>>mhm. Joining me now is Drew Schlussel, who is the senior director of product marketing at Wasabi. Hey, Drew. Good to see you again. Thanks for coming back in the Cube. >>They great to be here. Great to see you. >>All right, let's get into it. You know, Drew prior to the pandemic zero trust. Just like, kind of like a digital transformation. It was sort of a buzzword. And now it's become a real thing. Almost a mandate. What's what's Arby's take on zero trust? >>Uh, so absolutely right it was. It's been around a while, and now people are paying attention. Uh, sabes take is zero. Trust is is a good thing. Uh, you know, there are There are too many places right where the bad guys are getting in. And, you know, I think of zero. Trust is as kind of smashing laziness, right? It takes a little work, takes some planning, but, you know, done properly and using the right technology is using the right vendors. The rewards are of course, tremendous. Right? You you you can put to rest the fears of of ransomware and having your systems compromised. >>Well, and we're going to talk about this. But there's a lot of process and thinking involved and, you know, design in your zero trust. And you don't want to be wasting time messing with infrastructure. So we're gonna talk about that. There's a lot of discussion in the industry drew about a mutability and air gaps. I'd like you to share wasabi point of view on these topics. How do you approach it? And what makes wasabi different? >>Uh, so in terms of air gap and mutability, right, the beautiful thing about object storage, which is what we do all the time, is that it makes it that much easier. Right? To have a secure, immutable copy of your data someplace that's easy to access and, uh, doesn't cost you an arm and a leg to get your data back. Um, we're working with some of the best partners in the industry. Um, you know, we're working with folks like VM con vault Arc Marquis MSP 3. 60. Um, all folks who understand that you need to have multiple copies of your data. You need to have a copy stored offsite, and that copy needs to be immutable. And we can We can talk a little bit about what a mutability is and what it really means. >>You know, I want I wonder if you could talk a little bit more about with subi solution, because sometimes people don't understand. You actually are a cloud you're not building on other people's public clouds. And storage is the one use case where it actually makes sense to do that. Tell us a little bit more about those ABS approach and your solution. >>Yeah, I appreciate that. So there's there's definitely some misconception. We are our own cloud storage service. We don't run on top of anybody else, right? It's It's our systems. It's our software deployed globally, and we interoperate because we adhere to the S three standard. We interoperate with practically hundreds of applications, primarily in this case, right? We're talking about backup and recovery applications, and it's such a simple process, right? I mean, uh, just about everybody who's anybody in this business, protecting data has the ability now to, uh, access cloud storage. And so we've made it really simple. Uh, in many cases, you'll see wasabi, as you know, listed in the primary set of available vendors and, uh, you know, put in your private keys. Make sure that your account is locked down properly using, uh, let's say multi factor authentication, and you've got a great place to store copies of your data securely. >>I mean, we just heard from David friend. I did my math, right? He was talking about, you know, 1/6 the cost per terabyte per month, Maybe even a little better than that. How are you able to achieve such attractive economics? >>Yeah, So, you know, I can't remember how to translate my fractions into percentages, but I think we talk a lot about being 80% right, less expensive than the hyper scholars. And, you know, we talked about this at demon, right? There's there's some secret sauce there. Um, and, you know, we take a different approach to how we utilise the raw capacity to the effective capacity. And the fact is, we're also not having to run a few 100 other services, right? We do storage plain and simple all day, all the time, so we don't have to worry about overhead to support, you know, up and coming other services that are perhaps, uh, you know, going to be a loss leader right. Um, customers love it, right? They see the fact that their data is growing 40 80% year over year. They know they need to have some place to keep it secure. And, uh, you know, folks are flocking to us in droves. In fact, we're We're seeing a tremendous amount of migration, actually, right now, multiple petabytes being brought to Assad because folks have figured out that they can't afford to keep going with their current hyper scale or vendor. >>And the mutability is a feature of your product, right? What's the feature called? Can you dig? Double click on that a little bit? >>Yeah, Absolutely. Um So the determined s three is object lock. And what that means is your application will write an object to cloud storage, and it will define a retention period. Let's say a week. And for that period, that object is immutable. Untouchable cannot be altered in any way, shape or form. The application can't change it. The system administration can't change it with subi Can't change it. Okay, it is truly carved in stone, and this is something that it's been around for a while. But you're seeing a huge uptick in adoption and support for that feature by all the major vendors. And I named off a few earlier. Um, and the best part is that with the mutability comes some some sense of Well, it comes with not just a sense of security. It is security, right when you have data that cannot be altered by anybody. Um, even if the bad guys compromise your account, they steal your credentials, right? They can't take away the data. And that's a beautiful thing. A beautiful, beautiful thing. >>And you look like an s three bucket. Is that right? >>Yeah. Yeah. I mean, we're fully compatible with the S three a p I. So if you're using S three a p I based applications today, um, it's a very simple matter of just kind of redirecting where you want to store your data. Beautiful thing about backup and recovery, right? That's probably the simplest application. Simple being a relative term as far as lift and shift right, because that just means for your next full right point that it was subi retain your other falls for whatever 30 60 90 days. And then once you've kind of made that transition from vine divine. You know you're off and running with wasabi. >>I talked to my open about the allure of object storage. Historically, you know the simplicity of the get put syntax. But what about performance? Are you able to deliver performance? That's that's comparable to other storage formats. >>Oh, yeah, Absolutely. And we've got the We've got the performance numbers on the site to back that up. But I forgot to answer something earlier, Right? You said that the mutability is a feature, and I want to make it very clear that it is a feature, but it's an API request. Okay, So when you're talking about gets and puts and so forth, you know the comment you made earlier about being 80% more cost effectively, percent less expensive. Um, you know that API call, right? It's typically something that the other folks charge for, right? And I think we use the metaphor earlier about the refrigerator. Uh, but I'll use a different metaphor today, right? Uh, you can think of cloud storage as as a magical coffee cup, right? It gets as big as you want to store as much copy as you want. And the coffee is always warm right, And when you want to take a sip, there's no charge. You want to pop the lid and see how much coffee is in there. No charge. And that's an important thing. Because when you're talking about millions or billions of objects and you want to get a list of those objects or you want to get the status of the immutable settings for those objects anywhere else, it's going to cost you money to look at your data. We'll also be no additional charge, and that's part of the thing that sets us apart. >>Excellent. Thank you for that. So you mentioned some partners before. How do partners fit into the wasabi story? Where do you stop? Where do they pick up what you know, What do they bring? Can you give us maybe a paint a picture for us? Example or two? >>Sure. So again, we just do storage, right? That is our Our sole purpose in life is to, you know, to safely and securely store our customers' data. And so they're working with, uh, their application vendors. Whether it's, you know, active archive backup in recovery, uh, Iot surveillance, uh, media and entertainment workflows, right? Those systems already know how to manage the day to manage the metadata. They just need someplace to keep the data that is being worked on being stored and so forth. All right, so just like, uh, you know, plugging in a flash drive on your laptop, right? You literally can plug in wasabi as long as your applications support the AP getting started. Incredibly easy, right. We offer a 30 day trial, one terabyte, and most folks find that within, you know, probably a few hours of their P O. C. Right. Um, it's giving them everything they need in terms of performance, in terms of accessibility, in terms of sovereignty. I'm guessing you talked to, uh, you know, Dave friend earlier about data sovereignty, right. We're global company. All right, so there's got to be probably, you know, wherever you are in the world, someplace that will satisfy your sovereignty requirements, um, as well as your compliance requirements. >>We did talk about sovereignty, Drew. This is really what's interesting to me. A bit of an industry historian. When I look back to the early days of cloud, I remember the large storage companies, you know, they CEOs would say, We're going to have an answer for the cloud and they would go out. And for instance, I No. One bought competitor of carbonite and then couldn't figure out what to do with it. They couldn't figure out how to compete with the cloud, in part because they were afraid it was going to cannibalise their existing business. I think another part is because they just didn't have that imagination to develop an architecture that in a business model that could scale to see that you guys have done that is I love it because it brings competition. It brings innovation, and it helps lower clients cost and solve really nagging problems like, you know, uh, Ransomware, mutability and recovery. I'll give you the last word, Drew. >>Yeah, you're absolutely right. You know, the the on prem vendors. They're not going to go away anytime soon, right? There's always going to be a need for, you know, incredibly low latency high band with, you know, But, uh, you know, not all data is taught all the time. And by hot, I mean, you know, extremely hot. Uh, you know, uh, you know, let's take, uh, you know real time, Uh, analytics for maybe facial recognition, right, That requires sub millisecond type of processing. But once you've done that work right, you want to store that data for a long, long time, and, uh, you're gonna want to also tap back into it later. So, you know, other folks are telling you that, you know, you can go to these like cold, glacial type of tiered storage. Don't believe the hype. You're still going to pay way more for that than you would with just a wasabi like hot cloud storage system. And, you know, we don't compete with our partners, right? We complement you know what they're bringing to market in terms of the software vendors in terms of the hardware vendors were beautiful component for that hybrid cloud architecture. And I think folks are gravitating towards that. I think the cloud is kind of hitting a new gear, if you will, in terms of adoption and recognition for the security that they can achieve with it. >>All right, Drew, Thank you for that. We definitely We see the momentum in a moment. Drew and I will be back to get the customer perspective with Kevin Referenda, who's the director of information technology services at the Hodgkiss School. Keep it right there. >>Mhm

>>Okay, okay, we're back, you're watching the cubes, continuous coverage of HBs Green Lake announcement. One of the things that we said on the Cuban. We first saw Green Lake was let's watch the pace at which H P E delivers new servants is what's that cadence like? Because that's a real signal as to the extent that the company's leading into the cloud and today we're covering that continued expansion. We're here with Tom Black, who was the general manager of HPC storage and Omar assad, who's the storage platform lead for cloud data services at Hewlett Packard Enterprise gentlemen welcome. It's good to see you. >>Thanks Dave. Thanks for having us today. Good to see you. >>Happy to be here. Dave. >>So obviously a lot has changed globally, but when you think of things like cyber threats, ransomware, uh, the acceleration of business transformation, uh, these are new things, a lot of it is unknown a lot of it was forced upon us tom what are you guys doing to address these trends? How are you helping customers? >>Sure, thanks for the question. So if you think back to what we launched in early May, kind of the initial cloud transformation of what was our traditional storage business. Um, we really focused on one key theme. Very customer and customer driven theme that the cloud operational model has one and that customers want that operational model, whether they're operating their workload in the cloud or whether they're operating that workload in their own facility or Nicolo kind of the same thing. So that was kind of our true north and that's what we launched out of the gate in May. But we did allude in May to the fact that we would have an ongoing series of new services coming out on the uh H B Green Lake edge to cloud platform. And just really excited today to be talking about somewhat that expansion looks like um we will continue uh through this month and through the quarters ahead to really add more and more services in that vein of focusing on bringing that true cloud services model to our customer. So we're really excited today to unveil kind of, we've entered the data protection as a service market with HP Green Lake. So this is really our expansion into a very top of mind topic and set of problems and solutions or headaches and aspirins, to quote an old friend um that Ceos faces, they think about how to manage data through its life cycle in their organization. >>When I talked to see IOS during the pandemic. Not that we're out yet, but really in the throes of it and asked them about things like business resilience that they said, you know, we really had to rethink our disaster recovery strategy. It was it was sort of geared toward a fire or a hurricane and we we just didn't even imagine this type of disaster if you will. So we really needed to rethink it. So when I, I see your disaster recovery as a service and capabilities like that. Is that the Xarelto acquisition? >>Yes. Dave thanks you. So we're super happy to have the Xarelto team now as part of our family. Um, just a brilliant team, a well respected technology, uh, kind of a blue chips at our customers and partners that really appreciate what zero has to offer. Um, as we looked at the data protection as a service market, one of the hardest problems is really in that disaster recovery space, I think Omar's gonna talk a little bit more about today. Um, but sort of really does bring the leading industry, what's called continuous data protection um, capability into our green lake platform. Um, we've just recently closed the acquisition and we're working on kind of integration plan as we speak now that we can actually talk to each other post close. Um, but you'll uh, you'll continue to see, you know, some really exciting milestones each and every quarter as we march forward with certain now as part of the family. >>So we all talk about how data is, is so important. We certainly learned during the pandemic that that if you weren't a digital business, you were out of business and a digital business is a data business. So things like backup data protection as a service become increasingly critical. I know you have some capabilities there maybe you could share with us. >>Absolutely. So you know, one of the things that we noticed was as we took the storage business through its transformation and we started can work you know, with the launch of the electron 90 and the six K platform. We really really brought the cloud operational model to our customers. So one of the things that you know, feedback that was coming loud and clear to us is that as we look at the storage portfolio where we look at file block and object, which are now being transformed into a cloud operational experience, data protection, disaster recovery coming back into business after a disaster snapshot management. All of those capabilities, we still have to rely on our partner technologies in order to do that now. It's not bad that we have great partners in the data protection world, but what we're really focused on is that cloud operational model and cloud operational experience and to and as tom mentioned through the data management life cycle. So as a result of that, we talked to a lot of our customers, we talked to a bunch of partners and one of the things that was coming back was that yes, there are many data protection backup offerings on the market. But that true as a service experience that is completely integrated to the services experience of the storage that the customers is experiencing that is not there. So what we looked at was especially to the largest ecosystem, which is the VM ware ecosystems. So we're launching data protection as a service or backup as a service for our VM ware customers offered from data services, cloud console as a SAAS portal. 100% SAs service, nothing to install. No media servers, no application servers, no catalog servers, no backup targets, no patching, no expansion, no capacity planning. None of that is needed. All that's needed is sign on click. Give your V center credentials and off you go, that's it. That is it three clicks and you're in business. So currently, you know, in our, in our analysis we offer five x faster recovery from any of the competitive offerings that there there there are 3.5 better de doop ratios. But for our customers is as simple as this. VM is protected as this many dollars per gig per month. That's it. No backup target, no media server, no catalogs are nothing nothing to manage total Turkey off of the portal. So that's the cadence of services that if you promise and this is one of the first ones when it comes to data management that is coming out into the open. >>So you may have just answered this question, but I want to pose it and get you maybe just summarize it because tom was talking earlier about the customer mandate for cloud in a cloud operational model. So I want you to explain to the audience how you're making that real >>actually can I start that one should be the test was monday morning. Getting ready for this chat with you Dave they got me on console and I'm not kidding three clicks, I got back up and running off the lab VM ware instance so I'll pass it off to you the real answer. But if I could do it three clicks >>as well as a convenience of this service, even tom can be your back, you might be able to do with this. Uh again, you know, a very important question the when you, when you look at the cloud operational model as you abstracts the hardware and and take the management model up into a SAS service, it gives our customers that access to that continuous delivery access that we have. We're going to continue to make the service medal better in the cloud model and automatically customers get the value of it without even reinstalling or going through a patch cycle or an upgrade cycle. But as we get into this cloud operational model, one of the things that was missing was uh if you if you if you if you start to talk about applications, how our application workloads going to be deployed, how are they going to be protected and how are they going to be expanded? So what we did was we, we expanded our info site offerings by merging them into the data services, cloud console and we're releasing a new service called app insects. It is going to be available to our customers at the end of the month. Uh It is, nothing has to change. They don't have to install any sort of agents or or host modifications, nothing like that. If their customers of electra nimble primary boxes and they're using info site and data services, cloud console, they will automatically get app insights. What Athens sites does is it really teases apart all that data that we have been collecting within foresight and now with the acquisition of HPV cloud physics, we're merging them together and relating the operational stacked top to bottom. So discovering all the way from your application usage, network usage, storage, use it. IOP usage VM values cross, collaborating them and presenting that to a customer from an app or an outcome perspective all in the data services, cloud console. So what this does for our customers is it really really transforms not only their operational experience but also buying experience. Because if you remember in one of the earlier releases of data services cloud console we released this application called, you know, intelligent intent based provisioning in which you just describe your workload and we go ahead and we provision that app insights and info site, feed that information directly into that and cloud physics generates and results and displays those analytics back to us to your partner of record and to the H. B. So we can all come together on a common data driven discussion point with our customers to continue to make their journey better >>tom where's all the boxes, traditional storage is changing. I've actually been waiting for this day for a long, long time. We've certainly seen glimpses of it from the cloud players, but they don't have, you know, super rich portfolio storage portfolio. They're growing now, but this is a really good strong example of a company with a large storage portfolio. That's, I mean I haven't heard the word three power once today. Right. And so what that says to me, that's an indication that you're thinking like a cloud player, can you maybe talk >>to that? Sure. Yeah, we're just tremendously excited about this transformation and really the reception we've got in the market from analysts, from partners, from customers because you're right, you haven't heard us talk about a box at all today. It's really about a block service, a file on the object service, a backup and recovery service, disaster recovery service. That that's that is the the language, if you will of the business problems of our customers not, do they need to pick this widget or that widget. And how many apps can I get here and there? And which did the h a cage protection scheme be that, is that, is our job to manage underneath are true North, which is the cloud operational model. And so that's going to be really how we we've set our course and how we will uh kind of deliver products solutions offers into the market underneath that umbrella, Ultimately, um getting our customers wherever their data is Dave to be able to interact at that service level instead of at that infrastructure box >>level, you've got my attention wherever the data. So that's the north star here is this is, you know, you're not done today obviously, but you've got a vision to bring that to the cloud across clouds on prem out to the edge. That's the abstraction layer that you're gonna build, your hiding all that complexity. That's correct. And that's cloud. The definition of cloud is changing. >>Yeah, >>it's no longer started, it's no longer a remote set of services. Somewhere up in the cloud. It's expanding on prem hybrid across clouds edge >>everywhere. You're exactly right. Dave it is, cloud is more about the experience and the outcome. It gives a customer than actually where the compute or storage is. We've chosen to take a very customer an agnostic position of whether it's, you know, data in your premise, data in your cloud. We're going to help you manage that data and deliver, you know, that data to workloads and analytics, uh, wherever the, wherever the compute needs to be, where the data needs to be. Again, technologies like Xarelto giving instability and move data across clouds from facilities and clouds back and forth. So it's a really exciting new day for HP. Green Lake were just so super happy to bring these technologies out and really continue to follow on the course of doing what we said, we would do >>the new mindset starts there, I guess it's obviously knew certainly new technologies, uh, you're talking about machine intelligence is a metadata challenge. Absolutely. Big time, you know, long term that North Star that we talked about and applying that machine intelligence, all the experience that you gather data that you're gathering is, I think ultimately how customers want you to solve this problem >>in the middle of info site data services, cloud console and the instrumentation that is already shipping on our appliances, both in edge appliances and the data center appliances were collecting more than a trillion data points over the period of a quarter. Right at the end of the day. So it's harnessing that at the back end to cross relate and then using the cloud physics accusation. What we're doing is we can now simulate these things on behalf of our customers into the future timeline. So at the end of the day, it's really about listening to the customer and what outcomes that they want to achieve with their data storage is there we provide excellent persistence layers where customers can store their data safely. But at the end of the day it's customers choice, They can store their data out of the edge in compute servers, commodity servers, X 86 servers, they can have their data in the data center which they are privately owned or their data can be in a service provider or it can be in a hyper secular. The infrastructure of the persistence layer is independent from the data services. Cloud console data services. Cloud console provides our customers with a SAS based industry leading metadata rich management experience, which then allows you to draw conclusions. So services like cloud physics services like uh enforce it, provide the analytics and richness of the metadata, backup and recovery service allows us to index our customers data and add a rich metadata to that and then combine that with xylitol, which is our disaster recovery as a service offering. Going to start over here. That gives the customer a very simple slider as to where they want their protection levels to be, they want their protection to be instant or they want their protection to be lazy eight hours window. But the thing is at the end of the day, it's about choice without managing the complexities of the hardware >>underneath because programmable completely right I come in, what I'm hearing is file object blocks of your multi protocol. I got a full stack so data data reduction, my snaps might replicate whatever whatever I need it in there as a service. I can I can access latency sensitive storage if I need to or I can push it out to cheaper stores. I could push it out to the cloud, presumably I could someday I air gap it uh and it's all done as infrastructure as code and then different protection levels where I see this going. It really gets exciting is you're now a data company and you're bringing ai machine intelligence and driving data products, data services for your customers who are going to monetize that at their end of the value >>chain. That's right. That's right. And safely insecurity. Keeping in mind that was their toes technology. We can give you, you know, small second recovery points to protect against ransomware. So all of that operational elegance, all those insights and intelligence to help you build a more agile, um you know, workloads centric organization, but then to do it safely and securely against ransomware, that's kind of the storm, if you will. That's brewing. And we're just really excited to be at the eye of it. >>I'm excited to. This is uh I've been waiting for this day for a long time and we're not talking about envy, Emmy and Atomic Rights and I love that stuff by the way and I'm sure it's all under the covers, but that's not what drives business value guys. Thanks so much for coming on the Cuban. David. >>Thanks for having us. It's been great. Thank you. >>All right. We're seeing a transformation all through the stack and keep it right there. This is Dave Volonte for the Cuban. Our coverage of HBs Green Lake announcements right back mm mhm

>>Welcome back to the cubes coverage of H P S. Green Lake announcement. We've been following Green Lake and the cadence of announcements making. Now we're gonna talk about ransomware, ransomware become a household term. But what people really don't understand is that virtually any bad actor can become a ransomware criminal by going on the dark web hiring a ransomware as a service sticking, putting a stick into a server and taking a piece of the action and that is a really insidious threat. Uh, the adversaries are extremely capable, so we're going to dig into that with Omar assad, who's the storage platform, lead cloud data services at H P E and Deepak verma vice president of product Zito, which is now an H P E company Gentlemen, welcome to the cube. Good to see you. Thank you. >>Thank you. Welcome. Pleasure to be here. So >>over you heard my little narrative upfront. How does the Xarelto acquisition fit into that discourse? >>Thank you. Dave first of all, we're extremely excited to welcome Sir toe into the HP family. Uh, the acquisition of Puerto expands the Green Lake offerings from H P E uh, into the data protection as a service and ransomware protection as a service capabilities and it at the same time accelerates the transformation that the HP storage businesses going through as it transforms itself into more of a cloud native business, which sort of follows on from the May 4th announcements that you helped us cover. Uh, this enables the HP sales teams to now expand the data protection perimeter and to start offering data protection as a service and ransomware as a service with the best in class technologies uh, from a protection site as well as from ransomware recovery side of the house. And so we're all the way down already trying to integrate uh, you know, the little offerings as part of the Green lake offerings and extending support through our services organization. And the more of these announcements are gonna roll out later in the month. >>And I think that's what you want to see from it as a service offering. You want to see a fast cadence of new services that are not a box by a box that are applying. No, it's services that you want to access. So let's, let's talk about before we get into the tech, can we talk about how you're helping customers deal with ransomware? Maybe some of the use cases that you're seeing. >>First of all, extremely excited to be part of the HP family now. Um, Quick history and that we've been around for about 11 years. We've had about 9000 plus customers and they all benefit from essentially the same technology that we invented 11 years ago. First and foremost, one of the use cases has been continuous data protection. So were built on the CdP platform, which means extremely low RTO S and R P O S for recovery. I'll give you example there um, United Airlines is an application that cost them $1 million dollars for every hour that they're down. They use traditional approaches. That would be a lot of loss with Zito, we have that down two seconds of loss in case and the application goes down. So that's kind of core and fundamental to our plaque. The second uh critical use case that for us has been simplicity. A lot of customers have said we make the difficult, simple. So DRS is a complex uh process. Um, give you an example there. Hcea Healthcare Consolidated four different disaster recovery platforms into a single platform in Puerto and saved about $10 million dollars a year. So it's making that operations of having disaster recovery process is much simpler. Um the third kind of critical use case for us as uh, the environment has evolved as the landscape has involved has been around hybrid cloud. So being able to take customers to the platforms that they want to go to that's critical for us And for our customers an example, there is Kingston technology's so Kingston tried some competitive products to move to Azure, it would take them about 24 hours to recover 30 VMS or so with zero technology. They will get about all their 1000 VMS up in Azure instantaneously. So these are three use cases that were foundational. Built. Built the company in the tech. >>Nice. Thank you. Thank you for that. So simple works well these days, especially with all this complexity we have to deal with. Can we get into the secret sauce a little bit. I mean CdP has been around forever. What do you guys do that? That's different. Maybe you can talk about that. Sure. >>Um it's cdp based, I think we've perfected the technology. It's less about being able to just copy the data. It's more about what you do when things go bump. We've made it simpler with driven economies of scale lower and being platform agnostic. We've really brought that up across to whatever platforms once upon a time it was moving from physical to virtual or even across different virtualization platforms and then being able to move across to whatever cloud platform customer may want or or back >>to cbP continuous data protection by the way for the audience that may not know that go ahead. And >>one of the additional points that I want to add to the box comment over here is the the basics of platform independence is what really drew uh hp technologists into the technology because you know, one of the things we have many, we have the high end platform with the H B electra nine Kv of the electro six kids the midrange platform. Then we have a bunch of file and object offerings on the side. What zero does it University universally applies to all those technologies and along with, you know, as you pair them up with our computer offerings to offer a full stack but now the stack is disaster recovery capable. Natively with the integration of certo, you know, one of the things that, you know, Deepak talked about about the as your migrations that a lot of the customers are talking about cloud is also coming up as a D our use case for a lot of our customers, customers, you know, you know, as we went through thousands of customers interviews one of the, one of the key things that came back was investing in a D our data center which is just waiting there for a disaster to happen. It's a very expensive insurance policy. So absurd. Oh, through its native capabilities allows customers to do is to just use public cloud as a D our target and and as a service, it just takes care of all the format conversions and recoveries and although that's completely automated inside the platform and and we feel that, you know, when you combine this either at the high end of data center storage offering or the middle age offering with this replication, D. R. And ransomware protection built into the same package, working under the same hood, it just simplifies and streamlines the customers deployment. >>Come here a couple of things. So first of all historically, if you wanted to recover to appoint within let's say, you know, 10 seconds, five seconds you have to pay up. Big time. Number one. Number two is you couldn't test your D. R. It was too risky. So people just had it in, they had a checkbox on compliance but they actually couldn't really test it because they were afraid they were going to lose data. So it sounds like you're solving both of those problems or >>or you know we remember the D. R. Test where it was a weekend. It was an event right? It was the event and at the end of july that the entire I. T. Organizing honey >>it's not gonna be home this weekend. Exactly what >>we've changed. That is a click of a button. You can D. R. Test today if you want to you can have disaster recovery still running. You can D. R. Test in Azure bring up your environment an isolated network bubble, make sure everything's running and bring it and bring it down. The interesting thing is the technology was invented back when our fear in the industry was losing a data center was losing power was catastrophic, natural disasters. But the technology has lent itself very well to the new threats which which are very much around ransomware as you mentioned because it's a type of disaster. Somebody's going after your data. Physical servers are still around but you still need to go back to a point in time and you need to do that very quickly. So the technology has really just found itself uh appealing to new challenges. >>If a customer asks you can I really eliminate cyber attacks, where should I put my my if I had 100 bucks to spend. Should I spend it on you know layers and defense should I spend it on recovery. Both, what would you tell them? >>I think it's a balanced answer. I think prevention is 100% impossible. Uh It's really I'd say spend it in in thirds. You want to spend a third of it and and prevention a third of it maybe in detection and then a third of it in uh recovery. So it's really that balancing act that means you can't leave the front door open but then have a lot of recovery techniques invested in. It has to be it has to be a balance and it's also not a matter of if it's a matter of when so we invest in all three areas. Hopefully two of them will work to your advantage. >>You dave you you should always protect your perimeter. I mean that that goes without saying but then as you invest in other aspects of the business, as Deepak mentioned, recovery needs to be fast and quick recovery whether from your recovering from a backup disaster. Are you covering from a data center disaster a corrupted file or from a ransomware attack. A couple of things that zero really stitches together like journal based recovery has been allowed for a while but making journal based recovery platform independent in a seamless fashion with the click of a button within five seconds go back to where your situation was. That gives you the peace of mind that even if the perimeter was breached, you're still protected, you know, five minutes into the problem And, and that's the peace of mind, which along with data protection as a service, disaster recovery as a service and now integrating this, you know, recovery from ransomware along with it in a very simple, easy to consume package is what drew us into the >>more you can do this you said on the use the cloud as a target. I could use the cloud as an air gap if I wanted to. It sounds like it's cloud Native, correct? Just wrap your stack in kubernetes and shove it in the cloud and have a host and say we're cloud to No, really I'm serious. So >>absolutely, we we looked at that approach and that that's where the challenge comes in, Right? So I give you the example of Kingston technology just doesn't scale, it's not fast enough. What we did was developed a platform for cloud Native. We consume cloud services where necessary in order to provide that scalability. So one example in Azure is being able to use scale set. So think about a scenario where you just declare a disaster, you've got 1000 VMS to move over, we can spin up the workers that need to do the work to get 1000 VMS spin them down. So you're up and running instantaneously and that involves using cloud Native uh tools and technologies, >>can we stay on that for a minute, So take take us through an example of what life was like would be like without zero trying to recover and what it's like with Puerto resources, complexity time maybe you could sort of paint a picture. Sure. >>Let me, I'll actually use an example from a customer 10 Kata. They uh develop defensive fabrics, especially fabric. So think about firefighters, think about our men and women abroad that need protective clothing that developed the fibers behave. They were hit by ransomware by crypto locker. That this was before zero. Unfortunately it took they took about a two week uh data loss. It took them weeks to recover that environment, bring it back up and the confidence was pretty low. They invested in, they looked at our technology, they invested in the technology and then they were hit with a different variant of crypto locker immediately. The the IT administrators and the ITS folks there were relieved right, they had a sense of confidence to say yes we can recover. And the second time around they had data loss of about 10 seconds, they could recover within a few minutes. So that's the before and after picture giving customers that confidence to say yep, a breach happened, we tried our best but now it's up to recovery and I can recover without having to dig tapes out from some vault and hopefully have a good copy of data sitting there and then try that over and over again and there's a tolerance right before a time before which business will not be able to sustain itself. So what we want to do is minimize that for businesses so that they can recover as quickly as possible with as little data loss as possible. >>Thank you for that. So, Omar, there's a bigger sort of cyber recovery agenda that you have as part of, of green lake, I'm sure. What, what should we expect, what's next? Where do you want to take this? >>So uh excellent question point in the future day. So one of the things that you helped us, uh you know, unveil uh in May was the data services. Cloud console. Data services. Cloud console was the first uh sort of delivery as we took the storage business as it is and start to transform into more of a cloud native business. We introduced electra uh which is the cloud native hardware with the customers buy for persistent storage within their data center. But then data services, cloud console truly cemented that cloud operational model. Uh We separated the management from, from the devices itself and sort of lifted it up as a sas service into the public, public cloud. So now what you're gonna see is, you know, more and more data and data management services come up on the data services. Cloud console and and zero is going to be one of the first ones. Cloud physics was another one that we we talked about, but zero is the is the true data management service that is going to come up on data services, cloud console as part of the Green Lake services agenda that that HP has in the customer's environ and then you're gonna see compliance as a service. You're going to see data protection as a service. You're gonna see disaster recovery as a service. But the beautiful thing about it is, is choice with simplicity as these services get loaded up on data services, clown console. All our customers instantly get it. There's nothing to install, there's nothing to troubleshoot uh, there's nothing to size. All those capabilities are available on the console, customers go in and just start consuming Xarelto capabilities from a management control plane, Disaster recovery control plan are going to be available on the data services, cloud console, automatically detecting electro systems, rian Bear systems, container based systems, whichever our customers have deployed and from there is just a flip of a button. Another way to look at it is it sort of gives you that slider that you have data protection or back up on one side, you've got disaster recovery on one side, you've got ransomware protection on on the extreme right side, you can just move a slider across and choose the service level that you want without worrying about best practices, installation, application integration. All of that just takes control from the data services, cloud concepts. >>Great, great summary because historically you would have to build that right now. You can buy it as a service. You can programmatically, you know, deploy it and that's a game changer. Have to throw it over the fence to some folks. That's okay. Now, you know, make it make it work and then they change the code and you come back a lot of finger pointing. It's now it's your responsibility. >>Absolutely. Absolutely. We're excited to provide Zito continue provides the desert of customers but also integrate with the Green Green Lake platform and let the rest of Green Lake customers experience some of the sort of technology and really make that available as a service. >>That's great. This is a huge challenge for customers. I mean they do, I pay their ransom. Do not pay the ransom. If I pay the ransom the FBI is going to come after me. But if I don't pay the ransom, I'm not gonna get the crypto key. So solutions like this are critical. You certainly see the president pushing for that. The United States government said, hey, we got to do a better job. Good job guys, Thanks for for sharing your story in the cube and congratulations. Thank >>you. Thank you David. >>All right. And thank you for watching everybody. Uh this is the, I want to tell you that everything that you're seeing today as part of the Green Lake announcement is going to be available on demand as part of the HP discover more. So you got to check that out. Thank you. You're watching the cube. >>Mhm mm.

