>>Welcome to the Cube's Continuing coverage of AMD's fourth generation Epic launch. I'm Dave Nicholson and I'm joining you here in our Palo Alto Studios. We have two very interesting guests to dive into some of the announcements that have been made and maybe take a look at this from an AI and ML perspective. Our first guest is Milland Doley. He's a senior director for software and solutions at amd, and we're also joined by Shamus Jones, who's a director of server engineering at Dell Technologies. Welcome gentlemen. How are you? >>Very good, thank >>You. Welcome to the Cube. So let's start out really quickly, Shamus, what, give us a thumbnail sketch of what you do at Dell. >>Yeah, so I'm the director of technical marketing engineering here at Dell, and our team really takes a look at the technical server portfolio and solutions and ensures that we can look at, you know, the performance metrics, benchmarks, and performance characteristics, so that way we can give customers a good idea of what they can expect from the server portfolio when they're looking to buy Power Edge from Dell. >>Milland, how about you? What's, what's new at a M D? What do you do there? >>Great to be here. Thank you for having me at amd, I'm the senior director of performance engineering and ISV ecosystem enablement, which is a long winter way of saying we do a lot of benchmarks, improved performance and demonstrate with wonderful partners such as Shamus and Dell, the combined leverage that AMD four generation processes and Dell systems can bring to bear on a multitude of applications across the industry spectrum. >>Shamus, talk about that relationship a little bit more. The relationship between a M D and Dell. How far back does it go? What does it look like in practical terms? >>Absolutely. So, you know, ever since AM MD reentered the server space, we've had a very close relationship. You know, it's one of those things where we are offering solutions that are out there to our customers no matter what generation A portfolio, if they're, if they're demanding either from their competitor or a m d, we offer a portfolio solutions that are out there. What we're finding is that within their generational improvements, they're just getting better and better and better. Really exciting things happening from a m D at the moment, and we're seeing that as we engineer those CPU stacks into our, our server portfolio, you know, we're really seeing unprecedented performance across the board. So excited about the, the history, you know, my team and Lin's team work very closely together, so much so that we were communicating almost on a daily basis around portfolio platforms and updates around the, the, the benchmarks testing and, and validation efforts. >>So Melind, are you happy with these PowerEdge boxes that Seamus is building to, to house, to house your baby? >>We are delighted, you know, it's hard to find stronger partners than Shamus and Dell with AMD's, second generation epic service CPUs. We already had undisputable industry performance leadership, and then with the third and now the fourth generation CPUs, we've just increased our lead with competition. We've got so many outstanding features at the platform, at the CPU level, everybody focuses on the high core counts, but there's also the DDR five, the memory, the io, and the storage subsystem. So we believe we have a fantastic performance and performance per dollar performance per what edge over competition, and we look to partners such as Dell to help us showcase that leadership. >>Well. So Shay Yeah, through Yeah, go ahead >>Dave. What, what I'd add, Dave, is that through the, the partnership that we've had, you know, we've been able to develop subsystems and platform features that historically we couldn't have really things around thermals power efficiency and, and efficiency within the platform. That means that customers can get the most out of their compute infrastructure. >>So this is gonna be a big question moving forward as next generation platforms are rolled out, there's the potential for people to have sticker shock. You talk about something that has eight or 12 cores in a, in a physical enclosure versus 96 cores, and, and I guess the, the question is, do the ROI and TCO numbers look good for someone to make that upgrade? Shamus, you wanna, you wanna hit that first or you guys are integrated? >>Absolutely, yeah, sorry. Absolutely. So we, I'll tell you what, at the moment, customers really can't afford not to upgrade at the moment, right? We've taken a look at the cost basis of keeping older infrastructure in place, let's say five or seven year old infrastructure servers that are, that are drawing more power maybe are, are poorly utilized within the infrastructure and take more and more effort and time to manage, maintain and, and really keep in production. So as customers look to upgrade or refresh their platforms, what we're finding right is that they can take a dynamic consolidation sometimes 5, 7, 8 to one consolidation depending on which platform they have as a historical and which one they're looking to upgrade to. Within AI specifically and machine learning frameworks, we're seeing really unprecedented performance. Lin's team partnered with us to deliver multiple benchmarks for the launch, some of which we're still continuing to see the goodness from things like TP C X AI as a framework, and I'm talking about here specifically the CPU U based performance. >>Even though in a lot of those AI frameworks, you would also expect to have GPUs, which all of the four platforms that we're offering on the AM MD portfolio today offer multiple G P U offerings. So we're seeing a balance between a huge amount of C P U gain and performance, as well as more and more GPU offerings within the platform. That was real, that was a real challenge for us because of the thermal challenges. I mean, you think GPUs are going up 300, 400 watt, these CPUs at 96 core are, are quite demanding thermally, but what we're able to do is through some, some unique smart cooling engineering within the, the PowerEdge portfolio, we can take a look at those platforms and make the most efficient use case by having things like telemetry within the platform so that way we can dynamically change fan speeds to get customers the best performance without throttling based on their need. >>Melin the cube was at the Supercomputing conference in Dallas this year, supercomputing conference 2022, and a lot of the discussion was around not only advances in microprocessor technology, but also advances in interconnect technology. How do you manage that sort of research partnership with Dell when you aren't strictly just focusing on the piece that you are bringing to the party? It's kind of a potluck, you know, we, we, we, we mentioned P C I E Gen five or 5.0, whatever you want to call it, new DDR storage cards, Nicks, accelerators, all of those, all of those things. How do you keep that straight when those aren't things that you actually build? >>Well, excellent question, Dave. And you know, as we are developing the next platform, obviously the, the ongoing relationship is there with Dell, but we start way before launch, right? Sometimes it's multiple years before launch. So we are not just focusing on the super high core counts at the CPU level and the platform configurations, whether it's single socket or dual socket, we are looking at it from the memory subsystem from the IO subsystem, P c i lanes for storage is a big deal, for example, in this generation. So it's really a holistic approach. And look, core counts are, you know, more important at the higher end for some customers h HPC space, some of the AI applications. But on the lower end you have database applications or some other is s v applications that care a lot about those. So it's, I guess different things matter to different folks across verticals. >>So we partnered with Dell very early in the cycle, and it's really a joint co-engineering. Shamus talked about the focus on AI with TP C X xci, I, so we set five world records in that space just on that one benchmark with AD and Dell. So fantastic kick kick off to that across a multitude of scale factors. But PPP c Xci is not just the only thing we are focusing on. We are also collaborating with Dell and des e i on some of the transformer based natural language processing models that we worked on, for example. So it's not just a steep CPU story, it's CPU platform, es subsystem software and the whole thing delivering goodness across the board to solve end user problems in AI and and other verticals. >>Yeah, the two of you are at the tip of the spear from a performance perspective. So I know it's easy to get excited about world records and, and they're, they're fantastic. I know Shamus, you know, that, you know, end user customers might, might immediately have the reaction, well, I don't need a Ferrari in my data center, or, you know, what I need is to be able to do more with less. Well, aren't we delivering that also? And you know, you imagine you milland you mentioned natural, natural language processing. Shamus, are you thinking in 2023 that a lot more enterprises are gonna be able to afford to do things like that? I mean, what are you hearing from customers on this front? >>I mean, while the adoption of the top bin CPU stack is, is definitely the exception, not the rule today we are seeing marked performance, even when we look at the mid bin CPU offerings from from a m d, those are, you know, the most common sold SKUs. And when we look at customers implementations, really what we're seeing is the fact that they're trying to make the most, not just of dollar spend, but also the whole subsystem that Melin was talking about. You know, the fact that balanced memory configs can give you marked performance improvements, not just at the CPU level, but as actually all the way through to the, to the application performance. So it's, it's trying to find the correct balance between the application needs, your budget, power draw and infrastructure within the, the data center, right? Because not only could you, you could be purchasing and, and look to deploy the most powerful systems, but if you don't have an infrastructure that's, that's got the right power, right, that's a large challenge that's happening right now and the right cooling to deal with the thermal differences of the systems, might you wanna ensure that, that you can accommodate those for not just today but in the future, right? >>So it's, it's planning that balance. >>If I may just add onto that, right? So when we launched, not just the fourth generation, but any generation in the past, there's a natural tendency to zero in on the top bin and say, wow, we've got so many cores. But as Shamus correctly said, it's not just that one core count opn, it's, it's the whole stack. And we believe with our four gen CPU processor stack, we've simplified things so much. We don't have, you know, dozens and dozens of offerings. We have a fairly simple skew stack, but we also have a very efficient skew stack. So even, even though at the top end we've got 96 scores, the thermal budget that we require is fairly reasonable. And look, with all the energy crisis going around, especially in Europe, this is a big deal. Not only do customers want performance, but they're also super focused on performance per want. And so we believe with this generation, we really delivered not just on raw performance, but also on performance per dollar and performance per one. >>Yeah. And it's not just Europe, I'm, we're, we are here in Palo Alto right now, which is in California where we all know the cost of