(upbeat music) >> Well, good day and thank you for joining us as we continue our series here on theCUBE of the AWS Startup Showcase featuring today BigID. And with us is Will Murphy, who's the Vice President of the Business Development and Alliances at BigID. Will, good day to you, how are you doing today? >> Thanks John, I'm doing well. I'm glad to be here. >> Yeah, that's great. And theCUBE alum too, I might add so it's nice to have you back. Let's first off, let's share the BigID story. You've been around for just a handful of years. Accolades coming from every which direction so obviously what you're doing, you're doing very well. But for our viewers who might not be too familiar with BigID, just give us a 30,000 foot level of your core competence. >> Yeah absolutely. So actually we just had our five-year anniversary for BigID, which we're quite excited about. And that five year comes with some pretty big red marks. We've raised over $200 million for a unicorn now. But where that comes to and how that came about was that we're dealing with longstanding problems with modern data landscapes, security governance, privacy initiatives. And starting in 2016 with the authorship of GDPR, the European privacy law organizations had to treat data differently than they did before. They couldn't afford to just sit on all this data that was collected. For a couple reasons, right? One of them being that it's expensive. So you're constantly storing data whether that's on-prem or in the cloud as we're going to talk about. There's expense to that. You have to pay to secure the data and keep it from being leaked, You have to pay for access control, you have to pay for a lot of different things. And you're not getting any value out of that. And then there's the idea of the customer trust piece, which is like if anything happens to that data, your reputation as a company and the trust you have between your customers and your organization is broken. So BigID, what we did is we decided that there was a foundation that needed to be built. The foundation was data discovery. If an organization knows where its data is, whose data it is, where it is, and what it is and also who has access to it, they can start to make actionable decisions based on the data and based on this new data intelligence. So, we're trying to help organizations keep up with modern data initiatives. And we're empowering organizations to handle their data, sensitive, personal regulated. What's actually quite interesting is we allow organizations to define what's sensitive to them because like people, organizations are all different. And so what's sensitive to one organization might not be to another. It goes beyond the wall. And so we're giving organizations that new power and flexibility. >> And this is what I still find striking is that obviously with this exponential growth of data you got machine learning, just bringing billions of inputs. It seems like right now. Also you had this vast reservoir of data. Is that the companies in large part don't know a lot about the data that they're harvesting and where it is, and so it's not actionable. It's kind of dark data, right? Just out there residing. And so as I understand it, this is your focus basically is to tell people, hey here's your landscape, here's how you can better put it to action why it's valuable and we're going to help you protect it. And they're not aware of these things which I still find a little striking in this day and age >> And it goes even further. So you know, when you start to reveal the truth and what's going on with data, there's a couple things that some organizations do. And enter the human instincts. Some organizations want to bury their head in the sand like everything's fine. Which is as we know and we've seen the news frequently not a sustainable approach. There's the like let's be we're overwhelmed. Yeah. We don't even know where to start. Then there's the unnatural reaction, which is okay, we have to centralize and control everything. Which defeats the purpose of having shared drives and collaboration in geographically disparate workforces, which we've seen in particularly over the last year, how important that resiliency within organizations is to be able to work in different areas. And so it really restricts the value that organizations can get from their data, which is important. And it's important in a ton of ways. And for customers that have allowed their data to be stored and harvested by these organizations, like they're not getting value out of it neither. It's just risk. And we've got to move data from the liability side of the balance sheet to the assets side of the balance sheet. And that comes first and foremost with knowledge. >> So everybody's going cloud, right? Used to be, you know, everybody's on prem. And all of a sudden we build a bigger house. And so because you build a bigger house, you need better security, right? Your perimeter's got to grow. And that's where I assume AWS has come in with you. And this is a two year partnership that you've been engaged with in AWS. So maybe shine a little light on that. About the partnership that you've created with AWS and then how you then in turn transition that to leverage that for the benefit of your customer base. >> Yeah. So AWS has been a great partner. They are very forward-looking for an organization as large as they are. Very forward looking that they can't do everything that their customers need. And it's better for the ecosystem as a whole to enable small companies like us, and we were very small when we started our relationship with them, to join their partner organization. So we're an advanced partner now. We're part of ISV Accelerate. So it's a slightly more lead partner organization. And we're there because our customers are there. And AWS like us, we both have a customer obsessed culture. But organizations are embracing the cloud. And there's fear of the cloud, but there really shouldn't be in the way that we thought of it maybe five or 10 years ago. And that companies like AWS are spending a lot more money on security than most organizations can. So like they have huge security teams, they're building massive infrastructure. And then on top of that, companies themselves can can use products like big ID and other products to make themselves more secure from outside threats and from inside threats as well. So we are trying to with them approach modern data challenges well. So even within AWS, if you put all the information in like let's say S3 buckets, it doesn't really tell you anything. It's like, you know, I make this analogy sometimes. I live in Manhattan and if I were to collect all the keys of everybody that lived in a 10 block radius around me and put it into a dumpster and keep doing that, I would theoretically know where all the keys were. They're in the dumpster. Now, if somebody asked me, I'd like my keys back, I'd have a really hard time giving them that. Because I've got to sort through, you know, 10,000 people's keys. And I don't really know a lot about it. But those key say a lot, you know? It says like, are you in an old building? Are you in a new building? Do you have a bike? Do you have a car? Do you have a gym locker? There's all sorts of information. And I think that this analogy holds up for data but ifs of the way you store your data is important. But you can gain a lot of theoretically innocuous but valuable information from the data that's there, while not compromising the sensitive data. And as an AWS has been a fabulous partner in this. They've helped us build a AWS security, have integration out of the box. We now work with over 12 different AWS native applications from anything like S3, Redshift, Athena, Kinesis, as well as apps built on AWS, like Snowflake and Databricks that we connect to. And in AWS, the technical teams, department teams have been an enormous part of our success there. We're very proud to have joined the marketplace, to be where our customers want to buy enterprise software more and more. And that's another area that we're collaborating in joint accounts now to bring more value and simplicity to our joint customers. >> So what's your process in terms of your customer and evaluating their needs? 'Cause you just talked about it earlier that you had different approaches to security. Some people put their head in the sand, right? Some people admit that there's a problem. Some people fully are engaged. So I assume there's also a different level of sophistication in terms of what they already have in place and then what their needs are. So if you were to shine a little light on that, about assessing where they are in terms of their data landscape. And now AWS and its tools, which you just touched on. You know, the multiple tools you have in your service. Now, all that comes together to develop what would be I guess, a unique program for a company's specific needs. >> It is. We started talking to the largest enterprise accounts when we were founded and we still have a real proclivity and expertise in that area. So the issues with the large enterprise accounts and the uniqueness there is scale. They have a tremendous amount of data: HR data financial data, customer data, you name it. Right? Like, we could go dry mouth talking about how many insane data so many times with these large customers. For AWS, scale wasn't an issue. They can store it. They can analyze it. They can do tons with it. Where we were helping is that we could make that safer. So if you want to perform data analytics, you want to ensure that sensitive data is not being part of that. You want to make sure you're not violating local, national or industry specific regulations. Financial services is a great example. There's dozens of regulations at the federal level in United States. And each state has their own regulations. This becomes increasingly complex. So AWS handles this by allowing an amazing amount of customization for their customers. They have data centers in the right places. They have experts on vertical specific issues. BigID handles this similarly in some ways, but we handle it through extensibility. So one of our big things is we have to be able to connect to everywhere where our customers have data. So we want to build a foundation of like let's say first, let's understand the goals. Is the goal compliant with the law? Which it should be for everybody. That should just be like, we need to comply with the law. Like that's easy. Yeah. Then there's the next piece, like are we dealing with something legacy? Was there a breach? Do we need to understand what happened? Are we trying to be forward-looking and understanding? We want to make sure we can lock down our most sensitive data. Tier our storage, tier our security, tier are our analytics efforts which also is cost-effective. So you don't have to do everything everywhere. Or is the goal a little bit like we needed to get our return on investment faster. And we can't do that without de-risking some of that. So we've taken those lessons from the enterprise where it's exceedingly difficult to work because of the strict requirements because the customers expect more. And I think like AWS, we're bringing it down market. We have some new product coming out. It's exclusive for AWS now called SmallID, which is a cloud native. A smaller version, lighter weight version of our product for customers in the more commercial space. In the SMB space where they can start to build a foundation of understanding their data for protection and for security, for privacy. >> Will, and before I let you go here what I'd like to hear about is practical application. You know, somebody that you've, you know, that you were able to help and assist, you evaluated. 