that you are hearing? Are you guys being brought in? Maur from team customers is being being brought in more from pure side. What's that mixed like >> we've had? We've had a strong set of channel partners that I think promoting our joint solution on our products kind of a top of their line card. Of course, there's always the customer requested to get pulled in, and I think customers who have experienced either one of our products look at their satisfaction. They look extremely it, like NPS scores right and say, you know, if I'm a pure customer, there's a data protection company. That's gotta nps very similar years, you know, tell us more about what you're doing with with theme. If you look at kind of our common ethos. Right simplicity in the model right co innovation Help Dr Scale. Whether it's been through joint A P I integration with the universal adaptor or tryingto lean into next generation architectures like Flash to flash the cloud. It's just been a very easy progressive partnership to drive and bring in a market. >> Talk more about that joint development. Um, there's a start in the field. No engineering resource is I'd love to Have you had some color to that? >> I think I think I think it's >> a combination of. So we'll start with a universal adapter that was beams initiative to help add scale to the back of process to as you're putting virtue machines into backup mode along, you know, leverage these the storage controller snapshots so that you could come in and out of that back about very quick. V, invisible to production operations, offload a bunch of data processing and in time, out of the equation that just helps scale right back up, more virtual machines faster. That's a program that they initiated that we were one of the founding partners on one of the first partners to publish ah Universal adaptor, or R A p i for it. The >> results have been The results are pure is by far the number one partner for downloads for a customer downloads that we have across our partner Rico system. So we have a vote 15 partner Rico Systems that have written to the universal FBI on. So just last week, you know, over 3000 downloads surpassed over 3000 downloads. Here is 6500 customers. I'll let you do the math. All right, so it's it's great that we see such strong adoption from their customer base. Almost 50% of their customers are team customers on. Then that >> contusion. That's hi, >> It's very high. >> Wow. So give me your favorite customer example that really articulates the value that pure brings the value that being brings. >> We've got a lot going on in the financial space in the healthcare space. >> Butler Health is a joint customer that we have a customer reference win that they've published in that we've published on dhe obviously many, many more, but especially in the people, customers in the financial health care that are looking for performance on Dhe. Looking to that flash blade, a za landing zone that's going to give them more than just a backup target. It's going to give them the ability to leverage it for a I and ML and many other factors, which is again, one of the reasons why we've seen such strong adoption. >> You talk about health care, we're talking about patient data, lives at stake. Give me some of the meat about what this customer, for example, is achieving at the business. Subtle and the human lives level >> Well, I think what they're seeing is of what they were used. It's not so much the exact stats that I could give you down to how money they're getting per second, but it's what they were using before, which is one of the legacy competitors that we have, which we call. You know, some of these donors that they give to market share that we take away day in and day out with without saying names. But there was a reform replace that we came in and taking a second generation solution from a legacy hardware appliance that was being used previously in a secondary storage. >> Yeah, allow me to elaborate a bit, right? So you asked about the technology we kind of talked about the universal adapter for the off load where we've really seen growth has been in this notion of flash to flash the cloud and peers introduced this notion of rapid restore. So again, how do we grow our businesses together? Growing amore mission critical or patient? Critical deployments has been this notion of not just backing up the data faster. That's kind >> of the the >> daily repetitive task that no organization wants to to deal with. Where the rubber meets the road is Can you put the data back? And we've seen this explosion in the increase of of the capacity of data, set sizes and the pressure they put on restoring that data. When you happen to have, ah, harbor failure, a data center go off line or a power issue and this goes so you go back to patient records gotta be online when everything fails and there's an issue with a chair, whatever. Maybe how quickly can we get the data? And we're orders of magnitude faster, then the legacy >> platform. So having an integrated appliance is part of that key and co engineering. Is that right? I mean, you guys pure software no pun intended, right? You don't want to be >> No, no, it sze taking the they wrote to our a p I right So the work that they did on the FBI and then continue to innovate and iterated against it right and coming out with the next version that they just come out with it is, is just differentiating themselves in the marketplace. And that's really what we're seeing. And we're seeing that success that the enterprise today, from what we have without even looking forward to our upcoming V 10 which is gonna have some high end enterprise feature sets. >> And we want to get into that. But something that mom that you were just saying It's almost as if data protection is no longer just an insurance policy. It's an asset. We have to be able to get it back. >> Absolutely fuel, We believe if you look at the legacy backup appliances, they were designed and optimized for short backup windows and are proving to be a challenge at restoring the data, which is actually where the value in the architecture is. We've talked about rapid restore in bringing, flashing that space. We worked with team engineering on V 10 actually double that performance so that customers, as they