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave a lot and you're watching the cube. We're here with Omar assad is the vice president, GM of H P S H C I and primary storage and data management business. And Sandeep Singh was the vice president of marketing for HP storage division. Welcome gents. Great to see you. >>Great to be here. Dave, >>it's a pleasure to be here today. >>Hey, so uh, last month you guys, you made a big announcement and and now you're, you know, shining the spotlight on that here at discover Cindy. Maybe you can give us a quick recap, what do we need to know? >>Yeah, Dave. We announced that we're expanding HB Green Lake by transforming HB storage to a cloud native software defined data services business. We unveiled a new vision for data that accelerates data dream of transformation for our customers. Uh and it introduced a and we introduced the data services platform that consists of two game changing innovations are first announcement was data services cloud console. It's a SAS based console that delivers the cut operational agility and it's designed to unify data operations through a suite of cloud data services. Our second announcement is H P E electra. It's cloud native data infrastructure to power your data edge to cloud. And it's managed natively with data services cloud console to bring that cloud operational model to our customers wherever their data lives. Together with the data services >>platform. >>Hp Green Green Lake brings that cloud experience to our customers data across edge and on premises environment and lays the foundation for our customers to shift from managing storage to managing data. >>Well, I think it lays the foundation for the next decade. You know, when we entered this past decade, we we we we keep we use terms like software led that that sort of morphed into. So the software defined data center containers with kubernetes, let's zoom out for a minute. If we can homer, maybe you could describe the problems that you're trying to address with this announcement. >>Thanks dave. It's always a pleasure talking to you on these topics. So in my role as general manager for primary storage, I speak with the hundreds of customers across the board and I consistently hear that data is at the heart of what our customers are doing and they're looking for a data driven transformative approach to their business. But as they engage on these things, there are two challenges that they consistently faced. The first one is that managing storage at scale Is rife with complexity. So while storage has gotten faster in the last 20 years, managing a single array or maybe two or three arrays has gotten simpler over time. But managing storage at scale when you deploy fleet, so storage as customers continue to gather, store and life cycle of that data. This process is extremely frustrating for customers. Still I. T. Administrators are firefighting, they're unable to innovate for their business because now data spans all the way from edge to corridor cloud. And then with the advent of public cloud there's another dimension of multi cloud that has been added to their data sprawl. And then secondly what what we what we consistently hear is that idea administrators need to shift from managing storage to managing data. What this basically means is that I. T. Has a desire to mobilize, protect and provision data seamlessly across its lifecycle and across the locations that it is stored at. This ensures that I. D. Leaders uh and also people within the organization understand the context of the data that they store and they operate upon. Yet data management is an extremely big challenge and it is a web of fragmented data silos across processes across infrastructure all the way from test and dev to administration uh to production uh to back up to lifecycle data advantage. Uh And so up till now data management was tied up with storage management and this needs to change for our customers especially with the diversity of the application workloads as they're growing and as customers are expanding their footprint across a multi cloud environment, >>just had to almost um response there. We recently conducted a survey that was actually done by E. S. She. Um and that was a survey of IT. decision makers. And it's interesting what it showcased, 93% of the respondents indicated that storage and data management complexity is impeding their digital transformation. 95% of the respondents indicated that solving storage and data management complexity is a top 10 business initiative for them And 94% want to bring the cloud experience on premises. >>You know, I'll chime in. I think as you guys move to the sort of software world and container world affinity to developers homer. You talked about, you know, things like data protection and we talk about security being bolted on all the time. Now. It's designed in it's it's done at sort of the point of creation, not as an afterthought and that's a big change that we see coming. Uh Let's talk about, you know what also needs to change as customers make the move from this idea of managing storage to to managing data or maybe you can take that one. >>That's a that's a very interesting problem. Right. What are the things that have to be true in order for us to move into this new data management model? So, dave one of the things that the public cloud got right is the cloud operational model which sets the standard for agility and a fast pace for our customers in a classic I. T. On prime model. If you ever wanted to stand up an application or if you were thinking about standing up a particular workload, uh you're going to file a series of I. T. Tickets uh And then you are at the mercy of whatever complex processes exist within organization and and depending on what the level of approvals are within a particular organization, standing up a workload can take days, weeks or even months in certain cases. So what cloud did was a rock that level of simplicity for someone that wanted to instead she ate an app. This means that the provision of underlying infrastructure that makes that workload possible needs to be reduced to minutes from days and weeks. But so what we are intending to do over here is to bring the best of both worlds together so that the cloud experience can be experienced everywhere with ease and simplicity and the customers don't need to change their operating model. So it's blending the two together. And that's what we are trying to usher in into this new era where we start to differentiate between data management and storage management as two independent. Yes, >>Great. Thank you for that. Omer. So deep. I wonder if you could share with the audience, you know, the vision that you guys unveiled, What does it look like? How are you making it actually substantive and and real? >>Yeah. David, That's also great question. Um across the board it's time to reimagine data management. Everything that homer shared. Those challenges are leading to customers needing to break down the silos and complexity that plagues these distributed data environments. And our vision is to deliver a new data experience that helps customers unleash the power of data. We call this vision unified data obs Unified Data Ops integrates data centric policies to streamline data management cloud native control to bring the cloud operational model to where customers data labs and a I driven insights to make the infrastructure invisible. It delivers a new data experience to simplify and bring that agility of cloud to data infrastructure. Streamline data management and help customers innovate faster than ever before. We're making the promise of unified Data Ops Real by transforming H P E storage to a cloud native software defined data services business and introducing a data services platform that expands Hve Green Lake. >>I mean, you know, you talk about the complexity, I see, I look at it as you kind of almost embracing the complexity saying, look, it's gonna keep getting more complex as the cloud expands to the edge on prem Cross cloud, it gets more complex underneath. What you're doing is you're almost embracing that complexity, putting a layer over it and hiding that complexity from from the end customer that and so they can spend their time doing other things over. I wonder if you can maybe talk a little bit more about the data services console, is it sort of another, you know, software layer to manage infrastructure? What exactly is it? >>It's a lot more than that dave and you're you're 100% right. It's basically we're attempting in this release to attack that complexity. Head on. So simply put data services. Cloud console is a SAS based console that delivers cloud operational model and cloud operational agility uh to our customers, it unifies data operations through a series of cloud data services that are delivered on top of this console to our customers in a continuous innovation stream. Uh And what we have done is going back to the point that I made earlier separating storage and data management and putting the strong suites of each of those together into the SAS delivered console for our customers. So what we have done is we have separated data and infrastructure management away from physical hardware to provide a comprehensive and a unified approach to managing data and infrastructure wherever it lives from a customer's perspective, it could be at the edge, it could be in a coal. Oh, it could be in their data center or it could be a bunch of data services that are deployed within the public cloud. So now our customers with data services, cloud console can manage the entire life cycle of their data from all the way from deployment, upgrading and optimizing it uh from a single console from anywhere in the world. Uh This console is designed to streamline data management with cloud data services that enable access to data, It allows for policy-based data protection, it allows for an organizational wide search on top of your storage assets. And we deliver basically a 360° visibility to all your data from a single console that the customer can experience from anywhere. So, so if you look at the journey, the way we're deciding to deliver this. So the first in its first incarnation, uh data services, cloud console gives you infrastructure and cloud data services to start to do data management along with that. But this is that foundation that we are placing in front of our customers, the SAS console through which we get touch our customers on a daily basis. And now as our customers get access to the SAAS platform on the back end, we will continue to roll in additional services throughout the years on a true SAS based innovation base for our customers. And and these services can will be will be ranging all the way from data protection to multiple out data management, all the way to visibility all the way to understanding the context of your data as it's stored across your enterprise. And in addition to that, we're offering a consistent, revised, unified API which allows for our customers to build automation against their storage infrastructure without ever worrying about that. As infrastructure changes. Uh the A P I proof points are going to break for them. That is never going to happen because they are going to be programming to a single SAS based aPI interface from now on. >>Right. And that brings in this idea of infrastructures coding because you talk about as a service to talk about Green Lake and and my question is always okay. Tell me what's behind that. And if and if and if and if you're talking about boxes and and widgets, that's a it's a problem. And you're not you're talking about services and A P. I. S and microservices and that's really the future model. And infrastructure is code and ultimately data as code is really part of that. So, All right. So you guys, I know some of your branding folks, you guys give deep thought uh, to this. So the second part of the announcement is the new product brands and deep maybe you can talk about that a little bit. >>Sure. Ultimately delivering the cloud operational model requires cognitive data infrastructure and that has been engineered to be natively managed from the cloud. And that's why we have also introduced H. P. E. Electra. Omar. Can you perhaps described HB electro even more? >>Absolutely. Thank you. Sandy. Uh, so with with HB Electoral we're launching a new brand of cloud native hardware infrastructure to power our customers data all the way from edge to the core to the cloud. The releases are smaller models for the edge then at the same time having models for the data center and then expanding those services into the public cloud as well. Right. All these hardware devices, Electoral hardware devices are cloud native. Empowered by our Data services. Cloud Council. We're announcing two models with this launch H. P. E. Electra 9000. Uh, this is for our mission critical workloads. It has its history and bases in H P E primera. It comes with 100% availability guarantee. Uh It's the first of its type in the industry. It comes with standard support contract, No special verb is required. And then we're also launching HB electoral 6000. Uh These are based in our history of uh nimble storage systems. Uh These these are for business critical applications, especially for that mid range of the storage market, optimizing price, performance and efficiency. Both of these systems are full envy, any storage powered by our timeless capabilities with data in place upgrades. And then they both deliver a unified infrastructure and data management experience through the data services, cloud console. Uh and and and at the back end, unified ai Ops experience with H P E info site is seamlessly blended in along with the offering for our customers. >>So this is what I was talking about before. It's sort of not your grandfather's storage business anymore. Is this is this is this is something that is part of that, that unified vision, that layer that I talked about. The AP is the program ability. So you're you're reaching into new territory here. Maybe you can give us an example of how the customers experience what that looks like. >>Excellent, loved her Dave. So essentially what we're doing is we're changing the storage experience to a true cloud operational model for our customers. These recent announcements that we just went through along with, indeed they expand the cloud experience that our customers get with storage as a service with HPD Green Lake. So a couple of examples to make this real. So the first of all is simplified deployment. Uh, so I t no longer has to go through complex startup and deployment processes. Now, all you need to do is these systems shipped and delivered to the customer's data center. Operational staff just need to rack and stack and then leave, connect the power cable, connect the network cable. And the job is done from that point onwards, data services console takes over where you can onboard these systems, you can provision these systems if you have a pre existing organization wide security as well as standard profile setup in data services console, we can automatically apply those on your behalf and bring these systems online. From a customer's perspective, they can be anywhere in the world to onboard these systems, they could be driving in a car, they could be sitting on a beach uh And and you know, these systems are automatically on boarded through this cloud operational model which is delivered through the SAAS application for our customers. Another big example. All that I'd like to shed light on is intent based provisioning. Uh So Dave typically provisioning a workload within a data center is an extremely spreadsheet driven trial and error kind of a task. Which system do I land it on? Uh Is my existing sl is going to be affected which systems that loaded, which systems are loaded enough that I put this additional workload on it and the performance doesn't take. All of these decisions are trial and error on a constant basis with cloud data services console along with the electron new systems that are constantly in a loop back information feeding uh Typical analytics to the console. All you need to do is to describe the type of the workload and the intent of the workload in terms of block size S. L. A. That you would like to experience at that point. Data services console consults with intra site at the back end. We run through thousands of data points that are constantly being given to us by your fleet and we come back with a few recommendations. You can accept the recommendation and at that time we go ahead and fully deploy this workload on your behalf or you can specify a particular system and then we will try to enforce the S. L. A. On that system. So it completely eliminates the guesswork and the planning that you have to do in this regard. Uh And last but not the least. Uh you know, one of the most important things is, you know, upgrades has been a huge problem for our customers. Uh And typically oftentimes when you're not in this constant, you know, loop back communication with your customers. It often is a big challenge to identify which release or which bug fix or which update goes on to which particular machine. All of that has been completely taken away from our customers and fully automated. Uh we run thousands of signatures across are installed base. We identify which upgrades need to be curated for which machines in a fleet for a particular customer. And then if it applies to that customer we presented, and if the customer accepts it, we automatically go ahead and upgrade the system and and and last, but not the least from a global management perspective. Now, a customer has an independent data view of their data estate, independent from a storage estate. And data services. Council can blend the two to give a consistent view or you can just look at the fleet view or the data view. >>It's kind of the Holy Grail. I mean I've been in this business a long time and I think I t. People have dreamt about you know this kind of capability for for a long long time. I wonder if we could sort of stay on the customers for a moment here and and talk about what's enabled. Now everybody's talking digital transformation that I joke about the joke. Not funny. The force marched to digital with Covid uh and we really wasn't planned for but the customers really want to drive now that digital transfer some of them are on the back burner and now they're moving to the front burner. What are the outcomes that are that are enabled here? Omar. >>Excellent. So so on on a typical basis for a traditional I. T. Customer, this cloud operational model means that you know information technology staff can move a lot faster and they can be a lot more productive on the things that are directly relevant to their business. They can get up to 99% of the savings back to spend more time on strategic projects or best of all spend time with their families rather than managing and upgrading infrastructure and fleets of infrastructure. Right. For line of business owners, the new experience means that their data infrastructure can be presented can be provision where the self service on demand type of capability. Uh They necessarily don't have to be in the data center to be able to make those decisions. Capacity management, performance management, all of that is died in and presented to them wherever they are easy to consume SAS based models and especially for data innovators, whether it's D B A s, uh whether it's data analysts, they can start to consume infrastructure and ultimately data as a code to speed up their app development because again, the context that we're bringing forward is the context of data decoupling it from. Actually, storage management, storage management and data management are now two separate domains that can be presented through a single console to tie the end to end picture for a customer. But at the end of the day, what we have felt is that customers really really want to rely and move forward with the data management and leave infrastructure management to machine oriented task, which we have completely automated on their behalf. >>So I'm sure you've heard you got the memo about, you know, H H P going all in on as a service. Uh it's clear that the companies all in. How does this announcement fit in to that overall mission, Sandeep >>Dave. We believe the future is edge to cloud and our mission is to be the edge to cloud platform as a service company and as as HB transforms HP Green Lake is our unified cloud platform. Hp Green Link is how we deliver cloud services and agile cloud experiences to customers, applications and data across the edge to cloud. With the storage announcement that we made recently, we announced that we're expanding HB Green Lake with as a service transformation of the HPV storage business to a cloud native software defined data services business. And this expands storage as a service delivering full cloud experience to our customers data across edge and on prem environment across the board were committed to being a strategic partner for every one of our customers and helping them accelerate their digital transformation. >>Yeah, that's where the puck is going guys. Hey as always great conversation with with our friends from HP storage. Thanks so much for the collaboration and congratulations on the announcements and I know you're not done yet. >>Thanks. Dave. Thanks. Dave. All right. Dave. It's a pleasure to be here. >>You're very welcome. And thank you for being with us for hp. You discovered 2021. You're watching the cube, the leader digital check coverage. Keep it right there, but right back. >>Mhm. Mhm.