an individual kilowatt hour of electricity because it's quite, because it's quite high. So, so thermals, power cooling, all of that, all of that goes together and that, and that drives cost. So it's a question of how much can you get done per dollar shame as you made the point that you, you're not, you don't just have a one size fits all solution that it's, that it's fit for function. I, I'm, I'm curious to hear from you from the two of you what your thoughts are from a, from a general AI and ML perspective. We're starting to see right now, if you hang out on any kind of social media, the rise of these experimental AI programs that are being presented to the public, some will write stories for you based on prom, some will create images for you. One of the more popular ones will create sort of a, your superhero alter ego for, I, I can't wait to do it, I just got the app on my phone. So those are all fun and they're trivial, but they sort of get us used to this idea that, wow, these systems can do things. They can think on their own in a certain way. W what do, what do you see the future of that looking like over the next year in terms of enterprises, what they're going to do for it with it >>Melan? Yeah, I can go first. Yeah, yeah, yeah, yeah, >>Sure. Yeah. Good. >>So the couple of examples, Dave, that you mentioned are, I, I guess it's a blend of novelty and curiosity. You know, people using AI to write stories or poems or, you know, even carve out little jokes, check grammar and spelling very useful, but still, you know, kind of in the realm of novelty in the mainstream, in the enterprise. Look, in my opinion, AI is not just gonna be a vertical, it's gonna be a horizontal capability. We are seeing AI deployed across the board once the models have been suitably trained for disparate functions ranging from fraud detection or anomaly detection, both in the financial markets in manufacturing to things like image classification or object detection that you talked about in, in the sort of a core AI space itself, right? So we don't think of AI necessarily as a vertical, although we are showcasing it with a specific benchmark for launch, but we really look at AI emerging as a horizontal capability and frankly, companies that don't adopt AI on a massive scale run the risk of being left behind. >>Yeah, absolutely. There's an, an AI as an outcome is really something that companies, I, I think of it in the fact that they're adopting that and the frameworks that you're now seeing as the novelty pieces that Melin was talking about is, is really indicative of the under the covers activity that's been happening within infrastructures and within enterprises for the past, let's say 5, 6, 7 years, right? The fact that you have object detection within manufacturing to be able to, to be able to do defect detection within manufacturing lines. Now that can be done on edge platforms all the way at the device. So you're no longer only having to have things be done, you know, in the data center, you can bring it right out to the edge and have that high performance, you know, inferencing training models. Now, not necessarily training at the edge, but the inferencing models especially, so that way you can, you know, have more and, and better use cases for some of these, these instances things like, you know, smart cities with, with video detection. >>So that way they can see, especially during covid, we saw a lot of hospitals and a lot of customers that were using using image and, and spatial detection within their, their video feeds to be able to determine who and what employees were at risk during covid. So there's a lot of different use cases that have been coming around. I think the novelty aspect of it is really interesting and I, I know my kids, my daughters love that, that portion of it, but really what's been happening has been exciting for quite a, quite a period of time in the enterprise space. We're just now starting to actually see those come to light in more of a, a consumer relevant kind of use case. So the technology that's been developed in the data center around all of these different use cases is now starting to feed in because we do have more powerful compute at our fingertips. We do have the ability to talk more about the framework and infrastructure that's that's right out at the edge. You know, I know Dave in the past you've said things like the data center of, you know, 20 years ago is now in my hand as, as my cell phone. That's right. And, and that's, that's a fact and I'm, it's exciting to think where it's gonna be in the next 10 or 20 years. >>One terabyte baby. Yeah. One terabyte. Yeah. It's mind bo. Exactly. It's mind boggling. Yeah. And it makes me feel old. >>Yeah, >>Me too. And, and that and, and Shamus, that all sounded great. A all I want is a picture of me as a superhero though, so you guys are already way ahead of the curve, you know, with, with, with that on that note, Seamus wrap us up with, with a, with kind of a summary of the, the highlights of what we just went through in terms of the performance you're seeing out of this latest gen architecture from a md. >>Absolutely. So within the TPC xai frameworks that Melin and my team have worked together to do, you know, we're seeing unprecedented price performance. So the fact that you can get 220% uplift gen on gen for some of these benchmarks and, you know, you can have a five to one consolidation means that if you're looking to refresh platforms that are historically legacy, you can get a, a huge amount of benefit, both in reduction in the number of units that you need to deploy and the, the amount of performance that you can get per unit. You know, Melinda had mentioned earlier around CPU performance and performance per wat, specifically on the Tu socket two U platform using the fourth generation a m d Epic, you know, we're seeing a 55% higher C P U performance per wat that is that, you know, when for people who aren't necessarily looking at these statistics, every generation of servers, that that's, that is a huge jump leap forward. >>That combined with 121% higher spec scores, you know, as a benchmark, those are huge. Normally we see, let's say a 40 to 60% performance improvement on the spec benchmarks, we're seeing 121%. So while that's really impressive at the top bin, we're actually seeing, you know, large percentile improvements across the mid bins as well, you know, things in the range of like 70 to 90% performance improvements in those standard bins. So it, it's a, it's a huge performance improvement, a power efficiency, which means customers are able to save energy, space and time based on, on their deployment size. >>Thanks for that Shamus, sadly, gentlemen, our time has expired. With that, I want to thank both of you. It's a very interesting conversation. Thanks for, thanks for being with us, both of you. Thanks for joining us here on the Cube for our coverage of AMD's fourth generation Epic launch. Additional information, including white papers and benchmarks plus editorial coverage can be found on does hardware matter.com.

>>Oh, welcome back to the Cube here at aws Reinvent 22. As we continue our coverage here, the AWS Global Showcase, the Startup Showcase, John Wall is here hosting for the Cube as we've been here all week. Hope you're enjoying our coverage here. This is day three, by the way. We're wrapping it up shortly with us to talk about what's going on in the, kind of the hotel world in it and what's going on in the cloud, especially at I hg is Eric Norman, head of infrastructure, architecture, and innovation at I H G Hotels and Resorts. Eric, good to see you, >>Sir. Oh, thank you. And thank you for inviting me. Yeah, >>You bet. Glad to have you board here on the queue. First time, I think too, by the way, right? >>It is. And can I just tell you who IHG is >>Real quick? Yeah, wait a second. First I want another rest. I got Introduc to Rod Stuller, who is the Vice president and of Solutions marketing at Aviatrix and Rod. Good to see you, sir. Thanks a lot. Now let's talk about I ih. >>Great. Well, IHGs a a hospitality company, it's been around for 200 years, that has 17 brands globally in over a hundred countries. We sleek, you know, up could up to 888,000 people a night. So it's a pretty large company that we compete with, you know, all the hotel companies globally. >>So let's talk about your, your footprint right now in, in terms of what your needs are, because you've mentioned obviously a lot of, you have a lot of customers needs, you have a lot of internal stakeholder needs. Yeah. So just from that perspective, how are you balancing out, you know, the products you wanna launch as opposed to the, on the development side and the maintenance side? >>Yeah, I mean we, we have focused our, our attention to our, our guests and our hotels globally and, and taking technology and from a foundation, getting it at, at the edge so that way the consumer and the hotel owner can deliver a quality product to a guest experience. You know, we've have moved larger, a large deployment of our mission critical applications over the last five years really, of moving into more SaaS and infrastructure like AWS and GCP and, and leveraging their global scale to be able to deliver at the edge or get closer to the edge. And so we've, you know, I'm pretty sure you've seen, you know, kind of people building, you know, mission critical apps. You know, probably in the last three years it's probably escalating and more of like a hockey stick of moving stuff. I'd love to hear what AVIA is seeing. Oh >>Yeah. Now we're, we're seeing that quite a bit, right? As people move into the cloud, it's now business critical applications that are going there. So good enough isn't good enough anymore, right? It has to be, you know, a powerful capability that's business critical, can support that, give people the ability to troubleshoot it when something goes wrong. And then multi-cloud, you mentioned a couple different cloud companies, a lot of enterprises are moving to multiple clouds and you don't want to have to do it differently in every cloud. You want a infrastructure management layer that allows you to do that across >>Clouds. So how do you go about that, you know, deciding what goes where. I mean, it sounds like a simple question, but, but if you are dealing in a lot of different kinds of environments, different needs and different requirements, whatever, you know, how are you sorting out, delegating, you know, you know, you're, you're you're gonna be working here, you're gonna be >>Working there. Yeah. So we built some standards base that says, you know, certain types of apps, you know, transactional base, you know, go to this cloud provider and data analytics that's gonna go to another, another cloud provider based on our decision of key capability, native capability, and, and also coverage. You know, cuz we are in China, right? You know, you know, I, I've gotta be able to get into China and, and build not only a network that can support that, but also business apps locally to meet, compete with compliance, regulatory type activities. I mean, even in, in the US market, I got, you know, California privacy laws, you know, you have globally, you've gotta deal with getting data applications into compliance for those globally, right? >>Yeah. So, so you got that compliance slash governance Yeah. Issue. Huge issue. Yeah. I would think for you, you gotta decide who's gonna get to what when, and also we have to meet certain regulatory standards as you pointed out. And not just there, but you got European footprint, right? I mean, you're global. Yeah. So, so you know, handling