'Cause you've talked about the format here. You talked about your process and talked about some future, I guess, challenges, opportunities. But just to give our viewers an idea of maybe the kind of success you've already had. To give them a perspective on that. Just share a couple of stories, if you wouldn't mind. Whether there's some work that you guys did and rolled up your sleeves and created that additional value for your customers. >> Yeah, absolutely. So I'll give a couple examples. I'm going to keep everyone anonymized. As a privacy based company, in many ways, we try to respect-- >> Probably a good idea, right? (Will chuckles) >> But let's talk about different types of sensitive data. So we have customers that intellectual property is their biggest concern. So they do care about compliance. They want to comply with all the local and national laws where their company resides and all their offices are. But they were very concerned about sensitive data sprawl around intellectual property. They have a lot of patents. They have a lot of sensitive data that way. So one of the things we did is we were able to provide custom tags and classifications for their sensitive data based on intellectual property. And they could see across their cloud environment, across their on-premise environment, across shared drives et cetera, where sensitive data had sprawl. Where it had moved, who's having access to it. And they were able to start realigning their storage strategy and their content management strategy, data governance strategy, based on that. And start to move sensitive data back to certain locations, lock that down on a higher level. Could create more access control there, but also proliferate and share data that more teams needed access to. And so that's an example of a use case that I don't think we imagined necessarily in 2016 when we were focused on privacy but we've seen that the value can come from it. Yeah. >> So it's a good... Please, yeah, go ahead. >> No, I mean, the other (mumbles). So we've worked with some of the largest AWS customers in the world. Their concern is how do we even start to scan the Tedder terabytes and petabytes of data in any reasonable fashion without it being out of date. If we create this data map, if we create this data inventory, it's going to be out of date day one. As soon as we say, it's complete, we've already added more. >> John: Right. >> That's where our scalability fits in. We were able to do a full scan of their entire AWS environment in months. And then keep up with the new data that was going into their AWS environment. This is huge. This was groundbreaking for them. So our hyper scan capability that we brought out, that we rolled out to AWS first, was a game changer for them. To understand what data they had, where it is, who's it is et cetera, at a way that they never thought they could keep up with. You know, I brought back to the beginning of code when the British government was keeping track of all the COVID cases on spreadsheets and spreadsheets broke. It was also out of date. As soon as they entered something else it was already out of date. They couldn't keep up with it. Like there's better ways to do that. Luckily they think they've moved on from that manual system. But automation using the correct human inputs when necessary. Then let machine learning, let big data take care of things that it can. Don't waste human hours that are precious and expensive unnecessarily. And make better decisions based on that data. >> Yeah. You raised a great point too which I hadn't thought of about. The fact is, you do your snapshot today and you start evaluating all their needs for today. And by the time you're able to get that done their needs have now exponentially grown. It's like painting the golden gate bridge. Right? You get done and now you got to paint it again, except it got bigger. We added lanes, but anyway. Hey, Will. Thanks for the time. We certainly appreciate it. Thanks for joining us here on the startup showcase. And just remind me that if you ever asked for my keys keep them out of that dumpster. Okay? (Will chuckles) >> Thanks, John. Glad to be here. >> Pleasure. (soft music)

>> Announcer: Live from Washington D.C. it's The Cube covering AWS Public Sector Summit, brought to you by Amazon Web Services. >> Welcome back everyone to The Cube's live coverage of the AWS Public Sector summit here in our nation's capitol, I'm your host Rebecca Knight. Co-hosting alongside analyst John Furrier. We are welcoming today Troy Bertram. He is the GM Public Business Development Worldwide Public Sector at AWS. Thanks so much for coming on The Cube, Troy >> Thanks for having me Rebecca >> Rebecca: A first timer. >> It is the first time. >> Rebecca: Welcome. >> Yes, thank you John, thank you Rebecca. >> Let's talk about your partner organization. Why don't you let our viewers know how it's structured, what its mission is, how it works. >> Yes, certainly. Our public sector partner teams work with our partners around the world that really support the mission requirements of government, education, and non-profits. Our partners are part of the large Amazon partner network, so 35,000 plus partners, but really our customers choose, Whether it's technology partners that have really focused their SaaS, PaaS, ISV solutions on government customers and worked through accreditations and certifications, or it's the consulting partners that go to market and own the prime contract vehicles. Contracts are how our customers buy in public sector. What we've done is really focused our teams from start-ups, and venture capitalists, and incubators, through technology, ISVs, PaaS and SaaS partners to our large consulting partners; global consulting partners, but also really helping curate those consulting partners that meet socioeconomic requirements. Often times governments have laws, regulations to buy small woman owned 8(a), service disabled veteran, as veteran, one of my near and dear partner subset to me, and we work with them to help navigate through and develop programs to work through the APN, and often times it's a partner to partner activity of a consulting partner working with a specialized ISV technology solution that can meet a customer's mission requirements. >> What's interesting about the cloud, we've been talking about our intro this morning is the agility and government's now seeing it benefits, and it's not just and aha moment anymore cloud is really, it's driving a lot of change. That's been lifting up a lot of your partner profiles. You have start-ups to large entities all playing together because the requirements my change based upon either the agency or the public sector entity. >> Yes. >> Have unique needs, so you have a broad range of partners. How do you guys nurture that? That's good diversity. You have nice solution set from tech to business. How do you guys nurture that? What's some of the challenges and opportunities you guys are seeing with the growth. >> Cloud is really allowed a reset for many of our partners. Whether you are born in the cloud company, that doesn't necessarily have a long legacy, and haven't built an entire infrastructure, and you don't have an infrastructure of people, but also don't have technology debt that you've been burdened with because of your prior operating models. It's nurturing that born in the cloud company that maybe a services oriented migration partner that's focused on moving our customers applications and workloads, or it's nurturing the technology and helping them build, or it's a refactor and a legacy on premise solution or those solution providers that have traditionally operated in an on-prem environment. Helping them train, certify, and really build a new practice. >> And it's exciting too. You got the ecosystem kind of approach where, you know a thousand flowers can bloom. I've got to ask you, what do you see sprouting up? What's growing most? What is some of the trends that you see in the partner ecosystem? What's growing fast? What's the demand? What's the hot area? >> The real demand is for people with skill sets. In our business, skill sets also often include security clearances, and a knowledge of the working environment that they're migrating from. We're spending an inordinate amount training and educating. Also, our partner selling community of understanding the dynamics of how to go to market, and the contract vehicles, and how to navigate. The opportunities are really immense. It's nurturing those thousand flowers, and it is a challenge for many of us. How do we nurture those thousand flowers simultaneously? >> Are you finding the right people? A big theme on The Cube here is the skills gap. I just saw a Deloitte survey. 60% of executives, and these are executives, they're not in the public sector, said a skills gap hindered their AI initiatives and hindering their cloud computing initiatives. What are you seeing? What are you hearing from the people you're talking to? >> There's a thirst for both knowledge and training, but there's also, from the executive side, we have a need to fill. There's an abundance of roles, and all of us working together. One of our initiatives is even the job boards that we're working with our educate team and Ken Eisner a peer that leads that is, we're helping our partners promote their open roles. Allowing our partners to look for and curate the same talent that Amazon is helping train and develop because when our partners can find amazing talent, our customers win. It benefits AWS and the partner ecosystem. >> Education's huge. You got to have the ongoing digital course ware. Is that a top priority for you? What are some of your top goals for this year in your plan? >> When it comes to education, top goal is training many of our new partners through our emerging partner team. Many of the new partners have a commercial practice. We're also looking at those partners and actively recruiting those partners that have built a commercial practice that are looking to enter government. Whether it's our distributors or our resellers that own the prime contract vehicles, we're doing partner to partner activities. We call it partner speed dating. It's contract vehicles that exist across state and local government, US federal, or in the international community for those ISVs that want to enter new market regions is pairing with those existing local companies that have contract vehicles and then helping train and educate on the nuances of public sector. >> We were talking with General Keith Alexander and retired General Yesthidae came on and I asked them directly, if you could a magic wand, I think I said, something along the lines of if you had a magic wand, what would you do to change the government? It could go faster. He said the technology check we're doing very well, it's moving along great, it's the procurement process. It's just too long. He mentioned contracts. This is really the key point we keep hearing. The red tape. What's the update there? I'm sure partners aren't wanting more red tape. They want to cut through it, to your point. >> No. It's really an education process. When I started at Amazon over six and a half years ago, my first role was to stand up, and it still is the core of my role, I have individuals in 22 different countries around the world, and we're helping governments and VR partners through the procurement process. We did this past week in my home state of Minnesota, our 10,000th RFX, so we consider an FRP, FRI, an RFQ a tender, I need to buy, I want to buy something. We responded to 10,000 of those in six years and two months. That's an abundance of contract that ultimately, many of them are task orders and IDIQs and GWAX. There's an abundance of pathways as General Alexander stated for customers to buy the technology. Now it's educating the contracting officers, the COs, the KOs, around the world on the existing pathways and how to leverage them. We still see old procurement methodologies being applied to the cloud, and it does slow down the end customer's mission requirements. >> And the path to value. >> Yes, the path to value. Exactly. They want to move and move fast and contracts is how we buy, but it's also what slows us down. >> You know, you're with Amazon six years plus, so you know this, so the speeds of value's been the key thing for the cloud. As you look at success now with Amazon public sector, not only in the US, but abroad and internationally, you got massive tailwinds on the success. The growth is phenomenal. How does that feel? What's some observations? What's some learnings that you can take away from the past few years and where's it going? >> It feels like it's day one. It does feel like it's day one. There are tailwinds, but there's still an abundance of customer requirements, and they're evolving, and they're more complex. I personally really like my career's been public sector. Solving the mission requirements, whether it's helping a forward deployed airman, soldier, really keeping them at the cutting edge of technology, and out of harms way, or our first responders; some of the new product demonstrations that we've seen of evolving technology that's helping a firefighter see from an aerial drone vehicle. What does it look like on the other side of this building, and how can I now communicate across different agencies? Is phenomenal. In my home state, where Army Futures Command, I live in Austin, Texas. Army Futures Command is working with the state of Texas as well as the University of Texas to really collaborate as we've never seen before. The barriers of emerging technology to legacy government, to ministries, and health defenses around the world, ministries of defense, and health agencies around the world. >> The data, the scale of Amazon cloud is going to to make that possible. Ground Station's a great example of how that's growing like a weed. The DOD has got a great charter around using agility and AI. >> Collaboration, which is so critical too, as you said. >> It is, and our VM Ware partnership with VM Ware on AWS can really help, and that's a partner play. That's partners helping migrate using the co-developed technology to really move and move faster. Use those existing apps and vacate those data centers. >> Well, thanks for coming on The Cube. Got to be a quick plug, plug the organization, share with the audience, what you're looking for, and update on the partner network. Give a quick plug for your group. >> What we're really looking for is, we've got 105 different competency partners that have really invested in their government, their education, their non-profit competency, and we want to help. I personally want to help them promote their business, and what the opportunity is to connect to either other partners or to government mission requirements. Really welcome the opportunity, John, to come on and look forward to seeing my partners on The Cube in the future. Thank you. >> Well, Troy Bertram, you are now a Cube alum, >> A Cube alum >> Thank you. (panel laughing) >> Thank you. >> I'm Rebecca Knight for John Furrier, you are watching The Cube, stay tuned for more AWS Public Sector Summit.

