>> Presenter: Live from Las Vegas it's theCUBE covering HPE Discover 2017, brought to you by Hewlett Packard Enterprise. (light techno music) >> Okay welcome back everyone we are here live in Las Vegas for HP Discover 2017. This is SiliconANGLE's, theCUBE is our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, the co-founder and co-CEO of SiliconANGLE with my co-founder and co-CEO Dave Vellante with Wikibon, and our next guest is Alain Andreoli, who's the Senior Vice and President General Manager of the DCIG, the Data Center Infrastructure Group at HPE. Great to see you, welcome back to theCUBE. >> Thank you, it's a pleasure to be here again. >> Great show, you guys have a lot of great innovations. Notable was the analyst press conference that we were at. You were feeling all the questions, the buzz around Gen10 and all the action you guys are putting inside the new service from security to all the innovation that's happening, pretty great opportunity and the true private cloud numbers coming out of Wikibon are showing fastest growth is cloud on-prem. This points to significant opportunities, your thoughts? >> Yeah, well, the need for compute is clearly growing and you continue to grow forever. What we see is that the compute points are also expanding so it can be on-prem, it can be off-prem, it can be in the edge, and on-prem there is a bit of a revolution which is coming from the experience of the public cloud, and so, private clouds are becoming very, very fancy. So you see on-prem compute basically turning into two families, very specialized for high-performance computing, for mission-critical, for AI, and others. The things that are really, very critical to the business. And then for all the other workloads, they need flexibility like a public cloud but on-prem because they can keep control, they want to mimic the agility and they want to have the same economic level. So we are playing on both fronts, we are doing very well on the specialized front with HPC Acquisitions of HDI and so on, and we are making a breakthrough on the private cloud with Synergy and soon with the new stack. >> So the whole notion of DevOps and cloud have opened up the doors and certainly you guys have been very clear with the simplicity message. Big data is big part of the application process, cloud providers, multiple clouds, so this right mix conversation-- >> Alain: The right mix, the right mix >> Is what Meg is putting out their is a nice message, and what you're saying is "hey the on-prem is not going "anywhere and we have the data to prove it." But you look at the big clients, they want the control. What is the conversation that you're having when you say, "Hey I need more capabilities," obviously high-performance computing, powering AI, and machine-learning, we're seeing, obviously those things. But from the business model side, what are the customers asking from you for solutions? What are the key things they want from HPE right now? What is that-- >> In terms of economic control? >> Solutions that are top priorities. When they sit down and say, "Well, you know, I need more compute." Okay, what does than mean? What specifically are you building for customers to help them with the digital transformation, to simplify the business model of on-prem with cloud and to deal with the multi-cloud world. >> So, they believe that the management of the mix between the different alternatives that they have right now with, certainly, a complexity and they rely on us to take this complexity away. So we are very bullish about the project New Stack because we think that this will allow data to be managed across the different horizons in the data center, across multiclouds and with more and more data being created and eventually computed at the edge. So these three horizons together make intelligent distributed computing, which will be more self-tuning, which will be extreme data analytics, and ultimately, this will allow customers to manage data seamlessly across everything. We think that this is kind of strategically where our customers want to be. Then the way they get there depends. Some customers have a view, which is just modernization of what they have right now. Some of the customers want to be more dramatic and run everything they have as if it was a seamless cloud, and then they have to decide the mix between on-prem and on-prem. Most of the customers, I was looking at what is actually making the public cloud. More than 50% are born from the cloud, they are people who never had the data center and may never have one until they grow up because then when they grow up, they need one. >> John: (chuckles) For control? >> What we have learned, for control-- >> John: And expense-- >> Dave: The Cloud Cliff. >> Expense, That's The Cloud Cliff. So, more than half of the public cloud customers never had a data center. About 15%, 15, 16% of the customers of the public cloud are consumers. And then, you have a small third which are enterprises. That's the first thing to realize, right? That the move of the enterprise is still pretty small. I was discussing with the largest systems integrator in Germany yesterday, and their view is the German perspective, because here in the US we have a tendency to believe that everything is public cloud or will be. The German view is totally different, for instance. So, I think, you know, we have gone through a cycle which has been public-cloud-heavy in terms of marcom where the market believed that public cloud was going to be everything, and we are now landing in a reality zone where this mix is an opportunity for the customers. They have some trivial workloads that can go on the public cloud, but we see that on-prem remains, basically, what people are doing. >> That last point's really important because even though you said, "Well, less than maybe a third is enterprises "in the public cloud," if you look and feel the workloads that are going to the public cloud, it's not the core of enterprise IT workloads. >> So what I believe is that we are thinking it the wrong way when we think in public cloud and which workload goes there. The workloads are not going to the public cloud. It's that a lot of the workloads that used to be run on-prem are now coming from the cloud, SaaS-- >> John: Right. >> That's different, that is very different. So, customers are not deciding what is on-prem, off-prem, they are now looking at software packages that come from the cloud, like Salesforce, or others. And this means that