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave Volonte and you're watching the cube. We're here with Omar assad is the vice president GM of H P S H C I and primary storage and data management business. And Sandeep Singh was the vice president of marketing for HP storage division. Welcome gents. Great to see you. >>Great to be here. Dave, >>It's a pleasure to be here today. >>Hey, so uh, last month you guys, you made a big announcement and and now you're, you know, shining the spotlight on that here at discover Cindy. Maybe you can give us a quick recap, what do we need to know? >>Yeah, Dave. We announced that we're expanding HB Green Lake by transforming HB storage to a cloud native software defined data services business. We unveiled a new vision for data that accelerates data, dream of transformation for our customers. Uh and it introduced a and we introduced the data services platform that consists of two game changing innovations are first announcement was Data services cloud console. It's a SAS based console that delivers the cut operational agility and it's designed to unify data operations through a suite of cloud data services. Our 2nd announcement is HPE. Electra. It's cloud native data infrastructure to power your data edge to cloud. And it's managed natively with data services cloud console to bring that cloud operational model to our customers wherever their data lives together with the data services platform. Hp Green Green Lake brings that cloud experience to our customers data across edge and on premises environment and lays the foundation for our customers to shift from managing storage to managing data. >>Well, I think it lays the foundation for the next decade. You know, when we entered this past decade, we we were Ricky bobby's terms like software led that that sort of morphed into. So the software defined data center containers with kubernetes, Let's zoom out for a minute. If we can homer maybe you could describe the problems that you're trying to address with this announcement. >>Thanks dave. It's always a pleasure talking to you on these topics. So in my role as general manager for primary storage, I speak with the hundreds of customers across the board and I consistently hear that data is at the heart of what our customers are doing and they're looking for a data driven transformative approach to their business. But as they engage on these things, there are two challenges that they consistently faced. The first one is that managing storage at scale Is rife with complexity. So while storage has gotten faster in the last 20 years, managing a single array or maybe two or three arrays has gotten simpler over time. But managing storage at scale when you deploy fleet. So storage as customers continue to gather, store and lifecycle that data. This process is extremely frustrating for customers. Still I. T. Administrators are firefighting, they're unable to innovate for their business because now data spans all the way from edge to corridor cloud. And then with the advent of public cloud there's another dimension of multi cloud that has been added to their data sprawl. And then secondly what what we what we consistently hear is that idea administrators need to shift from managing storage to managing data. What this basically means is that I. D. Has a desire to mobilize, protect and provision data seamlessly across its lifecycle and across the locations that it is stored at. Uh This ensures that I. D. Leaders uh and also people within the organization understand the context of the data that they store and they operate upon. Yet data management is an extremely big challenge and it is a web of fragmented data silos across processes across infrastructure all the way from test and dev to administration uh to production uh to back up to lifecycle data management. Uh And so up till now data management was tied up with storage management and this needs to change for our customers especially with the diversity of the application workloads as they're growing and as customers are expanding their footprint across a multi cloud environment >>just to add to almost uh response there. We recently conducted a survey that was actually done by E. S. She. Um and that was a survey of IT. decision makers. And it's interesting what it showcased, 93% of the respondents indicated that storage and data management complexity is impeding their digital transformation. 95% of the respondents indicated that solving storage and data management complexity is a top 10 business initiative for them and 94% want to bring the cloud experience on premises, >>you know, al china. And I think as you guys move to the sort of software world and container world affinity to developers homer, you talked about, you know, things like data protection and we talk about security being bolted on all the time. Now. It's designed in it's it's done at sort of the point of creation, not as an afterthought. And that's a big change that we see coming. Uh But let's talk about, you know, what also needs to change as customers make the move from this idea of managing storage to to managing data or maybe you can take that one. >>That's a that's a that's a very interesting problem. Right. What are the things that have to be true in order for us to move into this new data management model? So, dave one of the things that the public cloud got right is the cloud operational model uh which sets the standard for agility and a fast pace for our customers in a classic I. T. On prime model, if you ever wanted to stand up an application or if you were thinking about standing up a particular workload, uh you're going to file a series of I. T. Tickets and then you're at the mercy of whatever complex processes exist within organization and and depending on what the level of approvals are within a particular organization, standing up a workload can take days, weeks or even months in certain cases. So what cloud did was they brought that level of simplicity for someone that wanted to instead she ate an app. This means that the provisioning of underlying infrastructure that makes that workload possible needs to be reduced to minutes from days and weeks. But so what we are intending to do over here is to bring the best of both worlds together so that the cloud experience can be experienced everywhere with ease and simplicity and the customers don't need to change their operating model. So it's blending the two together. And that's what we are trying to usher in into this new era where we start to differentiate between data management and storage management as two independent things. >>Great, thank you for that. Omer sometimes I wonder if you could share with the audience, you know, the vision that you guys unveiled, What does it look like? How are you making it actually substantive and and real? >>Yeah. Dave. That's also great question. Um across the board it's time to reimagine data management. Everything that homer shared. Those challenges are leading to customers needing to break down the silos and complexity that plagues these distributed data environments. And our vision is to deliver a new data experience that helps customers unleash the power of data. We call this vision unified data jobs, Unified Data Ops integrates data centric policies to streamline data management, cloud native control to bring the cloud operational model to where customers data labs and a I driven insights to make the infrastructure invisible. It delivers a new data experience to simplify and bring that agility of cloud to data infrastructure. Streamline data management and help customers innovate faster than ever before. We're making the promise of Unified Data Ops Real by transforming Hve storage to a cloud native software defined data services business and introducing a data services platform that expands Hve Green Lake. >>I mean, you know, you talk about the complexity, I see, I look at it as you kind of almost embracing the complexity saying, look, it's gonna keep getting more complex as the cloud expands to the edge on prem Cross cloud, it gets more complex underneath. What you're doing is you're almost embracing that complexity and putting a layer over it and hiding that complexity from from the end customer that and so they can spend their time doing other things over. I wonder if you can maybe talk a little bit more about the data services console, Is it sort of another software layer to manage infrastructure? What exactly is it? >>It's a lot more than that, Dave and you're you're 100% right. It's basically we're attempting in this release to attack that complexity head on. So simply put data services. Cloud console is a SAS based console that delivers cloud operational model and cloud operational agility uh to our customers. It unifies data operations through a series of cloud data services that are delivered on top of this console to our customers in a continuous innovation stream. Uh And what we have done is going back to the point that I made earlier separating storage and data management and putting the strong suites of each of those together into the SAS delivered console for our customers. So what we have done is we have separated data and infrastructure management away from physical hardware to provide a comprehensive and a unified approach to managing data and infrastructure wherever it lives. From a customer's perspective, it could be at the edge, it could be in a coal. Oh, it could be in their data center or it could be a bunch of data services that are deployed within the public cloud. So now our customers with data services. Cloud console can manage the entire life cycle of their data from all the way from deployment, upgrading and optimizing it uh from a single console from anywhere in the world. Uh This console is designed to streamline data management with cloud data services that enable access to data. It allows for policy-based data protection, it allows for an organizational wide search on top of your storage assets. And we deliver basically a 360° visibility to all your data from a single console that the customer can experience from anywhere. So, so if you look at the journey the way we're deciding to deliver this. So the first, in its first incarnation, uh Data services, Cloud console gives you infrastructure and cloud data services to start to do data management along with that. But this is that foundation that we are placing in front of our customers, the SAS console, through which we get touch our customers on a daily basis. And now as our customers get access to the SAAS platform on the back end, we will continue to roll in additional services throughout the years on a true SAS based innovation base for our customers. And and these services can will be will be ranging all the way from data protection to multiple out data management, all the way to visibility all the way to understanding the context of your data as it's stored across your enterprise. And in addition to that, we're offering a consistent revised unified Api which allows for our customers to build automation against their storage infrastructure. Without ever worrying about that. As infrastructure changes, uh, the A. P I proof points are going to break for them. That is never going to happen because they are going to be programming to a single SAS based aPI interface from now on. >>Right. And that brings in this idea of infrastructure as code because you talk about as a service to talk about Green Lake and and my question is always okay. Tell me what's behind that. And if and if and if and if you're talking about boxes and and widgets, that's a it's a problem. And you're not, you're talking about services and A P. I. S and microservices and that's really the future model and infrastructure is code and ultimately data as code is really part of that. So, All right. So you guys, I know some of your branding folks, you guys give deep thought to this. So the second part of the announcement is the new product brands and deep maybe you can talk about that a little bit. >>Sure. Ultimately delivering the cloud operational model requires cognitive data infrastructure and that has been engineered to be natively managed from the cloud. And that's why we have also introduced H. P. E. Electra. Omar, Can you perhaps described HB electro even more. >>Absolutely. Thank you. Sandy. Uh, so with with HB Electoral we're launching a new brand of cloud native hardware infrastructure to power our customers data all the way from edge to the core to the cloud. The releases are smaller models for the edge then at the same time having models for the data center and then expanding those services into the public cloud as well. Right. All these hardware devices, Electoral hardware devices are cloud native and powered by our data services. Cloud Council, we're announcing two models with this launch H. P. E Electoral 9000. Uh, this is for our mission critical workloads. It has its history and bases in H P E. Primera. It comes with 100% availability guarantee. Uh It's the first of its type in the industry. It comes with standard support contract, no special verb is required. And then we're also launching HB Electoral 6000. Uh These are based in our history of uh nimble storage systems. Uh These these are for business critical applications, especially for that mid range of the storage market, optimizing price, performance and efficiency. Both of these systems are full envy any storage powered by our timeless capabilities with data in place upgrades. And then they both deliver a unified infrastructure and data management experience through the data services, cloud console. Uh And and and at the back end unified Ai Ops experience with H P. E. Info site is seamlessly blended in along with the offering for our >>customers. So this is what I was talking about before. It's sort of not your grandfather's storage business anymore. This is this is this is something that is part of that, that unified vision, that layer that I talked about, the A. P. I. Is the program ability. So you're you're reaching into new territory here. Maybe you can give us an example of how the customers experience what that looks like. >>Excellent. Love to Dave. So essentially what we're doing is we're changing the storage experience to a true cloud operational model for our customers. These recent announcements that we just went through along with, indeed they expand the cloud experience that our customers get with storage as a service with HP Green Lake. So a couple of examples to make this real. So the first of all is simplified deployment. Uh So I t no longer has to go through complex startup and deployment processes. Now all you need to do is these systems shipped and delivered to the customer's data center. Operational staff just need to rack and stack and then leave connect the power cable, connect the network cable. And the job is done. From that point onwards, data services console takes over where you can onboard these systems, you can provision these systems if you have a pre existing organization wide security as well as standard profile setup in data services console, we can automatically apply those on your behalf and bring these systems online. From a customer's perspective, they can be anywhere in the world to onboard these systems, they could be driving in a car, they could be sitting on a beach. Uh And and you know, these systems are automatically on boarded through this cloud operational model which is delivered through the SAAS application for our customers. Another big example. All that I'd like to shed light on is intent based provisioning. Uh So Dave typically provisioning a workload within a data center is an extremely spreadsheet driven trial and error kind of a task. Which system do I land it on? Uh Is my existing sl is going to be affected which systems that loaded which systems are loaded enough that I put this additional workload on it and the performance doesn't take. All of these decisions are trial and error on a constant basis with cloud Data services console along with the electron new systems that are constantly in a loop back information feeding uh Typical analytics to the console. All you need to do is to describe the type of the workload and the intent of the workload in terms of block size S. L. A. That you would like to experience at that point. Data services console consults with intra site at the back end. We run through thousands of data points that are constantly being given to us by your fleet and we come back with a few recommendations. You can accept the recommendation and at that time we go ahead and fully deploy this workload on your behalf or you can specify a particular system and then people try to enforce the S. L. A. On that system. So it completely eliminates the guesswork and the planning that you have to do in this regard. Uh And last but not the least. Uh You know, one of the most important things is, you know, upgrades has been a huge problem for our customers. Uh And typically oftentimes when you're not in this constant, you know, loop back communication with your customers. It often is a big challenge to identify which release or which bug fix or which update goes on to which particular machine, all of that has been completely taken away from our customers and fully automated. Uh We run thousands of signatures across are installed base. We identify which upgrades need to be curated for which machines in a fleet for a particular customer. And then if it applies to that customer we presented, and if the customer accepts it, we automatically go ahead and upgrade the system and and and last, but not the least from a global management perspective. Now, a customer has an independent data view of their data estate, independent from a storage estate and data services. Council can blend the two to give a consistent view or you can just look at the fleet view or the data view. >>It's kind of the holy Grail. I mean I've been in this business a long time and I think I. T. People have dreamt about you know this kind of capability for for a long long time. I wonder if we could sort of stay on the customers for a moment here and and talk about what's enabled. Now. Everybody's talking digital transformation. I joke about the joke. Not funny. The force marched to digital with Covid. Uh and we really wasn't planned for but the customers really want to drive now that digital transfer some of them are on the back burner and now they're moving to the front burner. What are the outcomes that are that are enabled here? Omar. >>Excellent. So so on on a typical basis for a traditional I. T. Customer this cloud operational model means that you know information technology staff can move a lot faster and they can be a lot more productive on the things that are directly relevant to their business. They can get up to 99% of the savings back to spend more time on strategic projects or best of all spend time with their families rather than managing and upgrading infrastructure and fleets of infrastructure. Right for line of business owners, the new experience means that their data infrastructure can be presented can be provision where the self service on demand type of capability. Uh They necessarily don't have to be in the data center to be able to make those decisions. Capacity management, performance management, all of that is died in and presented to them wherever they are easy to consume. SaS based models and especially for data innovators, whether it's D B A s, whether it's data analysts, they can start to consume infrastructure and ultimately data as a code to speed up their app development because again, the context that we're bringing forward is the context of data decoupling it from. Actually, storage management, storage management and data management are now two separate domains that can be presented through a single console to tie the end to end picture for a customer. But at the end of the day, what we have felt is that customers really, really want to rely and move forward with the data management and leave infrastructure management to machine oriented task, which we have completely automated on their behalf. >>So I'm sure you've heard you got the memo about, you know, H H p going all in on as a service. Uh it is clear that the companies all in. How does this announcement fit in to that overall mission? Cindy >>dave We believe the future is edge to cloud and our mission is to be the edge to cloud platform as a service company and as as HB transforms HP Green Lake is our unified cloud platform. Hp Green Link is how we deliver cloud services and agile cloud experiences to customers applications and data across the edge to cloud. With the storage announcement that we made recently, we announced that we're expanding HB Green Lake with as a service transformation of the HPV storage business to a cloud native software defined data services business. And this expands storage as a service, delivering full cloud experience to our customers data across edge and on prem environment across the board were committed to being a strategic partner for every one of our customers and helping them accelerate their digital transformation. >>Yeah, that's where the puck is going guys. Hey as always great conversation with with our friends from HP storage. Thanks so much for the collaboration and congratulations on the announcements and and I know you're not done yet. >>Thanks. Dave. Thanks. Dave. >>Thanks. Dave. It's a pleasure to be here. >>You're very welcome. And thank you for being with us for hp. You discovered 2021 you're watching the cube, the leader digital check coverage. Keep it right there, but right back. >>Yeah. Yeah.

(upbeat music) >> Hello everyone, and welcome to The CUBE where we're covering the recent news from Hewlett Packard enterprise, making moves and storage. And with me are Omar Assad, vice president and general manager for Primary Storage, HCI and data management at HPE. And Sandeep Singh, who's the vice president of Storage Marketing at Hewlett Packard Enterprise. Gentlemen, welcome back to the CUBE Great to see you both. >> David, it's pleasure to be here. >> Always a pleasure talking to you David, thank you so much. >> Oh, it's my pleasure. Hey, so we just watched HPE make a big announcement and I wonder Sandeep if you could give us a quick recap. >> Yeah, of course, Dave. In the world of enterprise storage, there hasn't been a moment like this in decades upon at which everything is changing for data and infrastructure. And it's really coming at the nexus of data cloud and AI that's opening up the opportunity for customers across industries to accelerate their data-driven transformation. Building on that, we just unveiled a new vision for data that accelerates the data driving transformation for customers edge to cloud. And to pay that off, we introduce a new data services platform that consists of two game-changing innovations. First it's a data services cloud console which is a SAS based console that delivers cloud operational agility for customers. And it's designed to unify data operations through a suite of cloud services. Then our second announcement is HPE Electra. HB Electra is a cloud native data infrastructure portfolio to power your data edge to cloud. It's managed natively with data services cloud console and it brings that cloud operational model to customers wherever their data lives. These innovations are really combined with our industry leading AI ops platform which is HPE in foresight, and combine these innovations radically simplify and bring that cloud operational model to customers or data and infrastructure management. And it gives the opportunity for streamlining data management across the life cycle. These innovations are making it possible for organizations across the industries to unleash the power of data. >> That's kind of cool, I mean, a lot of the stuff we've been talking about for all these years is sort of this unified layer across all clouds on prem, AI injected in, I could tell you're excited and it sounds like you you can't wait to get these offerings in the hands of customers. But I wonder if we get back up a little a minute. Omer, maybe you could describe the problem statement that you're addressing with this announcement. What are customers really, what are their pain points? >> Excellent question, Dave. So in my role, as the general manager for data management and storage here at HPE, I get the wonderful opportunity to talk to hundreds of customers in a year. And as time has progressed, as the amount of data under organizations management has continued to increase. What I have noticed is that recently there are three main themes that are continuously emerging and are now bubbling at the top. The first one is storage infrastructure management itself is extremely complex for customers. While there have been lots of leaps and down progress in managing a single array or managing two arrays with a lot of simplification of the UI and maybe some modern UI are present. But as the problem starts to get at scale, as customers acquire more, and more assets to store and manage their data on premise, the management at scale is extremely complex. Yes, storage has gotten faster. Yes, flash has had a profound effect on performance availability and latency access to the data but infrastructure management and storage management as a whole has become a pain for customers and it's a constant theme as storage lifecycle management comes up, storage refresh has come up and deploying and managing storage infrastructure at scale comes up. So that's one of the main problems that I've been seeing as I talk to customers. Now, secondly, a lot of customers are now talking about two different elements. One is storage and storage deployment and life cycle management. And the second is the management of data that is stored on those storage devices. As the amount of data grows the silos continue to grow, a single view of life cycle management of data customers don't get to see it. And lastly, one of the biggest things that we see is a lot of customers are now asking, how can I extract a value from this data under my management because they can't seem to parse through the silos. So there is an incredible amount of productivity lost when it comes to data management as a whole, which is just fragmented into silos and then from a storage management. And when you put these two together and especially add two more elements to it which is hybrid management of data or a multi-cloud management of data, the silos and the sprawl just continues and there is nothing that is stitching together this thing at scale. So these are the three main themes that constantly appear in these discussions. Although in spite of these, a lot of modern enhancements in storage. >> Well, I wonder if I could comment guys. Is I've been following this industry for a number of years and you're absolutely right Omer. I mean, if you look at the amount of money and time and energy that's spent into or put into the data architectures, people are frustrated, they're not getting enough out of it. And I'd note that, the prevailing way in which we've attacked complexity historically is you build a better box. And well, that system was maybe easier to manage than the predecessor systems. All it did is create another silo and then the cloud, despite its inherent simplicity, that was another disconnected siloed. So then we threw siloed management solutions at the problem, and we're left with this collection of point solutions with data sort of trapped inside. So I wonder if you could give us your thoughts on that and do you agree? What data do you have around this problem statement? >> Yeah, Dave that's a great point. And actually ESG just recently conducted a survey of over 250 IT decision makers. And that actually brings one of the perfect validations of the problems that Omer, and you just articulated. What it showed is that 93% of the respondents indicated that storage and data management, that complexity is impeding their digital transformation. On average, the organizations have over 23 different data management tools which just typifies and is a perfect showcase of the fragmentation and the complexity that exists in that data management. And 95% of the respondents indicated that solving storage and data management, that complexity is a top 10 business initiative for them. And actually top five for 67% of the respondents. So it's a great validation across the board. >> Well, it's fresh in their minds too, because pre pandemic there was probably a mixed picture, right? It was probably well there's complacency or we're not moving fast enough, we have other priorities, but they were forced into this. Now they know what the real problem is. It's front and center. I liked that you're putting out there in your announcement, this sort of future state that you're envisioning for customers. And I wonder if we could sort of summarize that and share with our listeners that vision that you unveiled, what does it look like and how are you making it real? >> Yeah, overall, we feel very strongly that it's time for our customers to reimagine data management. And our vision is that customers need to break down the silos and complexity that plagues the distributed data environments. And they need to experience a new data experience across the board. That's going to help them accelerate their data-driven transformation. And we call this vision unified data ops. Unified data ops integrates data centric policies across the board to streamline data management, cloud native control and operations, to bring that agility of cloud and the operational model to wherever data lives. And AI driven insights and intelligence to make the infrastructure invisible. It delivers a whole new experience to customers to radically simplify and bring the agility of talent to data and data infrastructure. Streamlined data management, and really help customers innovate faster than ever before. And we're making the promise of unified data ops real by transforming the entire HPE storage business to a cloud native software defined data services. And that's through introducing a data services platform that expands HPE GreenLake. >> I mean, the key word I take away there Sandeep is invisible. I mean, as a customer I want you to abstract that complexity away that underlying infrastructure complexity is. I just don't want to see it anymore over. Omer, I wonder if we could start with the first part of the announcement. Maybe you can help us unpack data services, cloud console. I mean, people are immediately going to think it's just another software product to manage infrastructure. But to really innovate, I'm hoping that it's more than that. >> Absolutely, David, it's a lot more than that. What did we have done fundamentally at the root of the problem is we have taken the data and infrastructure control away from the hardware and through that, we provided a unified approach to manage the data wherever it lives. It's a full blown SAS console, which our customers get onto. And from there they can deploy appliances, manage appliances, lifecycle appliances and then they're not only stop at that, but then go ahead and start to get context around their data. But all of that is available through a SAS platform, a SAS console. 'Cause as every customer onboard themselves and their equipment and their storage infrastructure onto this console, then they can go ahead and define role-based access for different parts of their organization. They can also apply role-based access to HPE GreenLake management personnel, so they can come in and do and perform all the operations for the customers. We at the same console, by just being another access control methodology in that. And then in addition to that, data mobility is extremely important to our customers. How do you make data available in different hyperscaler clouds? If the customer's digital transformation requires that. So again, from that single cloud console, from that single data console, which we are naming here as data services console, customers are able to curate the data, maneuver the data, pre-position the data into different hyperscalers. But the beautiful thing is that the entire view of the storage infrastructure, the data with its that is stored on top of that access control methodologies and management framework is operational from a single SAS console which the customer can decide to give access to whichever management entity or authority comes into help them. And then what this leads us into is then combining these things into a northbound API. So anybody that wants to streamline operational manageability can then use these APIs to program against a single API which will then control the entire infrastructure on behalf of the customer. So if somebody, they, what this is, is it is bringing that cloud operational model that was so desired by each one of our customers into their data centers. And this is what I call an in-place transformation of a management experience for our customer by making them seamlessly available on a cloud operational model for their infrastructure. >> Yeah, and you've turned that into essentially an API with a lot of automation, that's great. So, okay. So that's kind of how you're trying to change the game here. You're charting new territory. You've talked to hundreds and hundreds of customers every year. I wonder if you could paint a picture from the customer perspective. How does their experience actually change? >> Wonderful, Dave. This allows me to break it down into bits and bites further for you. And I love that, right? So the way you look at it is, recently, the storage management from an, as we talked about earlier from an array perspective or maybe two arrays perspective has been simplified. I mean, it's a solved problem. But when you start to imagine deploying hundreds of arrays and these are large customers, they have massive amounts of data assets, storage management hasn't scaled along as the infrastructure scales. But if you look at the consumer world, you can have hundreds of devices, but the ownership model is completely set. So the inspiration for solving this problem for us actually lied, was inspired from consumerization of IT. And that's a big trend over here. So now we're changing the customer's ownership model, the customer's deployment model and the customer's data management model into a true cloud first model. So let me give some of the examples of that, right? So first of all, let's talk about deployment. So previously deployment has been a massive challenge for our customers. What does deployment in this new data services console world looks like? Devices show up, you rack them up and then you plug in the power cable, you plug in the network cable, and then you walk out of the data center. Data center administrator or the storage administrator, they will be on their iPad, on their data services console or iPhone or whatever the device of their choices, and from that console, from that point on, the device will be registered, onboarded. Its initial state will be given to it from the cloud. And if the customer has some predefined states for their previous deployment model already saved with the data console, they don't even need to do that. We'll just take that and apply that state and induct the device into the fleet. That's just one example. It's extremely simple. Plug in the power cable, plug in the network cable and the data center operational manager just walks out. After that you could be on the beach, you could be at your home, you could be driving in a car and this don't, I advise people not to fiddle with their I-phones when they're driving in a car, but still you could do it if you want to. So that's just one part from a deployment methodology perspective. Now, the second thing that Sandeep and I often bounce ideas bond is is it is provisioning of a workload. It's like a science these days. And is this array going to be able to absorb my workload? Is the latency going to go South? Does this workload latency profile match this particular piece of device in my data center? All of this is extremely manual. And it literally takes, I mean, if you talk to any of the customers or even analysts, deploying a workload is a massive challenge. It's a guesswork that you have to model and basically see how it works out. I think based on HPE info site, we're collecting hundreds and millions of data points from all these devices. So now to harness that and present that back to a customer in a very simple manner so that we can model on their behalf to the data services console, which is now workload of it. you just describe your workload. Hey, I'm going to need these many IOPS. And by the way, this happens to be my application. And that's it. On the backend, because we're managing your infrastructure, the cloud console understands your entire fleet. We are seeing the statistics and the telemetric coming off of your systems. And because now you've described the workload for us we can do that matching for you. And what intent based provisioning does is, describe your workloads in two or three clicks or maybe two or three API construct formats and we'll do the provisioning, the deployment and bringing it up for you on your behalf on the right pieces of infrastructure that matched it. And if you don't like our choices, you can manually change it as well. But from a provisioning perspective, a thing that took days can now come down to a couple of minutes of the description. And lastly then, global data management, distributed infrastructure from edge to cloud, invisible upgrades, only upgrading the right amount of infrastructure that needs the upgrade. All of that just comes rolling along with it, right? So those are some of the things that this data services console as a SAS management and scale allows you to do. >> And actually, if I can just jump in and add a little bit. What Omer described, especially with intent based provisioning, that's really bringing a paradigm shift to provisioning. It's shifting it from a long centric to app centric provisioning. And when you combine it with identity management and role-based access, what it means is that you're enabling self-service on demand provisioning of the underlying data infrastructure to accelerate the app workload deployment. And you're eliminating guesswork and providing the ability to be able to optimize service level objectives. >> Yeah, it sounds like you've really nailed in an elegant way that provisioning challenge. I've been saying for years if your primary expertise is deploying logical unit numbers you better find some other skills because the day is coming that that's just going to get automated away. So that's cool. There's another issue that I'm sure you've thought about, but I wonder if you could address. I mean, you've got the definition of cloud is changing, the cloud is expanding to on prem expand. The cloud is going out to the edge, it's going across clouds. And so security becomes a big issue that threat surface is expanding. The operating model is changing. So how are you thinking about addressing those security concerns? >> Excellent question, Dave. So most of the organizations that we've talked to... In