that kind of scope or scale, what kind of nightmares or challenges does that provide you and how's Aviatrix helping you solve >>That? Yeah, in the early days, you know, we were using cloud native, you know, constructs for networking and a little bit of a security type angle to it. What we found was, you know, you can't get the automation you need. You can't get the, the scalability, you know, cuz we're, we're trying to shift left our, you know, our DevOps and our ability to deploy infrastructure. Aviatrix had come in and, and provided a, a solution that gets us there quicker than anybody else. It's allow us to, you know, build a mesh network across all our regions globally. I'm able to deploy, you know, new landing zones or, you know, public cloud fairly quickly with my, you know, networking construct. We also, we found that because we are a multi hybrid cloud, we, we introduced on the edge a a new network. We had to introduce a performance hub architecture that's using Equinix that sits in every region in every public cloud and partner. Cuz all our partners, you know, we, we've moved a lot of stuff to sas. You know, Amadeus is our centralized reservation system. That's our key, you know? Sure. You know, reservation tool, it's so sourced out. I need to bring them in and I need to get data that's closer to where, in a region to where it needs the land so I can process it. Right. >>And it's a big world out there too. I mean, you're, you're not in your head Rod. So talk about if you would share some of the, the aviatrix experience in that regard. When you have a client like this that has these, you know, multinational locations and, and yet you're looking for some consistency and some uniformity. You don't, you know, you can't be reinventing the wheel every time something pops up, right? >>Right. No. And then, and it's about agility and speed and, you know, being able to do it with less people than you used to have to do things, right? You, you want to be able to give the developers what they need when they need it. There was a time when people were going around it, swiping their credit card and, and saying, it doesn't give me what I need. And so cloud is supposed to change that. So we're trying to deliver the ability to do that for the developers a lot faster than had been done in the past. But at the same time, giving the enterprise the controls, the security, the compliance that they need. And sometimes those things got in the way, but now we're building systems that allow that to happen at, at the piece that developers needed to happen. >>But what Rod said about, you know, one of the big things you sparked my thinking is it also, you know, building a overlay of the cloud native construct allows for visibility that, you know, you didn't have, you know, from a developer or even a operations day two operations, now you get that visibility into the network space and controls and management of that space a lot easier now, you know? >>Yeah. I mean, business critical applications, right? People, the people, the business does not care about networking, right? They see it as electricity and if it's down somebody else's problem to fix it. But the people who do need to keep it up, they need the telemetry. They need the ability to understand, are we trending in the wrong direction? Should we be doing something so that we don't get to the point where it goes down? And that's the kind of information that we're providing in this multi-cloud environment. You mentioned Equinix, we, we just have a partnership with Equinix where we're extending the cloud operational model that Aviatrix delivers all the way out to Equinix and that global fabric that you're talking about. So this is allowing the, the comp companies to have that visibility, that operational ability all the way globally. >>Yeah. Because you know, when you start building all these clouds now and multi regions, multiple AZs or different cloud providers or SaaS providers, you're moving data all over the place. And if you, if you don't have a single pane of glass to see that entire network and be able to route stuff accordingly, it's gonna be a zoo. It's not gonna >>Work. We were, I was talking earlier with, with another guest and we were just talking about companies in your case, I, I IHG kind of knowing what you have and it's not like such a basic thing he said, but yeah, you'd be surprised how many people don't know what they have. Oh, yeah. And so they're trying to provide that visibility and, and, and awareness. So, so I'm kind of curious because you were just the next interview up, so sorry Ken, but, but do you know what you have, I mean, are you learning what you have or is how do you identify, prioritize? How valuable is this asset as opposed to this can wait? I mean, is that still an ongoing process for >>You? It, it's definitely an ongoing process. I mean, we've done over the last three years of constantly assessing all our inventory of what we have, making sure we have the right mo roadmaps for each of the apps and products that we have. Cause we've turned to more of a product driven organization and a DevOps and we're, we're moving more and more product teams onto that DevOps process. Yep. So we can shift left a lot of the activities that developer in the past had to go over a fence to ask for help and, and, you know, kind of the automation of the network and the security built in allows us to be able to shift that left. >>Did that, I, you were saying too three years, right? You've been on, on this path Yep. Going back then to 2019 right. Pandemic hits, right. The world changes. How has that affected this three year period for you? And where are you in terms of where you expected to be and, and Yep. And then what's your, what are your headlights seeing down the road as to what your, your eventual journey, how you want that to end? >>I probably, the biggest story that we have a success story is when the pandemic did happen, you know, all our call centers, all agents had to go home. We were able within 30 days be able to bring up remote desktops, you know, workspaces an a uws and give access to globally in China and in Singapore and in the Americas. There's >>No small task there, >>That's for sure. So we built a desktop, certified it, and, and agents were able to answer calls for guests, you know, you know, so it was a huge success to us. Sure. It did slow down. I mean, during the pandemic it did slow us down from what gets migrated. You know, our focus is, you know, again, back to what I was saying earlier is around our guests and our loyalty and, you know, how do we give value back to our hotel owners and our guests? >>And how do you measure that? I mean, how do you know that what you're doing is working with, with that key audience? >>We'd measured by, you know, one occupa >>There so many, how many people do we have in the rooms? Right? But in terms of the interface, in terms of the effectiveness, the applications, in terms of what you're offering. Yeah. >>It gets back to uptime of our systems and you know, being able to deploy an application in multiple regions elevates the availability of the product to our guest. You know, the longer I'm up, the more revenue I can produce. Right. So, you know, so we, we try to, you know, we measure also guest satisfaction at the properties, you know, them using our tech and that kind of stuff to >>Be so you surveying just to find out what, how they feel about, so some, >>Cause we have a lot of tech inside of our hotels that allow for, we have ISG connect, which allows for people to go from one hotel another and not ask for passwords and, you know, that kind of stuff. >>That would not be made by the way. I'd be begging for help. Let's talk about skills, because I hear that a lot. Talk a lot about that this week. Hearing that, that, you know, the advancement of knowledge is obviously a very powerful thing, but it's also a bit of a shortcoming right now in terms of, of having a need for skills and not having that kind of firepower horsepower on your bench. What, what do you see in that regard? And, and first off, what did you see about it? And then I'll follow >>Up with Yeah, I mean, over our journey, it started off where you didn't have the skills, you know, you didn't have the skill from an operations engineering architecture. So we went on a, you know, you know, how do we build training programs? How do we get, you know, tools to, to either virtual training, bringing teachers, we built, you know, daily, our weekly calls where we bring our experts from our vendors in there to be able to ask questions to help engineering people or architecture people or operations to ask questions and get answers. You know, we, we've been on a role of, you know, upscaling over the last three years and we continue to drive that, you know, we have lunch and learns that we bring people to. Yep. You know, and, and we, and we, we ta tailor the, the content for that training based on what we are consuming and what we're using as opposed to just a, you know, a broad stroke of, of public cloud or, it's >>Almost like you don't have to be holistic about it. You just need to, what do you need to know to >>Make >>Them successful, to be better at what you're doing here? Right. Sure. >>And that's been huge. And, >>And yeah, we, and we have a program called ace, which is AVIATRIX certified engineer. And there's a bunch of different types of classes. So if you're a networking person in the past it's like A C C I E, but we have about 18,000 people over the last three years who have gone through that training. One of them. One of them, right? Is that right? Yeah. Yeah. And, and this is not necessarily about aviatrix. What we're doing is trying to give multi-cloud, you know, networking expertise because a lot of the people that we're talking about are coming from the data center world. And networking is so different in the cloud. We're helping them understand it's not as scary as they might think. Right. If your whole career has been networking in the data center and all of a sudden there's this cloud thing that you don't really understand, you need somebody to help you sort of get there. And we're doing that in a multi-cloud way. And we have all kinds of different levels to teach people how to do, do infrastructure as code. That's another thing, you know, data center guys, they never did infrastructure as code. It was, you had to bolt it in and plug stuff in. Right. But now things are being done much faster with infrastructure as code. And we're teaching people how >>To do that. Yeah. I mean, yesterday, one of the keynotes is about the partner in the, the marketplace. And they use the image imagery of, of marathon runner, you know, a marathon runner. Yeah. You could do a marathon by yourself, but if you want to improve and become a, a great marathon runner, you need a coach, you need nutritionist, you need people running with you to, to make that engine go faster a little bit. Yeah, exactly. And you know, having a partner like Aviatrix helps you know the team to be successful. >>Well, it is, it is a marathon, not a sprint. That's for sure. And you've been on this kind of three year jog. You might feel like you've been running a marathon a little bit, but it sounds like you're really off to a great start and, and have a pretty good partnership here. So thank you. Congratulations on that, Eric. Thank you for being with us. And Rod, same to you. Thank you. Appreciate the time here on the AWS Global Showcase. I'm John Wal, you're watching The Cube. We're out in Las Vegas and of course the cube, as you well know, is the leader in high tech coverage.