while they're running their data center as vital applications that don't come from the cloud, so it's more and more specialized, and then they have a variety of applications that don't come from the cloud, that they will run on their public cloud. This is why I see these two topologies, if you want, of specialized-- >> John: Yeah. >> Super compute and data-centric, and then, very fluid, and this where Synergy plays so well, because Synergy allows this fluidity-- >> John: Yeah. >> Of pools of resources, and you can basically adjust to the various applications that you have. >> Oh, this is classic early adopter kind of behavior, you mentioned the SaaS coming in and being influenced because they're easy to get into right? You can get some subscription and get some value, but then I think the true private cloud is interesting to me because what it really shows, to extend your point, is that the business models are changing for the agility piece, that's the DevOps. So, as you see IT consumption changing to cloud-like, or true private cloud-- >> Dave: Yep, yep, yep, yep. >> Essentially, that is an OPEX business model. So, the business transformation is now where the rubber hits the road for what digital is. So to me, we see this dynamic so with that being said, what aspects of HP taking advantage of? You mention Synergy, what else do you guys have cookin' up? What's out there that customers are using to turn the knob and go faster on the acceleration on that? >> With customers, I wouldn't like us to look at customers only as being enterprises, because as more and more business is being generated from the cloud, people who do business from the cloud, whether they are enterprise service providers, or software providers, or business born from the cloud, these people also acquire technology, and they have need for services, and they require infrastructure. So, this is a segment of the market where we're going to to double down in the future. So, we are looking, we call them, like, Tier 2, Tier 3's, because the very large ones have a tendency to try to build their own things-- >> John: Yeah, service providers-- >> But, a lot of other service providers and there are-- >> John: Cloud service providers. >> You know, a small third of the market also demand technology and support from us. So, we are going to expand our cloud line strategy. We are going to offer open systems, and be very aggressive there, both for compute, storage and for networking. So there are kind of two prevalent markets. If you want more, there is a market of completely open systems, we call them whiteboxes, you know, we call them for the cloud, Cloudline, which is now a multi-billion dollar business for us. And then you have the people who want products that offer a lot of value that are differentiated, like Synergy, like Proliant, like Blade Systems, like 3PAR, like Nimble, and so on, and obviously we are doubling down on these as well with our Acquisitions and own development like Gen10. >> So the narrative from Hewlett Packard Enterprise and all of your competitors is, you know, hybrid is the reality, fair enough-- >> Alain: That's for sure. >> And we agree, but there is an aspect of zero-sum game here in that the markets at the macro level are not growing like they used to. So, market share becomes very, very important. You've put up a slide in your keynote, 81 straight quarters of leadership. Now, we all know that you can play games with the numbers, but the most important metric we would argue is revenue share. If you're number one in revenue, that's the true market leadership. So you've had 81 straight quarters of leadership, as we've just defined leadership. That's 20 years. >> In this quarter, we had leadership, and next quarter I think we'll have leadership as well-- >> Dave: How have you been able to do that? >> We are not looking at market share for the sake of market share. We want to bring value to our customers and to our shareholders. So if there is, moving forward, a part of the market that does not yield value for either party, we may not want to measure our market share against that because we may not define this as being our own market. But so far, we are leading the overall market in compute. We are now a strong number two in storage, with the acquisition of Nimble, and we're happy to be there. But our strategy is not being number one for the sake of being number one. >> Now on Dave's point, I'm very critical on this, I've been readin' about it, and again I may be overstepping my boundaries here, but I believe that if we're going to a new era of modern computing, dull metrics don't apply because everybody seems to be number one at something. I go to so many shows where I go to Dave where I'm number one in this, I'm-- So, the question is if the old is shifting to a new model, and it's horizontally scalable, vertically specialized kind of a marketplace, which you guys are addressing with some of your tech, what are the metrics? So that we're asking ourselves the question, what should be the benchmark standard? >> So I have a strong point of view and I was discussing with an analyst last night, we had dinner, and I've had the same point of view for the last couple of years. The history of the market is to measure by product category: rack, towers, old flash arrays, disk arrays, mixed arrays, and so on. I think this is a rear mirror view, it doesn't matter. The decisions that customers are making are: what is my specialized computing? Which includes computing, storage, networking. What is my specialized data center, basically. What is my private cloud? Then what is my consumption of IT coming from service providers and therefore, you have the service provider market, which itself can be separated into different segments. That's the way to measure the business. So, I want to be leader in specialized compute. I want to be leader in private cloud because this is what enterprise will be consuming. And basically, we're already leaders there, but I want to be continue to be leader in providing gear to service providers, who have decided to rely on partners to build their data centers and not build them themselves. This makes sense, because then you look at the market differently, you're not looking at micro-territory-- >> John: I agree, I 100% agree with you. >> Density, optimized whatever, you're saying, okay, what is a service provider going to need in the future? What is going to be specialized computing in the future? What is going to be a private