today's modern world, almost every customer that I've talked to has deployed either some sort of a cloud console where they're either one of the customers for the hyperscalers or buy in for SAS based applications are pervasive across the customer base. And as you know, we were the first ones to introduce the automatic telemeter management through HPE info site. That's one of the largest storage SAS services in production today that we operate on behalf of our customers, which has, Dave, about 85% connectivity rate. So from that perspective, keeping customers data secure, keeping customers telemetry information secure, we're no stranger to that. Again, we follow all security protocols that any cloud operational SAS service would do so. Reverse tunneling, the firewall compliancy security audit logs that are published to our customers and published to customers chief information security officers. So all of those, what I call crossing the T's and dotted the I's, we do that with security expert and security policies for which each of our customers has a different set of rules. And we have a property engagement model that we go through that particular audit process for our customers. Then secondly, Dave, the data services cloud console is actually built on a fundamental cloud deployment technology that is not, sort of new. Aruba central, which is an Aruba management console which is also an HPE company it's been deployed, it's managing millions of access points in a SAS framework for our customers. So the fundamental building blocks of the data storage console from a basic enablement perspective come from the Aruba central console. And what we've taken is we've taken those generic cloud-based SAS services and then built data and storage centric SAS services on top of that and made them available to our customers. >> Yeah, I really like the Aruba. You picked that up several years ago . And it's same thing with, with info site, the way that you bring it to other parts of the portfolio. Those are really good signs to watch of successful acquisitions. All right, there's a lot here. I want to talk about the second part of the announcement. I know your branding team, you guys are serious about branding. That new product brand, maybe you could talk about that. >> So again, so delivering the cloud operational model is just the first piece, right? And now the second part of the announcement is delivering the cloud native hardware infrastructure which is extremely performance to go along with this cloud operational model. So what we have done Dave, in this announcement is we've announced HPE Electra. This is our new brand for our cloud native infrastructure to power your data and its appliances from core to the edge, to the cloud. And what it does is it takes the cloud operational model and this hardware is powered by that. It's completely wrapped around that. And so HPE Electra is available in two models right now, the HB electron 9,000, which is available for mission critical workloads, for those high intensity workloads with a hundred percent availability guarantee where no failure is ever an option. And then it's also available as HPE Electra 6,000, which is available for general purpose, business critical workloads, generally trying to address that mid range of the storage market. And both of these systems are full 100% NBME front and back. And they're powered by the same unified cloud management operational experience that the data cloud console provides. And what it does is it allows our customers to simplify the deployment model. It simplifies their management model and really, really allows them to focus on the context, the data and the app diversity, whereas data mobility, data connectivity, data management in a multi-cloud world is then completely obstructed from them. >> [Sandeep And Dave-- >> Go ahead, please. >> Just to jump in. HPE Electra combined with data services cloud console is delivering a cloud experience that makes deploying and scaling the application workloads as simple as flipping a switch. >> It really does. It really does. And I'm very comfortable in saying this, like HPE in foresight, we were the first in the industry to bring AI based elementary and support enabled metrics to work. And then here with data services console and the hardware that goes with it, we're just completely transforming the storage ownership and a storage management model. And for our customers, it's a seamless, non-disruptive upgrade with fully data in place upgrade. And they transform to a cloud operational model where they can manage their infrastructure better where they are through a complete consumer grade SAS console, is again the first of its kind, when you look at storage management and storage management at scale. >> And I like how you're emphasizing that management layer, but underneath you've got all the modern hardware technologies too which is important, because it's a performance it's got to be, a good price performance. So now can we bring this back again to the customers? What are the outcomes that this is going to enable for them? >> So I think Dave, the first and the foremost thing is as they scale their storage infrastructures, they don't have to think. It's really as simple as yeah, just send it to the data center, plug in the power cable, plug in the network cable and up it comes. And from that point onwards, the life cycle and the device management aspect are completely abstracted by the data services console. All they have to focus is I just have new capacity available to me and when I have an application, the system will figure it out for me where they need to deploy. So no more needing the guesswork, the Excel sheets of capacity management, the charge back models, none of that stuff is needed. And for customers that are looking to transform their applications, customers looking to refactor their applications into a hyperscaler model, or maybe transform from VM to containers, all they need to think about and focus is on that. The data will just follow these workloads from that perspective. >> And David, just to almost response here. As I speak with customers, one of the things I'm hearing from IT is that line of business really wants IT to deliver that agility of cloud. Yet IT also has to deliver all of the enterprise reliability, availability, all of the data services. And what's fantastic here is that through this cloud operational model, IT can deliver that agility, that line of business owners are looking for. At the same time they're been under pressure to do a lot more with less. And through this agility, IT is able to get time back, be able to focus more on the strategic projects, at the same time, be able to get time back to spend more time with our families. That's incredibly important. >> Well, I love the sort of mindset shift I'm seeing from HPE. We're not talking about how much the box weighs, we're talking about the customer experience. And I wonder, you know, that kind of leads me, Sandeep to how this kind of fits in to this new. Really to me, I'm seeing the transformation before our eyes but how does it fit into HPE's overall mission? >> Well Dave, our mission overall is to be the edge to cloud platform as a service company with HPE GreenLake, being the key to delivering that cloud experience. And as Omer put it, be able to deliver that cloud experience wherever the customer data lives. And today we're advancing HPE GreenLake as a service transformation of the HPE storage business to a software defined cloud data services business overall. And for our customers, this translates to our operational and ownership experience that unleashes their agility, their data and their innovation. So we're super excited. >> Guys, I can tell you're excited. Thanks so much for coming to the CUBE and summarizing the announcements, congratulations and best of luck to both of you and to HPE and your customers. >> Thank you, Dave. It was a pleasure. >> Thanks, Dave. (upbeat music)

>>Edge computing is predict, projected to be a multi-trillion dollar business. You know, it's hard to really pinpoint the size of this market. Let alone fathom the potential of bringing software, compute, storage, AI, and automation to the edge and connecting all that to clouds and on-prem systems. But what, you know, what is the edge? Is it factories? Is it oil rigs, airplanes, windmills, shipping containers, buildings, homes, race cars. Well, yes and so much more. And what about the data for decades? We've talked about the data explosion. I mean, it's mind boggling, but guess what, we're gonna look back in 10 years and laugh. What we thought was a lot of data in 2020, perhaps the best way to think about edge is not as a place, but when is the most logical opportunity to process the data and maybe it's the first opportunity to do so where it can be decrypted and analyzed at very low latencies that that defines the edge. And so by locating compute as close as possible to the sources of data, to reduce latency and maximize your ability to get insights and return them to users quickly, maybe that's where the value lies. Hello everyone. And welcome to this cube conversation. My name is Dave Vellante and with me to noodle on these topics is Omar Assad, VP, and GM of primary storage and data management services at HPE. Hello, Omer. Welcome to the program. >>Hey Steve. Thank you so much. Pleasure to be here. >>Yeah. Great to see you again. So how do you see the edge in the broader market shaping up? >>Uh, David? I think that's a super important, important question. I think your ideas are quite aligned with how we think about it. Uh, I personally think, you know, as enterprises are accelerating their sort of digitization and asset collection and data collection, uh, they're typically, especially in a distributed enterprise, they're trying to get to their customers. They're trying to minimize the latency to their customers. So especially if you look across industries manufacturing, which is distributed factories all over the place, they are going through a lot of factory transformations where they're digitizing their factories. That means a lot more data is being now being generated within their factories. A lot of robot automation is going on that requires a lot of compute power to go out to those particular factories, which is going to generate their data out there. We've got insurance companies, banks that are creating and interviewing and gathering more customers out at the edge for that. >>They need a lot more distributed processing out at the edge. What this is requiring is what we've seen is across analysts. A common consensus is that more than 50% of an enterprise is data, especially if they operate globally around the world is going to be generated out at the edge. What does that mean? More data is new data is generated at the edge, but needs to be stored. It needs to be processed data. What is not required needs to be thrown away or classified as not important. And then it needs to be moved for Dr. Purposes either to a central data center or just to another site. So overall in order to give the best possible experience for manufacturing, retail, uh, you know, especially in distributed enterprises, people are generating more and more data centric assets out at the edge. And that's what we see in the industry. >>Yeah. We're definitely aligned on that. There's some great points. And so now, okay. You think about all this diversity, what's the right architecture for these deploying multi-site deployments, robo edge. How do you look at that? >>Oh, excellent question. So now it's sort of, you know, obviously you want every customer that we talk to wants SimpliVity, uh, in, in, and, and, and, and no pun intended because SimpliVity is reasoned with a simplistic edge centric architecture, right? So because let's, let's take a few examples. You've got large global retailers, uh, they have hundreds of global retail stores around the world that is generating data that is producing data. Then you've got insurance companies, then you've got banks. So when you look at a distributed enterprise, how do you deploy in a very simple and easy to deploy manner, easy to lifecycle, easy to mobilize and easy to lifecycle equipment out at the edge. What are some of the challenges that these customers deal with these customers? You don't want to send a lot of ID staff out there because that adds costs. You don't want to have islands of data and islands of storage and promote sites, because that adds a lot of States outside of the data center that needs to be protected. >>And then last but not the least, how do you push lifecycle based applications, new applications out at the edge in a very simple to deploy better. And how do you protect all this data at the edge? So the right architecture in my opinion, needs to be extremely simple to deploy. So storage, compute and networking, uh, out towards the edge in a hyperconverged environment. So that's, we agree upon that. It's a very simple to deploy model, but then comes, how do you deploy applications on top of that? How do you manage these applications on top of that? How do you back up these applications back towards the data center, all of this keeping in mind that it has to be as zero touch as possible. We at HBS believe that it needs to be extremely simple. Just give me two cables, a network cable, a power cable, tied it up, connected to the network, push it state from the data center and back up at state from the ed back into the data center. Extremely simple. >>It's gotta be simple because you've got so many challenges. You've got physics that you have to deal your latency to deal with. You got RPO and RTO. What happens if something goes wrong, you've gotta be able to recover quickly. So, so that's great. Thank you for that. Now you guys have hard news. W what is new from HPE in this space >>From a, from a, from a, from a deployment perspective, you know, HPE SimpliVity is just gaining like it's exploding, like crazy, especially as distributed enterprises adopt it as it's standardized edge architecture, right? It's an HCI box has got stories, computer networking, all in one. But now what we have done is not only you can deploy applications all from your standard V-Center interface, from a data center, what have you have now added is the ability to backup to the cloud, right? From the edge. You can also back up all the way back to your core data center. All of the backup policies are fully automated and implemented in the, in the distributed file system. That is the heart and soul of, of the SimpliVity installation. In addition to that, the customers now do not have to buy any third-party software into backup is fully integrated in the architecture and it's van efficient. >>In addition to that, now you can backup straight to the client. You can backup to a central, uh, high-end backup repository, which is in your data center. And last but not least, we have a lot of customers that are pushing the limit in their application transformation. So not only do we previously were, were one-on-one them leaving VMware deployments out at the edge sites. Now revolver also added both stateful and stateless container orchestration, as well as data protection capabilities for containerized applications out at the edge. So we have a lot, we have a lot of customers that are now deploying containers, rapid manufacturing containers to process data out at remote sites. And that allows us to not only protect those stateful applications, but back them up, back into the central data center. >>I saw in that chart, it was a light on no egress fees. That's a pain point for a lot of CEOs that I talked to. They grit their teeth at those entities. So, so you can't comment on that or >>Excellent, excellent question. I'm so glad you brought that up and sort of at that point, uh, uh, pick that up. So, uh, along with SimpliVity, you know, we have the whole green Lake as a service offering as well. Right? So what that means, Dave, is that we can literally provide our customers edge as a service. And when you compliment that with, with Aruba wired wireless infrastructure, that goes at the edge, the hyperconverged infrastructure, as part of SimpliVity, that goes at the edge, you know, one of the things that was missing with cloud backups is the every time you backup to the cloud, which is a great thing, by the way, anytime you restore from the cloud, there is that breastfeed, right? So as a result of that, as part of the GreenLake offering, we have cloud backup service natively now offered as part of HPE, which is included in your HPE SimpliVity edge as a service offering. So now not only can you backup into the cloud from your edge sites, but you can also restore back without any egress fees from HBS data protection service. Either you can restore it back onto your data center, you can restore it back towards the edge site and because the infrastructure is so easy to deploy centrally lifecycle manage, it's very mobile. So if you want to deploy and recover to a different site, you could also do that. >>Nice. Hey, uh, can you, Omar, can you double click a little bit on some of the use cases that customers are choosing SimpliVity for, particularly at the edge, and maybe talk about why they're choosing HPE? >>What are the major use cases that we see? Dave is obviously, uh, easy to deploy and easy to manage in a standardized form factor, right? A lot of these customers, like for example, we have large retailer across the us with hundreds of stores across us. Right now you cannot send service staff to each of these stores. These data centers are their data center is essentially just a closet for these guys, right? So now how do you have a standardized deployment? So standardized deployment from the data center, which you can literally push out and you can connect a network cable and a power cable, and you're up and running, and then automated backup elimination of backup and state and BR from the edge sites and into the data center. So that's one of the big use cases to rapidly deploy new stores, bring them up in a standardized configuration, both from a hardware and a software perspective, and the ability to backup and recover that instantly. >>That's one large use case. The second use case that we see actually refers to a comment that you made in your opener. Dave was where a lot of these customers are generating a lot of the data at the edge. This is robotics automation that is going to up in manufacturing sites. These is racing teams that are out at the edge of doing post-processing of their cars data. Uh, at the same time, there is disaster recovery use cases where you have, uh, you know, campsites and local, uh, you know, uh, agencies that go out there for humanity's benefit. And they move from one site to the other. It's a very, very mobile architecture that they need. So those, those are just a few cases where we were deployed. There was a lot of data collection, and there's a lot of mobility involved in these environments. So you need to be quick to set up quick, to up quick, to recover, and essentially you're up to your next, next move. >>You seem pretty pumped up about this, uh, this new innovation and why not. >>It is, it is, uh, you know, especially because, you know, it is, it has been taught through with edge in mind and edge has to be mobile. It has to be simple. And especially as, you know, we have lived through this pandemic, which, which I hope we see the tail end of it in at least 2021, or at least 2022. They, you know, one of the most common use cases that we saw, and this was an accidental discovery. A lot of the retail sites could not go out to service their stores because, you know, mobility is limited in these, in these strange times that we live in. So from a central center, you're able to deploy applications, you're able to recover applications. And, and a lot of our customers said, Hey, I don't have enough space in my data center to back up. Do you have another option? So then we rolled out this update release to SimpliVity verse from the edge site. You can now directly back up to our backup service, which is offered on a consumption basis to the customers, and they can recover that anywhere they want. >>Fantastic Omer, thanks so much for coming on the program today. >>It's a pleasure, Dave. Thank you. >>All right. Awesome to see you. Now, let's hear from red bull racing and HPE customer, that's actually using SimpliVity at the edge. Countdown really begins when the checkered flag drops on a Sunday. It's always about this race to manufacture >>The next designs to make it more adapt to the next circuit to run those. Of course, if we can't manufacture the next component in time, all that will be wasted. >>Okay. We're back with Matt kudu, who is the CIO of red bull racing? Matt, it's good to see you again. >>Great to say, >>Hey, we're going to dig into a real-world example of using data at the edge and in near real time to gain insights that really lead to competitive advantage. But, but first Matt, tell us a little bit about red bull racing and your role there. >>Sure. So I'm the CIO at red bull racing and that red bull race. And we're based in Milton Keynes in the UK. And the main job job for us is to design a race car, to manufacture the race car, and then to race it around the world. So as CIO, we need to develop the ITT group needs to develop the applications is the design, manufacturing racing. We also need to supply all the underlying infrastructure and also manage security. So it's really interesting environment. That's all about speed. So this season we have 23 races and we need to tear the car apart and rebuild it to a unique configuration for every individual race. And we're also designing and making components targeted for races. So 20 a movable deadlines, um, this big evolving prototype to manage with our car. Um, but we're also improving all of our tools and methods and software that we use to design and make and race the car. >>So we have a big can do attitude of the company around continuous improvement. And the expectations are that we continuously make the car faster. That we're, that we're winning races, that we improve our methods in the factory and our tools. And, um, so for, I take it's really unique and that we can be part of that journey and provide a better service. It's also a big challenge to provide that service and to give the business the agility, agility, and needs. So my job is, is really to make sure we have the right staff, the right partners, the right technical platforms. So we can live up to expectations >>That tear down and rebuild for 23 races. Is that because each track has its own unique signature that you have to tune to, or are there other factors involved there? >>Yeah, exactly. Every track has a different shape. Some have lots of strengths. Some have lots of curves and lots are in between. Um, the track surface is very different and the impact that has some tires, um, the temperature and the climate is very different. Some are hilly, some, a big curves that affect the dynamics of the power. So all that in order to win, you need to micromanage everything and optimize it for any given race track. >>Talk about some of the key drivers in your business and some of the key apps that give you a competitive advantage to help you win races. >>Yeah. So in our business, everything is all about speed. So the car obviously needs to be fast, but also all of our business operations needed to be fast. We need to be able to design a car and it's all done in the virtual world, but the, the virtual simulations and designs need to correlate to what happens in the real world. So all of that requires a lot of expertise to develop the simulation is the algorithms and have all the underlying infrastructure that runs it quickly and reliably. Um, in manufacturing, um, we have cost caps and financial controls by regulation. We need to be super efficient and control material and resources. So ERP and MES systems are running and helping us do that. And at the race track itself in speed, we have hundreds of decisions to make on a Friday and Saturday as we're fine tuning the final configuration of the car. And here again, we rely on simulations and analytics to help do that. And then during the race, we have split seconds, literally seconds to alter our race strategy if an event happens. So if there's an accident, um, and the safety car comes out, or the weather changes, we revise our tactics and we're running Monte Carlo for example. And he is an experienced engineers with simulations to make a data-driven decision and hopefully a better one and faster than our competitors, all of that needs it. Um, so work at a very high level. >>It's interesting. I mean, as a lay person, historically we know when I think about technology and car racing, of course, I think about the mechanical aspects of a self-propelled vehicle, the electronics and the light, but not necessarily the data, but the data's always been there. Hasn't it? I mean, maybe in the form of like tribal knowledge, if somebody who knows the track and where the Hills are and experience and gut feel, but today you're digitizing it and you're, you're processing it and close to real time. >>It's amazing. I think exactly right. Yeah. The car's instrumented with sensors, we post-process at Virgin, um, video, um, image analysis, and we're looking at our car, our competitor's car. So there's a huge amount of, um, very complicated models that we're using to optimize our performance and to continuously improve our car. Yeah. The data and the applications that can leverage it are really key. Um, and that's a critical success factor for us. >>So let's talk about your data center at the track, if you will. I mean, if I can call it that paint a picture for us, what does that look like? >>So we have to send, um, a lot of equipment to the track at the edge. Um, and even though we have really a great wide area network linked back to the factory and there's cloud resources, a lot of the trucks are very old. You don't have hardened infrastructure, don't have ducks that protect cabling, for example, and you could lose connectivity to remote locations. So the applications we need to operate the car and to make really critical decisions, all that needs to be at the edge where the car operates. So historically we had three racks of equipment, like a safe infrastructure, um, and it was really hard to manage, um, to make changes. It was too flexible. Um, there were multiple panes of glass, um, and, um, and it was too slow. It didn't run her applications quickly. Um, it was also too heavy and took up too much space when you're cramped into a garage with lots of environmental constraints. >>So we, um, we'd, we'd introduced hyperconvergence into the factory and seen a lot of great benefits. And when we came time to refresh our infrastructure at the track, we stepped back and said, there's a lot smarter way of operating. We can get rid of all the slow and flexible, expensive legacy and introduce hyperconvergence. And we saw really excellent benefits for doing that. Um, we saw a three X speed up for a lot of our applications. So I'm here where we're post-processing data, and we have to make decisions about race strategy. Time is of the essence in a three X reduction in processing time really matters. Um, we also, um, were able to go from three racks of equipment down to two racks of equipment and the storage efficiency of the HPE SimpliVity platform with 20 to one ratios allowed us to eliminate a rack. And that actually saved a hundred thousand dollars a year in freight costs by shipping less equipment, um, things like backup, um, mistakes happen. >>Sometimes the user makes a mistake. So for example, a race engineer could load the wrong data map into one of our simulations. And we could restore that VDI through SimpliVity backup at 90 seconds. And this makes sure it enables engineers to focus on the car to make better decisions without having downtime. And we sent them to, I take guys to every race they're managing 60 users, a really diverse environment, juggling a lot of balls and having a simple management platform like HPE SimpliVity gives us, allows them to be very effective and to work quickly. So all of those benefits were a huge step forward relative to the legacy infrastructure that we used to run at the edge. >>Yeah. So you had the nice Petri dish and the factory. So it sounds like your, your goals, obviously your number one KPI is speed to help shave seconds time, but also costs just the simplicity of setting up the infrastructure. >>Yeah. It's speed. Speed, speed. So we want applications absolutely fly, you know, get to actionable results quicker, um, get answers from our simulations quicker. The other area that speed's really critical is, um, our applications are also evolving prototypes, and we're always, the models are getting bigger. The simulations are getting bigger and they need more and more resource and being able to spin up resource and provision things without being a bottleneck is a big challenge in SimpliVity. It gives us the means of doing that. >>So did you consider any other options or was it because you had the factory knowledge? It was HCI was, you know, very clearly the option. What did you look at? >>Yeah, so, um, we have over five years of experience in the factory and we eliminated all of our legacy, um, um, infrastructure five years ago. And the benefits I've described, um, at the track, we saw that in the factory, um, at the track we have a three-year operational life cycle for our equipment. When into 2017 was the last year we had legacy as we were building for 2018. It was obvious that hyper-converged was the right technology to introduce. And we'd had years of experience in the factory already. And the benefits that we see with hyper-converged actually mattered even more at the edge because our operations are so much more pressurized time has even more of the essence. And so speeding everything up at the really pointy end of our business was really critical. It was an obvious choice. >>Why, why SimpliVity? What why'd you choose HPE SimpliVity? >>Yeah. So when we first heard about hyperconverged way back in the, in the factory, um, we had, um, a legacy infrastructure, overly complicated, too slow, too inflexible, too expensive. And we stepped back and said, there has to be a smarter way of operating. We went out and challenged our technology partners. We learned about hyperconvergence within enough, the hype, um, was real or not. So we underwent some PLCs and benchmarking and, and the, the PLCs were really impressive. And, and all these, you know, speed and agility benefits, we saw an HP for our use cases was the clear winner in the benchmarks. So based on that, we made an initial investment in the factory. Uh, we moved about 150 VMs in the 150 VDI into it. Um, and then as, as we've seen all the benefits we've successfully invested, and we now have, um, an estate to the factory of about 800 VMs and about 400 VDI. So it's been a great platform and it's allowed us to really push boundaries and, and give the business, um, the service that expects. >>So w was that with the time in which you were able to go from data to insight to recommendation or, or edict, uh, was that compressed, you kind of indicated that, but >>So we, we all telemetry from the car and we post-process it, and that reprocessing time really it's very time consuming. And, um, you know, we went from nine, eight minutes for some of the simulations down to just two minutes. So we saw big, big reductions in time and all, ultimately that meant an engineer could understand what the car was during a practice session, recommend a tweak to the configuration or setup of it, and just get more actionable insight quicker. And it ultimately helps get a better car quicker. >>Such a great example. How are you guys feeling about the season, Matt? What's the team's sentiment? >>Yeah, I think we're optimistic. Um, we w we, um, uh, we have a new driver >>Lineup. Uh, we have, um, max for stopping his carries on with the team and Sergio joins the team. So we're really excited about this year and, uh, we want to go and win races. Great, Matt, good luck this season and going forward and thanks so much for coming back in the cube. Really appreciate it. And it's my pleasure. Great talking to you again. Okay. Now we're going to bring back Omer for quick summary. So keep it real >>Without having solutions from HB, we can't drive those five senses, CFD aerodynamics that would undermine the simulations being software defined. We can bring new apps into play. If we can bring new them's storage, networking, all of that can be highly advises is a hugely beneficial partnership for us. We're able to be at the cutting edge of technology in a highly stressed environment. That is no bigger challenge than the formula. >>Okay. We're back with Omar. Hey, what did you think about that interview with Matt? >>Great. Uh, I have to tell you I'm a big formula one fan, and they are one of my favorite customers. Uh, so, you know, obviously, uh, one of the biggest use cases as you saw for red bull racing is Trackside deployments. There are now 22 races in a season. These guys are jumping from one city to the next, they've got to pack up, move to the next city, set up, set up the infrastructure very, very quickly and average formula. One car is running the thousand plus sensors on that is generating a ton of data on track side that needs to be collected very quickly. It needs to be processed very quickly, and then sometimes believe it or not, snapshots of this data needs to be sent to the red bull back factory back at the data center. What does this all need? It needs reliability. >>It needs compute power in a very short form factor. And it needs agility quick to set up quick, to go quick, to recover. And then in post processing, they need to have CPU density so they can pack more VMs out at the edge to be able to do that processing now. And we accomplished that for, for the red bull racing guys in basically two are you have two SimpliVity nodes that are running track side and moving with them from one, one race to the next race, to the next race. And every time those SimpliVity nodes connect up to the data center collector to a satellite, they're backing up back to their data center. They're sending snapshots of data back to the data center, essentially making their job a whole lot easier, where they can focus on racing and not on troubleshooting virtual machines, >>Red bull racing and HPE SimpliVity. Great example. It's agile, it's it's cost efficient, and it shows a real impact. Thank you very much. I really appreciate those summary comments. Thank you, Dave. Really appreciate it. All right. And thank you for watching. This is Dave Volante. >>You.