(techy music) >> Live from Toronto, Canada, it's theCUBE covering Blockchain Futurist Conference 2018, brought to you by theCUBE. (techy music) >> Hello, everyone, and welcome back. This is the live CUBE coverage here in Toronto, Ontario here in Canada for the Untraceable Blockchain Futurist Conference. This is day two of wall-to-wall CUBE coverage. We've got great presentations going on, live content here on theCUBE as well as in the sessions, great networking, but more important all the thought leaders in the industry around the world are coming together to try to set the standards and set up a great future for cryptocurrency and blockchain in general. Our next two guests are very special guests for theCUBE and we're excited to have them on, the Honorable Wayne Caines, Minister of National Security for the government of Bermuda, and Kevin Richards, concierge on the Fintech business development manager, part of the Bermuda Business Development Agency. Thank you guys for coming on, really appreciate the time. >> Thanks very much. >> Thank you for having us. >> Why this is so important is that we heard your presentation onstage, for the folks, they can catch it online when they film it and record it, but the Bermuda opportunity has really emerged as a shining light around the world, specifically in the United States. In California, where I live, Silicon Valley, you guys are now having great progress in hosting companies and being crypto-friendly. Take a minute to explain what's happening, what's the current situation, why Bermuda, why now, what's developing? >> This has all happened over the last eight months. We were looking in November of 2017 to go in the space. In January we went to the World Economic Forum in Davos in Switzerland. When we went to Davos in Switzerland something very interesting happened. People kept coming up to us, I was like the Hound of the Baskerville, or the Pied Piper if you please, and so, so many people were coming up to us finding out more information about Bermuda. We realized that our plan that we thought we could phase in over 18 months, that it had to be accelerated. So, whilst we were at the World Economic Forum in Davos we said to people, "Listen, if you want to change the world, "if you want to help Bermuda to grow, if you're serious," this is a Thursday, "Meet us in Bermuda on the Monday morning." On the Monday morning there are 14 different people in the room. We sat in the room, we talked about what we wanted the world to be, how could Bermuda be in place, what are the needs in this industry, and by the Wednesday we had a complete and total framework, and so we split up into industries. Number one was ICOs, we wanted to look at how to regulate the ICO market. Number two, we wanted to look at digital asset exchanges or cryptocurrencies or how do we regulate security tokens and utility tokens and what do exchanges look like, how do we do exchanges in Bermuda, and then we wanted to talk about education and setting up incubators. And so, come fast forward to July, August, we have an ICO bill in place that allows us to look at setting up ICOs in Bermuda. We wanted to focus on the legal and the regulatory framework, so this is a nascent space. A number of people are concerned about the dark actors, and so we wanted to set up a jurisdiction that traded on our international reputation. Now, remember for the last 60 years reinsurance, finance, captives, hedge funds, people in the financial services market have been coming to Bermuda because that's what we do well. We were trading on the reputation of our country, and so we couldn't do anything to jeopardize that. And so, when we put in place the ICO legislation we had consultants from all over the world, people that were bastions and beasts in industry, in the ICO industry and in the crypto world came to Bermuda and helped us to develop the legislation around setting up an ICO. So, we passed the ICO legislation. The next phase was regulating cryptocurrencies, regulating digital assets, and we set up a piece of legislation called the Digital Asset Business Act, and that just regulates the digital asset space exchanges, and the last piece we wanted to do was a banking piece, and this is the last and we believe the most significant piece. We were talking to people and they were not able to open up bank accounts and they were not able to do, so we said, "Listen, "the Bermuda banking environment is very strong." Our banking partners were like, "Listen, "we love what you guys are doing, "but based on our corresponding banking relationships "we don't want to do anything to jeopardize that space," but how could we tell people to come to Bermuda, set up your company, and they can't open bank accounts? And so, we looked at, we just recently passed creating a new banking license that allows people to set up their business in Bermuda and set up banking relationships and set up bank accounts. That simply has to receive the governor's Royal Assent. As you know, Bermuda's still a British pan-territory, and financial matters have to get the okay of the Queen, and so that is in the final stages, but we're excited, we're seeing an influx, excuse me, a deluge of people coming to Bermuda to set up their companies in Bermuda. >> So, the first two pieces are in place, you have the legislation... >> Mm-hm. >> Mm-hm. >> You have the crypto piece, and now the banking's not yet, almost approved, right? >> It's there, it simply has to get the final sign-off, and we believe that it should take place within the next two weeks. So, by the time this goes to air and people see it we believe that piece will be in place. >> So, this is great news, so the historical perspective is you guys had a good reputation, you have things going on, now you added on a new piece not to compromise your existing relationships and build it on. What have you guys learned in the process, what did you discover, was it easy, was it hard, what are some of the learnings? >> What we've learnt is that KYC, know your customers, and the AML, anti-money laundering, and terrorist financing pieces, those are the critical pieces. People are looking in this space now for regulatory certainty, so when you're talking about people that are in the space that are doing ICOs of $500 million or exchanges that are becoming unicorns, a billion dollar entity in three months, they want a jurisdiction that has regulatory certainty. Not only do they want a jurisdiction with regulatory certainty, they want to open up the kimono. What has this country done in the past, what do they have to trade on? We're saying you can go to a number of countries in the world, but look at our reputation, what we're trading on, and so we wanted to create a space with regulatory certainty, and so we have a regulatory body in Bermuda called the Bermuda Monetary Authority, and they are an independent regulator that they penned the Digital Asset Business Act, and so the opportunity simply for people around the world saying, "Listen, we want to do an ICO, "we want to set up an exchange. "Where's a country that we can go to that has a solid reputation? Hold on, how many countries have law surrounding"-- >> Yeah. >> "The Digital Asset Business Act, how many ICO countries have laws. Guess what, Bermuda becomes a standout jurisdiction in that regard. >> Having a regulation signaling is really important, stability or comfort is one, but the one concern that we hear from entrepreneurs, including, you know, ourselves when we look at the market is service providers. You want to have enough service providers around the table so when I come in and domicile, say, in Bermuda you want to have the banking relationships, you want to have the fiduciary-- >> Yes. >> You want to have service providers, law firms and other people. >> Yes. >> How are you guys talking about that, is that already in place? How does that fit into the overall roadmap for your vision? >> I don't want to beat a horse (laughs) or beat a drum too much, that is what we do as a country. So, we have set up, whether it's a group of law firms and the Bermuda, excuse me, the Bermuda Monetary Authority, the Bermuda that's the register of companies that sets up the companies. We have Kevin, and Kevin will tell you about it, he leads our concierge team. So, it's one throat to choke, one person that needs, so when you come to really understand that the ease of business, a county that's business-friendly with a small country and with a small government it's about ease of reference. Kevin, tell us a little about the concierge team. >> It's like the Delaware of the glove, right? >> Absolutely. >> Come in, domicile, go and tell us how it works. >> I'll give you a little bit of background on what we do on the concierge side. So, one thing that we identified is that we want to make sure that we've got a structure and a very clearly defined roadmap for companies to follow so that process from when they first connect with the BDA in Bermuda to when they're incorporated and set up and moved to Bermuda to start running their business is a seamless process that has very clearly identifiable road marks of different criteria to get through. So, what I do as a concierge manager is I will identify who that company needs to connect with when they're on the ground in Bermuda, get those meetings set up for when they come down so that they have a very clearly mapped out day for their trip to Bermuda. So, they meet with the regulator, they meet with the government leaders, they meet with the folks who've put together legislation that, obviously you mentioned the service providers, so identifying who's the right law firm, corporate service provider, advisory firm on the ground in Bermuda, compliance company, and then making sure that depending on what that company wants to achieve out of their operation in Bermuda they've got an opportunity to connect with those partners on their first trip so that they can put that road map together for-- >> So, making it easy... >> Making it very easy to set up in Bermuda. >> So, walk me through, I want to come down, I want to do business-- >> Yeah. >> Like what I hear, what do I do? >> So, you send me an email and you say, "Listen, Wayne, we're looking at "doing an ICO launch in Bermuda. "I would like to meet with the regulator. "Can you put a couple law firms in place," in an email. I zip that over to Kevin or you go on our Fintech.bm website-- >> Yeah, I was going to say... >> Fintech.bm website, and Kevin literally organizes a meeting. So, when you come to Bermuda for your meeting you have a boardroom and all the key players will be in the boardroom. >> Got it. >> If you need somebody to pick you up at the airport, if you need a hotel, whatever you need from soup to nuts our team actually makes that available to you, so you're not running around trying to find different people to meet, everyone's there in the room. >> And the beauty of Bermuda is that, you know, the city of Hamilton's two square kilometers, so your ability to get a lot done in one day is, I think, second to nowhere else on the planet, and working with the BDA concierge team you're, you know, we connect with the client before they come down and make sure we identify what their needs are. >> The number one question I have to ask, and this is probably the most important for everyone, is do they have to wear Bermuda shorts? (laughs) >> When you come you tell us your size, you tell us what size and what color you want and we'll make sure, so the... I tell this story about the Bermuda shorts. The Bermuda shorts, Bermuda's always had to adapt and overcome. Bermuda, we have something called the Bermuda sloop and it's a sailing rig, and so we... The closest port to Bermuda is Cape Hatteras in North Carolina and we wanted to cut down the time of their voyage, so we created a sailing rig called the Bermuda rig or the Bermuda sloop. Over the years that has become the number one adopted rig on sailing boats. We've always had to adapt and become innovative. The Bermuda shorts were a way to adapt and to get through our very hot climate, and so if you look at just keep that in mind, the innovation of the Bermuda sloop and the Bermuda shorts. Now, this Fintech evolution is another step in that innovation and a way that we take what's going on in the world and adapt it to make it palatable for everyone. >> What's the brand promise for you guys when you look at when entrepreneurs out there and other major institutions, especially in the United States, again, Silicon Valley's one of the hottest issues around-- >> Yes. >> Startups for expansion, right now people are stalled, they don't know what to do, they hear Malta, they hear other things going on. What's the promise that you guys are making to the law firms and the people, entrepreneurs out there trying to establish and grow? >> The business proposition is this, you want a jurisdiction that is trading on years of solid regulation, a country and a government that understands business, how to be efficacious in business. When you come to Bermuda you are trading on a country that this is what we've done for a living. So, you don't have to worry about ethical government, is your money going to be safe. We have strong banking relationships, strong law firms, top tier law firms in Bermuda, but more importantly, we have legislation that is in place that allow you to have a secure environment with a clear regulatory framework. >> What should people look for as potentially might be gimmicks for other countries to promote that, you know, being the Delaware for the globe and domiciling, and what are some of the requirements? I mean, some have you've got to live there, you know, what are some of the things that are false promises that you hear from other potential areas that you guys see and don't have to require and put the pressure on someone? >> When you hear the people say, "We can turn your company around in the next day." That we don't require significant KYC and AML. Red flags immediately go up with the global regulatory bodies. We want when a person comes to Bermuda to know that we have set what we believe is called the Bermuda Standard. When you come to Bermuda you're going to have to jump through some legal and regulatory hoops. You can see regulation, the ICO regulation and the Digital Asset Business Act on BermudaLaws.bm. BermudaLaws.bm, and you can go through the legislation clause by clause to see if this meets your needs, how it will affect your business. It sets up clearly what the requirements are to be in Bermuda. >> What's the feedback from business, because you know, when you hear about certain things, that's why Delaware's so