cloud in the future? Once you have covered that-- >> John: Yeah. >> What is going to be compute at the edge in the future? And what do you need to orchestrate all the data? These are the clusters of the market that matters. They are the ones we are pressuring and they are the ones-- >> And you could be building technology-- 100% agree with you, I would also add, by the way, I agree with you 100%, and I would even amplify it by saying you could be building something new, like a server, chips, silicon security, that has no category. So how does that relate into things-- (laughing) >> Well, Synergy is the category. >> Dave: Right. >> You know, it's-- >> 'Cause it's horizontally scalable, so again, you could be number one, two, or three by the old categories, but be wholistically number one in the market. >> So, I think it's more, you know, it's more categories of business outcomes. >> John: Yeah. >> Like, specialized high performance, you know, flexibility, agility of a private cloud. I think that's, you know, so, if you make a parallel with the car industry, you can say is the market, like, diesel engine, or gas engine, or electric engine, or is it like sport cars, SUVs, or whatever. I want us to look at SUVs and sport cars, how do we do the best SUV? How do we do the best sports car? Versus, you know-- >> John: The components, and do how you have-- >> This technical view of it's a rack or it's a tower. >> Yeah. >> And how do you add the most value for customers-- >> Yeah. >> That is profitable for shareholders? >> At the end of the day, when we have our argument in our office about this on the research side, we say, "Look, at the end of the day, "let's identify some of these new catego-- and try 'em, not measurement points, but customers and revenue can't lie. If you have customers, here it is, number of customers. >> And so, the problem then is to measure it. Once you have defined what is right metrics, can you measure it? >> John: Right. >> And so, unfortunately, the analyst today cannot measure the market where it has evolved. So we are still looking at rack and towers, and so on, and I think this is wrong, the wrong view. >> Okay, so, talk about the hot thing that we like is the Root of Trust product, the silicon thing that's called the Root of Trust, you know, with the firmware thing. This seems to be getting a lot of buzz to show. It's innovation, we had some independent testers on with your guys, and the Gen10, this is pretty impressive. Thoughts on, is this the kind of direction you continue to go with, what's your thoughts on this security-- >> Well, we think security's super important and, you know, you open the newspaper or the TV today, and you see what's happening, it's quite amazing, including today, what's happening today, here in the US. So, it's incidental the we come in just today with our new generation of compute, but it's taken two years of interviews with customers to really understand what's most important to them. And the risk of cyber threat has turned enormous, and I think that you have been interviewing experts from the FBI, and so on-- >> John: Yeah, right. >> During this session, who came here and help us to build this solution. And I think we're coming at the right time with the right solution that will take a few years to our competitors to try to match that, and then we'll go in this direction because that's the only way technically you can do it. >> John: Yeah. >> It's at the silicon level, so you basically have unique encoding on your server in silicon, and the firmware always, you know, compares itself throughout the whole life cycle of the server, even before the server is finally built through this Root of Trust. I think we've done this extremely well, I'm very, very proud of our ingenious. >> And it's been validated against the The NIST, NIST Securities Team, and so, congratulations on that. >> Alain: And these are the most stringent startups in the industry, right? >> It's pretty impressive, I mean, this has been a trend that we've been seeing, the silicon, the silicon angle, no pun intended. But it's interesting, and always, security's come up in the past, people want that. And with IoT, the support, the attack vectors can be sealed up pretty well-- >> And so are our Edgeline products, they have IDOL 5, and so, they will also have access to this technology. >> Great innovation, thanks for coming on theCUBE, really appreciate you share the insight. I'll give you a final word here. Share with the audience something you think they should know about HPE right now that they may not know about, I know the messaging's pretty simple, you got the nice messaging, but going beyond the messaging, what would you like to share with the audience about your group and HPE's innovation coming out of Discover 2017? >> You feel the buzz here, you can see, I think we have never been in such a focused and clear position, we exactly know the businesses we are pressuring, the Hybrid IT make it simpler, and the edge, and the service to make it happen. We are just crystal clear. But when you put the three together, you get to this dimension of intelligent distributed computing, and this is a market that we will lead in the future. Also, we are such a strong and stable company. We will have over $12 billion of cash net in our balance sheet by the end of next month. And this puts us in a position to continue to double down on these bets we have made for the future of the market. So we are very, very confident that we are in a great spot, and frankly, it's great now because it feels like we are starting to be a destination. The last 18 months, we separated from some of our legacy friends, and now, not only are we on our own, but we have a clear strategy moving forward. We are proving that we are implementing it with the six acquisitions that we have made over the last few months, and more in the pipeline, continuing to deliver the capability to integrate these acquisitions, and the capability to continue to motivate our customers to be with us. >> And the spotlight is on you guys, we'll be tracking it, thanks for coming on theCUBE, really appreciate it, Senior Vice President, General Manager of the Data Center Infrastructure Group, sharing his opinion here on what's happening and where's it going in the future for HPE. We'll be back with more live coverage with theCUBE, here in Las Vegas after the short break. I'm John Furrier with Dave Vellante, we'll be right back, stay with us. (light techno music)