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Welcome to the cubes coverage of AWS reinvent 2020. The digital version I'm Lisa Martin and I have a couple of Cuba alumni joining me from Wien. We've got Danny Allen. It's C T O and S VP of product strategy And Dave Russell, VP of Enterprise Strategy, is here as well. Danny and a Welcome back to the Cube. >>Hi, Lisa. Great to be here. >>Hey, Lisa. Great to be here. Love talking with this audience >>It and thankfully, because of technologies like this in the zoom, were still able to engage with that audience, even though we would all be gearing up to be Go spending five days in Vegas with what 47,000 of our closest friends across, you know, and walking a lot. But I wanted Thio. Danny, start with you and you guys had them on virtually this summer. That's an event known for its energy. Talk to me about some of the things that you guys announced there. And how are your customers doing with this rapid change toe? work from home and this massive amount of uncertainty. >>Well, certainly no one would have predicted this the beginning of the year. There has been such transformation. There was a statement made earlier this year that we've gone through two years of transformation in just two months, and I would say that is definitely true. If you look both internally and bean our workforce, we have 4400 employees all of a sudden, 3000 of them that had been going into the office or working from home. And that is true of our customer base as well. There's a lot of remote, uh, remote employ, mental remote working, and so that has. You would think it would have impact on the digital systems. But what it's done is it's accelerated the transformation that organizations were going through, and that's been good in a number of different aspects. One certainly cloud adoption of clouds picked up things like Microsoft teams and collaboration software is certainly picked up, so it's certainly been a challenging year on many fronts. But on the on the other hand, it's also been very beneficial for us as well. >>Yeah, I've talked to so many folks in the last few months. There's silver linings everywhere. There's opportunity everywhere. But give our audience standing an overview of who them is, what you do and how you help customers secure their data. >>Sure, so VM has been in the backup businesses. What I'll say We started right around when virtualization was taking off a little before AWS and you see two left computing services on DWI would do back up a virtual environments. You know, over the last decade, we have grown into a $1 billion company doing backup solutions that enable cloud data management. What do you mean by that? Is we do backup of all kinds of different infrastructures, from virtual to cloud based Assad's based to physical systems, You name it. And then when we ingest that data, what we do is we begin to manage it. So an example of this is we have 400,000 customers, they're going back up on premises. And one of the things that we've seen this year is this massive push of that backup data into S three into the public cloud and s. So this is something that we help our customers with as they go through this transformation. >>And so you've got a team for a ws Cloud native solution. Talk to me a little bit about that. And how does that allow business is to get that centralized view of virtual physical SAS applications? >>Yeah, I think it all starts with architecture er and fundamentally beams, architectures. ER is based upon having a portable data format that self describing. So what >>does >>that mean? That means it reduces the friction from moving data that might have been born on premises to later being Stan Shih ated in, say, the AWS cloud. Or you can also imagine now new workloads being born in the cloud, especially towards the middle and end of this year. A lot of us we couldn't get into our data center. We had to do everything remotely. So we had to try to keep those lights on operationally. But we also had to begin to lift and shift and accelerate your point about silver linings. You know, if there is a silver lining, the very prepared really benefited. And I think those that were maybe a little more laggards they caught up pretty quickly. >>Well, that's good to hear stick big sticking with you. I'd love to get your perspectives on I t challenges in the last nine months in particular, what things have changed, what remains the same. And where is back up as a priority for the the I T folks and really the business folks, too? >>Yeah, I almost want to start with that last piece. Where? Where's backup? So back up? Obviously well understood as a concept, it's well funded. I mean, almost everybody in their right mind has a backup product, especially for critical data. But yet that all sounds very much the same. What's very, very different, though? Where are those workloads? Where do they need to be going forward? What are the service level agreements? Meaning that access times required for those workloads? And while we're arguably transitioning from certain types of applications to new applications, the vast majority of us are dead in the middle of that. So we've got to be able to embrace the new while also anchoring back to the past. >>Yeah, I'm not so easily sudden, done professionally or personally, Danny, I'd love to get your perspective on how your customer conversations have changed. You know, we're executives like you, both of you are so used to getting on planes and flying around and being able Thio, engage with your customers, especially events like Vermont, and reinvent What's the change been like? And from a business perspective, are you having more conversations at that business? Little as the end of the day. If you can't recover the data, that's the whole point, right? >>Yeah, it is. I would say the conversations really have four sentiments to them. The first is always starts with the pandemic and the impact of the pandemic on the business. The second from there is it talks about resource. We talked about resource management. That's resource management, both from a cost perspective. Customers trying to shift the costs from Capex models typically on premises into Op X cloud consumption models and also resource management as well. There's the shift from customers who are used to doing business one way, and they're trying to shift the resources to make it effective in a new and better way. I'd say the third conversation actually pivots from there to things like security and governance. One of the interesting things this year we've seen a lot of is ransomware and malware and attacks, especially because the attack surface has increased with people working from home. There is more opportunity for organizations to be challenged, and then, lastly, always pivots where it ends up his digital transformation. How do I get from where I used to be to where I want to be? >>Yeah, the ransomware increase has been quite substantial. I've seen a number of big. Of course you never want to be. The brand garment was head Carnival Cruise Line. I think canon cameras as well and you're talking about you know you're right, Danny. The attacks are toe surfaces, expanding. Um, you know, with unprotected cloud databases. I think that was the Facebook Tic Tac Instagram pack. And so it's and also is getting more personal, which we have more people from home, more distractions. And that's a big challenge that organizations need to be prepared for, because, really, it's not a matter of are we going to get a hit? But it's It's when, and we need to make sure that we have that resiliency. They've talked to us about how them enables customers toe have that resiliency. >>Yeah, you know, it's a multilayered approach like you know, any good defensive mechanism. It's not one thing it's trying to do all of the right things in advance, meaning passwords and perimeter security and, ideally, virtual private networks. But to your point, some of those things can fail, especially as we're all working remotely, and there's more dependence on now. Suddenly, perhaps not so. I t sophisticated people, too. Now do the right things on a daily basis and your point about how personal is getting. If we're all getting emails about, click on this for helpful information on the pandemic, you know there's the likelihood of this goes up. So in addition to try and do good things ahead of time, we've got some early warning detection capabilities. We can alert that something looks suspicious or a novelist, and bare bears out better investigation to confirm that. But ultimately, the couple of things that we do, they're very interesting and unique to beam are we can lock down copy of the backup data so that even internal employees, even somewhat at Amazon, can't go. If it's marked immutable and destroy it, remove it, alter it in any way before it's due to be modified or deleted, erased in any way. But one of the ones I'm most excited about is we can actually recover from an old backup and now introduce updated virus signatures to ensure we don't reintroduced Day zero threats into production environment. >>Is it across all workloads, physical virtual things like, you know, Microsoft or 65 slack talked about those collaboration tools that immune ability, >>so immune ability. We're expanding out into multiple platforms today. We've got it on on premises object storage through a variety of different partners. Actually, a couple dozen different partners now, and we have something very unique with AWS s three object lock that we you can really lock down that data and ensure that can't be compromised. >>That's excellent, Danny, over to you in terms of cloud adoption, you both talked about this acceleration of digital business transformation that we've all seen. I think everyone has whiplash from that and that this adoption of cloud has increased. We've seen a lot of that is being a facilitator like, are you working with clients who are sort of, you know, maybe Dave at that point you talked about in the beginning, like kind of on that on that. Bring in the beginning and we've got to transform. We've got to go to the cloud. How do you kind of help? Maybe facilitate their adoption of public health services like AWS with the technologies that the off first? >>Yeah, I'd say it's really two things everyone wants to say, Hey, we're disrupting the market. We're changing everything about the world around us. You should come with us. Being actually is a very different approach to this one is we provide stability through the disruption around you. So as your business is changing and evolving and you're going through digital transformation, we can give you the stability through that and not only the stability through that change, but we can help in that change. And what I mean by that is if you have a customer who's been on premises and running the workloads on premises for a long while, and maybe they've been sending their backups and deaths three and flagging that impute ability. But maybe now they want to actually migrate the workloads into E. C to weaken. Do that. It's a It's a three step three clicks and workflow to hit a button and say send it up into Easy to. And then once it's in AWS, we can protect the workload when it's there. So we don't just give the stability in this changing environment around us. But we actually help customers go through that transformation and help them move the workloads to the most appropriate business location for them. >>And how does that Danny contending with you from a cost optimization perspective? Of course, we always talk about cost as a factor. Um, I'm going to the cloud. How does that a facilitator of, like, being able to move some of those workloads like attitude that you talked about? Is that a facilitator of cost optimization? Lower tco? I would imagine at some point Yes, >>Yes, it is. So I have this saying the cloud is not a charity right there later in margin, and often people don't understand necessarily what it's going to cost them. So one of the fundamental things that we've had in being back up for a W s since the very beginning since version one is we give cost forecasting and it's not just a rudimentary cost forecasting. We look at the storage we looked compute. We looked at the networking. We look at what all of the different factors that go into a policy, and we will tell them in advance what it's going to cost. That way you don't end up in a position where you're paying a lot more than you expected to pay. And so giving that transparency, giving the the visibility into what the costs of the cloud migration and adoption are going to be is a critical motivator for customers actually to use our software. >>Awesome. And Dave, I'm curious if we look at some of the things trends wise that have gone on, what are you seeing? I t folks in terms of work from home, the remote workers, but I am imagine they're getting their hands on this. But do you expect that a good amount of certain types of folks from industries won't go back into the office because I ts realizing, like more cost optimization? Zor Hey, we don't need to be on site because we can leverage cloud capabilities. >>Yeah, I think it works, actually, in both directions least, I think we'll see employees continue to work remotely, so the notion of skyscrapers being filled with tens of thousands of people, you know, knowledge workers, as they were once called back in the day. That may not come to pass at least any time soon. But conversely to your point everybody getting back into the data center, you know, from a business perspective, the vast majorities of CEO so they don't wanna be in the real estate business. They don't wanna be in the brick and mortar and the power cooling the facilities business. So >>that was >>a trend that was already directionally happening. And just as an accelerant, I think 2000 and 20 and probably 2021 at least the first half just continues that trend. >>Yeah, Silicon Valley is a bit lonely. The freeways there certainly emptier, which is one thing. But it is. It's one of those things that you think you could be now granted folks that worked from home regardless of the functions they were in before. It's not the same. I think we all know that it's not the same working from home during a pandemic when there's just so much more going on. But at the same time, I think businesses are realizing where they can actually get more cost optimization. Since you point not wanting to manage real estate, big data centers, things like that, that may be a ah, positive spin on what this situation has demonstrated. Daddy Last question to you. I always loved it to hear about successful customers. Talk to me about one of your favorite reference customers that really just articulates beams value, especially in this time of helping customers with so many pivots. >>Well, the whole concept of digital transformation is clearly coming to the forefront with the pandemic. And so one of my favorite customers, for example, ducks unlimited up in Canada. They have i ot sensors where they're collecting data about about climate information. They put it into a repository and they keep it for 60 years. Why 60 years? Because who knows? Over the next 60 years, when these sensors in the data they're collecting may be able to solve problems like climate change. But if you >>look at it >>a broader sense, take that same concept of collection of data. I think we're in a fantastic period right now where things like Callum medicine. Um, in the past, >>it was >>kind of in a slow roll remote education and training was on kind of a slow roll. Climate change. Slow roll. Um, but now the pandemics accelerating. Ah, lot of that. Another customer, Royal Dutch Shell, for example. Traditionally in the oil and petrochemical industry, their now taking the data that they have, they're going through this transformation faster than ever before and saying, How do I move to sustainable energy? And so a lot of people look at 2020 and say, I want how does this year? Or, you know, this is not the transformation I want. I actually take the reverse of that. The customers that we have right now are taking the data sets that they have, and they're actually optimizing for a more sustainable future, a better future for us and for our Children. And I think that's a fantastic thing, and being obviously helps in that transformation. >>That's excellent. And I agree with you, Danny, you know, the necessity is the mother of invention. And sometimes when all of these challenges air exposed, it's hard right away to see what are the what are the positives right? What are the opportunities? But from a business perspective is you guys were talking about the beginning of our segment, you know, in the beginning was keeping the lights on. Well, now we've got to get from keeping the lights on, too. Surviving to pivoting well to thriving. So that hopefully 2021 this is good as everybody hopes it's going to be. Right, Dave? >>Yeah, absolutely. It's all data driven and you're right. We have to move from keep the lights up on going the operational aspect to growing the business in new ways and ideally transforming the business in new ways. And you can see we hit on digital transformation a number of times. Why? Because its data driven, Why do we intercept that with being well? Because if it's important to you, it's probably backed up and held for long term safekeeping. So we want to be able to better leverage the data like Danny mentioned with Ducks Unlimited. >>And of course, as we know, data volumes are only growing. So next time you're on day, you have to play us out with one of your guitars. Deal >>definitely, definitely will. >>Excellent for Dave Russell and Danny Allen. I'm Lisa Martin. Guys, thank you so much for joining. You're watching the Cube

>>from around the globe. It's the Cube covering HP Discover Virtual experience Brought to you by HP >>Welcome back. I'm stew Minuteman. And this is the Cube's coverage of HP. Discover the virtual experience. Gonna be digging into some primary storage. Happy to welcome to the program. First time guest. Former Assad. He's the vice president and general manager for both primary storage and data services with Hewlett Packard Enterprise. Omar, thanks so much for joining us. >>Thanks to happy to be here. Thanks for the invite. All >>right, so So why did you start out? Frame out for us? Kind of Ah, where primary storage fits in in the portfolio in your charter >>there. Thanks. Yeah. So primary storage is a combination off hp, primera, HP, nimble and all the associative software and data management services that go along with it. We are part of the broader HP storage umbrella. In addition to that, we have the HB h C I business and the HP complete partnerships that partner with our go to market partners and bring total intentions for our customers. From my perspective on the general manager for Primary nimble and all the data management services that come along with it. So that's what people. The primary storage portfolio mainly centered around block services for our for our customers. >>Excellent. Well, Omer, you know, you've been in the storage industry for quite a while. We always know that the only constant in our industry is that things are always changing. However, here in 2020 it's a little bit more unusual than normal. Give us a little bit of insight as to you know, how your customers responding, how HPE is helping them during the current global pandemic. >>Obviously, you know, across the industry across the world, it's a very difficult time, you know, definitely where customers are facing some challenges from our perspective. You know, one of the biggest things that we noticed was in these unprecedented safety is the paramount eso concern for each one of your customers and for HP ways in our fellow sort of workers around the globe, the access to the data center has costs, um, some challenges for our customers, obviously for capacity expansion purposes, for scaling up work from home needs. You can do all of them. But for all of our customers, you know, as the pandemic kid in the shelter in place. Global policies came across the access to it. Did the data center became a big problems? Well, right, so just, you know, a lot of vendors that make changes to it. After these solutions off an HP perspective, we added a couple of policies, like 90 days payment difference. In addition to that, a bunch of financing capabilities to allow our customers to focus on that cash flow help on not to worry about some of the purchase decisions, but it comes from a storage perspective now. In addition to that, HP was also fortunate enough to have to cloud storage services. We have data protection online services. They have block storage online services. These are just sort of cloud based services that are available in conjunction with our portfolio to our customers. So one of the unique ways that we were able to help our customers is for without accessing their data center, they were able to slip a lot of their own from storage and former Peter snapshots or data migrations into our cloud storage subscriptions, which we expect extended to our customers and they were able to expand, and we're just in time capacity to scale up there in data center needs without actually accessing the business. So some down perspective. It was very profound experience that we had in order to sort of keep our customers operations running while we were shipping at psychopathy an expansion capacity for them as they scale sort of work from home operation. Like VD. I database scale up as as they adapted to these sort of uncertain times. >>Well, excellent. Absolutely. A spotlight has been shown on you can the products and services with liver for what we needed. That flexibility that you mentioned so critically important. Great to see things like the financial pieces to to make sure you can help companies in these uncertain times here at Discover. So, of course, let's tee up and not keep things waiting any longer. Uh, what's new? Ah, for your piece. Polio. >>So there are a couple of the new announcements that we're bringing to the market over here, right? And one of the biggest ones that I'm most excited by is obviously autonomous operations and ai ops that we're now extending, uh, for our customers for actually taking action. So what that means is, we were sort of the first to market with AI ops, which is our info side technology that was built off the top three nimble storage acquisition that happened within HP. Then we sort of extended that to, uh, to be primarily, we extended that to HP three par on then Also, we're now extending that to be simplicity so that the enormity of the size off this AI operation on automation that it just continues to grow right from. From from a primary perspective, especially, we're now bringing intelligent and intelligence autonomous operations on two primary as well, which basically means all the models and all the AI engines that we have trained for analytics for helping our customers. Our 13 workloads for providing proactive support and pro active recommendations to impose a couple of those models are now ported into our tiers of the portfolio. That is HP primarily so not only can we make recommendations in primary, but now we have also made the Kent. If the customer allows us to go ahead and actually implement those decisions, eso, Primerica and automatically adjusts without having the user intervene because in tier zero applications, the time to intervene is very, very no food non existent. So given certain set of parameters and given a certain set of policies. Http Primary. I can now execute the recommendations autonomously and make real time changes, the workloads and profiled in US policies to keep our customers Boeing rather than just a recommendation. Again, this is the first of its class for AI, and autonomous applications with intelligence is not only in recommendations but now also going ahead and executing. That's decisions from a primary storage perspective. >>O Mara with the things that you were just talking about, this bring us inside. You know what's changing inside the customers that you're working with, you know, traditionally, storage. You know, you had a storage administrator, people thinking about you know, the speeds and feeds and all the knobs that they can turn with storage. When you start talking about autonomous and AI functions coming in, I have to expect there's different requirements from the customer and there's different people engage with it s o, you know, bring us inside what you're seeing at the customer side. >>It's actually interesting you here you could explode on, right, So from a customer perspective, it's always you know the the do more with less right that is happening on the training side that is happening on the customer persona side. So, you know, simplifying the portfolio. Is it absolutely one of the biggest, therefore, customers? They're the general push the words the I t generalist back there. Management perspective. From a perspective, there's a lot of simple City that is desired. So one of the biggest things that we have changed with 18 primarily is that if the industry's first tier zero platform, it gives 100% availability guarantee s so it really simplifies from a responsibility perspective from a customer's perspective, where we picked up most of the risk by giving the customers 100% availability guarantee. It's the industry's first year zero platform that is self upgradable, self installing and now also self autonomously executing operations on the customer's behalf. So again, from a monitoring perspective, from from an installation perspective from a day to day operational cost perspective, it's really, really ties into that. Do more with less team from a customer's perspective, right? And then the maximum from an AI ops perspective. You know, Prospect Analytics. We were the 1st 1 to bring that to the market. Now we've extended up to it across the portfolio on and then some recommendations. Perspective. Not only there are these proactive recommendations, but then also, if the customer allows us, we will go ahead and execute those recommendations in order to 24 by seven mission critical operations continuously running and continuously adapting to changing conditions from a customer perspective and then on the customer side. Again, there's a lot more simple a city that has been enforced into the environment because again yourself installed so complete, self automate, self autonomous, sort of storage operations happy introduced in tier zero environment. And I think that's the biggest breakthrough in bringing that simplicity in the Tier zero. >>Excellent. You also you mentioned that one of the things that companies air leveraging now when they need to be working remote is the remote backup capability. Bring us the latest as to what he's doing when it comes to a cloud backup. >>So against what you raised, an important point right? One of the biggest things that this pandemic has so far made the ICTY operational staff realized that although there could be an outage, but there could be an outage of the kind where the systems might be running. But you won't have access to the data center, right? This shelter in place has been huge learning lesson for for operation teams. Right, So one of the things that we have now introduced, you know HP was with nimble storage earlier was one of the first technologies to have a cloud storage block. Services available to our customers now have expanded that portfolio, and now we have cloud volumes also available. So when you buy HD primera as your peers zero offering or if you buy a 80 nimble storage as your mid range Tier one offering with both, we now include http cloud volumes of backup services. So not only do you have access to on Prem storage, but you have access to backup capabilities, which are not managed by HP for our customers as well. And then, in addition to that, the mobility technology that sources Depot that transfers these backups into an HP and managed back up service is also included with the piece of software and then, in addition to that, we have also made Hve cloud backup available to our highest partner. So whether you were seen whether you're calm vault, we have source site plug ins available so our customers water on our partner ecosystem and also take advantage of that. One of the biggest changes that you know, as you know, Reid rate at this point, it is included with our portfolio is included from a software perspective. No particular physical changes need to be made at the data center, and customers can take advantage of that. You know, as soon as they start consuming the the primera or nimble boxes along along with the rest of the portfolio. >>Yeah, you know, back up to the cloud was one of the earliest cloud storage solutions that we saw there. It's good to hear you say that you you've got kind of integrations with partners and with your portfolio, anything else that you point out that really differentiates what HP is doing compared to other cloud providers or other software solutions out >>there. So to do things right, So from from a data protection perspective, this entire software portfolio is sort of bundled in when, when you when you look at HP primera or when you look at HP nimble like one of the biggest different shading factors is that the entire encapsulation off a solution from a workload perspective is Write your application autonomous support. So whether you're running sequel Oracle DB next gen applications. The awareness of these workloads is present inside of info site, and it is also present inside of the boxes. And then he regards to that their lifecycle management. Uh, there, you know, data visibility's recovery capabilities there Diyar capabilities that entire equal system and and what what it takes to make a little work. It's also built into HD primarily and being nimble environments and proactive support off visibility and lifecycle. Operational support of these workloads that the wave missed from an intelligence perspective is built in with people set right. So one of the largest single or the most critical difference is that it's not a piecemeal solutions. The entire ecosystem portfolio from a protection lifecycle management. We are just a death is completely talk to and incorporated. When you buy any particular aspect of the V block storage. >>Excellent. Well, when we talk about primary storage, one of the big impacts on that market has been that the wave of hyper converged infrastructure. You know, I've had conversations. Everything from your Green Lake offering is how to have a managed service with many options with h c. I underneath that, of course, HP purchase simplicity. Help us understand. You know where you think HD I fits today and how that relates toe overall, your section of the market >>Absolutely right. So AI has had a profound impact in simplifying the consumption of the data center. Right? 80 I, according to me, is an experience. It's an infrastructure consumption experience. Ah, storage, networking. Compute or abstracted out, and you start to consume that as Watson Machine Instances to simplify your operations. Right? So from an HP perspective, 80 simplicity is one for our largest offerings in the portfolio for, you know, for smaller data centers. For for the Generalists, for the Edge Cases HP Simplicity Simplicity is one of the preferred choices that the customers built right now. In addition to that, we've also introduced DHC I, which is this ability aggregated 80. Either this aggregated 80 a sort of on the name it is, it is sort of a conversation starter that that's why we love it. But again, in keeping to do the nature off. You know, it's the eyes of consumption. Once you Once you put the infrastructure in the closet and you shut the closet door, you should not be able to sort of tell whether it's a single box that's running the entire portfolio. Are this aggregated storage, networking and compute instances that are running the portfolio? From our perspective, you know the flexibility that the customer has from a consumption model. So storage, networking and compute in a single model in a single chassis, if that is simply for for the customer. But then if the compute and the networking and the storage needs need to still independently but yet maintain the same simplicity off the consumption infrastructure, we offer that use case as well. And that's where DHC I based on HP Nimble storage with HP Prime servers and Aruba EMC switches all consumed as a single software comes into play, so all the flexibility are in worse. But the simplicity of hyper converged is consolidated, and then, from a from a financial perspective, the customers can buy on cap backs, and all PACs basically relate or not be like it's up to the customer But again, then the focuses focuses one on the hardware. Stupid focuses on what the software consumption layers are. And then from a flexibility perspective, yet being able to scale storage and networking independently should the customer want that flexibility? >>Yeah. You know, without getting into too much of the naming conventions we actually, we keep on the research arm. We had put out what we call server san, and it was looking at the architectures that the hyper scale environments were doing, which was even different. Really? You bake, you know, the scalability that you need into the apple Asian, Um, and therefore, some of the underlying software which in scale you do different agency. I dhc I You know any other prefix in there? We like to have an umbrella rather than, you know, just a bucket that you put things in with rigid environment. Okay, so, uh, I guess the final takeaways, you know, any other key things that you want point out from HP Discover, You know, any sessions, papers like that people make that they take away from this week's event. >>They obviously autonomous operations with info site models being actually executed on on Prem storage is one of the biggest takeaways. In addition to that, we brought, you know, mission critical VR to all three par both primary and nimble storage platforms. A swell so three market VR where cloud storage is also integrated as part of that VR story. So you can have synchronous replication between two sites and then a bunker site, whether that be 1/3 autonomous data center or it can >>be it be >>cloud story off as part of that that here, in addition to that, we introduced all the Emmy primera on and be introduced storage class memory on the nimble storage architectures as well. So obviously further pushing the envelope, Sof hp primarily of porn or massively, Pablo, all in the in the system and then nimble storage, which is our cash, accelerated our connector. Now, as another tier of storage class memory. So we give you the performance of storage class memory. At the price of all flash arrays are some of the biggest capabilities that we're putting forward. And then lastly, you know, in regards to started automation, you know, we've all support on it be primary, uh, you know, be able. Was legacy already supported on It's the Nimble. It's combining Primera Nimble 34 over there gives it one of the largest adoption and promoters of vehicles out there with the largest people in small. Based on the last but not believe we're now introducing, you know, Google and costs. And we will see a size based dinner. Uh, started automation drivers for both HP nimble as well as for you know, uh, HP primary. So kubernetes CS i compliant container set of implementation drivers have now implemented in both the platforms that are available for general use for our customers that prefer to run bare metal or container based workloads or for their production. >>Alright, well, Omar, no shortage of updates that you give our audience to be able to dig in and find out the latest on your portfolio. Thanks so much for joining us. >>Absolutely pleasure to be here. Thanks so much. >>Alright, stay with us for lots more coverage. HP, discover virtual experience on stew minimum. Thank you for watching the Cube. Yeah, Yeah, yeah, yeah, yeah

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back to two cubes. Live coverage in San Francisco, California for VM World 2019. I'm John Ferrier, Postal Cuba David Lattin, My Coast, Dave. 10 years covering the BM World Paul Maritz laid out the stack early on. We saw that and watch it go through Its motions now >> remain from the marketing people got a hold of >> that mainframe turned into cloud Now hybrid cloud seven years after we first started about 2012 has been great Our next guest, Paul Falsone, S V. P and general manager of the Cloud Native APS. This is a business unit within VM where that is going to the next level. This is the Act three is Jerry Chen said any of you I talked earlier for VM wears a company. I won't say moving up the staff because there is no stack. It's cloud, right? So its applications on top of operating infrastructure Dev ops going enterprise scale is about developers building APS operating them in scale. This is a big focus of what you're doing. >> It is a dead end of the day. One of my close friend of mine, who's in front of customers all the time, reminds our team constantly that our customers applications matter of the most cause. That's what they used to get in front of their customers with the Dillman teams and the tools they're building the user. Japs come second cause that's what supports the abs. And then the infrastructure comes third zone away. There is that stacks it, but never forget you were at the bottom of the pecking order, if you will, when it comes to ultimately bringing full customer value to our company, our customers, businesses. >> And it's one of the things we've been looking back at our 10 years covering VM where I think you're 13 15 of'em world is that the virtual ization of all very quickly around really optimizing server virtualization really kind of change. The game of one kind of knows that our knows the history there, but it did it without any code changes, too, APs and I think that was a very innovative thing. Now we looking containers and what Kubernetes is bringing to the table. You're starting to get some clear visibility into what's happening and what's possible. Could >> you >> share your vision on what that visibility is that you guys are eyeing for the marketplace in four of'em, where, >> sure, the APP development methodologies are changing, changing more today than they have in the last 20 years. We're seeing ah lot of new concepts and approaches that right now really only accessible to a small percentage of application developers worldwide. We want to try to bring those application development methodologies, practices tools to the mainstream so we can. We can touch the 13 or $14 million.1,000,000 enterprise developers around the world and help the CEOs in their line of business counterparts at our customers get a CZ much productivity out of their development teams as possible. At the end of the day, those APS we're gonna power the next decade of those organizations success or failures with their customers, and so that's becoming a real competitive asset. I've had a number of customer discussions here this week where the primary theme is how me help my developers move faster at enterprise scale, but in a regulated environment in an environment where compliance is is front center >> to big things going on in your world that we covered extensively, honestly, pretty impactful to the Vienna, where portfolio one as open source and hefty oh, acquisition half a billion dollars almost a year ago, about a year left in less than a year, probably was that we close in December last year. So yes, ovary. Just recently we know those guys all people. I mean, I've been covering that for a while, and then I'll see the pivotal acquisition. Just announced a drink from the fire hose. There be doing tons of press briefings, those to impact points, kind of leaving a mark. >> So we've been we've been building up to this. I joined AA Drink them were in 2012 through the Sierra acquisition, but I moved into this role about just about three years ago, and one of the things that we identified early on was, ah, close partnership with Pivotal was going to be essential inside of the Del Technologies umbrella for us to exist in thrive together. And so that's where the idea for P Cass was born. So the combination of V. M. R. R and D with pivotal RND focused on delivering our first community service to our enterprise. Customers we brought helped you in last year. Once they saw what we were doing and thought about the possibility of what would happen if we actually took some of the concepts of communities and p ks and embed them into V sphere, That was, I think, the real ah ha moment for for us and the happier team coming together in the power of what that could enable. But all along the way, we always believed that that was just covering the infrastructure side of the equation. You still needed to get through the making the APP developers productive and efficient in this new infrastructure world and so on to be able to do so on any cloud. And that's where the pivotal piece finally came together last just last month. July Pivotal put out a lot of information in the market around how they're evolving their portfolio to be very cool, bernetti centric, moving forward. And that was a big part about getting all the pieces lined up so that the M word could deliver what we announced this week. The in the town's a portfolio with the component tree for building running in managing modern applications on any club, >> we've kind of come full circle here, predates, and I Sarah, But you guys talking about the stack? Yeah. Paul Moretz. I used to have the whole stack. Ed actually applications up here with Simba. Spring sources around. Exactly. And then you had these when I used to call the misfit toys. Have you had some assets in the M. C as coming in Vienna, where Paul Maritz, Joe Tucci decided, create pivotal as the The platform developed next generation applications. Now it's all come full circle there. So my question is related to that stack and particularly the death part of that stack. This audience is not Deb's not, but increasingly, you've gotta attract that audience. So what's what's your thoughts there? And so >> I think pivotals done a very nice job over the years through the Con Foundry Foundation. The work they've done there through the spring community Spring is at this stage is is arguably the most popular modern Java development environment on the planet. So, you know, we're seeing a tremendous amount of leverage of that of that framework and so between the events of pimples is actively involved in Leeds and their ability to help customers, um teach their enterprise developers how to get the most out of this modern tool kit. We think that there is some wonderful ingredients to a recipe to really scale this thing up in a big way. We way. I also believe that Veum we're still has a lot to learn about what it means to best support enterprise developers and their organizations. And so we are quite a bit in learning mode right now. We're gonna take a lot of lessons from the pivotal team as we as we move forward towards the close and learn a lot more about the team in the culture and their customer engagements. But one of the things I think is is front and center to what pivotal has for customers today is their transformation Service's customers. You've got different groups inside a customer summer looking to build the newest applications. Some of them are just trying to get more operational efficiency out of what they have today. Some of these customers have 12,000 applications in their environments. Um, pivotal has ah set of service is that come in and they help them take their existing monolithic applications and just modernize key components of them so they can operate them more efficiently and reclaim a lot of resources to go do other things. That, I think is probably the lowest hanging fruit for enterprise organizations today. And I'm very, very excited about the service is that pimple has to make available the customers on that front. >> Assad and Jerry Chen, earlier than the other set I was mentioning earlier is a VC now, Greylock, big time to your one. We see former VM Where, uh, guy from 22,003. He also worked on cloud foundries in sight. We ask about the white spaces where starts to thrive in one of the transit is kind of pointing to was have some cummings going public. Some are being bought at sizable numbers, but we rift on. The idea of monitoring was a boring category right now. Observe ability, which is just be monitoring 2.0, you got I pose. You got acquisitions. I mean, major action happening in this observe ability space. I bring this up because that's an area you think, Oh, it's a white space Data opportunities for companies to build service is really points to this cloud. 