upgrade their code line, can again bring those mission critical workloads back online even faster than in the past. In addition to that, we've worked through some of the VM integrations for customs who want to mind that data who want to clone those workloads and bring them up on online and ADM or analytics or searching the metadata of that data. So there's a lot going on besides just your backup and recovery. >> So you guys are saying, Chuck, the appliance don't need the appliance. You've got a better model. Is that what I'm hearing? Or >> we win against appliances day in and day out? So absolutely software. Best of breed software. Best of breed storage hardware. >> What should we expect for V 10 adoption there? You guys announced in the spring? >> Yes, and it will shift in Q four. Dave, honestly, this is gonna be Anton is gonna shit >> a good track record. They're gonna go out there. >> No, but we have some key features that will differentiate us in the marketplace, especially as we go to the enterprise with pier storage, such as immune ability right, So that's a feature that we've talked about. You know, we've been hyping because we believe in it that what it's gonna bring for the protection of ransom, where malware and it's it's gonna be a game changer. We believe in the marketplace and our famous now, as they were finally gonna support now support for their enterprise customer base. So, I mean, those two keep features in and of itself. So again, I talked about the scale that we're having today in the marketplace without these key enterprise features and then having those chip, you know, in the next 90 days are again we believe just gonna continue to elevate our business. >> We're talking to Charlie earlier today about just a CZ. Part of his job is tam expansion and data protection is an obvious area for that. You could have chosen to go buy a small software company, certainly have the cash on your balance sheet and compete. We have chosen to partner talk about the opportunity that you guys jointly see in terms of the market you can penetrate. >> I think it is such a Our ecosystem is so comprised today of partnerships that are based on. On one hand, you're partnering, and on the other hand, you're competing that it is. It is really refreshing to find a partnership like Veen, where we've got very clear lines of what our product offerings are, where they come together and no competitive obstacles. It makes partying in the field the easiest, right? We've got great partnerships across the board somewhere. Appliance vendors. Sometimes those partnerships work fast. Sometimes they running hurdles. We never run into a hurdle together, so it's worked very well. I think our partners, our channel partners, have preferences around the server side that they like to go to market with. We give them the freedom together to pick and choose. So they put invested class software with best class storage to to meet the needs. They put the rest together based on what fits their business model or their current agreements go forward. So >> clear, clear swim lanes, Big market. You guys showed some data at V Mon. I want to say Danny's data, maybe $15 billion Tim man larger. You guys get a piece of that, you get a piece of that >> on a savant said. It's just there's no there's no friction in the marketplace is going out and doing the work we need to do to win. But we never get it that Oh, we can introduce this because it's gonna compete with, even if it's only 2% of what they have, there's there's looting. No, they do not have data protection. And we don't do as, you know. We don't do hardware in storage. So again invested breeds. And I >> think those numbers maybe even conservative because, you know, as you were pointing out, the traditional backup products were designed to deal with the biggest problem, which was back up window, which, by the way, 60% of times the backup didn't work anyway. But you have to get inside of, you know, Yeah, we backed it up check. But backup is One thing is my friend Fred Morris. Recovery is everything. So things are shifting in a digital business recovery. You know, it is tantamount. You know, ever you can't ever not be without your data. So it's an imperative. Yeah, >> it's, um, when you're and the flashlight business unit first came up with the construct of a rapid restore. I mean, admittedly, I was sitting in the corner. I'm just saying there's no way. There's no way that a customer would look to pay a premium for Flash for their backup. And then you meet the customers and it's just one after the other. And there's these stories around. We had to stop production. We couldn't get the AARP back online. Right Way couldn't take transactions because the processing database of the purchasing database was off line and you're just sitting there going. These are really world right issues that impact revenue for organizations. And so we are going through an evolution about rethinking around data protection and what it means into in today's day and age. >> It's security. Such top of mind carry today on the CEO's mind and data protection is part of that. Backup is a key part of that. You think about Ransomware, right? You guys get solutions there. I mean, it all fits together. It's not these sort of bespoke, you know, ideas anymore. It's really one big mosaic so that people can drive their digital transformations. I mean, that's really what they care about. >> I think the themes, old slogan, it just works right. It continues to evolve and that you talked about backup not working in the first place, right? So we have our core fundamental foundations. That theme has right is that it will trust that the customer will know that it will be online. We have the shortest r p o r t o is right in the marketplace, and then you take that and the's enterprise class features again. That's why marrying it with Piers route to market and there go to market strategy is having the success we're having in the marketplace. >> You're hearing a lot from customers. Flash Flash MacLeod. This is There is a very strong need for this. Some of the things that were announced today terms up some more firsts that piers delivering to the market. What are some of the things that you guys were? You maybe Carrie. We'll start with you