>>We're back at Super Computing, 22 in Dallas, winding down the final day here. A big show floor behind me. Lots of excitement out there, wouldn't you say, Dave? Just >>Oh, it's crazy. I mean, any, any time you have NASA presentations going on and, and steampunk iterations of cooling systems that the, you know, it's, it's >>The greatest. I've been to hundreds of trade shows. I don't think I've ever seen NASA exhibiting at one like they are here. Dave Nicholson, my co-host. I'm Paul Gell, in which with us is Satish Ier. He is the vice president of emerging services at Dell Technologies and Satit, thanks for joining us on the cube. >>Thank you. Paul, >>What are emerging services? >>Emerging services are actually the growth areas for Dell. So it's telecom, it's cloud, it's edge. So we, we especially focus on all the growth vectors for, for the companies. >>And, and one of the key areas that comes under your jurisdiction is called apex. Now I'm sure there are people who don't know what Apex is. Can you just give us a quick definition? >>Absolutely. So Apex is actually Dells for a into cloud, and I manage the Apex services business. So this is our way of actually bringing cloud experience to our customers, OnPrem and in color. >>But, but it's not a cloud. I mean, you don't, you don't have a Dell cloud, right? It's, it's of infrastructure as >>A service. It's infrastructure and platform and solutions as a service. Yes, we don't have our own e of a public cloud, but we want to, you know, this is a multi-cloud world, so technically customers want to consume where they want to consume. So this is Dell's way of actually, you know, supporting a multi-cloud strategy for our customers. >>You, you mentioned something just ahead of us going on air. A great way to describe Apex, to contrast Apex with CapEx. There's no c there's no cash up front necessary. Yeah, I thought that was great. Explain that, explain that a little more. Well, >>I mean, you know, one, one of the main things about cloud is the consumption model, right? So customers would like to pay for what they consume, they would like to pay in a subscription. They would like to not prepay CapEx ahead of time. They want that economic option, right? So I think that's one of the key tenets for anything in cloud. So I think it's important for us to recognize that and think Apex is basically a way by which customers pay for what they consume, right? So that's a absolutely a key tenant for how, how we want to design Apex. So it's absolutely right. >>And, and among those services are high performance computing services. Now I was not familiar with that as an offering in the Apex line. What constitutes a high performance computing Apex service? >>Yeah, I mean, you know, I mean, this conference is great, like you said, you know, I, there's so many HPC and high performance computing folks here, but one of the things is, you know, fundamentally, if you look at high performance computing ecosystem, it is quite complex, right? And when you call it as an Apex HPC or Apex offering offer, it brings a lot of the cloud economics and cloud, you know, experience to the HPC offer. So fundamentally, it's about our ability for customers to pay for what they consume. It's where Dell takes a lot of the day to day management of the infrastructure on our own so that customers don't need to do the grunge work of managing it, and they can really focus on the actual workload, which actually they run on the CHPC ecosystem. So it, it is, it is high performance computing offer, but instead of them buying the infrastructure, running all of that by themself, we make it super easy for customers to consume and manage it across, you know, proven designs, which Dell always implements across these verticals. >>So what, what makes the high performance computing offering as opposed to, to a rack of powered servers? What do you add in to make it >>Hpc? Ah, that's a great question. So, I mean, you know, so this is a platform, right? So we are not just selling infrastructure by the drink. So we actually are fundamentally, it's based on, you know, we, we, we launch two validated designs, one for life science sales, one for manufacturing. So we actually know how these PPO work together, how they actually are validated design tested solution. And we also, it's a platform. So we actually integrate the softwares on the top. So it's just not the infrastructure. So we actually integrate a cluster manager, we integrate a job scheduler, we integrate a contained orchestration layer. So a lot of these things, customers have to do it by themself, right? If they're buy the infrastructure. So by basically we are actually giving a platform or an ecosystem for our customers to run their workloads. So make it easy for them to actually consume those. >>That's Now is this, is this available on premises for customer? >>Yeah, so we, we, we make it available customers both ways. So we make it available OnPrem for customers who want to, you know, kind of, they want to take that, take that economics. We also make it available in a colo environment if the customers want to actually, you know, extend colo as that OnPrem environment. So we do both. >>What are, what are the requirements for a customer before you roll that equipment in? How do they sort of have to set the groundwork for, >>For Well, I think, you know, fundamentally it starts off with what the actual use case is, right? So, so if you really look at, you know, the two validated designs we talked about, you know, one for, you know, healthcare life sciences, and one other one for manufacturing, they do have fundamentally different requirements in terms of what you need from those infrastructure systems. So, you know, the customers initially figure out, okay, how do they actually require something which is going to require a lot of memory intensive loads, or do they actually require something which has got a lot of compute power. So, you know, it all depends on what they would require in terms of the workloads to be, and then we do havet sizing. So we do have small, medium, large, we have, you know, multiple infrastructure options, CPU core options. Sometimes the customer would also wanna say, you know what, as long as the regular CPUs, I also want some GPU power on top of that. So those are determinations typically a customer makes as part of the ecosystem, right? And so those are things which would, they would talk to us about to say, okay, what is my best option in terms of, you know, kind of workloads I wanna run? And then they can make a determination in terms of how, how they would actually going. >>So this, this is probably a particularly interesting time to be looking at something like HPC via Apex with, with this season of Rolling Thunder from various partners that you have, you know? Yep. We're, we're all expecting that Intel is gonna be rolling out new CPU sets from a powered perspective. You have your 16th generation of PowerEdge servers coming out, P C I E, gen five, and all of the components from partners like Invidia and Broadcom, et cetera, plugging into them. Yep. What, what does that, what does that look like from your, from your perch in terms of talking to customers who maybe, maybe they're doing things traditionally and they're likely to be not, not fif not 15 G, not generation 15 servers. Yeah. But probably more like 14. Yeah, you're offering a pretty huge uplift. Yep. What, what do those conversations look >>Like? I mean, customers, so talking about partners, right? I mean, of course Dell, you know, we, we, we don't bring any solutions to the market without really working with all of our partners, whether that's at the infrastructure level, like you talked about, you know, Intel, amd, Broadcom, right? All the chip vendors, all the way to software layer, right? So we have cluster managers, we have communities orchestrators. So we usually what we do is we bring the best in class, whether it's a software player or a hardware player, right? And we bring it together as a solution. So we do give the customers a choice, and the customers always want to pick what you they know actually is awesome, right? So they that, that we actually do that. And, you know, and one of the main aspects of, especially when you talk about these things, bringing it as a service, right? >>We take a lot of guesswork away from our customer, right? You know, one of the good example of HPC is capacity, right? So customers, these are very, you know, I would say very intensive systems. Very complex systems, right? So customers would like to buy certain amount of capacity, they would like to grow and, you know, come back, right? So give, giving them the flexibility to actually consume more if they want, giving them the buffer and coming down. All of those things are very important as we actually design these things, right? And that takes some, you know, customers are given a choice, but it actually, they don't need to worry about, oh, you know, what happens if I actually have a spike, right? There's already buffer capacity built in. So those are awesome things. When we talk about things as a service, >>When customers are doing their ROI analysis, buying CapEx on-prem versus, versus using Apex, is there a point, is there a crossover point typically at which it's probably a better deal for them to, to go OnPrem? >>Yeah, I mean, it it like specifically talking about hpc, right? I mean, why, you know, we do have a ma no, a lot of customers consume high performance compute and public cloud, right? That's not gonna go away, right? But there are certain reasons why they would look at OnPrem or they would look at, for example, Ola environment, right? One of the main reasons they would like to do that is purely have to do with cost, right? These are pretty expensive systems, right? There is a lot of ingress, egress, there is a lot of data going back and forth, right? Public cloud, you know, it costs money to put data in or actually pull data back, right? And the second one is data residency and security requirements, right? A lot of these things are probably proprietary set of information. We talked about life sciences, there's a lot of research, right? >>Manufacturing, a lot of these things are just, just in time decision making, right? You are on a factory floor, you gotta be able to do that. Now there is a latency requirement. So I mean, I think a lot of things play, you know, plays into this outside of just cost, but data residency requirements, ingress, egress are big things. And when you're talking about mass moments of data you wanna put and pull it back in, they would like to kind of keep it close, keep it local, and you know, get a, get a, get a price >>Point. Nevertheless, I mean, we were just talking to Ian Coley from aws and he was talking about how customers have the need to sort of move workloads back and forth between the cloud and on-prem. That's something that they're addressing without posts. You are very much in the, in the on-prem world. Do you have, or will you have facilities for customers to move workloads back and forth? Yeah, >>I wouldn't, I wouldn't necessarily say, you know, Dell's cloud strategy is multi-cloud, right? So we basically, so it kind of falls into three, I mean we, some customers, some workloads are suited always for public cloud. It's easier to consume, right? There are, you know, customers also consume on-prem, the customers also consuming Kohler. And we also have like Dell's amazing piece of software like storage software. You know, we make some of these things available for customers to consume a software IP on their public cloud, right? So, you know, so this is our multi-cloud strategy. So we announced a project in Alpine, in Delta fold. So you know, if you look at those, basically customers are saying, I love your Dell IP on this, on this product, on the storage, can you make it available through, in this public environment, whether, you know, it's any of the hyper skill players. So if we do all of that, right? So I think it's, it shows that, you know, it's not always tied to an infrastructure, right? Customers want to consume the best thumb and if we need to be consumed in hyperscale, we can make it available. >>Do you support containers? >>Yeah, we do support containers on hpc. We have, we have two container orchestrators we have to support. We, we, we have aner similarity, we also have a container options to customers. Both options. >>What kind of customers are you signing up for the, for the HPC offerings? Are they university research centers or is it tend to be smaller >>Companies? It, it's, it's, you know, the last three days, this conference has been great. We probably had like, you know, many, many customers talking to us. But HC somewhere in the range of 40, 50 customers, I would probably say lot of interest