2.0 application Renaissance And I want to get your thoughts on that environment. What needs to be in place to make that happen? Honestly, pivotals keep for you guys. I get that on Vienna. Where side, but for the ecosystem and for the marketplace, people trying to make careers and or do things What is that cloud 2.0, complexity that need to be abstracted away or >> so The Pepto team had a great Craig and Joe had this great, uh, one liner on kubernetes is all about where the people structure meets the infrastructure. When you think about that, our enterprise organizations have thousands if not tens of thousands of developers all trying to do similar. But a lot of cases different things at the same time, across lots of different cloud infrastructures. On the infrastructure team side, you've got private cloud, you've got hybrid cloud. You've got public cloud environments that you have to get your arms around, monitor, manage, secure and get visibility into. We believe that Carini sits at that perfect layer between the two domains on. This is a big part of why we developed Tom's a mission control. It's just that that perfect layer between the two domains, too, access the company's later and give you full visibility into what all of your developers were doing on every piece of your infrastructure. And we also think that's gonna be a very interesting place for third parties to plug into to gain access to all of the community's clusters that we're helping. Our customers managed across their app landscape to do very interesting things. And so we're really excited about the ecosystem that that project will open up. >> You think this opportunity to start ups in there? >> I do. I do. I think there's a ton of other I mean, think about it just really basic math. Ah, VM based application. When it gets containerized, it has just on the compute side alone. Never mind the networking in the storage site. There are 10 times as many moving parts. A typical containerized EPA's 10 times as many moving parts as avian bay Step. If you think about that applied to the networking layer, you think about that applied to the storage layer, the security layer. You've got 10 times as many points to secure. Now, how do you get your head around that level of complexity As a an operations person, you can't do it. Humans can't do it anywhere. You can't write down your actions. Control this on a pad of paper and know what's what's accessing what anymore, >> Dave. One more question, if I may, on the on the VM container thing, there's a debate or are architectural kind of conversation, and customers are having around when to do containers in three days on bare metal or with V EMS. How do you guys talk to that house? The >> steam going because that was my question. So there was a snarky tweets yesterday. I want to get your reaction to it. And the tweet was during yesterday's keynote. I thought we we launched pivotal so that we didn't have to run containers on V EMS. Now the reality to your point is that people are running containers on bare metal. They're running him on vehement the EMS. I don't have any data, but I wonder if you could comment on that >> so way Probably have a couple of snarky comments of our own on this three share one of the things that put up on stage. Yes, I'll start at the kind of a little little. And I worked my way up at the base layer. The testing we're doing with Project Pacific, which is something we announced this week, which is effectively bringing kubernetes into the heart of the sphere. We're actually using combinations to make the sphere better. We're also going to expose communities to our customers through V sphere, just like we exposed the EMS today. This is a pretty exciting project for the for the company in our early testing of this project, based on the advanced scheduling capabilities of the SX hyper visor take advantage of modern hardware. We're seeing an 8% better performance in a certain test sweet versus what you'd see on bare metal so are ready at the early stages. We're seeing some benefits now take that a step further. The big public college for writers out there if you look at service is like G K on Google. If you look at a ks, uh, recast on Amazon, a cast on his door, every single one of their community service is is run against a virtualized environment, not on a bare metal environment. Why is that? Well, because their customers are using containers in VM, side by side, the flexibility you get out of that virtualization layer. Whether you're a big public cloud provider or your ah smaller enterprise shop running your own data centers, the benefits are proportionate, rather equal on dso >> the narratives off a little bit. What you're saying. What I hear you saying is people use virtualization for a lot of efficiency and scale reasons that's independent of what happens with bearnaise decisions. So if you decide you want to run Cubans on bare metal, go >> to go to town. We think >> if you want to do that, >> you want to do that. But we don't. We actually see a lot of customers who have started down that path. When they go to get to that operational stage, they're realizing they're now dealing with firm where again, they're dealing with Nick drivers again. They're dealing with stuff, and they can easily take that and turn it over to their ops team that's already managing a huge virtualized state and operated with the same tool. >> That's a really a layer thing around round scale. You do the virtual ization for Ryan reasons, and then cos sits on top of it for a whole another reason. >> And the I'd say its operations scale these operations teams need to, you know, just look at the number of announcements we made this week. For an ops team to get their head around all of these new technologies simultaneously is impossible to bring them in one new capability of time into the thing that they're already operating for. That organization is very >> positive. If I understood yesterday, you're claiming better before 8% better performance relative to bare metal. I know that's apples to apples. Or what kind of juicing you're doing on the benchmark >> sex schedule that it chooses it right there. >> I want to ask you about integration and look at it as a quasi. His story of the the industry. You go back to see A with all the acquisitions, right? Historical force it with fusion. Different layer of the stack. I know. Certainly Del did a lot of acquisitions. Some of them work. Some of them didn t m c. Same thing pretty successful. Actually. VM were great engineering. Um, very strong. Go to market on really good acquisitions. My question is on integration with the nice Sarah background, I wonder. I mean, nice. Sarah seems to be very well integrated into the VM. Where platform How is integration The state of integration today within V. M. Where is it a lot easier today because we're living in this AP I economy. What about VM? Wears sort of integration ethos. One of the challenges. I wonder if you could comment and that long. So >> I've been through, uh, to significant integrations of'em where the 1st 1 was with this nice era on. I was on the I was on the incoming side, not the receiving side. The next was with hep Theo. I was on the receiving side, not the incoming side. And so, as coming into this year, back in 2012 Pat was extremely supportive and asked his entire team to be very supportive of getting us integrated quickly and productive. A CZ fastest possible. We were on campus on the via more campus from the next era office within days of the deal closing. That's how efficient Veum work. That's like that's the mindset hammerhead coming into. We were in a building. We were co located with the other networking engineers and product managers. Within the first week on, we were off to the races. That was about 100 20 person company. Hep Ko is about 100% company, Um, about the same efficiency we were consolidating. Offices were bringing them over again, mostly distributed team, but they had a center of gravity. In Seattle. We had a center of gravity in Bellevue. We brought the team's over within within a couple of months in about three months. In three and 1/2 months in, we had the team fully integrated. The organizational design done all the tools in a greater we're all in the same systems. So what happens very quickly now, an organization that's much bigger like like pivotal 3000 employees. Public company takes a little bit longer to get from Deal announced the deal close because it's too public entities. It'll take a little bit longer to do all the integration, but we're already thinking thinking about we know them so well and they know us so well. We already know where the potential landmines are, where the potential rough spots are. Pat prides himself and, uh, this pushes down into the rest of them were on well, welcoming new team members in new groups into the company. And so we try to do that really were very culturally sensitive way optimized for the right tool kit s O that we take, we take some learning like cloud health. When they came in, they had a lot of expertise around. SAS drooling and support of customers were adopting all of that, right. Were jettisoned some of our older tools in favor of some of the things that >> we're gonna win the modernization. So I want to get your thoughts on the last question for the second congratulations, your your your area. We love what you're doing. We think it's super important. Would be covering it like a blanket this year and going forward. But Pakistan came on was wrapped. Talking about 10 years and doing the riffing on the Cube are 10 years covering it. We have some 10 years forward, which waves to be on. They highlighted on the past 10 years in this ear acquisition as a critical moment to bring VM. We're into the S T D C kind of concept started networking up, so we know the history they're sti n and then going forward, he says. If you're not a networking and security in the next wave and Kubernetes is Number one, you're really gonna be missing out. So we highlighted networking, security and kubernetes. But networking. It's nice here on both sides of that 10 year spectrum. You're part of that. >> Why is that? Why is that wise >> watching people know that networking is the most important piece of the wave here? What's the relevance of what he's saying? Share their thoughts on >> Think about the increasing complexity of what at modernization drives into the infrastructure. You're getting smaller and smaller moving parts that that need to operate together at scale in a comprehensive, logical way. But at any point in time, if you're if you're an enterprise organization, if you've got if you've got compliance requirements, audit ability, requirements. If you want to protect, you hear about the number of of small towns that get blackmailed on a daily basis because someone's secured an encrypted There, there, there count taxpayer data and they're there, their victims. All right, this is this >> is some say, cyber warfare. >> It is something. So if you think about in orderto help, our customers get the most out of their developers, these tools that open up I think the potential of a lot more avenues of attack get a lot more complex. And so we think that these two have to progress hand in hand. One. We do want to help developers go as fast as possible. We won't help enterprises get the most out of those developers. That's a big part of why we brought them were into into the damn warfare. We're bringing a pivotal into the VM. We're family, but at the same time, we recognize that the infrastructure has to progress. Every bit is fast, and the network is the thing that ties all these parts together. Whether it's a layer three year layer for networking today or level layer several networking layer seven AP I based networking in the future >> all. I mean, I'm not gonna bring up I ot or industrial i ot to takeovers of physical devices, whether it's a self driving bus off a cliff or taking over towns and cities warfare, I mean the service areas of enormous networks, Internet connectivity applications over the cloud native. Anyway, we know that, right? So a lot to talk about. Thanks for coming on. The Cube Sharing your insight. Senior Vice President, General manager, The Cloud Native APS Group. This is really the key instrument with envy em where to take kubernetes and the advancement of cloud to 0.0 to the next level. I'm John for a day. Volante, be back after this short break.

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >> Welcome to this cube competition here at the Palo Alto Cube Studios. I'm John for a host of the Cube. Were here a special guests to keep alumni investor An entrepreneur who do Sudhakar, would you Good to see you again, John. Always a pleasure. You've been on as an entrepreneur, founder. As an investor, you're always out. Scour in the Valley was a great conversation. I want to get your thoughts as kind of a guest analyst on this segment around the state of the Union for Enterprise Tech. As you know, we covering the price tag. We got all the top enterprise B to B events. The world has changed and get reinvent coming up. We got VM World before that. The two big shows, too to cap out this year got sprung a variety of other events as well. So a lot of action cloud now is pretty much a done deal. Everyone's validating it. Micro cells gaining share a lot of growth areas around cloud that's been enable I want to get your thoughts first. Question is what are the top growth sectors in the enterprise that you're seeing >> papers. Thank you for having me. It's always a pleasure talking to you over the years. You and me have done this so many times. I'm learning a lot from you. So thank you. You are so yeah, I think Let's dig into the cloud side and in general market. So I think that there are 34 areas that I see a lot that's happening a lot. Cloud is still growing, a lot 100% are more growth and cloud and dog breeders. And what is the second? I see, a lot of I T services are close services. This includes service management. The areas that service now isn't They're >> still my ops was Maybe >> they opt in that category. E I said With management, the gutter is coming with the new canticle a service management. So they're replacing idea some with a different. So that's growing 800% as a category tourist. RP according to again, the industry analysts have seen that it's going at 65 to 70% so these three areas are going a lot in the last one that I see a lot of user experience. Can you build? It's like it's a 20,000,000,000 market cap, something. So if you let it out, it's a cloud service Management services RP user experience cos these are the four areas I see a lot dating all the oxygen rest. Everybody is like the bread crumbs. >> Okay, and why do you think the growth in our P A. So how's the hype? Is it really what? What is going on in our pee, In your opinion, >> on the rumors I'm hearing or there is some companies are already 1,000,000,000 revenue run great wise. That's a lot in our piece. So it's not really a hype that really so that if you look and below that, what's happening is I'd be a Companies are automating automation. The key for here is if I can improve the user experience and also automate things. RPS started doing screen scraping right in their leaders, looking at any reservations supply chain any workflow automation. So every company is so complex. Now somebody has to automate the workflow. How can you do this with less number of people, less number, resources, and improve the productivity >> coming? R P A. Is you know, robotic process automation is what it stands for, but ultimately it's software automation. I mean, it's software meets cloud meets automation. It seems to be the big thing. That's also where a I can play a part. Your take on the A I market right now. Obviously, Cloud and A I are probably the two biggest I think category people tend to talk about cloud and a eyes kind of a big kind of territories. RPG could fall under a little bit of bulls, but what you take on a guy, >> Yeah, so I think if you look at our pier, I actually call the traditional appears to be historical legacy. Wonders and R P companies are doing a good job to transform themselves to the next level, right? But our pianist Rocky I score. It's no longer the screen skipping tradition, making the workflow understanding. So there are new technology called conversational Rp. There's actually a separate market. Guys been critical conversation within a Can I talk to in a dialogue manner like what you experienced Instagram are what using what's up our dialogue flow? How can I make it? A conversational RPS is a new secretary is evolving it, but our becomes have done a good job. They leave all their going out. A >> lot has been has great success. We've been covering them like a blanket on a single cube. Um, I got it. I got to get your take on how this all comes into the next generation modern era because, um, you know, we're both been around the block. We've seen the waves of innovation. The modern error of clouds certainly cloud one Dato Amazon. Now Microsoft has your phone. Google anywhere else really goes. Dev Ops, The devil's movement cloud native amazing, create a lot of value continues to do well, but now there's a big culture on cloud 2.0, what is your definition of cloud two point? Oh, how do you see Cloud 2.0, evolving. But >> I like the name close to party. I think it's your third. It is going to continue as a trained. So look, throw two point with eyes. I don't know what it will be, but I can tell you what it should be and what it can have. Some other things that should do in the cloud is cloud is still very much gun to human beings. Lot of develops people. Lot of human being The next addition to a daughter should have things done programmatically I don't need tens of thousands off Assad ease and develops people. So back to your air, upside and everything. Some of those things should become close to become proactive. I don't want to wait until Amazon. Easter too is done. If I'm paying him is on this money. Amazon should be notifying me when my service is going to be done. The subsidy eaters They operated Chlo Trail Cloudwatch Exeter. But they need to take it to a notch level. But Amazon Azure. >> So making the experience of deploying, running and building APS scalable. Actually, that's scales with Clavet. Programmable kind of brings in the RPI a mean making a boat through automation edge of the network is also interesting. Comes up a lot like Okay, how do you deal with networking? Amazons Done computing storage and meet amazing. Well, cloud and networking has been built in, I guess to me, the trend of networking kicks in big because now it's like, OK, if you have no perimeter, you have a service area with I o t. >> There's nothing that >> cloud to point. It has to address riel time programming ability. Things like kubernetes continues to rise. You're gonna need to have service has taken up and down automatically know humans. So this >> is about people keep on fur cloak. What should be done before the human in the to rate still done. It develops. People are still using terror from lot of scripting. Lot of manual. Can you automata? That's one angle The second angle I see in cloud 2.0 is if you step back and say What, exactly? The intrinsic properties of Claude Majors. It's the work floor. It's automation, but it's also able to do it. Pro, actually. So what I don't have to raise if I'm playing club renders this much money. Tell me what outrageous are happening. Don't wait until outage happens. Can you predict voted? Yes, they have the capability to women. It should be Probably steal it. No, not 100%. So I want to know what age prediction. I wonder what service are going down. Are notified the user's that will become a a common denominator and solutions will be start providing, even though you see small startups doing this. Eventually they become features all these companies, and they'll get absorbed by the I called his aircraft carriers. You have Masson agile DCP. They're going to absorb all this, a ups to the point that provide that as the functionality. >> Yeah, let's get the consolidation in second. I want to get your thoughts on the cloud to point because we really getting at is that there's a lot of white space opportunity coming in. So I gotta ask you to start up. Question as you look at your investor, prolific investor in start ups. Also, you're an entrepreneur yourself. What >> is? >> They have opportunities out there because we'll get into the big the big whales Amazon, who were building and winning at scale. So embarrassed entry or higher every day, even though it's open sources, They're Amazons, betting on open source. Big time. We had John Thompson talk about that. That was excessive. Something Nutella. And so what? What if I was a printer out there? Would what do I do? I mean, is there Is there any real territory that I could create a base camp on and make money? >> That's plenty. So there's plenty of white faces to create. Look, first of all your look at what's catering, look at what's happening. IBM is auto business in service management, CSL itself to Broadcom. BMC is sold twice to private companies. Even the CEO got has left our war It is. Then you have to be soldiers of the Micro Focus. The only company that's left is so it's not so in that area, you can create plenty of good opportunities. That's a big weight. >> Sensors now just had a bad quarter. So actually, clarity will >> eventually they're gonna enough companies to go in that space. That play that's based can support 23 opportunities so I can see a publicly traded company in service. No space in next five years. My production is they'll be under company will go a p o in the service management space. Same things would happen. Rp, Rp vendors won't get acquired A little cleared enough work for automation. They become the next day because of the good. I can see a next publicly traded company. What happened in the 80 operations? Patriotism Probably. Computer company Pedro is doing really well. Watch it later. Don't. They're going to go public next. So that area also, you see plenty of open record companies in a UPS. >> So this is again back to the growth areas. Cloud hard to compete on Public Cloud. Yes, the big guys are out there. There's a cloud enablers, the people who don't have the clouds. So h p tried to do a cloud hp They had to come out, they'll try to cloud couldn't do It s a P technically is out there with a cloud. They're trying to be multi cloud. So you have a series of people who made it an oracle still on the fence. They still technically got a cloud, but it's really more Oracle and Oracle. So they're kind of stuck in the middle between the cloud and able nervous. The Cloud player. If you're not a cloud player large enterprise, what is the strategy? Because you got HP, IBM, Cisco and Dell. >> So I don't know. You didn't include its sales force in that If I'm Salesforce, I want sales force to get in. They have a sales cloud marketing cloud commerce code. Mark is not doing anything in the area of fighting clothes. They cannot go from 100,000,000,000 toe, half a trillion trillion market cap. Told I D. They have to embrace that and that's 100% growth area. You know, people get into this game at some point. It'll be is already hard and 50,000,000,000 market cap. Then that leaves. What is this going to do? Cisco has been buying more security software assets, but they don't wanna be a public company, their hybrid club. But they have to figure out How can they become an arms dealer in escape and by ruining different properties off close services? And that's gonna happen. And I've been really good job by acquiring Red Heart. So I think some place really figuring out this what is happening. But they have to get in the gaming club they have to do. Other service management have begun and are here. They have to get experience. None of these guys have experienced in this day and age that you killed and who are joining the workforce. They care for Airbnb naked for we work. They care for uber. They care for Netflix. It is not betting unders. So if I'm on the border, Francisco, I'm not talking about experience That's a problem to me. Hey, tree boredom is not talking about that. That's what if I'm I know Mark is on the board. Paramount reason. But Mark is investing in all the slack. Cos then why is it we are doing it either hit special? Get a separate board member. They should get somebody else. >> Why? He wouldn't tell. You have to move. Maybe. I don't know. We don't talk about injuries about that. But I want to get back to this experience thing because experience has become the new expectation. Yes, that's been kind of a design principle kind of ethos. Okay, so let's take that. The next little younger generation, they're consuming Airbnb. They're using the serious like their news and little chunks be built a video service for that. So things are changing. What is? I tease virgin as the consumption is a product issue. So how does I t cater to these new experience? What are some of those experiences? I >> think all of them. But I think I d for Social Kedrick, every property, every product should figure out how to offer to the young dreamers how they were contributed offer to the businesses on the B two baby to see. So the eye has to think every product or not. Should I start thinking about how my user should consume this and how should out for new experiences and how they want to see this in a new way, right? It's not in the same the same computer networking. How can a deluded proactively How can a dealer to a point where people can consume it and make other medications so darn edition making? That's where the air comes in. Don't wait for me toe. Ask the question. Suggest it's like Gmail auto complete. Every future should be thinking through problem. Still, what can I do to improve the experience that changes the product? Management's on? And that's what I'm looking at, companies who are thinking like that connection and see Adam Connection security. But that has to happen in the product. >> I was mentioning the people who didn't have clouds HP, IBM, Cisco and Dell you through sales force in there, I kind of would think sales were six, which is technically a cloud. They were cloud before cloud was even cloud. They built basically oracle for the cloud that became sales force. But you mentioned service now. Sales force. You got adobe, You got work day. These are application clouds. So they're not public clouds per se they get Amazon Web service is, you know, at Adobe runs on AWS, right? A lot of other people do. Microsoft has their own cloud, but they also have applications as well. Office 3 65 So what if some of these niche cloud these application clouds have to do differently? Because if you think about sales force, you mentioned a good point. Why isn't sales were doing more? People generally don't like Salesforce. You think that it's more of a lock inspect lesson with a wow. They've done really innovative things. I mean, I don't People don't really tend to talk about sales force in the same breath as innovation. They talk about Well, we run sales for us. We hate it or we use it and they never really break into these other markets. What's your take on them? >> I think Mark has done a good job to order. Yes, acquiring very cos it has to start from the top and at the market. His management team should say, I want to get in a new space. He got in tow. Commerce. Claudia got into marketing. He has to know, decide to get into idea or not. Once he comes out, he's really taken because today, science. What is below the market cap? Com Part of it'll be all right. If I am sales force, I need to go back down. Should I go after service? No. Industry should go after entire 80 services industry. Yes or no, But they have to make a suggestion. Something with Toby Toby is not gonna be any slower. They will get into. I decide. They're already doing the eyesight and experience. They're king of experience. Their king off what they're doing. Marketing site. They will expand. Writing. >> What does something We'll just launched a platform. Yes, that's right. The former executive from IBM. That's an interesting direction. They all have these platforms. Okay, so I got together to the Microsoft Amazon, Um, Google, the big clouds and then everybody else. A lot of discussion around consolidation. A lot of people say that the recession's coming next year. I doubt that. No, nos. The consolidation continues to happen. You can almost predict that. But where do you see the consolidation of you got some growth areas as you laid out cloud I t service is our p a experience based off where looks like where's the consolidation happening? If growth is happening, they're words to tell. >> It was happening. Really Like I see a lot in cyber security. I'm in Costa Rica, live in public. You have the scaler, the whole bunch of companies. So the next level of cos you always saw Sisko Bart, do your security followed has been buying aggressively companies. So secret is already going to a lot of consolidation. You're not seeing other people taking it, but in the I T services industry, you'll start seeing that you're already seeing that in the community space. That game is pretty much over right. Even the ember barred companies, even Net are barred companies and the currency. So I think console is always going to happen. People are picking up the right time. It's happening across the board. It's a great time to be an entrepreneur creator value. They come this public. So it's like I think it's cannot anymore very time. Look to your point where the decision happens or not. Nobody can predict. But if a chance now, it's best time to raise money. Build a company. >> Well, we do. I think the analysis, at least from my perspective, is looking at all the events we go to is the same theme comes up over and over. And Andy Jassy this heat of a tigress always talks about Old Garden new Guard. I think there's two sides of the streets developing old way in a new way, and I think the modern architect of the modern era of computer industry is coming, and it looks a lot different than it. Waas. So I think the consolidate is happening on those companies that didn't make the right bets, either technically or business model wise, for they took on too much technical debt and could not convert over to the cloud world or these really robust software environment. So I think consolidations from just just the passing of holder >> seems pretty set up for a member of the first men. First Main Computing was called mainframe Era, then, with clients Herrera and Kim, the club sodas 6 2009 13 years old, the new Errol called. Whatever the name, it will be something with a n mission in India that things would be so automated. That's what we have new area of computing, So that's I would like to see. So that's a new trick, this vendetta near turn. So even though we go through this >> chance all software software sales data 11. Yeah, it's interesting. And I think the opportunity, for starters is to build a new brands. His new branch would come out. Let's take an example of a company that but after our old incumbent space dying market share not not very attractive from a VC standpoint. From market space standpoint, Zoom Zoom went after Web conferencing, and they took on WebEx and portability. And they did it with a very simple formula. Be fast, be cloud native and go after that big market and just beat them on speed and simple >> experience. They give your greatest experience just on the Web, conferencing it and better than sky better than their backs better than anybody else in that market. Paid them with reward. Thanks, Vic. He had a good >> guy and he's very focused. He used clouds. Scale took the value proposition of WebEx. Get rid of all the other stuff brought its simple to video conference. And Dr Mantra is one >> happening. The A applying to air for 87 management. A ops A customer surveys. >> So this is what our Spurs could do. They can target big markets debt and go directly at either a specific differentiation. Whether it's experience or just a better mouse trap in this case could win, >> right? And one more thing we didn't talk about is where their underpants go after is the area number. Many of these abs are still enterprise abs. Nobody really focused on moving this enterprise after the club. Hollis Clubbers are still struggling with the thing. How can I move my workload number 10%. We're closing the club 90% still on track. So somebody needs to figure out how to migrate these clouds to the cloud really seamlessly. The Alps are gonna be born in the cloud club near the apse. So how do you address truckload in here? So there's enough opportunity to go after enterprise applications clouded your application. Yeah, >> I mean, I do buy the argument that they will still be on premises activity, but to your point will be stealing massive migration to the cloud either sunsetting absent being born the cloud or moving them over on Prem All in >> all the desert I keep telling the entree and follow the money. When there is a thing you look for it Is there a big market? Are people catering there? If people are dying and the old guard is there to your point and is that the new are you? God will happen. And if you can bet on the new guard in your experience, market will reward you. >> Where is the money? Follow the money. Worse. What do we follow? Show me where it is. Tell me where it is >> That all of the clothes, What is the big I mean, if you're not >> making money in the club for the cloud, you are a fool right now. If there any company on making out making in the club as a CEO, a board member, you need to think through it. Second automation whether you go r p a IittIe automation here to make money on, said his management. Whether it's from customer service to support the operation, you got to take the car. Start off it if you are Jesse ever today and you're not making birds that cementing. I see it mostly is that still don't want to take it back. They want to build empires. The message to see what's right, Nice. Either you do it or get out. Get the job to somebody that >> I hold a lot of sea cells and prayer. Preparing for reinforce Amazon's new security cloud security conference and overwhelmingly response from the sea. So's chief security officer is we are building stacks internally. When I asked him about multi cloud, you know what they said? Multi cloud is B s. I said, Why? Because Well, we have a secondary cloud, but I don't want to fork my development team. I want to keep my people focused on one cloud. It's Amazon. Go Amazon. It's azure. We stay with Azure. I don't wanna have three development teams. So this a trend to keep the stack building internally. That means they're investing in building their own text. Axe your thoughts on that >> look, I mean, that's again. There's no one size fits all. There will be some CEOs who want to have three different silos. Some people have a hard, gentle stack like I've seen companies. Right now. They write, the court wants it, compiles, and it's got an altar cloth. That's a new irritability you're not. We locate a stack for each of them. You're right. The court order to users and NATO service is but using the same court base. That's the whole The new startups are building it. If somebody's writing it like this, that's all we have. Thing is the CEO. So there's that. The news he always have to think through. How can you do? One court works on our clothes? >> Great. You do. Thank you for coming on again. Always great to get your commentary. I learned a lot from you as well. Appreciate it. I gotta ask the final question as you go around the VC circles. You don't need to mention any names you can if you want, but I want to get a taste of the market size of rounds, Seed Round A and B. What are hot rounds? What sizes of Siri's am seeing? Maur? No. 10,000,000? 15,000,000? Siri's >> A. >> Um >> Siri's bees are always harder to get than Siri's. A seeds. I always kind of easier. What's your take on the hot rounds that are hot right now. And what's the sizes of the >> very good question? So I'm in the series the most easy one, right? Your concept. But the seed sizes went up from 200 K to know mostly drones are 1,000,000 2 1,000,000 Most city says no oneto $10,000,000. So if you're a citizen calmly, you're not getting 10 to 15. Something's wrong because that become the norm because there's more easy money. It also helps entrepreneurs. You don't have to look for money. See, this beast are becoming $2025 $5,000,000 pounds, Siri sees. If you don't raise a $50,000,000 then that means you're in good company. So the minimum amount of dries 50,000,000 and CDC Then after that, you're really looking for expansions. $100,000,000 except >> you have private equity or secondary mortgage >> keys, market valuations, all the rent. So I tell entrepreneurs when there is an opportunity, if you have something, you can command the price. So if you're doing a serious be a $20,000,000 you should be commanding $100,000,000.150,000,000 dollars, 2,000,000 evaluations right if you're not other guys are getting that you're giving too much of your company, so you need to think through all of that. >> So serious bees at 100,000,000 >> good companies are much higher than that. That'll be 1 52 100 And again, this is a buyer's market. The underpinnings market. So he says, more money in the cash. Good players they're putting. Whether you have 1,000,000 revenue of 5,000,000 revenue, 10,000,000 series is the most hardest, but its commanding good premium >> good time to be in our prayers were with bubble. Always burst when it's a bite, mark it on the >> big money. Always start a company >> when the market busts. That's always my philosophy. Voodoo. Thanks for coming. I appreciate your insight. Always as usual. Great stuff way Do Sudhakar here on the Q investor friend of the Cube Entrepreneur, I'm John for your Thanks >> for watching. Thank you.