easy, easy to set up, source price all know how to do in a corporation, let's say in the United States-- >> We don't have the SEC handicaps that they have in America, going from jurisdiction to jurisdiction. You're dealing with a colony that allows you to be in a domicile that all of the key players finances... We have a number of the key elements that are Bermuda. We're creating a biosphere that allows a person to be in a key space, and this is, you have first move as advantage in Bermuda. We have a number of things that we're working on, like the Estonia model of e-residency, which we will call EID, that creates a space that you are in Bermuda in a space that is, it's protected, it's governed. We believe that when companies set up in Bermuda they are getting the most secure, the strongest business reputation that a country could have. >> The other thing I would add, I'll just say, you know, quality, certainty, and community is what that brand represents. So, you know, you've got that historical quality of what Bermuda brings as a business jurisdiction, you have the certainty of the regulation and that pathway to setting your company up and incorporating in Bermuda, and then the community piece is something that we've been working on to make sure that any of the players that are coming to Bermuda and connecting with Bermuda and setting up there, they feel like they're really integrated into that whole community in Bermuda, whether it be from the government side, the private sector side. You can see it with the companies that have set up that are here today, you know, they really have embraced that Bermuda culture, the Bermuda shorts, and what we're really trying to do as a jurisdiction in the tech space. >> What can I expect if I domicile in Bermuda from a company perspective, what do I have to forecast? What's the budget, what do I got to do, what's my expectation? Allocate resources, what's going to be reporting, can you just give us some color commentary? >> So, with reference, it depends what you're trying to do, and so there will be different requirements for the ICO legislation. For the ICO legislation a key piece of the document actually is the whitepaper. Within the whitepaper you will settle what your scope of business is, what do you want to do, what you know, everything, everything that you require will be settled in your whitepaper. After the whitepaper is approved and if it is indeed successful, you go to the Bermuda Monetary Authority and they will outline what they require of you, and very shortly thereafter you will able to set up and do business in Bermuda. With reference to the digital asset exchanges, the Digital Asset Business Act, such a clear guideline, so you're going to need to have a key man in Bermuda, a key woman in Bermuda. >> Yeah. >> You're going to need to have a place of presence in Bermuda, so there are normal requirements-- >> There's levels of requirements based upon the scope. >> Absolutely. >> So, if you run an exchange it has to be like ghosting there. >> Yeah, yeah, you need boots on the ground. >> And that's why the AML and the KYC piece is so important. >> Yeah. Well, I'm super excited, I think this is a great progress and this has been a big uncertainty, you know, what does this signal. People have, you know, cognitive dissonance around some-- >> Yes. >> Of the decisions they're making, and I've seen entrepreneurs flip flop between Liechtenstein, Malta, Caymans. >> Right. >> You know, so this is a real concern and you guys want to be that place. >> Not only, we will say this, Bermuda is open for business, but remember, when you see the requirements that we have some companies won't meet the standard. We're not going to alter the standard to accommodate a business that might not be what we believe is best for Bermuda, and we believe that once people see the standard, the Bermuda Standard, it'll cascade down and we believe that high tides raises all boats. >> Yeah. >> We have a global standard, and if a company meets it we will be happy for them to set up and do business in Bermuda. >> Well, I got to say, it's looking certainly that leaders like Grant Fondo in Silicon Valley and others have heard good things. >> Yeah. >> How's been the reaction for some of the folks on the East Coast, in New York and around the United States and around the world? What has been some of the commentary, what's been the anecdotal feedback that you've heard? >> We're meeting three and four companies every day of the week. Our runway is full of Fintech companies coming to Bermuda, from... We have insurtech companies that are coming in Bermuda, people are coming to Bermuda for think tanks, to set up incubators and to do exploratory meetings, and so we're seeing a huge interest in Bermuda the likes have not been seen in the last 20 years in Bermuda. >> Well, it's been a pleasure chatting with you and thanks for sharing the update and congratulations. We'll keep in touch, we're following your progress from California, we'll follow up again. The Honorable Wayne Caines, the Minister of National Security of the government of Bermuda, and Kevin Richards, concierge taking care of business, making it easy for people. >> Oh, yeah, oh, yeah. >> We'll see, I'm going to come down, give me the demo. >> We're open for business and we're looking forward to seeing everybody. (laughs) >> Thank you for the opportunity. >> Thank you very much. >> Thank you. >> Major developments happening in the blockchain, crypto space. We're starting to see formation clarity around, standards around traditional structures but not so traditional. It's not your grandfather's traditional model. This is what's great about blockchain and crypto. CUBE coverage here, I'm John Furrier, thanks for watching, stay with us. More day two coverage after this short break. (techy music)

>> Announcer: Live, from San Francisco. It's the CUBE. Covering Red Hat Summit 2018. Brought to you by Red Hat. >> Okay, welcome back everyone. This is the CUBE. We're here in San Francisco live, wrapping up our third day of coverage at Red Hat Summit 2018. I'm John Furrier. Great event and here, our special guest appearance as our closing analyst. I've been here all week with John Troyer. He had to leave early to get down to San Jose. John Troyer is the co-founder of TechReckoning, which is an advisory and community development firm and in his place we have Keith Norbie who's the Senior Manager at NetApp, doing business development, DevOps pro, former solidifier, really at the heart of the NetApp that's transforming. Here as my guest analyst, welcome, welcome to the CUBE. >> Yeah, thank you. >> Thanks for coming in and sharing your knowledge. And to wrap up the show, really a lot going on. And I know you've been super busy. You had an appreciation of that last night with NetApp. You had customers there. But I really wanted you to come on and help me wrap up the show because you're also at the kernel of DevOps, right, where DevOps and storage, we were talking last night about the role of storage, but that's just an indication of what's going on across the board of all resources. Invisible infrastructure is the new normal and that is what people want. They want it to be invisible but they want that highly performant, they want it scalable. So roles are changing, industries are changing, application development is changing. Everything is changing with cloud scale at an unprecedented level and Red Hat is at the center of it with the kernel Linux operating system. It's all about the OS. >> Yeah. >> That's my takeaway from the show. What's your takeaway, what's your analysis here of Red Hat Summit? >> Well first off, you know, 7,000 people is a heck of a lot of growth. In some of the birthplaces of VM world, we have the new birthplace of open being real, and Red Hat's been the really the true company that's taken open and done something with it. >> What's the big, most important story for you here this week? What jumps out at you that jumps off the page and says, wow, that's happening, this is real, obviously open source, going to a whole 'nother level, the cat's been out of the bag for awhile on that, but really, it's just about the exponential growth of open source, Linux Foundation's Jim Zemlin talks about this all the time, so okay, that's not to me the most important, so that's just reality. >> Yeah. >> But what jumped off the page for you here? >> I think they said it best in one of the keynotes where they went from this being a concept of cheap to a concept of being functional or capable. So it's the c-to-c transition of cheap to capable and it is about trying to unlock the capabilities of what this show delivers, not just on Red Hat's platform but across the ecosystem. And as you see that play out in any one technology sector, you know, we've been talking DevOps which I think has been a phenomenal study in and of itself saying you know, we've gone from a lot of thought leadership a lot of, if you go to DevOps Enterprise Days, they'll talk a lot about culture and operational things to now seeing a maturation in the industry to actually have, you know, some very specific capabilities and customer (mumbles) models. >> I think the thing that jumped out, for me, Keith, I want to get your reaction to it, is that DevOps ethos, which has been around for awhile, not a lot, you know, a couple years, eight years maybe, since cloud really native really kicked in. But the ethos of open source, the ethos of DevOps, infrastructure as code is not just for software development anymore because as the things that are catalyzing around digital transformation, with Kubernetes becoming a defacto standard, with the role of containers, with server-less and all this infrastructure being programmable, the application market is about to go through a massive Renaissance, and you're seeing those changes rendered in the workplace. So the DevOps and open source ethos is going everywhere. It's not just development, it's marketing, it's how people manage their businesses and work force structure. You're seeing blockchain and decentralized applications on the horizon. This new wave is not just about DevOps for infrastructure as code, it's the world as code, it's business as code, it's everything as code so if you're doing anything with a waterfall, it's probably outdated. >> Yeah, everything has its different pace and its cadence in different industries and that's the hard thing to predict for everybody. Everybody that's coming here from different walks and enterprises of life is trying to figure out how to do this. And that permeates out into, you know, vehicles and IoT edge devices, back to the core part of the data centers and the cloud and you've got to have answers for really the three parts of that equation in different modes and ultimately equal a business equation, a business transformation. >> What did you learn here? I'll just tell you my learning, something that wasn't obvious that I learned that's validated in my mind and they didn't talk about it much on stage in Red Hat. Maybe they do off the record, maybe it's confidential information, maybe it's not. But my observation is that the Red Hat opportunity is really global. And the global growth of Red Hat, outside the United States and Europe is really where the action is. You look at Asia and third-world countries with mobile penetration. The global growth for Red Hat and Linux is astronomical. To me, that clearly came through, when I squint through the puzzle pieces and say, okay, where's the growth coming from? Certainly containers, Linux containers is going to be bigger than Rel, so that's going to be a check on the financial results. That's good growth. But it's really outside the United States. I'm like, wow, this is really not just a North America phenomenon. >> Yeah, and really, demand is demand. And at NetApp we see this in APAC almost more so than a lot of the other parts of the world. The pace of innovation and the demand for innovation you know, just kind of finds its way naturally into this market. You know, this whole community and open source approach you know, sort of incubates a lot more innovation and then the pace of the innovation, in my opinion, just by natural fellowship of these people. And the companies trying to innovate in the segment with these things. >> So what did you learn this week? What was something that you learned this week that you didn't know before or you had a hunch or you validated it here? What is something that's unique that you could share that you've learned or validated or have an epiphany? Share some color commentary on the show. >> Yeah, I think there's a little bit of industry maturation, where this technology isn't just like a Linux thing and a thing for infrastructure people trying to do, you know, paths or container automation or something technical. But it's equating out to industry solutions like NFE and Telco is a great example, you know, where all of us want to get to a 5G phone, and the problem is, is that they've got to build a completely reprogrammable, almost completed automated edge cloud type of network. And you can't do that with appliances, so they have to completely reprogram and build a new global scale of autonomy on a platform and it's awesome how like complex and how much technology is there and what it really comes down to is us having a faster phone. (laughter) It's amazing how you have all that, and it equals something so simple that my 14-year old daughter, you know, can have a new obsession with how fast the new phone is. >> I mean, (mumbles) digital transformation in all aspects, IoT edge, you mentioned that, good stuff. I got to ask you, while you're here, about NetApp, obviously, SolidFire, a great acquisition from NetApp, some transformation going on within NetApp. What's going on there? You guys got a good vibe going on right now, some good team recruiting. You guys recruit some great people, as well as the SolidFire folks. What's going on in NetApp? >> Well, yeah, I was part of the SolidFire team and that was a great group of people to really see the birth of the next generation data center through that lens of the SolidFire team. As we've come to NetApp now, we've really seen that be able to be incubated into the family of NetApp, really into three core missions, you know, modernizing data centers, you know, with an all flash approach to the ONTAP and FAS solutions, taking the SolidFire assets and really transforming that to the next level in the form of an HCI solution, you know, which is really to deliver simplicity for various consumption of economics and agility of operations within an organization. And then, you know, having