from themes partnership perspective like a flash Teresi, for example, or starting to be able to deliver. I saw Blake smiles, uh, be ableto bring the cost down so that customers could look at putting a spectrum of workloads, even backups on flash. What is themes? Reaction? Well, smiles. I tend to >> do with Lisa, but I mean, to be honest with you. We sit back and love everything that piers doing from innovation. And so if they're going to come out with a broader set of target solutions for secondary storage, then we're going to be there partner there as we are with flashlights. So we're sitting back and loving the innovation that they're bringing to the market place and to their customers. >> I saw that Cheshire cat grin von >> s o for the audience who may be missed. We had a number of product announcements this morning taking the flash ray from a single product line into a portfolio going to that two year zero workload with the direct memory cache acceleration powered by Intel's often products as we go into a chair to economic space but still keeping all the Tier one features and availability we not flash or a C, which is leveraging QSC is a storage medium. Uh, while we have a design, do expand our tam and find new workloads. We have not looked at backup for the flash rate. See, at this point the flash, the flash, the cloud powered by the data hub in the rapid restore is going strong, so you want to kind of keep the team focused on that? And we've got other markets that we have yet to penetrate that have been more price sensitive where we think the flash racy is a better alignment. Now again, maybe over time I'll be found wrong and we'll change our tune. But you know, I'll give an example. Go back to Ransomware. Ransomware is a top three question in terms of any storage conversation. When you deal with a financial institution today to the point where not only are they asking about, what are you doing in your products? What are you doing across your partner ecosystem? Some of the modern proof of concepts required it to go through a ransomware recovery procedure because you know these financial institutions, they're worried about getting not just locked out, but locked out on your H a sight because you just replicated the ransomware over. So this this ability have immutable, immutable image to bill to bring it back online fast a rapid restored somewhere. You could see what these technologies start to line up in a comprehensive solution for the customers, and so flash racy is great. It has nowhere. The band with a flash blade. So we're gonna try to keep those a separate products in different markets at the time. But at least for time being, >> thanks for clarifying >> that cloud. I gotta ask the quad cloud question. It's interesting you guys have both embraced. Cloud is you're seeing it. In the old days, I was saying, I think I'm saying Charlie again. Executives were like, No, don't do that. It's gonna kill us. But now it's okay. It's not a zero sum game. That trend is your friend. You gotta embrace it. How are you making cloud each of you a tailwind versus the You know what all the analysts expect ahead, What else gets going? Zero sum game is going to steal from a to B. >> Well, I mean, Dave, you can imagine from my vantage point, it's easy to say that we're looking at Cloud is just, you know, expanding the TAM, expanding the ecosystem features we have today at the archive here. The success we're having with both Microsoft Azure and eight of us are phenomenal. Growing 40% month over month, right, the adoption with all the new innovations that Danny and Antonio have talked on the show that were coming out with envy. 10 are only gonna amplify that. But it all starts back with our partners ships today that we have one private clouds and as customers are looking to evolve to the cloud So we work with our partners like peer to ensure that we're working with them today. And as customers want to embrace the cloud they can. But predominantly, those primary workloads are still remaining on Prem and they're looking on how they're going to support the cloud. And we're doing that today and we'll be doing that. Maura's we go forward >> block storage announcement you guys made today was quite interesting way now spinning up East End shoes and s threes And what >> So this morning we announced general availability for pure Claude Block store on AWS and plans, as we are currently in beta and development for other clouds. But the folks today is this AWS and you pair Claude Block store, which is basically the software of a flash ray architect for the hardware inside of a W s so that you have the same functionality and service that you have on Prem and you pair that with pure is a service, which is our op X moderate could pay as you consume and the flexibility of sign a 12 month contracts. You want 90% on Prem today in 10% of cloud two months from now, you want it 50 50 like used the utility model to consume wherever you want, so you can meet the requirements of your infrastructure, whether it's on Prem in the cloud or some hybrid combination. >> But the interesting thing to me was your doing a lot of the heavy lifting for the customers with regard to the architecture. What you architect in the club that I wonder. Is there an opportunity to do something like that with backup? Or is that just, you know, not economical, deep, deep archive, things like that? I mean, >> I'm pretty sure we're told not to make any news right now because >> stay tuned. I've already said >> too much, so I'm probably a >> good thing. We're live >> in big trouble. >> Wow, guys. So the 1st 10 years of pure, tremendous amount of innovation is, Charlie said, an overnight success in 10 years, so much more coming down. We've already heard about a tremendous amount of innovation and evolution today. So we can't wait to have you guys back on to the next event in here. Get our neck braces on for the whiplash of news that's gonna be coming at us. All right. We are like your day Volante. I'm Lester Martin. Go pats. >> You're sorry. And Bruce. Carrie and I were crazy >> sports fans. Let's just be very PC. Go, everybody. Everybody gets participation. Trophies just coming anyway. You're watching the Cube. Lisa Martin for day, Volante. Thanks for watching.