(energetic music) >> Narrator: Live from San Juan, Puerto Rico, it's theCUBE, covering CoinAgenda. Brought to you by SiliconANGLE. >> Hello and welcome to our exclusive Puerto Rico coverage of CoinAgenda, I'm John Furrier with theCUBE. We're here covering all the action at Restart, we've got a ton of events, all the thoughts leaders, influencers, decision makers, you name it, in the industry, pioneers making it happen. My next guest is Toni Lane, who's the founder of CoinGraph. She's a true influencer with a lot of impact in this market. Welcome to theCUBE. >> Thank you for having me. >> We're so glad to have you on. Like the little joke at the beginning about being an influencer, you actually are an influencer. You've done such great work in the industry, well regarded in the community. You have publication and you do a lot of great content. Thanks for coming on. >> Oh, for sure, yeah, thanks for having me. >> So being the influencer, what does that mean these days? Because we were just talking before the camera on, we came on camera, influence changes. You can't be an influencer all the time. You can be super or expert at something, but your expertise could change, you move to a new topic, learn something. And there's a lot of people in the digital marketing world saying I'm an influencer. It's kind of half baked, and really, I mean, it's not about the followers, your thoughts? >> Well, I mean, most of those followers are purchased. So there's a big difference between being an influencer and having actual influence. Because if you're, you know, if you have a million followers on Twitter, that's nice. How much engagement do you have? And that's actually what you look for, it's like when you look at someone's, whether it's, you know, social media, their digital presence, it's not about followers, it's all about engagement. You know, I don't even have that many, like I don't spend a lot of time doing that, at least I haven't so far, it's something I'm getting more into. But I have people that are really engaged, and so I look at people that have 15 million followers and I'm like, you have just as many likes on your things as I do, right. Because these people aren't real people. And it's less about, having influence in general is in many ways about having authenticity. And so influence is your ability to get something done. Being an influencer is your ability to hold someone's attention for a fragment of time. But being an influencer is not the same as having influence. >> And this community here, certainly, with decentralization here, you get the decentralized applications coming up blockchain, you got ICOs booming. It's all about the network effect, if you look at network effect, that is a new concept that ad technology does not know because you can't cookie a network connection. The only way to measure someone's true network is through malware today, and that's not good, no one does that. Well, they do, they're-- >> Toni: Unfortunately, yeah. >> But you can't you do it at business price, not sustainable. So the point is, it's not about how many followers you have. It could be that one follower, maybe 200 or 2,000, that opens up more. This is the network effect. This is what this community is all about, so I want to get your thoughts on this community's vibe. A lot of mission-driven, impact-oriented, merged with tech. So you have a fusion of technology, artistry, craftsmanship and mission-driven societal change in one melting pot. This is your wheelhouse. Share your thoughts on this. >> Well, so all of the different digital currencies have different value systems and they attract a different breed. And there are different incentives for each of these based on how the technology is designed, each protocol, right? So if you look at Bitcoin, in Bitcoin, the incentives are, you know, mining is done by computers, so your only incentive is like having social influence? And this is, I think, why we've seen a lot of kind of I would call it a scarcity mentality in terms of the way, why we see even more trolls in Bitcoin is because social influence is a huge way that success is measured, because as a developer, you can't have, you can't achieve a level of status any other way as a developer or as an influencer in Bitcoin, because the Bitcoin network is so far removed from that. And that's actually a perverse incentive in and of itself, and not only that, but early days in Bitcoin, there were major organizations who would hire people to man 100 Reddit and Twitter accounts and go into the Bitcoin community and actually fragment the public opinion using a technique grassroots psychological insurgency. So buying Reddit accounts that had been active for the last 10 years and going through and, you know, essentially just stabbing at people and creating, even having conversations with themselves to empower the voice of trolls. And what happens is you start bringing out what we call, actually, what the former Assad called, after Henry Kissinger, there was a big move that happened in the Middle East, where Kissinger realized the Middle East was becoming too powerful, and he saw it as a threat to American democracy. And so Kissinger organized a deal that fragmented the Middle East. And Assad said to Kissinger that his actions would be, he played Assad, basically. And Assad said to Kissinger, "Your actions "will bring up demons hidden underneath "the surface of the Arab world." And that strategy is actually something used in the Bitcoin community to leverage the incentives that are created, which is why we have seen previously so much, even from our industry leaders, so much fragmentation and so much tension. But the network is the most secure and the least corruptible, hands down, fundamentally. It's real cryptography. >> But let's talk about that, I love this conversation, because with networks, you have the concept of self-heal, and this gets nerdy on the packets, how packets move, at that level, self-healing networks has been a paradigm that's been proven. So that's out there, that's got to go to a societal level. The other one is the incentive system, if you have an immune system, if you will, in a network, this is a cultural thing. So actions, the Reddit's obvious, right. Weaponizing content has been well-documented, it's coming now mainstream, people are getting it that this outcome was actually manufactured by bad behavior. Now, I argue that there's an exact opposite effect. You can actually weaponize for good, 'cause everything has a polar opposite. So what is your view on that, because this is something that we've been teasing out for the first time. How do you weaponize content for good, (mumbles) not the right word, but look for the opposite value? >> Right, yeah, I mean, it is in so many ways, right. So I think it's about, there's a professor at Stanford whose name is BJ Fogg, and he's a behavioral researcher and he talks about essentially, you know, he writes a lot about habits. But something that's even more interesting about his understanding of propaganda is I studied a lot of Edward Bernays, he's responsible, he created the theory of propaganda, right. And he's the nephew of Sigmund Freud, he's responsible for essentially every consumptive theory in like leading up to the last century, he's actually, I would say he's responsible for the state of advertising and the economy today, almost really single handedly. And what's fascinating about this theory is that you can use propaganda to get women to smoke by unearthing what it is unconsciously in men that makes them not want to smoke. You can also use propaganda to get people to invest in health and wellness. You can also use propaganda to get people to stop their bad habits. So it's understanding that a technique works in a cognitive capacity in a way that affects a large amount of people. And it's really about the intention behind why a person who has influence, as we were saying, is leveraging that relationship. So I would say it's more about-- >> So we have to reimagine influence. Because the signalings that are igniting the cognitive brain can be tweaked. So that's what you're getting at here, right, so that's what we have to do. >> And it's an illusion from almost every angle. It's even the idea that, in the United States, the level of influence the president has and who's running, you know, and who, yeah, and who's at the wheel, right. So it's, we live in a world that is built on manufactured consent, and manufactured consent is enabled through thinkers like Bernays and through what I call the illusion of things like our former construct of even American democracy. That these things we've imagined to be so, the foundation and the structure for the way that we live. All of those things have become so far removed from their theory that they're no longer serving the principles under which they were founded, and that disconnect is actually a huge, it's a gap, it's an inertia gap for exploitation or it's an inertia gap for growth, and usually what happens is you have the exploitation first. Someone says oh, here's a big gap of information asymmetry, so I'm going to exploit the information asymmetry. And then once people start realizing that that information asymmetry is being exploited, you experience a huge inversion of that and you have enough kind of, you have enough inertia behind that slingshot to launch it into something totally different. >> Yeah, this is a great concept, I interviewed the founder of the Halcyon HAL in Washington, DC, and she's an amazing woman. And she had a great conscious about this, and what she postulated was, bubbles that burst, exploitation's always, we've seen it in all trends. The underbelly, 'cause it's motivated, no dogma. They don't care about structural incentives, they just want to make cash. But she had an interesting theory, she was talking about you can let the air out of the bubble with community and data. So all the societal entrepreneurship activities now that are mission-driven, now getting back to mission-driven is interesting. There might be a way to actually avoid the pop. Because, depending upon what the backlash might be on the exploitation side, as we saw in the dotcom bubble, you can actually let the air out a little bit through things like data. I mean, how do you see, in your mind, just thinking out loud, how do you see that playing out, because we have community now. We have access to open data. Blockchain is all about immutability. It's all about power to the user's data. This is a mega trend. Your thoughts? >> So interdependence is huge in the blockchain community, and that's actually to touch back on the incentives in Bitcoin, I think that that's actually one of Bitcoin's, it's not that it's a wrong or a right, it just is, right, like sidechains will be launched eventually, but the idea that Ethereum created something that was adaptable and empowered people to be creative, and yet they're creating incentives for her people to launch products that are, I believe, 'causing, in some ways, could cause some serious harm to the ecosystem once the air is let out of that bubble. >> John: The data. >> The data, so data, yes yes yes. >> How do you let the air out of the bubble, because the pop will be massively implosion, it'll leave a crater. >> So data is a non-scarce resource. This is actually how I describe blockchain to people. And this is actually, I think, one of the, the challenge, if you want to look at it from the perspective of challenge, and then I'll talk about for the benefit, just between Bitcoin and Ethereum, there are obviously other blockchains, EOS is like coming out super soon, Holochain. There are tons, Steem has actually its own infrastructure, tons of other blockchains to speak about. But just to take these two main blockchains, which are not competitors. In Bitcoin, you have, it's really cryptography. Cryptography is not about, you know, like let's do some rapid prototyping, cryptography is about let's like put a lot of thought into this thing and have mathematical certainty that this is not exploitatable. And Ethereum is just kind of like, well, let's build a framework and then let people play as much as they can. And so there are challenges and benefits to both of those models, the challenge of Ethereum being that you've let all of this capital into the industry which is not actually, 46% of ICOs have already failed. Already failed. And then if you look at Bitcoin-- >> And a person with your industry (mumbles) at 1,200, so it's a 50% discount. >> Oh yeah, oh yeah. And then if you do the same thing and you're looking at the Bitcoin blockchain, we've seen that the capacity for innovation, Bitcoin could have done what, they could've been the first to market for what Ethereum is doing. And they chose a different route, and I think there are some pros and cons to both of those things, but I think there is an intentionality behind why the world played out in the way that it did. And I think it's the right strategy for both products. So the way I describe applications using blockchain technology to people and what I call the future of an infinite economy is that, if you think about why are Facebook and Google these multi billion dollars companies, it's really simple. It's because what do they own, right? The data, the data. And they're some of the last companies that are still stewarding these things in a way that is taking vast amount of aggregated ownership over an asset that people are generating every day that's extremely valuable to companies in the private sector. So the way that I describe blockchain is that, if we being to own our self-sovereign identity, then when we're owning our data, that's the foundation for universal basic income. If we take a non-scarce resource like data that's being generated every day, not just from us, right, but the data in the health of the ocean, right. The stewardship of the ocean, the health of the fish, actually saying okay, fish are thriving in this area, and so there's a healthy ecosystem, and so this coin is trading higher because we're stewarding this area of the ocean so we don't overfish. The quality of the air so that, when we're actually de-polluting the air collectively, everyone around us is creating and generating data to say we're making the air better. The air, actually, the health of our bodies, of our Earth, of our minds, of our planet, of even the health of our innovation. Right, what are the incentives behind our innovation, those are all forms of data. And that's a non-scarce resource, so if we take all of these different applications and make many different blockchains. Which I fundamentally believe that there's a powerful theory in having blockchains that are economically scarce, because I believe you're going to empower more diverse spectrums and also have a level of difficulty in creating the coin. You're going to have more innovation. And so-- >> Well, this is a key area. I mean, this is super important. Well, I mean, you step back for a second, you zoom out, you say okay, we have data, data's super valuable, if you take it to the individual's levels, which has not been, quite frankly, the individual's been exploited. Facebooks of the world, these siloed platforms, have been using the data for advertising. That's just what everyone knows, but there's other examples. The point is, when you put the data in the hands of the users, combine that with cloud computing and the Internet of Things when you can have an edge of the network high powered computer, the use cases have never been pushed before. The envelope that we're pushing now has never been in this configuration. You could never have a decentralized network, immutable, storing users' data, you've never had the ability to write the kind of software you can today, you've never had cloud computing, you've never had compute at the edge, which is where the users live, they are the edge. You have the ability where the user's role can enable a new kind of collective intelligence. This is like mind blowing. So I mean, just how would you explain that to a common person? I mean, 'cause this is the challenge, 'cause collective intelligence has been well documented in data science. User generated content is kind of the beginning of what we see in user wearables. But if you can control the data streaming into the network, with all the self-healing and all the geek stuff we're talking about, it's going to change structural things. How do you explain that to a normal person? >> You don't, you don't, right. So you show them. Because I can sit here all day and I can talk to you about, you know, I could talk to you about all of these things, but at the end of the day, with normal people, it's not something you want to explain. You want to show them, because with my, actually, my grandma gets Bitcoin. My grandma hit me up in like 2012 and she was like, "Do you know what that Bitcoin thing is?" I'm like, "Mimi," I'm like, "How do you know "what Bitcoin is, Mimi?" And she's just like, "I don't know, I read." You know, I was like, "This is, so what are you reading? "Like, are you hanging out on like libertarian forums, "like what's up?" And so-- >> What's going on in the club there, I mean, are they playing-- >> Yeah, but she is a really unique lady. So I would say that, for most people, they are not going to, when you explain things to people-- >> What would you show them, I mean, what's an example? >> The way that, so when I was, so I got into Bitcoin in 2011, and the way that I would explain Bitcoin to people is I would just send it to them. I would be like, "Here's Bitcoin, like take this Bitcoin, "here's some Bitcoin for you." And that was, people got it, because they were like, I have five dollars now in my hands that was not there. And this person just sent it to me. And for some people even still, you know, to be honest, even then, I remember how much energy it took for me to do that. Everywhere I go, I'd be like, in cabs, I'd be checking out grocery stores and I would try, I would essentially pitch Bitcoin to every person that I met. >> John: You were evangelizing a lot of it. >> It took so much energy though, and even after that, there was a period-- >> It was hard for people to receive it, they would have to do what at that time? Think about what the process was back then. >> Oh yeah. There were very few people who, even after doing that, really got it. But you know what happened. This is so much perspective for me, I remember doing that in 2013 and I remember, in 2018, actually, I think it was the end of 2017. I went to a gas station, it's the only gas station in San Francisco with a Bitcoin ATM. And I was like, I need to get some cash and I'm running on Bitcoin. >> John: You guys want a mountain view now. >> Yeah, yeah. And so I go in and these guys, I'm like frustrated, I'm like oh, the ATM is like the worst user experience ever, I'm like (groans). That's literally, I'm like, it's just, it was like eyes rolling in the back of my head, like just so frustrated because I'm a super privacy freak. And so it was just a super complex process, but the guys that, the guy's (mumbles) he looks at me and he goes, "Yo." And I was like, "What's up, man?" And he goes, "Are you trying to buy some Bitcoin?" I was like, "I'm trying to sell some Bitcoin right now." (John laughs) >> You're dispensing it, they're like yeah. >> Yeah, he's like, "Oh, word." And he's like, "How much are you trying to sell?" And I'm like, "I don't know, like 2K." And so he goes, "Aight." And he's like, "Let me hit up my friends," he literally calls three of his friends who come down and they just like, they're like, "Do you want to sell more?" They're like, all they just peer to peer. It's like we bypass the ATM and it was actually a peer to peer exchange. And I didn't have to explain anything. You know what made people get it? You showed them the money, you showed them the money. And sometimes people don't, you can explain these concepts that are world-changing, super high level or whatever. People are not actually going to get it until it's useful to them. And that's why a user interface is so important. Like, if you even look at the Internet. Who made the money on the Internet, right, it was the people who understood how to own the user interface. >> I had a conversation with Fred Kruger from WorkCoin, he's been around the block for a long time, great guy. We were riffing on the old days. But we talked about the killer app for the mini computer and the mainframe, the mini computer and then the PC, it was email, for 20 years, the killer app was email. We were like, what's the killer app for blockchain? It's money, the killer app is money. And it's going to be 50 year killer app. Now, the marketplace is certainly maybe tier two killer app, but the killer app is money. >> For sure, that's amazing. >> That's the killer app. Okay, so we're talking about money, let's talk about wallets and whatnot. There's a lot of people that I know personally that had been, wallets had been hacked. Double authentication (mumbles) news articles on this, but even early on, you got to protect yourself. It's something that you're an advocate of, I know recently, you've been sharing some stuff on Telegram. Share your thoughts on newbies coming in, be careful. Your wallet can be hacked, and you got to take care of yourself online. Is there a best practice, can you share some color commentary on when you get into the system, when you get Bitcoin or crypto, what are some of the best practices? >> It's not even, I think you need to remember a key principle of cryptography when you're dealing with digital currency, which was like don't really trust anything unless you call someone, you have like first hand verification from a person that you trust. Because these things are, I mean, I've had, literally last week, I had seven friends contact me, actually more than that once I posted about it, and they were like, "Is this you?" And I was like what, like people would literally just go online, they would scrape my Facebook photo, they'd go on Telegram and they would make, my name is @ToniLaneC, T-O-N-I-L-A-N-E-C, and so is my Twitter, and people would scrape my photos from my Twitter or my Telegram or my Facebook and they would create fake accounts. And they would start messaging people and say "Hey, like "what's up, how are you, that's cool, great, awesome. "So like, I need like 20 BTC for a loan. "Can you help me?" And all my friends were like, "I was just talking to you, is this you?" And I'm like no. And so I think that there's, the other thing you have to, it's not just security in terms of, and this is actually a problem Blockchain has to solve, right. It's not just security in terms of protecting your wallet and, you know, getting like a Ledger or a Trezor and making sure that you're keeping things like in cold storage, that you're going, there are so many, keeping your money in a hard wallet, not keeping your private keys on your computer, like keeping everything, storing your passwords in multiple places that you know are safe. Both handwritten, like in lock boxes, putting it in your safe deposit box or, you know, there are so many different ways that we can get into like the complexities of protecting yourself and security. Not using centralized cell networks is one of the big ways that I do this. Because if you are using two factor-- >> John: What's a centralized cell network? >> AT&T, Verizon, T-Mobile. Because you are putting yourself in a situation where, if you're using a centralized system, those centralized systems are really easily exploitable. I know because my mom, when I was a kid one time, she put a password on my account so I couldn't buy games. I was not happy about it, it was my money that I was using, it was my money I was using to buy games, she was like, "You should just spend your money on better things." And so I remember going in when I was a kid, and I was like, this is my money, I totally want to buy this upgrade on this game. And so I went in and I essentially figured out how to hack into my own phone to be able to use my own money to buy the games that I wanted to buy-- >> Highly motivated learning opportunity there (laughs). >> But I realized that, in the same way we were talking about things that can be used for good can be used for bad, in the same way that someone can do something like that, you can also say, well, I'm in a call and say that I'm this person and take their phone and then get their two factor auth. So I don't use centralized cell networks, I don't use cell networks at all. >> John: What do you use? >> So, I mean, I have different kinds of like strategies or different things that mostly-- >> You might not want to say it here, okay, all right. >> Yeah yeah yeah, they're different, I'm happy to talk about those privately. The way that I've kind of handled that situation, and then the other thing that I would say is like, we really need hardcore reputation systems in our industry and for the world. And not social reputation systems like what is happening in China right now, where you can have someone leave you, like let's say I get into an Uber and I'm 30 seconds late. I can end up in a situation where I'm like not able to be admitted into a hospital or I'm not able to take a public train. Because someone rates me lower on this reputation system, I think that's a huge human rights issue. >> John: Yeah, that's a huge problem. >> And so not reputation systems like this, but reputations like the one we're working on at CULTU.RE that are really based more on the idea of restoration and humanization, rather than continued social exploitation to create some kind of collective norm, I think that kind of model is, it's not only a-- >> Well, the network should reject that by-- >> Toni: Exactly, exactly. >> All right, so let's talk about digital nations, we have China, so there's some bad behavior going on there. I mean, some will argue that there's really no R&D over there, and now they're trying to export the R&D that they stole into other countries, again, that's my personal rant. But the innovation there is clear, we chat and other things are happening. They finally turned the corner where they're driving a lot of, you know, mainly because of the mobile. But there's other nations out there that are kind of left behind. The UK just signed this week with Coinbase a pretty instrumental landmark licensing deal, which is a signal, 'cause I know Estonia, Armenia, you name every country wants to, Bahrain's got, you know, Dubai envy. So I mean, every country wants to be the crypto country. Every country wants to be the smart cities digital nation. I know this is something that you liked, and you and I were talking about 'cause we both are interested in. Your reaction, your thoughts on where that's going, I see, it's a good sign. What are the thresholds there, what are some of the keys things that they need to do to be a real digital nation? >> Well, I think it's less about digital nations in terms of like a nation is a series of borders, and more about first nations that we are, this is what we work on at CULTU.RE, that we are actually a nation of people and a lot of those nations have overlap and we should be able to participate in many different nations who have many different economies that are all really cooperating interdependently to create the best possible life for all human good, rather than just saying like I care about me and mine, because that strategy, the way government works now, it's a closed network with low trust that is extremely inefficient in management of resources. And the only way you can really-- >> That's the opposite, by the way, of what this movement's about. >> Yeah, exactly. And the only way you can have influence in government is to go in government and to work through government. All right. So it's the idea that, look at how much food we waste in the United States. If we took the food we wasted in the United States and repurposed it, we could literally cure world hunger. That is how bad it has gotten, right. And there are people starving in the US. There are people on food stamps in the US. >> Well, I mean, every institution, education, healthcare, you name it, it's all, you know, FUBAR, big time. >> Yeah, but we're throwing away tons of lettuce and all of this different kinds of produce because it like looks funky. Like this peach looks a little too much like a bottom. So we're like not able to sell it. >> Or lettuce got a little brown on it, throw the whole thing away. >> Yes, exactly, exactly, and that waste is unacceptable. So what we need to move toward is a model of open networks of governance where we have peer to peer distribution of finance and of resources in a way that allows people to aggregate around the marketplaces that are actually benefiting the way that they believe the world should work. So it's about creating a collective strategy of collective non-violence and eliminating harm, so obviously, you know, having a society that has enough proper incentives so that people are well off and that people are provided for, and I think blockchain will-- >> I noticed you're wearing a United Nations pin. >> Woo-hoo, yeah. And blockchain, I think, will also create this. >> John: I have one too. >> Let's up top. (slap) Yeah, I think blockchain will also help create universal basic income, but in addition to that, it's the idea that, if I'm living next door, I'll give two examples. So one is about the legality of the way that we contribute to the society. So let's say I have a next door neighbor. And let's say that this next door neighbor and I feel literally, we totally get along on everything, there's just one issue we feel we're like, I totally disagree with this, I totally disagree. And that issue is the use of, and I hope this isn't controversial to say, but anyway. So the use of medical marijuana, right. And it shouldn't be, because we can have two different opinions and the world can still work and that's the point. >> Well, in California, it's now legal to own marijuana. >> Yeah, for sure, it's legal here as well. So it's the idea that, if I, so let's say I'm a woman who, you know, I have someone in my life who was injured by a driver who was driving under the influence of marijuana. And so that's all I know about marijuana because I don't really do drugs, I've never been around drugs. So when I hear that word, I immediately think about the person in my life who was harmed because of, yes, and so immediately triggered, and I'm like, I don't want to support anything, I don't want to support anything to do with marijuana, I think marijuana is like the Devil's lettuce. And I have no interest in supporting marijuana. She never has to support marijuana, she doesn't have to. But her next door neighbor is a veteran with Parkinson's disease, her, me, whatever, is a veteran with Parkinson's disease, okay. And the only way that this man can move is, he's literally shaking, but when he smokes medical marijuana, he's actually able to, you watch and literally 30-45 minutes, he's upright, he looks like a normal healthy man. And so he says, "I believe that every, "after I fought in this, I believe every person "should have access to medical marijuana, "because this is the only way I'm able "to even operate my life." >> The different context. >> And I'm so, yes, exactly. And so what culture is really about is about understanding each other's context, that's even how reputation works. It's contextual awareness that provides greater understanding of who we are as individuals and the way we work together to make society work. So maybe they can mutually agree that he is not going to smoke while he's driving and he can pay to support everyone to have access who needs access to medical marijuana. >> Or he could finance Uber rides for them. You know, or whatever, I mean, these are mechanisms. >> Yes, yes, but it's the, yes, exactly, exactly. It's the idea that we are all, we're coming together to share context is a way that's not aggressive and not accusatory, so two people can believe two totally different things and still develop enough mutual respect to live together peacefully in a society. >> You know, the other too I'm riffing on that is that now KYC is a concept (mumbles) kicked around here, know your customer. I've been riffing on the notion of KYC for know your neighbor. And what we're seeing in these communities, even the analog world, people don't know who their neighbors are. Like, they don't actually even like care about them. >> Toni: For sure. >> You know, maybe I grew up in, you know, a different culture where, you know, everyone played freely, the parents were on the porch having their cocktail or socializing and watching the kids from the porch play on the lawn. Now I call that Snapchat, right. So I can see my kids Snapchat, so I'm not involved, but I have peripheral view. >> Toni: For sure. >> But we took care of each other. That doesn't happen much anymore, and I think one of the things that's interesting in some of these community dynamics that's been successful is this empathy about respect. They kind of get to know people in a non-judgmental way. And I think that is something that you see in some of these fragmented communities, where it's just like, if they just did things a little bit different. Do you agree, I see you're shaking your head, your thoughts on this? This super interesting social science thing that's, now you can measure it with digital or you can measure that kind of-- >> We can incentivize it. We can incentivize it. And that's the difference, measurement is one thing. Incentive is a behavior changer. Incentive is a behavior changer. And that is what we actually have to do in the way we think about the foundation of these systems, is it's not incentivizing competitive marketplaces that are like my way of thinking about this is right and your way of thinking about this thing is wrong, and like ah, it's not about that. At the end of the day like, I think we forget or misquote so much of, so many of the great thinkers of the last generation, like if you think about Darwin. What does everyone know about Darwin, right, it's like survival of the fittest. It's not what Darwin said, okay. It's misquoted and it's used, it's like one of those things where people who want to exploit-- >> It's a meme, basically. >> Yeah, people who want to exploit someone else's knowledge for their own ends will use that to, in some way, uplift the kind of like strategy of, you know, incentives of the time. What Darwin actually said was that human beings with the highest capacity for sympathy, qualities we now identify as altruism, compassion, empathy, reciprocity, will be the most likely to survive during hardship. Fundamentally, I mean, look at the state of the world today. It doesn't look good, it's like, you look at the way people interact with each other, it's like a virus that's attacking itself in an ecosystem that is our planet Earth, and we need to be, you know what is the antibody, our own sense of consideration for our fellow man. That is the antibody to violence. And so we can incentivize this, and we're going to have to because we're going to, AI, automation, these will fundamentally transform the way we think about jobs in a way that will liberate us like we've never known before. And once given the freedom, I think that we'll see the world start to change. >> Toni, I really appreciate you spending the time in this thought leadership conversation, riffing back and forth. Feels great and it's a great productive conversation. I got to ask you, how did you get there? I mean, who are you? I mean, you're amazing. Like, how did you get here, you obviously, Coin Telegraph's one of the projects you're running, great content. You're wearing the UN pin, I'm aligning with that. Got a great perspective. What's your story? Where did you come from originally, I mean... How did you get here? >> I think, you know, I don't know. I'm really connected to Saturn, I don't know where my home planet is. >> Which spaceship did you come in on? No, I mean, seriously, what's your background? How did you weave into this? 