that technology also show up in the marketplace at Amazon and Azure. And this week we announced Google. So it's been fun to see, not just the SolidFire thing come to life in its own mission, but how that starts to federate in this data fabric, you know, across three different missions. And then when it really gets exciting, to me, is how it applies into things that help people transform their business, like we talked DevOps and unlocking that and some of the config automation with Ansible, unlocking it some of the things with open shift that we're doing with Trident in the container automation across three of our platforms. And then seeing how this also comes to life with other factors with code and RD factory management or CIC piplup Jenkins. It's about tying this entire floor together in ways that makes it easy for people to mature and just get more agile. >> And it's a new growth for the ecosystem. We're seeing, you know, some companies that try to get big venture-backed financing, trying to monetize something that's hard to do if you're not Linux. I mean, Linux's a free product. It's all about Linux and the operating system. So, Linux is the enabler. >> Absolutely. >> To all of this and whoever can configure it in a way that's horizontally scalable, asynchronous and with microservices architecture wins the cloud game, 'cause the cloud game is just now creating clear visibility. The role that open source plays, being open I mean, look at the role that Hypervisor closed and proprietary, harder to innovate in a silo. If you're open, innovation's collective, collective intelligence. >> And I thought that one of the keynote demos, on Day One, Tuesday morning, to me, was one of the more powerful ones, where they showed a VM environment being transformed into container automation. Like literally a SQL environment being on into a container-based environment from previously being in a VM environment. And traditional IT doesn't have to do a whole lot of heavy lifting there. You know, people want that ability, kind of inch into it and then transform at their own time scale. >> Yeah, I think the big takeaway from me here in the show to kind of wrap things up is Red Hat has an opportunity to leapfrog the competition in way that's not a lone wolf kind of approach. It's like they're doing it with a collective of the whole. The second thing that jumps out at me, I think this is really game-changing for the business side of it is that because they're open with Linux and the way the ecosystem's evolving around cloud, the business issues that enterprises face, in my opinion, is really about, how do I bring in the new capability, okay of cloud, cloud scale and all asynchronous new infrastructure and applications without killing the old? And containers and Kubernetes and Openshift allow companies to slow roll the lifecycle or let workloads either live and just hang around or kind of move out on their own timetable, so you get the benefits of lift and shift with containers without killing the existing old ways while bringing in new innovation. This, to me, is an absolute game changer. I think it's going to accelerate the adoption to cloud. And it's a win-win. >> Absolutely. Transform agility. >> Cool, well Keith, thanks for coming on. Any final thoughts from yourself here on the show observations, anecdotes, stories? >> You know, sometimes less is more and this show has, you know, in a lot of ways both gotten more complex, but I would argue also much more simple and clear about directional paths that organizations can take. And that is working backwards from cloud what cloud is teaching the rest of us is that both, you know, functions more so than technology, and agility in terms of the ability to consume at the pace of the business. Those two things are the ways to take all this complexity and simplify it down into a couple of core statements. >> Someone asked me last night, what I thought about the current situation in the industry and I want to get your response to this, and get your reaction. I said, if a company is not making tweaks to their business, they're probably not positioned for success, meaning, with all the new things that have developed just in the past 12 to 18 months, if they're not tweaking something in some material, meaningful way, not like, not completely replatformizing or changing a business model. A tweak, whether it's to their marketing, or their tech or whatever, then they're probably stuck. And what I mean by that is that new things have happened in the past 18 months that are moving the needle on what the future holds. And to me, that's a tell sign when someone says is someone doing well? I just look at 'em. Well, they were kind of just doing the same thing they did 18 months ago. They really, they're talking a game, but they're not changing anything. So if they're not changing anything, it's probably broken. Your thoughts? >> Yeah, it was best said in terms if you look at the the Fortune 100 right now and contrast that with, you know, 10 or 15 years ago and it's a different landscape. And projecting that out another even five years, the rate of acceleration on this is a brutal scale. And so any company that's not thinking through transformation, you know. My kids are the future consumers. You know, they grew up as digital natives. You know, we're all migrants and they just automatically assume all these things are going to be there for them in their rhetoric, in their rationale. And the current companies of today have got to figure that out, you know, and if they don't start now, you know, they might be out of business in five years. >> If you're standing still, you get rolled over. That's my opinion. CUBE coverage here, of course, wrapping up our show here at Red Hat Summit 2018. We've been in the open all week here in the middle of the floor at Moscone West in San Francisco, live for the past three days. All the footage on Silicon Angle.com as to articles from our reporting, the CUBE.net is where all the videos will live and check out wikibon.com for all the research. Keith, thanks for being our guest analyst in the wrap up, 'ppreciate it and congratulations on all your success at as Business Development Exec at NetApp and the SolidFire stuff. Great you coming on. DevOps culture going mainstream. Software's powering the world. This is the programmable world we live in powered by Linux. Of course, the CUBE's there, covering it. Thanks for watching. Red Hat 2018, we'll see you next show.

>> Announcer: From the SiliconANGLE Media office, in Boston Massachusetts, it's The Cube! Now, here's your host, Dave Vellante. >> Hi everybody! My name is Dave Vellante. Welcome to this special presentation on The Cube. Infinidat is a company that we've been following since it's early days. A hot storage company, growing like crazy, doing things differently than most storage companies. We've basically been doubling revenues every year for quite some time now. And Brian Carmody is here to help me kick off this announcement and the presentation today. Brian, thanks for coming back on. >> Hey Dave, thanks for having me. >> So, you may have noticed we have a crowd chat going on live. It's crowdchat.net/Infinichat. You can ask any question you want, it's an ask me anything chat about this announcement. This is a bi-coastal program that we're running today between here and our offices in Palo Alto. So, Brian let's get into it. Give us the update on Infinidat. >> Things are going very well at Infinidat. We're just coming out of our 17th consecutive quarter of revenue growth, so we have a healthy, sustainable, profitable business. We have happy, loyal customers. 71% of our revenue in 2017 came from existing customers that were increasing their investment in our technologies. We're delighted by that. And we have surpassed three exabytes of customer deployments. So, things are wonderful. >> And you've done this essentially as a one product company. Is that correct? Yes, so going back to our first sale in the summer of 2013, that growth has been on the back of a single product, InfiniBox, targeted at primary storage. >> Okay, so what's inside of InfiniBox? Tell me about some of the innovations. In speaking to some of your customers, and I've spoken to a number of them, they tell me that one of the things they like, is that from early on, I think serial number 0001, they can take advantage of any innovations that you've produced within that product, is that right? >> Yeah, exactly, so InfiniBox is a software product. It has dumb hardware, dumb commodity hardware, and it has it has very smart intelligent software. This allows us to kind of break from this forklift upgrade model, and move to a model where the product gets better over time. So if you look at the history of InfiniBox going back to the beginning, with each successive release of our software, latency goes down, new features are added, and capacity increases become available. And this is the difference between the software versus a hardware based innovation model. >> One of the interesting things I'll note about Infinidat is you're doing software defined, you don't really use that terminology, it's the buzzword in the industry. The other buzzword is artificial intelligence, machine learning. You're actually using machine intelligence, You and I have talked about this before, to optimize the placement of data that allows you to use much less expensive media than some of the other guys, and deliver more value to customers. Can you talk about that a little bit? >> Yeah, absolutely, and by the way the reason why that is is because we're an engineering company, not a marketing company, so we prefer just doing things rather than talking about them. So InfiniBox is the first expression of a set of fundamental technologies of our technology platform, and the first piece of that is what you're talking about. It's called NeuroCache. And it's our ML and AI infrastructure for learning customer workloads and using that insight in real time to optimize data placement. And the end result of this is driving cost out of storage infrastructure and driving up performance. That's the first piece. That's NeuroCache. The second piece of our technology foundations is INFINISNAP. So this is our snapshot mechanism that allows infinite, lock-free, copy data management with absolutely no performance impact. So that's the second. And then the third is INFINIRAID and our Raz platform. So this is our distributed raid architecture that allows us to have multi pedibytes scale, extremely high durability, but also have extremely high availability of the services and that what enables our seven nines reliability guarantee. Those things together are the basis of our products. >> Okay, so sort of, we're here today and now what's exciting is that you're expanding beyond just the one product company into a portfolio of products, so sort of take us through what you're announcing today. >> Yeah so this is a really exciting day, and it's a milestone for Infinidat because InfiniBox now has some brothers and sisters in the family. The first thing that we are announcing is a new F Series InfiniBox model which we call F6212. So this is the same feature set, it's the same software, it's the same everything as its smaller InfiniBox models, but it is extremely high capacity. It's our largest InfiniBox. It's 8.3 pedibytes of capacity in that same F6000 form factor. So that's number one. Numnber two, we're announcing a product called InfiniGuard. InfiniGuard is pedibytes scale, data protection, with lightening-fast restores. The third thing that we're announcing, is a new product called InfiniSync. InfiniSync is a revolutionary business continuity appliance that allows synchronous RPO zero replication over infinite distances. It's the first ever in this category. And then the fourth and final thing that we're announcing is a product called Neutrix Cloud. Neutrix Cloud is sovereign storage that enable real-time competition between public cloud providers. The ultimate in agility, which is the ability to go polycloud. And that's the content of the portfolio announcement. >> Excellent, okay, great! Thanks, Brian, for helping us set that up. The program today, as you say, there's a cloud chat going on. Crowdchat.net/infinichat. Ask any question that you want. We're going to cover all these announcements today. InfiniSync is the next segment that's up. Dr. Ricco is here. We're going to do a quick switch and I'll be interviewing doc, and then we're going to kick it over to our studio in Palo Alto to talk about InfiniGuard, which is essentially, what was happening, Infinidat customers were using InfiniBox as a back-up target, and then asked Infinidat, "Hey, can you actually make this a product and start "partnering with software companies, "back-up software companies, and making it a robust, "back-up and recovery solution?" And then MultiCloud, is one of the hottest topics going, really interested to hear more about that. And then we're going to bring on Eric Burgener from IDC to get the analyst perspective, that's also going to be on the West coast and then Brian and I are come back, and wrap up, and then we're going to dive in to the crowd chat. So, keep it right there everybody, we'll be back with Dr. Ricco, right after this short break. >> Narrator: InfiniBox was created to help solve one of the biggest data challenges in existence, the mapping of the human geno. Today InfiniBox is enabling the competitive business processes of some of the most dynamic companies in the world. It is the apex product of generations of technology, and lifetimes of engineering innovation. It's a system with seven nines of reliability making it the most available storage solution in the market InfiniBox is both powerful and simple to use. InfiniBox will transform how you experience your data. It is so intuitive, it will inform you about potential problems, and take corrective action before they happen. This is InfiniBox. This is confidence. >> We're back with Dr. Ricco, who's the CMO of Infinidat. Doc, welcome! >> Thank you, Dave. >> I've got to ask you, we've known each for a long time. >> We have. >> Chief Marketing Officer, you're an engineer. >> I am. >> Explain that please. >> Yeah, I have a PhD in engineering and I have 14 patents in the storage industry from my prior job, Infinidat is an unconventional company, and we're using technology to solve problems in an unconventional way. >> Well, congratulations. >> Dr. Ricco: Thank you. >> It's great to have you back on The Cube. Okay, InfiniSync, I'm very excited about this solution, want to understand it better. What is InfiniSync. >> Well, Dave, before