from educational institutions, universities research, to your point, a lot of interest from manufacturing, factory floor automation. A lot of customers want to do dynamic simulations on factory floor. That is also quite a bit of interest from life sciences pharmacies because you know, like I said, we have two designs, one on life sciences, one on manufacturing, both with different dynamics on the infrastructure. So yeah, quite a, quite a few interest definitely from academics, from life sciences, manufacturing. We also have a lot of financials, big banks, you know, who wants to simulate a lot of the, you know, brokerage, a lot of, lot of financial data because we have some, you know, really optimized hardware we announced in Dell for, especially for financial services. So there's quite a bit of interest from financial services as well. >>That's why that was great. We often think of Dell as, as the organization that democratizes all things in it eventually. And, and, and, and in that context, you know, this is super computing 22 HPC is like the little sibling trailing around, trailing behind the super computing trend. But we definitely have seen this move out of just purely academia into the business world. Dell is clearly a leader in that space. How has Apex overall been doing since you rolled out that strategy, what, two couple? It's been, it's been a couple years now, hasn't it? >>Yeah, it's been less than two years. >>How are, how are, how are mainstream Dell customers embracing Apex versus the traditional, you know, maybe 18 months to three year upgrade cycle CapEx? Yeah, >>I mean I look, I, I think that is absolutely strong momentum for Apex and like we, Paul pointed out earlier, we started with, you know, making the infrastructure and the platforms available to customers to consume as a service, right? We have options for customers, you know, to where Dell can fully manage everything end to end, take a lot of the pain points away, like we talked about because you know, managing a cloud scale, you know, basically environment for the customers, we also have options where customers would say, you know what, I actually have a pretty sophisticated IT organization. I want Dell to manage the infrastructure, but up to this level in the layer up to the guest operating system, I'll take care of the rest, right? So we are seeing customers who are coming to us with various requirements in terms of saying, I can do up to here, but you take all of this pain point away from me or you do everything for me. >>It all depends on the customer. So we do have wide interest. So our, I would say our products and the portfolio set in Apex is expanding and we are also learning, right? We are getting a lot of feedback from customers in terms of what they would like to see on some of these offers. Like the example we just talked about in terms of making some of the software IP available on a public cloud where they'll look at Dell as a software player, right? That's also is absolutely critical. So I think we are giving customers a lot of choices. Our, I would say the choice factor and you know, we are democratizing, like you said, expanding in terms of the customer choices. And I >>Think it's, we're almost outta our time, but I do wanna be sure we get to Dell validated designs, which you've mentioned a couple of times. How specific are the, well, what's the purpose of these designs? How specific are they? >>They, they are, I mean I, you know, so the most of these valid, I mean, again, we look at these industries, right? And we look at understanding exactly how would, I mean we have huge embedded base of customers utilizing HPC across our ecosystem in Dell, right? So a lot of them are CapEx customers. We actually do have an active customer profile. So these validated designs takes into account a lot of customer feedback, lot of partner feedback in terms of how they utilize this. And when you build these solutions, which are kind of end to end and integrated, you need to start anchoring on something, right? And a lot of these things have different characteristics. So these validated design basically prove to us that, you know, it gives a very good jump off point for customers. That's the way I look at it, right? So a lot of them will come to the table with, they don't come to the blank sheet of paper when they say, oh, you know what I'm, this, this is my characteristics of what I want. I think this is a great point for me to start from, right? So I think that that gives that, and plus it's the power of validation, really, right? We test, validate, integrate, so they know it works, right? So all of those are hypercritical. When you talk to, >>And you mentioned healthcare, you, you mentioned manufacturing, other design >>Factoring. We just announced validated design for financial services as well, I think a couple of days ago in the event. So yep, we are expanding all those DVDs so that we, we can, we can give our customers a choice. >>We're out of time. Sat ier. Thank you so much for joining us. Thank you. At the center of the move to subscription to everything as a service, everything is on a subscription basis. You really are on the leading edge of where, where your industry is going. Thanks for joining us. >>Thank you, Paul. Thank you Dave. >>Paul Gillum with Dave Nicholson here from Supercomputing 22 in Dallas, wrapping up the show this afternoon and stay with us for, they'll be half more soon.

>>Hello. And welcome back to the cubes live coverage here in Seattle for the cubes coverage of AWS marketplace seller conference. Now part of really big move and news, Amazon partner network combines with AWS marketplace to form one organization, the Amazon partner organization, APO where the efficiencies, the next iteration, as they say in Amazon language, where they make things better, simpler, faster, and, and for customers is happening. We're here with Chris Cruz, who's the general manager, worldwide leader of ISV alliances and marketplace, which includes all the channel partners and the buyer and seller relationships all now under one partner organization, bringing together years of work. Yes. If you work with AWS and are a partner and, or sell with them, all kind of coming together, kind of in a new way for the next generation, Chris, congratulations on the new role and the reor. >>Thank you. Yeah, it's very exciting. We're we think it invent, simplifies the process on how we work with our partners and we're really optimistic so far. The feedback's been great. And I think it's just gonna get even better as we kind of work out the final details. >>This is huge news because one, we've been very close to the partner that we've been working with and we talking to, we cover them. We cover the news, the startups from startups, channel partners, big ISVs, big and small from the dorm room to the board room. You guys have great relationships. So check marketplace, the future of procurement, how software will be bought, implemented and deployed is also changed. So you've got the confluence of two worlds coming together, growth in the ecosystem. Yep. NextGen cloud on the horizon for AWS and the customers as digital transformation goes from lift and shift to refactoring businesses. Yep. This is really a seminal moment. Can you share what you talked about on the keynote stage here, around why this is happening now? Yeah. What's the guiding principle. What's the north star where, why what's what's the big news. >>Yeah. And so, you know, a lot of reasons on why we kind of, we pulled the two teams together, but you know, a lot of it kind gets centered around co-sell. And so if you take a look at marketplace where we started off, where it was really a machine image business, and it was a great self-service model and we were working with ISVs that wanted to have this new delivery mechanism on how to bring in at the time was Amazon machine images and you fast forward, we started adding more product types like SAS and containers. And the experience that we saw was that customers would use marketplace for kind of up to a certain limit on a self-service perspective. But then invariably, they wanted by a quantity discount, they wanted to get an enterprise discount and we couldn't do that through marketplace. And so they would exit us and go do a direct deal with a, an ISV. >>And, and so to remedy that we launched private offers, you know, four years ago. And private offers now allowed ISVs to do these larger deals, but do 'em all through marketplace. And so they could start off doing self-service business. And then as a customer graduated up to buying for a full department or an organization, they can now use private offers to execute that larger agreement. And it, we started to do more and more private offers, really kind of coincided with a lot of the initiatives that were going on within Amazon partner network at the time around co-sell. And, and so we started to launch programs like ISV accelerate that really kind of focused on our co-sell relationship with ISVs. And what we found was that marketplace private offers became this awesome way to automate how we co-sell with ISV. And so we kinda had these two organizations that were parallel. We said, you know what, this is gonna be better together. If we put together, it's gonna invent simplify and we can use marketplace private offers as part of that co-sell experience and really feed that automation layer for all of our ISVs as they interacted with native >>Discussions. Well, I gotta give you props, you and Mona work on stage. You guys did a great job and it reminds me of the humble nature of AWS and Amazon. I used to talk to Andy jazzy about this all the time. That reminds me of 2013 here right now, because you're in that mode where Amazon reinvent was in 2013. Yeah. Where you knew it was breaking out. Yeah. Everyone's it was kind of small, but we haven't made it yet. Yeah. But you guys are doing billions of vows in transactions. Yeah. But this event is really, I think the beginning of what we're seeing as the change over from securing and deploying applications in the cloud, because there's a lot of nuanced things I want to get your reaction on one. I heard making your part product as an ISV, more native to AWS's stack. That was one major call out. I heard the other one was, Hey, if you're a channel partner, you can play too. And by the way, there's more choice. There's a lot going on here. That's about to kind of explode in a good way for customers. Yeah. Buyers get more access to assemble their solutions. Yeah. And you got all kinds of like business logic, compensation, integration, and scale. Yeah. This is like unprecedented. >>Yeah. It's, it's exciting to see what's going on. I mean, I think we kind of saw the tipping point probably about two years ago, which, you know, prior to that, you know, we would be working with ISVs and customers and it was really much more of an evangelism role where we were just getting people to try it. Just, just list a product. We think this is gonna be a good idea. And if you're a buyer, it's like just try out a private offer, try out a self, you know, service subscription. And, and what's happened now is there's no longer a lot of that convincing that needs to happen. It's really become accepted. And so a lot of the conversations I have now with ISVs, it's not about, should I do marketplace it's how do I do it better? And how do I really leverage marketplace as part of my co-sell initiatives as, as part of my go to market strategy. >>And so you've, you've really kind of passed this tipping point where marketplaces are now becoming very accepted ways to buy third party software. And so that's really exciting. And, and we see that we, you know, we can really enhance that experience, you know, and what we saw on the machine image side is we had this awesome integrated experience where you would buy it. It was tied right into the EC two control plane. And you could go from buying to deploying in one single motion. SAS is a little bit different, you know, we can do all the buying in a very simple motion, but then deploying it. There's a whole bunch of other stuff that our customers have to do. And so we see all kinds of ways that we can simplify that. You know, recently we launched the ability to put third party solutions outta marketplace, into control tower, which is how we deploy all of our landing zones for AWS. And now it's like, instead of having to go wire that up as you're adding new AWS environments, why not just use that third party solution that you've already integrated to you and have it there as you're span those landing zones through >>Control towers, again, back to humble nature, you guys have dominated the infrastructure as a service layer. You kind of mentioned it. You didn't really kind of highlight it other than