'Cause you have a holistic view on things, it's impressive. But you also can get down and dirty on the tech, and you have a good, strong network. Did you kind of back into this by accident on purpose, or was it something that you studied? What's the evolution that you have? >> Yeah, you know. I studied performance art and I was an artist all of my life. And I had a really big existential crisis, because I realized, as I was looking around, that technology was replacing every form. I remember the first time I watched an AI generate, this was maybe in like, I don't remember how, this was a long time ago, but I was essentially watching, before like the deep dream stuff, maybe like 2009 or 10. And I remember watching computers generate art. And I just was like, I was like mic drop, I was like anything that could ever be created can and will be created by computers, because these are, you are looking at this data, you can scan every art piece in the world and create an amalgamation of this in a way that extends so far beyond team and capacity that the form that we have used to express artistic integrity, all forms will, in some way, become obsolete as a form of creative expression. And I had this huge existential crisis as a performer, realizing that the value of my work was essentially, like, how long would the value of my work live on if no one is, I am not alive to continue singing the song. You don't remember the people who played Carmen, you remember Bizet who wrote the opera, you remember Carmen the character, but the life of the performer is like that of a butterfly. It's like you emerge from the cocoon, you fly around the world beautifully for a very short amount of time. And then you just, you know, stardust again. And so I had this huge existential moment, and it was a really big awakening call. It was as though the gravity of the universe came into the entire dimension of my being and said these, what you have learned has given you a skill, but this is not your path. So I went okay, I just need some time to like process that and so, 'cause this is my entire life, it's the only thing I ever imagined I would ever do. And so I ended up spending three months in silence meditating. And people are like whoa, like how did you do that? And I don't think people, I don't know, not that people don't understand, but I'm not certain that a lot of people have the level of this kind of existential moment that I experienced. And I couldn't have done anything else, I really just needed to take that time to process that I was actually reformulating every construct at the foundation of my own reality. And that was going to take, that's not something you just do overnight, right, like some people can do it more fluidly, but this was a real shift, a conscious shift. And so I asked myself three questions in that meditation, it was what is my purpose, what is the paradigm shift and where is my love. And so I just meditated on these three questions and started to, I don't know how deeply you've studied lucid dreaming or out of body experiences, but that's another, a conversation we can get into in another time, that was my area of study during that period. And so I ended up leaving the three months in silence and I just kind of, I started following my intuition. So I would just, essentially, sometimes I'd walk into a library and I would just shut my eyes and I would just walk around and I would touch books. And I would just feel what they felt like to me, like the density of their knowledge. And I would just feel something that I felt called to, and I would just pull it out of the shelf and just read it. And I don't know how to explain it-- >> (mumbles) Energy, basically-- >> I was guided, I was guided to this. This was in 2011. And so what I started getting into was propaganda theory, the dissolution of Aristotelian politics as an idea of citizen and state when we're really all consumers in a Keynesian economy structured by Edward Bernays, the inventor of propaganda, who essentially based our entire attitude of economic health on, you know, a dissolving human well being. Like, the evolution of our economic well being and our human well being were fundamentally at odds, and not only was that system non-sustainable, but it was a complete illusion. At every touch, point and turn, that the systems we lived in were illusions. And so is all of the world, right, like this whole world is an illusion, but these illusions in particular have some serious implications in terms of people who don't have the capacity, or not the capacity, everyone has the capacity, but who have not explored that deeply, right, who haven't gone that deep with themselves. >> And one of those books was like a tech book or was like-- >> It was just multiple, no, it was multiple books. And it's not that I would even read all of the books all of the way through. Sometimes I would just pick up a book and I would just open it to a certain page and I would read like a passage or a couple pages, and I'd just feel like that's all I need to read out of that book. It's, you just tune into it. >> When was your first trade on Bitcoin, first buy, 2011? >> You want to know something nuts? People always, people are like, "When did you first buy Bitcoin?" I was not, I didn't. So after I started, once you know, all this knowledge came to me, I just started talking about it, I was like, I've been given some wisdom, I just have to share it. So I started going out into the world and finding podiums and sharing. And that was when someone put a USB full of Bitcoin into my hands. I very rarely, I don't necessarily buy, I've just been gifted a lot. >> Good gifts. >> Toni: They've been great gifts, yeah. >> And then when did you start Coin Telegraph, when did that come online? >> So that was in 2013. I joined, the property had been operable for I think like three or four months. And some guys called me and they said, "We're just really impressed with you "and we want to work with you." And I said, "Well, that's nice," I was like, "But you don't have a business, right?" And they were like, "What do you mean?" And I was like, "Well, you have a blog, right?" And so I went in and I said, essentially like, here's, to scale the property, I was like, "Here's a plan for the next three years. "If we really want to get this property to where "it needs to be." I'm like, "Here are the programs that we need "to institute, here's like this entire, "countries we can be operable in "and then other acquisitions of other properties." I essentially went in and said like, "Here's the business model and the plan at scale," and they were just like, I think they were a little like, the first call that we had, I think they were just like, "We just called you to," it was a bold move, like, "We just called you to offer you something, "and you countered our offer by saying "we don't have a business?" It was one of those things, but they-- >> Well, it was the labor of love for them, right, I mean-- >> Well, for all of us, yeah, for all of us. >> When all you do is you're blogging, you're just sharing. And then you start thinking about, you know, how to grow, and you got to nurture it, you need cash. >> Yes, and so I essentially came in and then started, I was both editor in chief and CEO and co-founder of the property who helped bring in a lot of the network, build the reputation for the brand, create a scaling strategy. A lot of mergers and acquisitions, a lot of franchises and-- >> How many properties did you buy roughly, handful, six, less than six? >> So I would also say that-- >> Little blogs and kind of (mumbles) them together, bring people together, was that the thinking? >> Yeah, you know, what's interesting is media from all shapes and sizes, 15 to 20 offices in 25 different countries. I always say this when I talk about this, a very important lesson that I learned. How do you manage a team of 40 anarchists? You don't, you don't, that's the answer, you don't, you don't even like, you're like oh. I remember when I was like, "We're a team!" And someone was like, "No, we're not, "I don't believe in teams, I work for myself "and I don't need," I was like oh, wow. I was like oh-- >> John: The power of we, no. >> I was just like, all right, but it was a good learning experience, because I was like well, this is the way, these are your needs. So if that's your, I was like, well, let's embrace that, let's embrace the idea-- >> But that's the culture, you can't change it. >> And let's create the economy around that, let's actually do direct incentive for it, if you think that you're, if you want to be in this on your own, then let's say okay, we're going to make this fully free market economics and we're going to have a matter of consensus on whether or not someone who's exploiting the system, you write an article, you send it out, the number of views and shares that it gets from accounts that are, you know, proven verified, that is how much you get out of the bounty that's created from our ad sales, and if the community comes together in a consensus and says that someone wrote an article that was basically exploiting the system, like beer, guns, tits and weed plus Bitcoin and then they just shared it with everyone, then obviously, they would be weighted differently because the community would reach consensus so-- >> Change the incentive system. >> We just, I started, yeah, I started redesigning, essentially, once I had that moment, I was like okay, I was like, well, we really got to change the incentives here then because the incentives are not going to work like that. If that's the, if there's a consensus that that is the way you guys want to do things, then I got to change things around that. All right, cool, and so yeah, it was a really interesting awesome learning experience from like, you know, a team of like, maybe like 20 to 40 into, probably took it up 40, and then with all of the other, you know, companies and franchises, to about 435 people. And then just took the revenue from, yeah, just took, it was like skating revenue and then rocketing revenue. So that was really my role in the growth of the business and we're all, you know, it's amazing to see how these kind of blockchain holacracies work, you know, at a micro scale and at a macro scale. And what it really takes to build a movement, right. And then, in some ways, I guess it'd either become or create a meme. >> Well, I really appreciate the movement you've been supporting, we're here to bring theCUBE to the movement, our second show, third show we've been doing. And getting a lot more this year, as the ecosystem is coming together, the norms are forming, they're storming, they're forming, it's great stuff. You've been a great thought leader, and thanks for sharing the awesome range of topics here for theCUBE. >> For sure. >> Toni Lane here inside theCUBE, I'm John Furrier. Thanks for watching our exclusive Puerto Rico coverage of CoinAgenda, we'll be right back. (energetic music)

and we're here with sicky junta and psyche is with CSC she's uh she's an entrepreneur she's a cloud expert she's a technologist a businessperson her official title is global vice president of cloud computing and cloud services at CSC welcome thank you it's good to see good to see you here and we're very excited to be at sapphire this is day 3 of course we're gonna talk cloud with the woods with sicky so so why don't we start off sick you tell us you know what is what is cloud all about is that is it living up to the hype I personally believe that cloud it is the way of the future we don't have enough trees and data centers for the generation that we are breathing you know the generation that we are breathing produce a tremendous amount of these data by the minute us digital data texting data voice data and all this data has to be Monte so the cloud it is the future to go and it's actually changed in the last three years I've been working loud for quite a while the dynamics of the last 12 months people have gone from being educational I want to know and we have to spell MC sounds like cloud and and then you say to them now their projects they have money they have value added in Rio the termination in that cloud project how was it changing good business Missy SC is a very well-known you know broad-based service provider outsourcing and so far how is the cloud changing your business it is very interesting because it's kind of transforming the business of cici's it transformed the way that we interact with our customers and prospects we use a lot of digital new yahoo the way we approach to our custom is very different we do pilots in our cloud the business model is changing we run we don't take hasit and people like it outsourcing deal we just run it for my fabric or we deliver cloud fabric at the customer data centers and we managers or we can say to them will give you the cloud fabric and you are like an Amazon you can manage it yourselves and we just keep the fabric well we'll provide the provisioning we provide your constructions and you are your own service provider is it very different than what she does to the top reason folks talk to you about you get a lot of clouds going on building clouds and you've been in technology preneur in the past sold your companies but you're at CC big brands are coming to you what is the number one thing you're seeing the pattern of the customer requests and or the new customers I think the customers they're really serious about cloud want agility version Assad Julia um I T delivery time to deliver a off even six weeks three months that is traditional it is not possible today customers wants to build application and modern weeks instead of months the new platforms like force calm and a zoo or do you have spring source vm having google apps they actually have this very beautiful object-oriented way for you to write application we're very very fast and so that requires a delivery mechanisms that can sustain that more I think that they want to build brand new applications so they can stay with them for the next 20 years and and we're waiting to us come on this morning we're talking on prior you said the cloud is a user experience I think that's really profound can you expand on that that was pretty compelling I think people look at the cloud as is odd this tech I and big iron in there but you talk about what you mean by the cloud is a user experience so I there are two type of Christ there is the consumer clouds that's the cloud that we do every your typing on the cloud and we have facebook and twitter and all this i play Angry Birds that's a gaming it's a big cloud that's any user experience of the cloud so if you leave in your cloud and use your spirits and then you go away you just say why do I have to win six weeks when I can play you know I can play final fantasy in real time with people in Hong Kong that's really the experience of the castle and enterprise is not there yet and there has two issues first of all the technology really was not they are still provide that the applications like sa peas and and the evolution of the systems second the processes are going internal IT are really very rigid sometimes you have to go fill up in requesting gotta get all this approval and has to be seen by 25 people on business model and all that so we have the challenge of accelerating a business classes and providing the same end user experience there and that's why it's CSC we have pilots in our plans we say to customer currents bosses and you know use our portal our provisioning environments upload workloads start to understand what does it mean interacting with about you know try it out there like in a mixed thing you know they got us growing you know puppy and then there they're stuck with the animal the cloud that's yeah I do never compare Jonna come up with a lot of those in the next half hour secure your company is technology agnostic of anyways right you know the real you get wed to a particular technology or services company so you have to be a trusted advisor to use clients on we're here at sapphire we're hearing a lot about in-memory computing and hannah we were talking a little bit about that off-camera what's your take on on this notion that sa p is putting forth they call them the ram cloud in-memory computing the Hana cloud what's your angle on that so first of all let's all understand the ROM and memory is the juice of clouds and I'll give you an analogy the cloud is like an apartment building where if the guy at the top takes a hot shower and uses all the shot that hot water the guy the bottom has no it has a cold shower and that's really the real analogy in a cloud vector if I have a very intense memory usage workload some could be SI p JD edwards and some others the other everybody in that community in that multi-tenant that's what it is multi-tenant ones we are all together feels the same problems and so memory it is deduce a cloud but that doesn't mean that because i have a lot of memory I don't have to optimize systems systems should be optimized and agile by themselves that's why a lot of refactoring a lot of building you know legacy java to a spring environment where you have encapsulation to take home see where you have object orientations and that makes you a John workers that really are optimized to use the maximum of the memory we actually going through this period right now he talks about private clouds and public laws in a hybrid clouds we've sort of in this period where we've got one foot in the legacy camp because you can't we don't a rip rip and replace and we've got another foot in this you know agile new world are you seeing a lot of sort of native new application development that's going to take advantage of these new cloud architectures new potential business processes you've seen that today and how long do you think it will take to actually see that bring true innovation to business I think that today the biggest usage of cloud are Gavin test so if the Devon test is the biggest user God that means that all the new projects are being developed to be delivered on the cloud vector and that's really very very very important today gets virtualized uses a platform but there is a big movement to refactor my applications because waiting for everything new there is only twenty percent of innovation in every large shop of IT today so there is a lot of companies that do create a roadmap for their workload and and when I talk to them I say divide you your workload part in three categories the legacy one that will never move that's the one that I in agreed environments and virtualized their heart the databases to bake the construct is not a job and the one that you want to do straight away Devon test email unified communications serum and the other things evaluate do I have to do I is it core that I have to own it and build it on or could I sauce it so to provide I system that it was already out there that it's like for sales culture of this world the NetSuite of this world workday is success factor 0 or any type of HR systems and say why do I have to own it why can't i have a SAS cloud environment where i can buy the serious doing this exercise helps them understand what its core what is not and why should I spend the money to take legacy applications to to the cloud can see it's a major changes in all layers who invited the you've got your your your device here your iPad we've hearing a lot of changes at the application layer and of course the infrastructure as well how is infrastructure changing and there's a lot of talk about convergence and there's logical blocks of infrastructure what are your thoughts there well I think that and the infrastructure layer we are actually seeing two major chain changes that are coming very fast first of all the multi-core environment 20 course is gonna beat ah here soon you're just sooner than we think and so all this memory conversation will already evaluated again because how's that memory gonna work with all this capacity our computer we have and that's that's a real conversations in and the IKE advisor that has the interaction with the fabric will need to be optimized to be able to take advantage of that storage is going through a lot of chambers multi-tier being the ability to say I don't want to maintain this for a long time understanding the retention here is it's even more critical than before because the access to the data now it's very fast and understanding the tiering and how you're going to do or not network storage what they're gonna cash what are you gonna close it creates a lot of questions when you build an application or when we refactor the applications a lot of it I think we have to realize that the systems have speed as a requirement and optimize from the end user to the art to the bear models what's the most efficient path just mentioned some real hot tech areas that we were all over I'll see the multicores and you the course the in-memory got solid state changing her essay p guys here saying summaries the new disc disc is the new tape tape is dead pretty pretty simple message there but multi core memory the hypervisor role of virtualization and the change will storage all those forces are colliding yeah when twins win some argue that that's an opportunity for redefinition of a new operating environment so to your point about optimization how do you see that revolving is that fantasy it gotta like a wish list you see new architectures developing definitely new architecture love being developed tonight's a new architecture for instance it's an optimized act architecture for mobility and to create a very pleasant user experience with all the data that sa p has because as if he has all this come on up data lock deals and so it's a new architecture you just say instead of changing the structure of the data or the app i am actually moving the interaction at the mobility level to a new device so that the experience is better in some cases used we will have to go back all the way and brought in right brand new systems that can suppose support that but I i believe the new architecture I've built all the time I think that um we haven't probably have a scene um what's the preferred what's the preferred visually for the future for this type of texture that that you're seeing and that you're driving towards mostly memory stuff immediate benefits to caching what do you see is the preferred methods that are driving right now I think that sounds looking at mobility so that that you can divide the user from the system's is very protesting because if you don't do that we actually slow down the end user experience and the end user is the productivity that we get every day second it's we have to look at business logics and can isolate the business logic so that I can can I really change it in a dynamic way in the last 10 years of 20 years we built system where we encoded everything he has to talk to this database over this IP address with that all this um hardcore stana configurations yes it's very hard in the cloud environment dynamic environment new media environment so we have to look at the system say how can I use so object orientations platforms separations logic how can i isolate the data if I have to how can I put it you know virtual data Mart's on top of it so that I can I'll cute the data because if I kind of a what Hana is was I'm sorry structure data then I cubix and then the cube gets talked to everybody and normally i know that in dededo there is eighty percent again used 20 bars are all right reverse so it's really an interaction and reactant acting from the end user best experience i want to do that facebook experience i want to give it that um gaming experience so how do i get to the data and adina you know it's probably 20 years old and it's really mainframe in monster well you're not gonna go ahead sir so when we talk to some of the vendors like for instance an emc they talk about the block at ciscos pushing UCS and it and they call it cloud ready or cloud enabled or cloud optimized i guess the term they use is that just good marketing or is it really the right model for the cloud to have that sort of single logical block of infrastructure which you're taking away well CC is a V block user we use Vblock for all our fabric cloth fabric deployment and a full hour in this cloud that is the first we have private cloud delivered on premises on the red card it's a unique value proposition no nobody has meaning you don't have to buy millions we delivered to you it's ready just provision the workload we teach you how to do it and we can do it in 10 weeks now we can only do it with a optimized block well the hard work and they're hard when storage and network and compute off very integrated and then we used EDM where I'd advisors are um has their communication macaluso we believe and I personally believe that that's today the best technology available UCS was built for cloud means project California that server was built thinking virtualization the optimization to the upper visor to the chip so that's why I think it is for CCM for our customer the best solutions it has a future-proof solution all the other architecture in the hardware have to change like HP just did a brand new set of equipment so and so I use that word future proof yeah it's like a punch like it Flashman does that expand know it's a good term it means basically you buy something and yes headroom you could it takes you into the future so just drill down on that more detail cuz that's a really important point that folks they don't want the cloud washing mentality they want to see specific so just expand on that you could so first of all um clouds there's no magic there and there is a project you say I want to take my Devon test to the cloud you have to plan it rough too tested you have to make it happen so there's no magic in cloud no pixie dust is like any other the ability to what I call future proof is what I call cloud plus far something that I can sustain in the next five years and not having to do it an architecture change or a major change I will do refreshes because the hardware is moving faster point releases add some stuff to it yeah but my architectural substantial architectural layers and everything is kind of stable for that but cloud pushes innovation to the US as a provider to our suppliers and to our end users all the time because it as a brand new paradigms so future is the roadmap that you built for yourself their customers i'm gonna say i have my roadmap I know what my clouds are gonna look in five years I know they thinks that I'm you know evaluating html5 for everything that is an end you see this vblock for the fabric I'm looking at how do i integrate cloud providers the api structures we are building a very interesting platform for cloud service programs where we will be the broker on all the cloud providers and look at the Echelon and maintain transparency so I know exactly what my cloud I'm gonna look in five years so that's when I seed with my CIS I say you don't have to do cloud the doctor doesn't say that you have to do cloud but if you do understand the business value and what's the roadmap and what's the current state to end state and the value that you want to be able to the post so CSE obviously cloud service provider and the Chinese proverb may you live in interesting times and we're in the technology business so we always live in interesting times i guess but so you have your cloud business your provisioning your own cloud you have your own data centers we see SI p announced today the Hana cloud and so but you of course a big SI p partner now you're sort of quasi competitor are you gonna build your own Hana cloud of me how does that all work you live in this age of cooperation can you talk about that a little bit but that's the beauty of cloud cloud doesn't bring competition brings integration so I'll give you another example we work very strongly with Microsoft Azure in their environment but our customer comes to CSC because they they want the full service experience and they want security and they want somebody that really looks at the architecture of what they do it expertise not just a class so we have created a federation model where no customer comes in our cloud is called cloud belt and say I want to build myself a force applications the integration to the force platform is similis to the end users we actually integrated us force platform and we'd actually run the code in the first platform but the customer said I want to now put it as my data in the public knowledge I want to get having them physical I wanted on your data center so we take care of all that in the Federation loss so we talked a lot about SCP with SI p in the last a day about hannah and they have their business on demand a platform that it is a way to write applications in situ and we asked him you know we want to run the application they plot from ourselves because I value added and then already so that's okay we will do a fixed platform like force or Google oh I absorb but we have portable platforms like spring or chorus or alarm stock and but remember well the customer fields a lock-in because they know they can only run it down beauty and and when you wrote it a nap in a strict platform you kind of just say okay I take it and I run in there he runs only there it's off two months like if you ride a force up you can write it in a matter of days I runs only there you can't just say I don't like yourself horse I'm gonna walk with my data we're going yeah you walk with you did about the Alpha stays there Thank so there is a lot of lock-in in this new their plan yet but Federation is the value on it the CSC brings we understand the de world is dynamic in nature and we will push hard on all our suppliers to say when can we have the ability for them to have portable bar codes instead of fix work that the CSC leading executive forum did some work a couple years ago that I read and it was they were talking to some CIOs those guys and they said as part of CSC very good work that they do and they said anecdotally that the discussions with CIOs this is probably 2001 9 time frame during the downturn suggested that CIOs are accelerating IT organizations are accelerating their adoption of cloud by as much as 12 to 18 months and then he went out into the Wikibon community and confirm that same thing I was really compressing that cycle and and I think it you would describe it as everybody needed the cloud it was sort of this cloud frenzy and now it's a little bit more selective one of the areas that seems to be having good uptake in flowers the federal government they seem to you know the new federal CIO is really hitting hard on cloud um is a supporter yeah and so um so what are you seeing there why is that is and how much money can you actually save with clouds that's a very good question so in the federal case since 1999 they had 400 data centers and when they lead the last census of all the data center i think was 2008 they had over a thousand data centers and so that's a huge growth everybody I want my own data centers until the garlic laptops iPads yeah that's a data center so I am so I think the government has come to the conclusion to say we all belong to the same family yes we all have our differences and security and privacy but let's trot learn how to share and I think there's a strong mandate for federal to use cloud vectors in fact CeCe's part of the data center consolidation committee where Jim Schaffer our president of public sector is a contributing member they are interesting things that we see is that actually federal for the first time turns to commercial and says good what is he working on the commercial side let's take commercial structures and architectures and apply so that we can move much much faster and reduce the cost so now comes to the cops um i dissect the cost of cloud in various sections first of all you have to virtualize and so virtualization brings in fifteen percent you're going from 700 servers to let's say 200 servers and that's a saving say he said in energy is saving now agility you you save them space and he'd never thing and that's a real hardcore cost rather cost that you have to buy new our hardware they will around and virtualized environment poverty if you take all your refresh cycle everything that's coming to be done you buy new hardware that can support that you can synchronize that as you can see what a nice day Saudi there is in the big girls then if you do infrastructure-as-a-service you got another you know 15 I mean maybe ten percent like I go to Amazon but then you hit a brick wall and that r equal is your applications and don't run on the cloud and you know you don't have any more things to cry so that's why I say to my CL we have to look at the IT Park and your eyes we have to go to the hardcore runner Montaigne IT budget today is sixty percent and evaluate how are we going to write new applications that get modernized or how can we refactor the application so that we can reduce this run and montane down to no more than fifty percent so we can use all the other 50 for your innovation and that's why it's seriously we believe we've somebody takes this portfolio approach we can commit up to forty to forty-five percent cartridge on a traditional on a traditional company which now if you are a brand new company and you really do the analysis core versus non core and you go this route you actually can reduce your cost a lot when I was a CIO I add a data set I see the data center and I said I don't want to run datacenters I just builds after I don't have to have a data center the last person that was holding up was my CFO and he says oh I like my sister now I ever say well six months you are not sweet otherwise you are met and and now is the number one that sweets speaker for public company of using cell system so it is a culture that's a great I mean it's great movement right now cloud there's a SiliconANGLE TV the worldwide leader and online tech coverage this is the cube this is where we talk about all the great stories and content with Suki Kunta great conversation here at SiliconANGLE dot TV question on the service is angle Dave and I have been talking for weeks now about how the services business changing both the services of delivery consulting integration which you mentioned that's where cloud is not about competition bout integration and also the services that can be offered on the cloud so how was the the services business changing the value chain of the architecture to the wind services that are being delivered we call that services angle mean what's your angle on the services business is changing into in two ways one it becomes more strategic so all this road mapping and understanding of the asset portfolio and why do you want to be on three years and what's the type of IT leader you want to be for your organization so it's moving upwards and then actually is becoming very very technical people the really most virtualization optimization infrastructure and can really what i call the youngsters the guys that can really write apps very fast the young Dae young coders know what we are crap that really don't want to spend the times on you know I'll ride this big proposal he's there and I'll show you and that's when i interviewed it for CSC the kid in five minutes his own is the ipod alive stop on top here I know that he lives the cloud everyday leavin this is really the new people that I say we have to look for but there is a big difference the culture change the consultant with the tie and phil italia proceeds one in two and three so the kids say give me two hours and i give it back to you yeah it's a huge there's conflict back in the 90s remember that that's the consultant suit they're making a lot of money project management huge schedules kind of slow now it's like you got these gunslinger coders who can whip up apps deploy it on the cloud in a couple days in a day and set change very used to start with a word document to powerpoint and now they're starting with you know code well know if they're the most used tool is a mind map for a project instead of a bullet and and I think that's when you start come in a conversation with a customer you follow the threads of where he wants to be and then the end you end up with a map or what it needs to be done but it is a different culture and the beauty of having the traditional thing though is is that you can have you can actually provide structure to discredit creativity so the end result is a quality because you know cowboy is intact it's cowboying intact and I you don't want to have that especially with our customers where we get them and can't we have small and large I mean I have olympic system a small bite active coupons so that that's my spectrum but quality is the most important thing nothing so we have to put quality within relationships we're here with the