we talk about InfiniSync directly, let's expand on what Brian talked about is the foundation technologies of Infinidat and the InfiniBox. In the InfiniBox we provide InfiniSnap, which is a near zero performance impact to the application with near zero overhead, just of course the incremental data that you write to it. We also provide async and we provide syncronous replication. Our async replication provides all that zero overhead that we talked about in InfiniSnap with a four-second interval. We can replicate data four seconds apart, nearly a four second RPO, recovery point objective. And our sync technology is built on all of that as well. We provide the lowest overhead, the lowest latency in the industry at only 400 microseconds, which provides an RPO of zero, with near zero performance impact application as well, which is exciting. But syncronis replication, for those applications while there's values to that, and by the way all of the technology I just talked about, is just as Brian said, it's zero additional cost to the customer with Infinidat. There are some exciting business cases why you'd use any of those technologies, but if you're in a disaster-recovery mode and you do need an RPO of zero, you need to recognize that disasters happen not just locally, not just within your facility, they happen in a larger scale regionally. So you need to locate your disaster recovery centers somewhere else, and when you do that, you're providing additional and additional performance overhead just replicating the data over distance. You're providing additional cost and you're providing additional complexity. So what we're providing is InfiniSync and InfiniSync extends the customer's ability to provide business continuity over long distances at an RPO of zero. >> Okay, so talk more about this. So, you're essentially putting in a hardened box on site and you're copying data synchronously to that, and then you're asynchronously going to distance. Is that correct? >> Yes, and in a traditional sense what a normal solution would do, is you would implement a multi-site or a multi-hop type of topology. You build out a bunker site, you'd put another box there, another storage unit there, you'd replicate synchronously to that, and you would either replicate asynchronously from there to a disaster recovery site, or you'd replicate from your initial primary source storage device to your disaster recovery site which would be a long distance away. The problem with that of course is complexity and management, the additional cost and overhead, the additional communications requirements. And, you're not necessarily guaranteeing an RPO of zero, depending upon the type of outage. So, what we're doing is we're providing in essence that bunker, by providing the InfiniSync black box which you can put right next to your InfiniBox. The synchronous replication happens behind the scenes, right there, and the asynchronous replication will happen automatically to your remote disaster recovery site. The performance that we provide is exceptional. In fact, the performance overhead of a right-to-earn InfiniSync black box is less than the right latency to your average all flasher right. And then, we have that protected, from any man-made or natural disaster, fire, explosion, earthquake, power outages, which of course you can protect with generators, but you can't protect from a communications outage, and we'll protect from a communications outage as well. So the asynchronous communication would use your wide area communications, it can use any other type of wifi communications, or if you lose all of that, it will communicate celluarly. >> So the problem you're solving is eliminating the trade-off, if I understand it. Previously, I would have to either put in a bunker site which is super expensive, I got to a huge telecommunications cost, and just a complicated infrastructure, or I would have to expose myself to a RPO nowhere close to zero, expose myself to data loss. Is that right? >> Correct. We're solving a performance problem because your performance overhead is extremely low. We're solving a complexity problem because you don't have to worry about managing that third location. You don't have to worry about the complexity of keeping three copies of your data in sync, we're solving the risk by protecting against any natural or man-made disaster, and we're significantly improving the cost. >> Let's talk about the business case for a moment, if we can. So, I got to buy this system from you, so there's a cost in, but I don't have to buy a bunker site, I don't have to rent, lease, buy staff, et cetera, I don't have to pay for the telecommunications lines, yet I get the same or actually even better RPO? >> You'll get an RPO of zero which is better than the worse case scenario in a bunker, and even if we lose your telecommunications you can still maintain an RPO of zero, again because of the cellular back-up or in the absolute worse case, you can take the InfiniSync black box to your remote location, plug it in, and it will synchronize automatically. >> And I can buy this today? >> You can buy it today and you can buy it today at a cost that will be less than a telecommunications equipment and subscriptions that you need at a bunker site. >> Excellent, well great. I'm really excited to see how this product goes in the market place. Congratulations on getting it out and good luck with it. >> Thank you, Dave. >> You're welcome, alright, now we're going to cut over to Peter Burris in Palo Alto with The Cube Studios there, and we're going to hear about InfiniGuard, which is an interesting solution. Infinidat customers were actually using InfiniBox as a back-up target, so they went to Infinidat and said, "Hey can you make this a back-up and recovery "solution and partner with back-up software companies." We're going to talk about MultiCloud, it's one of the hottest topics in the business, want to learn more about that, and then Eric Burgener from IDC is coming in to give us the analyst perspective, and then back here to back here to wrap up with Brian Carmody. Over to you, Peter. >> Thanks, Dave I'm Peter Burris and I'm here in our Palo Alto, The Cube studios, and I'm being joined here by Bob Cancilla, who's the Executive Vice President of Business Development and Relationships, and Neville Yates, who's a Business Continuity Consultant. Gentlemen, thank you very much for being here on The Cube with us. >> Thanks, Peter, thanks for being here. >> So, there is a lot of conversation about digital business and the role that data plays in it. From our perspective, we have a relatively simple way of thinking about these things, and we think that the difference between a business and digital business is the role the data plays in the digital business. A business gets more digital as it uses it's data differently. Specifically it's data assets, which means that the thinking inside business has to change from data protection or asset or server protection, or network protection to truly digital business protection. What do you guys say? >> Sure we're seeing the same thing, as you're saying there Peter. In fact, our customers have asked us to spread our influence in their data protection. We have been evaluating ways to expand our business, to expand our influence in the industry, and they came back and told us, if we wanted to help them the best way that we could help them is to go on and take on the high-end back-up and recovery solutions where there really is one major player in the market today. Effectively, a monopoly. Our customers' words, not our own. At the same time, our product management team was looking into ways of expanding our influence as well, and they strongly believed and convinced me, convinced us, our leadership team within side of Infinidat to enter into the secondary storage market. And it was very clear that we could build upon the foundation, the pillars of what we've done on the primary storage side and the innovations that we brought to the market there. Things around or multiple pedibyte scale, with incredible density, faster than flash performance, the extreme ease of use and lowering the total cost of operation at the enterprise client. >> So, I want to turn that into some numbers. We've done some research here now at Wikibon that suggests that a typical Fortune 1000 company, because of brittle and complex restore processes specifically, too many cooks involved, a focus on not the data but on devices, means that there's a lot of failure that happens especially during restore processes, and that can cause, again a typical Fortune 1000 company, 1.25 plus billion dollars revenue over a four year period. What do you say as you think about business continuity for some of these emerging and evolving companies? >> That translates into time is money. And if you need to recover data in support of revenue-generating operations and applications, you've got to have that data come back to be productively usable. What we do with InfiniGuard is ensure that those recovery time objectives are met in support of that business application and it is the leveraging of the pillars that Bob talked about in terms of performance, the way we are unbelievable custodians of data, and then we're able to deliver that data back faster than what people expect. They're used today to mediocrity. It takes too long. I was with a customer two weeks ago. We were backing up a three terabyte data base. This is not a big amount of data. It takes about half and hour. We would say, "Let's do a restore" and the gentleman looked at me and said, "We don't have time." I said, "No, it's a 30 minute process." This person expected it to take five and six hours. Add that up in terms of dollars per hours, what it means to that revenue-generating application, and that's where those numbers come from. >> Yeah, especially for fails because of, as you said, Bob, the lack of ease of use and the lack of simplicity. So, we're here to talk about something. What is it that we're talking about and how does it work? >> Let me tell ya, I'll cover the what it is. I'll let Nevil get into a little bit how it works. So the what it is, we built it off the building block of our InfiniBox technology. We started with our model F4260, a one pedibyte usable configuration, we integrated in stainless, deduplication engines, what we call DBEs, and a high availability topology that effectively protects up to 20 pedibytes of data. We combined that with a vast certification and openness of independent software vendors in the data protections space. We want to encourage openness, and an open ecosystem. We don't want to lock any customer out of their preferred software solution in that space. And, you can see that with the recent announcements that we've made about expanding our partnerships in this space specifically, Commvault and B. >> Well, very importantly, the idea of partnership and simplicity in these of views, you want your box, the InfiniGuard to be as high quality and productive as possible, but you don't want to force a dramatic change on how an organization works, so let's dig into some of that Nevil. How does this work in practice? >> It's very simple. We have these deduplication engines that front end the InfiniBox storage. But what is unique, because there's others ways of packaging this sort of thing, but what is unique is when the InfiniGuard gets the data, it builds knowledge of relationships of that data. Deduplication is a challenge for second tier storage systems because it is a random IO profile that has to be gathered in the fashion to sequentially feed this data back. Our knowledge-building engine, which we call NeuroCache in the InfiniBox is the means by which we understand how to gather this data in a timely fashion. >> So, NeuroCache helps essentially sustain some degree of organization of the data within the box. >> Absolutely. And there's a by-product of that organization that the ability to go and get it ahead of the ask allows us to respond to meet recovery time objectives. >> And that's where you go from five to six hours for a relatively small restore to >> To 30 minutes. >> Exactly. >> Yeah, exactly. >> By feeding the data back out to the system in a pre-organized way, the system's taking care of a lot of the randomness and therefore the time necessary to perform a restore. >> Exactly and other systems don't have that capability, and so they are six hours. >> So we're talking about a difference between 30 minutes and six hours and I also wanted very quickly, Bob, to ask you a question the last couple minutes here, you mentioned partnerships. We also want to make sure that we have a time to value equation that works for your average business. Because the box can work with a lot of different software that really is where the operations activities are defined, presumably it comes in pretty quickly and it delivers value pretty quickly. Have I got that right? >> Absolutely, so we have done a vast amount of testing, certification, demos, POCs, you name it, with all the major players out there that are in this market on the back-up software side, the data protection side of the business. All of them have commented about the better business continuity solution that we put together, in conjunction with their product as well. And, the number one feedback that comes back is, "Wow, the restore times that you guys deliver to the market "are unlike anything we've seen before." >> So, to summarize, it goes in faster, it works faster, and it scales better, so the business truly can think of itself as being protected, not just sets of data. >> Absolutely. >> Agreed. >> Alright, hey Bob Cancilla, EDP of Business Development Partnerships, Neville Yates, Business Continuity Consultant, thanks very much for being on The Cube, and we'll be right back to talk Multicloud after this short break. >> With our previous storage provider, we faced many challenges. We were growing so fast, that our storage solution wasn't able to keep up. We were having large amounts of downtime, problems with the infrastructure, problems with getting support. We needed a system that was scalable, that was cost effective, and allow our business to grow as our customers' demands were growing. We needed a product that enabled us to manage the outward provision customer workloads quickly and efficiently, be able to report on the amount of data that the customer was using. The solution better enabled us to replicate our customers' data between different geos. >> We're back. Joining me now are Gregory Touretsky and Erik Kaulberg, both senior directors at Infinidat, overseeing much of the company's