saying you're doing pretty good. Yeah. On the IAS or the technology partners as you call or infrastructure as you guys call it. Okay. I can see how the, the, the pan, the control panel is great for those customers. But outside that, when you get into like CRM, you mentioned E R P these business apps, these horizontal and verticals have data they're gonna have SageMaker, they're gonna have edge. They might have, you know, other services that are coming online from Amazon. How do I, as an ISV, get my stuff in there. Yeah. And how do I succeed? And what are you doing to make that better? Cause I know it's kind of new, but not new. Yeah, >>No, it's not. I mean, that's one of the things that we've really invested on is how do we make it really easy to list marketplace? And, you know, again, when we first start started, it was a big, huge spreadsheet that you had to fill out. It was very cumbersome and we've really automated all those aspects. So now we've exposed an API as an example. So you can go straight out of your own build process and you might have your own C I CD pipeline. And then you have a build step at the end. And now you can have that execute marketplace update from your build script, right across that API all the way over to AWS marketplace. So it's taking that effectively, a C CD pipeline from an ISV and extending it all the way to AWS and then eventually to a customer, because now it's just an automated supply chain for that software coming into their environment. And we see that being super powerful. There's nowhere manual steps >>Along. Yeah. I wanna dig into that because you made a comment and I want you to clarify it here in the cube. Some have said, even us on the cube. Oh, marketplace. Just the website's a catalog. Yeah. Feels old school. Yeah. Feels like 1995 database. I'm kind of just, you know, saying no offense sake. And now you're saying, you're now looking at this and, and implementing more of a API based. Why is that relevant? I'm I know the answer. You already set up with APIs, but explain the transition from the mindset of it's a website. Yeah. Buy stuff on a catalog to full blown API layer. Yeah. Services. >>Absolutely. Well, when you look at all AWS services, you know, our customers will interface, you know, they'll interface them through a console initially, but when they're using them in production, they're, it's all about APIs and marketplace, as you mentioned, did start off as a website. And so we've kind of taken the opposite approach. We've got this great website experience, which is great for demand gen and, you know, highlighting those listings. But what we want to do is really have this API service layer that you're interfacing with so that an ISV effectively is not even in our marketplace. They interfacing over APIs to do a variety of their high, you know, value functions, whether it's listing soy, private offers. We don't have that all available through APIs and the same thing on the buyer side. So it's integrating directly into their AWS environment and then they can view all their third party spend within things like our cost management suites. They can look at things like cost Explorer, see third party software, right next to first party software, and have that all integrated this nice as seamless >>For the customer. That's a nice cloud native kind of native experience. I think that's a huge advantage. I'm gonna track that closer. We're we're gonna follow that. I think that's gonna be the killer killer feature. All right. Now let's get to the killer feature and the business logic. Okay. Yeah. All partners all wanna know what's in it for me. Yeah. How do I make more cash? Yeah. How do I compensate my sales people? Yeah. What do you guys don't compete with me? Give me leads. Yeah. Can I get MDF market development funds? Yeah. So take me through the, how you're thinking about supporting the partners that are leaning in that, you know, the parachute will open when they jump outta the plane. Yeah. It's gonna be, they're gonna land safely with you. Yeah. MDF marketing to leads. What are you doing to support the partners to help them serve their >>Customers? It's interesting. Market marketplace has become much more of an accepted way to buy, you know, our customers are, are really defaulting to that as the way to go get that third party software. So we've had some industry analysts do some studies and in what they found, they interviewed a whole cohort of ISVs across various categories within marketplace, whether it was security or network or even line of business software. And what they've found is that on average, our ISVs will see a 24% increased close rate by using marketplace. Right. So when I go talk to a CRO and say, do you want to close, you know, more deals? Yes. Right. And we've got data to show that we're also finding that customers on average, when an ISV sales marketplace, they're seeing an 80% uplift in the actual deal size. And so if your ASP is a hundred K 180 K has a heck of a lot better, right? >>So we're seeing increased deal sizes by going through marketplace. And then the third thing that we've seen, that's a value prop for ISVs is speed of closure. And so on average, what we're finding is that our ISVs are closing deals 40% faster by using marketplace. So if you've got a 10 month sales cycle, shaving four months off of a sales cycle means you're bringing deals in, in an earlier calendar year, earlier quarter. And for ISVs getting that cash flow early is very important. So those are great metrics that we're seeing. And, and, you know, we think that they're only >>Gonna improve and from startups who also want, they don't have a lot of cash ISVs that are rich and doing well. Yeah. They have good, good, good, good, good to market funding. Yeah. You got the range of partners and you know, the next startup could be the next Figma could be in that batch startups. Exactly. Yeah. You don't know the game is changing. Yeah. The next brand could be one of those batch of startups. Yeah. What's the message to the startup community. Yeah. >>I mean, marketplace in a lot of ways becomes a level in effect, right. Because, you know, if, if you look at pre marketplace, if you were a startup, you were having to go generate sales, have a sales force, go compete, you know, kind of hand to hand with these largest ISVs marketplace is really kind of leveling that because now you can both list in marketplace. You have the same advantage of putting that directly in the AWS bill, taking advantage of all the management go features that we offer all the automation that we bring to the table. And so >>A lot of us joint selling >>And joint selling, right? When it goes through marketplace, you know, it's gonna feed into a number of our APN programs like ISV accelerate, our sales teams are gonna get recognized for those deals. And so, you know, it brings nice co-sell behavior to how we work with our, our field sales teams together. It brings nice automation that, you know, pre marketplaces, they would have to go build all that. And that was a heavy lift that really now becomes just kind of table stakes for any kind of ISV selling to an, any of >>Customer. Well, you know, I'm a big fan of the marketplace. I've always have been, even from the early days, I saw this as a procurement game changer. It makes total sense. It's so obvious. Yeah. Not obvious to everyone, but there's a lot of moving parts behind the scenes behind the curtain. So to speak that you're handling. Yeah. What's your message to the audience out there, both the buyers and the sellers. Yeah. About what your mission is, what you're you wake up every day thinking about. Yeah. And what's your promise to them and what you're gonna work on. Cause it's not easy. You're building a, an operating model. That's not a website. It's a full on cloud service. Yeah. What's your promise. And what's >>Your goals. No. And like, you know, ultimately we're trying to do from an Aus market perspective is, is provide that selection experience to the ABUS customer, right? There's the infamous flywheel that Jeff put together that had the concepts of why Amazon is successful. And one are the concepts he points to is the concept of selection. And, and what we mean by that is if you come to Amazon it's is effectively that everything stored. And when you come across, AWS marketplace becomes that selection experience. And so that's what we're trying to do is provide whatever our AWS customers wanna buy, whatever form factor, whatever software type, whatever data type it's gonna be available in AWS marketplace for consumption. And that ultimately helps our customers because now they can get whatever technologies that they need to use alongside Avis. >>And I want, wanna give you props too. You answered the hard question on stage. I've asked Andy EY this on the cube when he was the CEO, Adam Celski last year, I asked him the same question and the answer has been consistent. We have some solutions that people want a AWS end to end, but your ecosystem, you want people to compete yes. And build a product and mostly point to things like snowflake, new Relic. Yeah. Other people that compete with Amazon services. Yeah. You guys want that. You encourage that. Yeah. You're ratifying that same statement. >>Absolutely. Right. Again, it feeds into that selection experience. Right. If a customer wants something, we wanna make sure it's gonna be a great experience. Right. And so a lot of these ISVs are building on top of AWS. We wanna make sure that they're successful. And, you know, while we have a number of our first party services, we have a variety of third party technologies that run very well in a AWS. And ultimately the customer's gonna make their decision. We're customer obsessed. And if they want to go with a third party product, we're absolutely gonna support them in every way shape we can and make sure that's a successful experience for our customers. >>I, I know you referenced two studies check out the website's got buyer and seller surveys on there for Boer. Yeah. I don't want to get into that. I want to just end on one. Yeah. Kind of final note, you got a lot of successful buyers and a lot of successful sellers. The word billions, yes. With an S was and the slide. Can you say the number, how much, how many billions are sold yeah. Through the marketplace. Yeah. And the buyer experience future what's those two things. >>Yeah. So we went on record at reinvent last year, so it's approaching it birthday, but it was the first year that we've in our 10 year history announced how much was actually being sold to the marketplace. And, you know, we are now selling billions of dollars to our marketplace and that's with an S so you can assume, at least it's two, but it's, it's a, it's a large number and it's going >>Very quickly. Yeah. Can't disclose, you know, >>But it's a, it's been a very healthy part of our business. And you know, we look at this, the experience that we >>Saw, there's a lot of headroom. I mean, oh yeah, you have infrastructure nailed down. That's long, you get better, but you have basically growth up upside with these categor other categories. What's the hot categories. You >>Know, we, we started off with infrastructure related products and we've kind of hit critical mass there. Right? We've, there's very few ISVs left that are in that infrastructure related space that are not in our marketplace. And what's happened now is our customers are saying, well, I've been buying infrastructure products for years. I'm gonna buy everything. I wanna buy my line of business software. I wanna buy my vertical solutions. I wanna buy my data and I wanna buy all my services alongside of that. And so there's tons of upside. We're seeing all of these either horizontal business applications coming to our marketplace or vertical specific solutions. Yeah. Which, you know, when we first designed our marketplace, we weren't sure if that would ever happen. We're starting to see that actually really accelerate because customers are now just defaulting to buying everything through their marketplace. >>Chris, thanks for coming on the queue. I know we went a little extra long. There wanted to get that clarification on the new role. Yeah. New organization. Great, great reorg. It makes a lot of sense. Next level NextGen. Thanks for coming on the cube. Okay. >>Thank you for the opportunity. >>All right here, covering the new big news here of AWS marketplace and the AWS partner network coming together under one coherent organization, serving fires and sellers, billions sold the future of how people are gonna be buying software, deploying it, managing it, operating it. It's all happening in the marketplace. This is the big trend. It's the cue here in Seattle with more coverage here at Davis marketplace sellers conference. After the short break.