portfolio. Gregory, let's talk Multicloud. It's become a default part of almost all IT strategies, but done wrong, it can generate a lot of data-related costs and risks. What's Infinidat's perspective? >> So yeah, before we go there, I will mention this phenomemon of the data gravity. So we see, as many of our customers report that, as much as amount of data grows in the organization, it becomes much harder for them to move applications and services to a different data center, or to a different oblicloud. So, the more data they accumulate, the harder it becomes to move it, and they get locked into this, so we believe that any organization deserves a way to move freely between different obliclouds or data centers, and that's the reason we are thinking about the multicloud solution and how we can provide an easy way for the companies to move between data centers. >> So, clearly there's a need to be able to optimize your costs to the benefits associated with data, Erik, as we think about this, what are some of the key considerations most enterprises have to worry about? >> The biggest one overall is the strategic nature of cloud choices. At one point, cloud was a back room, the shadow IT kind of thing. You saw some IT staff member go sign up for gmail and spread or dropbox %or things like that, but now CIOs are thinking, well, I've got to get all these cloud services under control and I'm spending a whole lot of money with one of the big two cloud providers. And so that's really the strategic rationale of why were saying, "Organizations, especially large enterprises require this kind of sovereign storage that disagregates the data from the public clouds to truly enable the possibility cloud competition as well as to truly deliver on the promise of the agility of public clouds. >> So, great conversation, but we're here to actually talk about something specifically Neutrix. Gregory, what is it? >> Sure, so Neutrix, is a completely new offering that we come with. We are not selling here any box or appliance for the customers to deploy in their data center. We're talking about a cloud service that is provided by Infinidat. >> We are building our infrastructure in a major colo, partnering with Equinix and others, we are finding data centers that are adjacent public clouds, such as AWS or Azure to ensure very low latency and high bandwidth connectivity. And then we build our infrastructure there with InfiniBox storage and networking gear that allows our customers to really use this for two main reasons. So one use case, is disaster recovery. If a customer has our storage on prem in his data center, they may use our efficient application mechanism to copy data and get second copy outside of the data center without building the second data center. So, in case of disaster, they can recover. The other use case we see is very interesting for the customers, is an ability to consume while running the application in the public cloud directly from our storage. So they can do any first mount or iSCSi mount to storage available from our cloud, and then run the application. We are also providing the capability to consume the sane file system from multiple clouds at the same time. So you may run your application both in Amazon and Microsoft clouds and still access and share the data. >> Sounds like it's also an opportunity to simplify ramping into a cloud as well. Is that one of the use cases? >> Absolutely. So it's basically a combination of those two use cases that I described. The customers may replicate data from their own prem environment into the Neutrix Cloud, and then consume it from the public cloud. >> Erik, this concept has been around for a while, even if it hasn't actually been realized. What makes this in particular different? I think there's a couple of elements to it. So number one is we don't really see that there's a true enterprise grade public cloud storage offering today for active data. And so we're basically bringing in that rich heritage of InfiniBox capabilities and those technologies we've developed over a number of years to deliver an enterprise grade storage except without the box as a service. So that's a big differentiator for us versus the native public cloud storage offerings. And then when you look at the universe of other companies who are trying to develop let's say, cloud adjacent type offerings, we believe we have the right combination of that scalable technology with the correct business model that is aligned in a way that people are buying cloud today. So that's kind of the differentiation in a nutshell. >> But it's not just the box, there's also some managed servces associated with it, right? >> Well, actually, it's not a box, that's the whole idea. So, the entire thing is a consumable service, you're paying by the drink, it's a simple flat pricing of nine cents per gigabyte per month, and it's essentially as easy to consume as the native public cloud storage offerings. >> So as you look forward and imagine the role that this is going to play in conjunction with some of the other offerings, what should customers be looking to out of Neutrix, in conjunction with the rest of the portfolio. >> So basically they can get, as Erik mentioned, what they like with InfiniBox, without dealing with the box. They get fully-managed service, they get freedom of choice, they can move applications easily between different public clouds and to or from the own prem environment without thinking about the egress costs, and they can get great capabilities, great features like snapshots writeables, snapshots without overpaying to the public cloud providers. >> So, better economics, greater flexibility, better protection and de-risking of the data overall. >> Absolutely. >> At scale. >> Yes. >> Alright, great. So I want to thank very much, Gregory, Erik being here on The Cube. We'll be right back to get the analyst perspective from Eric Burgener from IDC. >> And one of our challenges of our industry as a whole, is that it operates to four nines as a level of excellence for example. And what that means is well it could be down for 30 seconds a month. I can't think of anything worse than me having me to turn around to my customers and say, "Oh, I am sorry. "We weren't available for 30 seconds." And yet most people that work in our IT industry seem to think that's acceptable, but it's not when it comes to data centers, clouds, and the sort of stuff that we're doing. So, the fundamental aspect is that can we run storage that is always available? >> Welcome back. Now we're sitting here with Eric Burgener, who is a research vice-president and the storage at IDC. Eric, you've listened to Infinidat's portfolio announcement. What do you think? >> Yeah, Peter, thanks for having me on the show. So, I've got a couple of reactions to that. I think that what they've announced is playing into a couple of major trends that we've seen in the enterprise. Number one is, as companies undergo digital transformation, efficiency of the IT operations is really a critical issue. And so, I'm seeing a couple of things in this announcement that will really play into that area. They've got a much larger, much denser platform at this point that will allow a lot more consolidation of workload, and that's sort of an area that Infinidat has focused on in the past to consolidate a lot of different workloads under one platform, so I think the efficiency of those kind of operations will increase going forward with this announcement. Another area that sort of plays into this is every organization needs multiple storage platforms to be able to meet their business requirements. And what we've seen with announcement is their basically providing multiple platforms, but that are all built around the same architecture, so that has management ease of use advantages associated with that, so that's a benefit that will potentially allow CIOs to move to a smaller number of vendors and fewer administrative skill sets, yet still meet their requirements. And I think the other area that's sort of a big issue here, is what their announcing in the hybrid cloud arena. So, clearly, enterprises are operating as hybrid clouds today, well over 70% of all organizations actually have hybrid cloud operations in place. What we've seen with this announcement, is an ability for people to leverage the full storage mnagement data set of an Infinidat platform while they leverage multiple clouds on the back end. And if they need to move between clouds they have an ability to do that with this new feature, the Neutrix cloud. And so that really breaks the lock-in that you see from a lot of cloud operations out there today that in certain cases can really limit the flexibility that a CIO has to meet their business requirements. >> Let me build on that a second. So, really what you're saying is that by not binding the data to the cloud, the business gets greater flexibility in how they're going to use the data, how they're going to apply the data, both from an applications standpoint as well as resource and cost standpoint. >> Yeah, absolutely. I mean moving to the cloud is actually sort of a fluid decision that sometimes you need to move things back. We've actually seen a lot of repatriation going on, people that started in the cloud, and then as things changed they needed to move things back, or maybe they want to move to another cloud operation. They might want to move from Amazon to Google or Microsoft. What we're seeing with Neutrix Cloud is an ability basically to do that. It's breaks that lock-in. >> Great. >> They can still take advantage to those back end platforms. >> Fantastic. Eric Burgener, IDC Research Vice-President, Storage. Back to you, Dave. >> Thanks, Peter. We're back with Brian Cormody. We're going to summarize now. So we're seeing the evolution of Infinidat going from a single product company going to a portfolio company. Brian, I want to ask you to summarize. I want to start with InfiniBox, I'm also going to ask you "Is this the same software, and does it enable new use cases, or is this just bigger, better, faster?" >> Yeah, it's the same software that runs on all of our InfiniBox systems, it has the same feature set, it's completely compatible for replication and everything like that. It's just more capacity to use, 8.4 pedibytes of effective capacity. And the use cases that are pulling this into the field, are deep-learning, analytics, and IOT. >> Alright, let's go into the portfolio. I'm going to ask you, do you have a favorite child, do you have a favorite child in the portfolio. Let's start with InfiniSync. >> Sure, so I love them all equally. InfiniSync is a revolutionary appliance for banking and other highly regulated industries that have a requirement to have zero RPO, but also have protection against rolling disasters and regional disasters. Traditionally the way that that gets solved, you have a data center, say, in lower Manhatten where you do your primary computing, you do synchronous to a data bunker, say in northern New Jersey, and then you asynchronous out of region, say out to California. So, under our model with InfiniSync, it's a 450 pound, ballistically protected data bunker appliance, InfiniSync guarantees that with no data loss, and no reduction in performance, all transactions are guaranteed for delivery to the remote out-of-region site. So what this allows customers to do, is to erase data centers out of their terpology. Northern New Jersey, the bunker goes away, and customers, again in highly rated industries, like banking that have these requirements, they're going to save 10s of millions of dollars a year in cost avoidance by closing down unnecessary data centers. >> Dramatically sort of simplify their infrastructure and operations. Alright, InfiniGuardm I stumbled into it at another event, you guys hadn't announced it yet, and I was like, "Hmmm, what's this?" But tell us about InfiniGuard. >> Yeah, so InfiniGuard is a multi-pedibyte appliance that's 20 pedibytes of data protection in a single rack, in a single system, and it has 10 times the restore performance of data domain, at a fraction of the cost. >> Okay, and then the Neutrix Cloud, this is to me maybe the most interesting of all the announcements. What's your take on that? So, like I said, I love them all equally, but Neutrix Cloud for sure is the most disruptive of all the technologies that we're announcing this week. The idea of Neutrix Cloud is that it is neutral storage for consumption in the public cloud. So think about it like this. Do you think it's weird, that EBS and EFS are only compatible with Amazon coputing? And Google Cloud storage is only compatible with Google. Think about it for a second if IBM only worked with IBM servers. That's bringing us back to the 1950s and 60s. Or if EMC storage was only compatible with Dell servers, customers would never accept that, but in the Silicon Valley aligargic, wall-garden model, they can't help themselves. They just have to get your data. "And just give us your data, it'll be great. "We'll send a snowball or a truck to go pick it up." Because they know once they have your data, they have you locked in. They cannot help themselves from creating this wall-garden proprietary model. Well, like we call it a walled, prison yard. So the idea is with Neutrix Cloud, rather than your storage being weaponized as a customer to lock you in, what if they didn't get your data and what if instead you stored your data with a trusted, neutral, third party, that practices data neutrality. Because we guarantee contractually to every customer, that we will never take money and we will never shake down any of the cloud providers in order to access our Neutrix Cloud network, and we will never do side deals and partnerships with any of them to favor one cloud over the other. So the end result, you end up having for example, a couple of pedibytes of file systems, where you can have thousands of guests that have that file system mounted simultaneously from your V-Net and Azure, from your VPCs into AWS, and they all have simultaneous, screaming high performance access to one common set of your data. So by pulling and ripping your data from the arms of those public cloud providers, and instead only giving them shared common neutral access, we can now get them to start competing against each other for business. So rather than your storage being weaponized you, it's a tool that you can use to force the cloud providers to compete against each other for your business. >> So, I'm sure you guys may have a lot of questions there, hop into the crowd chat, it's crowdchat.net/infinichat. Ask me anything, ama crowdchat, Brian will be in there in