>>Oracle continues to enhance my sequel Heatwave at a very rapid pace. The company is now in its fourth major release since the original announcement in December 2020. 1 of the main criticisms of my sequel, Heatwave, is that it only runs on O. C I. Oracle Cloud Infrastructure and as a lock in to Oracle's Cloud. Oracle recently announced that heat wave is now going to be available in AWS Cloud and it announced its intent to bring my sequel Heatwave to Azure. So my secret heatwave on AWS is a significant TAM expansion move for Oracle because of the momentum AWS Cloud continues to show. And evidently the Heatwave Engineering team has taken the development effort from O. C I. And is bringing that to A W S with a number of enhancements that we're gonna dig into today is senior vice president. My sequel Heatwave at Oracle is back with me on a cube conversation to discuss the latest heatwave news, and we're eager to hear any benchmarks relative to a W S or any others. Nippon has been leading the Heatwave engineering team for over 10 years and there's over 100 and 85 patents and database technology. Welcome back to the show and good to see you. >>Thank you. Very happy to be back. >>Now for those who might not have kept up with the news, uh, to kick things off, give us an overview of my sequel, Heatwave and its evolution. So far, >>so my sequel, Heat Wave, is a fully managed my secret database service offering from Oracle. Traditionally, my secret has been designed and optimised for transaction processing. So customers of my sequel then they had to run analytics or when they had to run machine learning, they would extract the data out of my sequel into some other database for doing. Unlike processing or machine learning processing my sequel, Heat provides all these capabilities built in to a single database service, which is my sequel. He'd fake So customers of my sequel don't need to move the data out with the same database. They can run transaction processing and predicts mixed workloads, machine learning, all with a very, very good performance in very good price performance. Furthermore, one of the design points of heat wave is is a scale out architecture, so the system continues to scale and performed very well, even when customers have very large late assignments. >>So we've seen some interesting moves by Oracle lately. The collaboration with Azure we've we've covered that pretty extensively. What was the impetus here for bringing my sequel Heatwave onto the AWS cloud? What were the drivers that you considered? >>So one of the observations is that a very large percentage of users of my sequel Heatwave, our AWS users who are migrating of Aurora or so already we see that a good percentage of my secret history of customers are migrating from GWS. However, there are some AWS customers who are still not able to migrate the O. C. I to my secret heat wave. And the reason is because of, um, exorbitant cost, which was charges. So in order to migrate the workload from AWS to go see, I digress. Charges are very high fees which becomes prohibitive for the customer or the second example we have seen is that the latency of practising a database which is outside of AWS is very high. So there's a class of customers who would like to get the benefits of my secret heatwave but were unable to do so and with this support of my secret trip inside of AWS, these customers can now get all the grease of the benefits of my secret he trip without having to pay the high fees or without having to suffer with the poorly agency, which is because of the ws architecture. >>Okay, so you're basically meeting the customer's where they are. So was this a straightforward lifted shift from from Oracle Cloud Infrastructure to AWS? >>No, it is not because one of the design girls we have with my sequel, Heatwave is that we want to provide our customers with the best price performance regardless of the cloud. So when we decided to offer my sequel, he headed west. Um, we have optimised my sequel Heatwave on it as well. So one of the things to point out is that this is a service with the data plane control plane and the console are natively running on AWS. And the benefits of doing so is that now we can optimise my sequel Heatwave for the E. W s architecture. In addition to that, we have also announced a bunch of new capabilities as a part of the service which will also be available to the my secret history of customers and our CI, But we just announced them and we're offering them as a part of my secret history of offering on AWS. >>So I just want to make sure I understand that it's not like you just wrapped your stack in a container and stuck it into a W s to be hosted. You're saying you're actually taking advantage of the capabilities of the AWS cloud natively? And I think you've made some other enhancements as well that you're alluding to. Can you maybe, uh, elucidate on those? Sure. >>So for status, um, we have taken the mind sequel Heatwave code and we have optimised for the It was infrastructure with its computer network. And as a result, customers get very good performance and price performance. Uh, with my secret he trade in AWS. That's one performance. Second thing is, we have designed new interactive counsel for the service, which means that customers can now provision there instances with the council. But in addition, they can also manage their schemas. They can. Then court is directly from the council. Autopilot is integrated. The council we have introduced performance monitoring, so a lot of capabilities which we have introduced as a part of the new counsel. The third thing is that we have added a bunch of new security features, uh, expose some of the security features which were part of the My Secret Enterprise edition as a part of the service, which gives customers now a choice of using these features to build more secure applications. And finally, we have extended my secret autopilot for a number of old gpus cases. In the past, my secret autopilot had a lot of capabilities for Benedict, and now we have augmented my secret autopilot to offer capabilities for elderly people. Includes as well. >>But there was something in your press release called Auto thread. Pooling says it provides higher and sustained throughput. High concerns concerns concurrency by determining Apple number of transactions, which should be executed. Uh, what is that all about? The auto thread pool? It seems pretty interesting. How does it affect performance? Can you help us understand that? >>Yes, and this is one of the capabilities of alluding to which we have added in my secret autopilot for transaction processing. So here is the basic idea. If you have a system where there's a large number of old EP transactions coming into it at a high degrees of concurrency in many of the existing systems of my sequel based systems, it can lead to a state where there are few transactions executing, but a bunch of them can get blocked with or a pilot tried pulling. What we basically do is we do workload aware admission control and what this does is it figures out, what's the right scheduling or all of these algorithms, so that either the transactions are executing or as soon as something frees up, they can start executing, so there's no transaction which is blocked. The advantage to the customer of this capability is twofold. A get significantly better throughput compared to service like Aurora at high levels of concurrency. So at high concurrency, for instance, uh, my secret because of this capability Uh oh, thread pulling offers up to 10 times higher compared to Aurora, that's one first benefit better throughput. The second advantage is that the true part of the system never drops, even at high levels of concurrency, whereas in the case of Aurora, the trooper goes up, but then, at high concurrency is, let's say, starting, uh, level of 500 or something. It depends upon the underlying shit they're using the troopers just dropping where it's with my secret heatwave. The truth will never drops. Now, the ramification for the customer is that if the truth is not gonna drop, the user can start off with a small shape, get the performance and be a show that even the workload increases. They will never get a performance, which is worse than what they're getting with lower levels of concurrency. So this let's leads to customers provisioning a shape which is just right for them. And if they need, they can, uh, go with the largest shape. But they don't like, you know, over pay. So those are the two benefits. Better performance and sustain, uh, regardless of the level of concurrency. >>So how do we quantify that? I know you've got some benchmarks. How can you share comparisons with other cloud databases especially interested in in Amazon's own databases are obviously very popular, and and are you publishing those again and get hub, as you have done in the past? Take us through the benchmarks. >>Sure, So benchmarks are important because that gives customers a sense of what performance to expect and what price performance to expect. So we have run a number of benchmarks. And yes, all these benchmarks are available on guitar for customers to take a look at. So we have performance results on all the three castle workloads, ol DB Analytics and Machine Learning. So let's start with the Rdp for Rdp and primarily because of the auto thread pulling feature. We show that for the IPCC for attended dataset at high levels of concurrency, heatwave offers up to 10 times better throughput and this performance is sustained, whereas in the case of Aurora, the performance really drops. So that's the first thing that, uh, tend to alibi. Sorry, 10 gigabytes. B B C c. I can come and see the performance are the throughput is 10 times better than Aurora for analytics. We have done a comparison of my secret heatwave in AWS and compared with Red Ship Snowflake Googled inquiry, we find that the price performance of my secret heatwave compared to read ship is seven times better. So my sequel, Heat Wave in AWS, provides seven times better price performance than red ship. That's a very, uh, interesting results to us. Which means that customers of Red Shift are really going to take the service seriously because they're gonna get seven times better price performance. And this is all running in a W s so compared. >>Okay, carry on. >>And then I was gonna say, compared to like, Snowflake, uh, in AWS offers 10 times better price performance. And compared to Google, ubiquity offers 12 times better price performance. And this is based on a four terabyte p PCH workload. Results are available on guitar, and then the third category is machine learning and for machine learning, uh, for training, the performance of my secret heatwave is 25 times faster compared to that shit. So all the three workloads we have benchmark's results, and all of these scripts are available on YouTube. >>Okay, so you're comparing, uh, my sequel Heatwave on AWS to Red Shift and snowflake on AWS. And you're comparing my sequel Heatwave on a W s too big query. Obviously running on on Google. Um, you know, one of the things Oracle is done in the past when you get the price performance and I've always tried to call fouls you're, like, double your price for running the oracle