a moment. I got to ask ya couple of more questions before I let you go. >> Sure. >> What was your motivation for this portfolio explansion. >> So the motivation was that at the end of the day, customers are very clear to us that they do not want to focus on their infrastructure. They want to focus on their businesses. And as their infrastructure scales, it becomes exponentially more complex to deal with issues of reliability, economics and performance. And, so we realized that if we're going to fulfill our company's mission, that we have to expand our mission, and help customers solves problems throughout more of the data lifecycle and focus on some of the pain points that extend beyond primary storage. That we have to start bringing solutions to market that help customers get to the cloud faster, and when they get there, to be more agile. And to focus on data protection, which again is a huge pain point. So the motivation at the end of the day is about helping customers do more with less. >> And the mission again, can you just summarize that, multi pedibyte? >> Yeah, the corporate mission of Infinidat is to store humanity's knowledge and to make new forms of computing possible. >> Big mission. >> Our humble mission. >> Humble, right. The reason I ask that question of your motivation, people might say, "Oh obviously, to make more money." But they're been a lot of single-product companies, feature companies that have done quite well, so in order to fulfill that mission, you really need a portfolio. What should we be watching as barometers of success? How are you guys measuring yourselves, How should we be measuring you? >> Oh I think the most fair way to do that is to measure us on successful execution of that mission, and at the end of the day, it's about helping customers compute harder and deeper on larger data sets, and to do so at lower costs than the competitor down the road, because at the end of the day, that's the only source of competitive advantage, that companies get out of their infrastructure. The better we help customers do that, the more that we consider ourselves succeeding in our mission. >> Alright, Brian, thank you, no kids but new products are kind of like giving birth. >> It's really cool. >> So hop into the crowd chat, it's an ask me anything questions. Brian will be in there, we got analysts in there, a bunch of experts as well. Brian, thanks very much. It was awesome having you on. >> Thanks, Dave. >> Thanks for watching everybody. We'll see you in the crowd chat. (upbeat digital music)

>> Announcer: Live, from San Francisco , it's The Cube. Covering Samsung Developer Conference 2017. Brought to you by Samsung. >> Okay we're back here live in San Francisco at Moscone West for exclusive coverage of Samsung Developer Conference on John Furrier, the co-founder of SiliconANGLE Media and the host of the cube here. Our next guest is Mary Min, Vice President of Global Business Development at SE Works Inc. Former entrepreneur, gamer, still entrepreneurial in her new world, but has seen the evolution of gaming. Here to talk about Augmented Reality, Virtual Reality, and kind of the trajectory of life in the digital era. Welcome to The Cube. >> Okay thank you. >> So we were just talking before we came on about the evolution of your career. You had a start-up, you sold it. It was a game. You been gaming since the late 90s and looking forward. What is the evolution of gaming and how it relates to Augmented Reality? Because there's a debate that goes on in the industry. Oh, VR is the next big thing, but yet it failed. Tim Cook recently came out and said hey, you know, don't get your hopes up. There's still more head room to do. Not necessarily a bad thing. Because now Augmented Reality is winning. You're seeing it in industrial IOT. You're seeing Augmented Reality. So what's your thoughts about how people should think about the evolution of this new wave of innovation. >> I think that with any new technology that's really life-changing for society as a whole, nothing ever gets done on the first iteration or the first phase. Things will never really take off on the first round especially when you're going mass consumer. Because people need time for learned behavior. People are creatures of habit. They like to stick what's familiar. And in order for them to move from one leap to the next, you need baby steps. And those baby steps unfortunately will include pioneers in whatever field, whether it be AR, or VR, that need to blaze the trail for their successors to come and start building on top of that as well. I read something really interesting this morning coming here where if you have someone who's trying to dig a well, and you need to dig 10 feet, the first person fails because they only dug the first foot. Second person, third person, subsequently until the ninth person, that well is not dug. But that 10th person is who successfully has the water filling the well. That 10th person could not have dug that final last foot if the first nine didn't go before him. And I consider that's really the phase that VR and AR honor as well. We needed that first iteration of VR in order to have the new generation of engineers, entrepreneurs, product people, mindset people, to start thinking about how to shape the future of this ecosystem. And we needed that to have it's course in order for AR to build on top of those learnings. And hopefully as we subsequently start to build on those as well, we don't view this as failures necessarily, but as necessary advancements in order to get to the ultimate goal of integrating more technology into our lives to make it a better life. >> And the relationship between the hardware platforms, whether it's console, PC, handset, or headset, and software, is interesting. And I want to talk about that with you. But first I want to tell you a story. Tell about your entrepreneur story. You were at UC-Berkeley Cal here, University of California - Berkeley, my daughter is a junior there, but... Great school, doing a lot of cutting-edge stuff there at Berkeley, and certainly not a lack of protests either these days. But, tell us the story. You dropped out and started a company. Tell the story. >> So I was attending Berkeley, and I'm very grateful that I was able to go to Cal. Particularly because I grew up in southern California where around the time that I grew up, there really wasn't a lot of start-ups or entrepreneurial minded people. And I came up here and became really immersed in tech and that was my first foray into it. And during college, I was working at a gaming company to help support myself through school. And just really fell in love with it. And decided that was truly what I wanted to do. My parents supported my decision, and so with their help and approval, I started building games. And I've been building games since, again, the mid-to-late 90s until now. Ran a couple of companies. Founded a few of them. And the latest one that I founded was a few years ago called Second-Wave Games. We had sold it to a larger company called World Golf Tour. And here I am now building tools for game developers actually. >> And what an evolution. You go back, I mean, the Nokia phones. You know, then the iPhone hit the scene. The smart phones. So everything in-between has been a balance of being creative with software and art, if you will gaming as art. What has changed? I mean obviously things fail, because it's a content business. Content is games. So there's always that symbiotic relationship between hardware and software. Who pushes who? Is it the yin and the yang? Or is it the good and the bad? What's going on between the relationship these days? Because we certainly see it on the enterprise side. Software at the end is driving infrastructure. What's the relationship from the content, from the artistry standpoint, and the handset. >> From our point, content makers are not very interested in any platform or hardware that doesn't have the distribution. But the hardware manufacturers need the content in order to push the distribution of hardware. So it becomes a chicken and the egg problem. And it really depends on the approach that people will take. The content distributors do not own the platform. They don't own the distribution of the actual devices that will run things. So it really kind of falls on the hardware manufacturers to decide what path they will go down. We will see more aggressive things like Microsoft when they first launched the Xbox for example. They took a heavy loss on every unit that they sold. But they were focused primarily on distribution. And then, they hit on this magic, very very like, really really run-away hit called Halo. You like Halo, you have to play on Xbox. It's not available on the other consoles. >> And Call of Duty right after it. >> Call of Duty right after it. >> The list is endless. >> So that becomes a really excellent example of how content drives adaptation of hardware. Because if you are huge fans of this title, you have to go to this hardware. And there is no other argument about it. >> It's interesting, the evolution of the internet, early adopters you saw as the adult industry. It was a leading indicator of the trends in online advertising. That's a big joke in the industry. Now, you are seeing the leading indicators in terms of cutting-edge pioneer blade trailers is gaming. Virtual communities, virtual currencies, the gaming culture you can almost use as a precursor to what you're seeing on the crypto side with blockchain. You can see on the Augmented Reality. That's a gamification of life where now the content is the real world. So that's super exciting for someone who has been in the gaming era. And software developers got to be sitting there licking their chops saying, hey I want to get in on this. >> So at my current company, SEWORKS, when we started developing our solution, we actually tested it first and foremost with gaming. With gaming apps above everything else. And people were a little puzzled thinking why would you test gaming above finance or healthcare or IOT? And our answer is because gaming is the most complex thing anyone can possibly make. It contains pretty much every single piece of technology that you could ever know. There are communications layers, there have the most sophisticated graphics layers, they have intense AI layers, they have intense algorithms, anything calculated, and it is in itself an inherit small economical ecosystem as well. So it is a very complex mini-world that you are building inside of the constraints of one application which then has to be very sophisticated in technology in order to run on our current set of hardware and devices. So it's the most challenging thing that we could build for and that's why we chose it. And I see the same thing happening. Gaming is life and life is games. Outside of solving your very basic human needs of shelter, food, and sleep, clothing. What's the immediate next thing that you want to do? People want to be entertained in some format or another. And games are really just almost like a primal urge in an instant. >> Yeah, and you said you're seeing the intersection of E-commerce, entertainment, and web services or cloud. Which you can bundle in IOT, all intersecting. And that's really what the real world is. Analog digital coming together is the consumerization of physical and digital. Which Samsung is putting out there. And this is the perfect beginning wave coming. Do you agree? >> I think so. As I was sitting through the keynote today, and I'm just reflecting on the future where I can watch TV and there's this beautiful scene of a local in northern California. Then I say, I want to go! And I jump in my car and the destination is magically loaded on my GPS in my very smart car, and it just takes me there. I don't have think about it. And on the way, they've already made reservations, right? It seems like a very seamless integration of everything if it's ideally done, and part of me, I think the security paranoia in me, is also a little afraid that too much information is going to be not necessarily a good thing in a lot of senses, because what we see, and what I've seen in almost 20 years of tech, is every time we rush to new technology, new platforms, new distribution, methodologies, people rush in and make the same mistakes over and over again. So I am a little afraid that with this era, it's going to be exactly the same. Where we see explosion of growth, we see explosion of content, people coming in with a gold rush, and then a few years later when thing are established, we're going to start to see the security leaks, the data leaks, the breaches. >> It's kind of like you don't know that smoking is bad for you until they realized people die of lung cancer. It's like data is the same thing. You don't know how much privacy you have given up. I mean look at Equifax. There's going to be more of those. So I think permission-less, permission-based data security, huge issue governing. That's big. >> It is, particularly because your average consumer is not very privacy sensitive. If I want to use something, I want to use something and asking me for permissions is just a hurdle that if I'm motivated enough to actually use a service, or use an app, I'm just going to keep brushing aside without really thinking about it. And alarmingly, the number of apps that we look at, the number of permissions that they ask, is kind of scary. >> Mary, great to have you on the cube. Great conversation. Great thought leadership. I'll give you the final word. What are you guys doing at SEWORKS? What are you up to after the event? What are some of the things you're working on? Get the plug in for your company. >> Yeah, so, what SEWORKS does is, we do tools for developers to help you alleviate your security needs when you're developing for mobile apps or for IOT or for connected, anything actually. If you're building on Android or iOS, we have a solution for you. We're essentially like your armory so we outfit you with an incredible shield that protects your application when it ships to the public. Against hacking and reverse engineering. >> So security as a service? >> We're security as a service. Just think of us as your on-call hackers, how's that? >> Great, your white hat shield for the apps, for mobile, mobile development is hot obviously. New user experiences and expectations are here. There's a big wave coming in, we're seeing on machine learning. You're seeing with AI. And certainly Augmented Reality and Virtual Reality. All powered by unlimited compute in the cloud. Mary Min, SEWORKS, The Cube, more live coverage here in San Francisco after the short break.