database. Uh, not Heatwave, but Oracle Database on a W s. And then you'll show how it's it's so much cheaper on on Oracle will be like Okay, come on. But they're not doing that here. You're basically taking my sequel Heatwave on a W s. I presume you're using the same pricing for whatever you see to whatever else you're using. Storage, um, reserved instances. That's apples to apples on A W s. And you have to obviously do some kind of mapping for for Google, for big query. Can you just verify that for me, >>we are being more than fair on two dimensions. The first thing is, when I'm talking about the price performance for analytics, right for, uh, with my secret heat rape, the cost I'm talking about from my secret heat rape is the cost of running transaction processing, analytics and machine learning. So it's a fully loaded cost for the case of my secret heatwave. There has been I'm talking about red ship when I'm talking about Snowflake. I'm just talking about the cost of these databases for running, and it's only it's not, including the source database, which may be more or some other database, right? So that's the first aspect that far, uh, trip. It's the cost for running all three kinds of workloads, whereas for the competition, it's only for running analytics. The second thing is that for these are those services whether it's like shit or snowflakes, That's right. We're talking about one year, fully paid up front cost, right? So that's what most of the customers would pay for. Many of the customers would pay that they will sign a one year contract and pay all the costs ahead of time because they get a discount. So we're using that price and the case of Snowflake. The costs were using is their standard edition of price, not the Enterprise edition price. So yes, uh, more than in this competitive. >>Yeah, I think that's an important point. I saw an analysis by Marx Tamer on Wiki Bond, where he was doing the TCO comparisons. And I mean, if you have to use two separate databases in two separate licences and you have to do et yelling and all the labour associated with that, that that's that's a big deal and you're not even including that aspect in in your comparison. So that's pretty impressive. To what do you attribute that? You know, given that unlike, oh, ci within the AWS cloud, you don't have as much control over the underlying hardware. >>So look hard, but is one aspect. Okay, so there are three things which give us this advantage. The first thing is, uh, we have designed hateful foreign scale out architecture. So we came up with new algorithms we have come up with, like, uh, one of the design points for heat wave is a massively partitioned architecture, which leads to a very high degree of parallelism. So that's a lot of hype. Each were built, So that's the first part. The second thing is that although we don't have control over the hardware, but the second design point for heat wave is that it is optimised for commodity cloud and the commodity infrastructure so we can have another guys, what to say? The computer we get, how much network bandwidth do we get? How much of, like objects to a brand that we get in here? W s. And we have tuned heat for that. That's the second point And the third thing is my secret autopilot, which provides machine learning based automation. So what it does is that has the users workload is running. It learns from it, it improves, uh, various premieres in the system. So the system keeps getting better as you learn more and more questions. And this is the third thing, uh, as a result of which we get a significant edge over the competition. >>Interesting. I mean, look, any I SV can go on any cloud and take advantage of it. And that's, uh I love it. We live in a new world. How about machine learning workloads? What? What did you see there in terms of performance and benchmarks? >>Right. So machine learning. We offer three capabilities training, which is fully automated, running in France and explanations. So one of the things which many of our customers told us coming from the enterprise is that explanations are very important to them because, uh, customers want to know that. Why did the the system, uh, choose a certain prediction? So we offer explanations for all models which have been derailed by. That's the first thing. Now, one of the interesting things about training is that training is usually the most expensive phase of machine learning. So we have spent a lot of time improving the performance of training. So we have a bunch of techniques which we have developed inside of Oracle to improve the training process. For instance, we have, uh, metal and proxy models, which really give us an advantage. We use adaptive sampling. We have, uh, invented in techniques for paralysing the hyper parameter search. So as a result of a lot of this work, our training is about 25 times faster than that ship them health and all the data is, uh, inside the database. All this processing is being done inside the database, so it's much faster. It is inside the database. And I want to point out that there is no additional charge for the history of customers because we're using the same cluster. You're not working in your service. So all of these machine learning capabilities are being offered at no additional charge inside the database and as a performance, which is significantly faster than that, >>are you taking advantage of or is there any, uh, need not need, but any advantage that you can get if two by exploiting things like gravity. John, we've talked about that a little bit in the past. Or trainee. Um, you just mentioned training so custom silicon that AWS is doing, you're taking advantage of that. Do you need to? Can you give us some insight >>there? So there are two things, right? We're always evaluating What are the choices we have from hybrid perspective? Obviously, for us to leverage is right and like all the things you mention about like we have considered them. But there are two things to consider. One is he is a memory system. So he favours a big is the dominant cost. The processor is a person of the cost, but memory is the dominant cost. So what we have evaluated and found is that the current shape which we are using is going to provide our customers with the best price performance. That's the first thing. The second thing is that there are opportunities at times when we can use a specialised processor for vaccinating the world for a bit. But then it becomes a matter of the cost of the customer. Advantage of our current architecture is on the same hardware. Customers are getting very good performance. Very good, energetic performance in a very good machine learning performance. If you will go with the specialised processor, it may. Actually, it's a machine learning, but then it's an additional cost with the customers we need to pay. So we are very sensitive to the customer's request, which is usually to provide very good performance at a very low cost. And we feel is that the current design we have as providing customers very good performance and very good price performance. >>So part of that is architectural. The memory intensive nature of of heat wave. The other is A W s pricing. If AWS pricing were to flip, it might make more sense for you to take advantage of something like like cranium. Okay, great. Thank you. And welcome back to the benchmarks benchmarks. Sometimes they're artificial right there. A car can go from 0 to 60 in two seconds. But I might not be able to experience that level of performance. Do you? Do you have any real world numbers from customers that have used my sequel Heatwave on A W s. And how they look at performance? >>Yes, absolutely so the my Secret service on the AWS. This has been in Vera for, like, since November, right? So we have a lot of customers who have tried the service. And what actually we have found is that many of these customers, um, planning to migrate from Aurora to my secret heat rape. And what they find is that the performance difference is actually much more pronounced than what I was talking about. Because with Aurora, the performance is actually much poorer compared to uh, like what I've talked about. So in some of these cases, the customers found improvement from 60 times, 240 times, right? So he travels 100 for 240 times faster. It was much less expensive. And the third thing, which is you know, a noteworthy is that customers don't need to change their applications. So if you ask the top three reasons why customers are migrating, it's because of this. No change to the application much faster, and it is cheaper. So in some cases, like Johnny Bites, what they found is that the performance of their applications for the complex storeys was about 60 to 90 times faster. Then we had 60 technologies. What they found is that the performance of heat we have compared to Aurora was 100 and 39 times faster. So, yes, we do have many such examples from real workloads from customers who have tried it. And all across what we find is if it offers better performance, lower cost and a single database such that it is compatible with all existing by sequel based applications and workloads. >>Really impressive. The analysts I talked to, they're all gaga over heatwave, and I can see why. Okay, last question. Maybe maybe two and one. Uh, what's next? In terms of new capabilities that customers are going to be able to leverage and any other clouds that you're thinking about? We talked about that upfront, but >>so in terms of the capabilities you have seen, like they have been, you know, non stop attending to the feedback from the customers in reacting to it. And also, we have been in a wedding like organically. So that's something which is gonna continue. So, yes, you can fully expect that people not dressed and continue to in a way and with respect to the other clouds. Yes, we are planning to support my sequel. He tripped on a show, and this is something that will be announced in the near future. Great. >>All right, Thank you. Really appreciate the the overview. Congratulations on the work. Really exciting news that you're moving my sequel Heatwave into other clouds. It's something that we've been expecting for some time. So it's great to see you guys, uh, making that move, and as always, great to have you on the Cube. >>Thank you for the opportunity. >>All right. And thank you for watching this special cube conversation. I'm Dave Volonte, and we'll see you next time.

>>And welcome to this cube conversation here in Palo Alto, California. I'm John furrier, host of the cube. We have a great guest coming in remotely from LA Christian Hernandez developer experienced lead at code fresh code fresh IO. Recently they were on our feature at a startup showcase series, season two episode one cloud data innovations, open source innovations, all good stuff, Christian. Thanks for coming on this cube conversation. >>Thank you. Thank you, John. Thank you for having me on, >>You know, I'm I was really impressed with code fresh. My met with the founders on here on the cube because GI ops AI, everything's something ops devs dev sec ops. You've got AI ops. You've got now GI ops, essentially operationalizing the software future is here and software's eating the world is, was written many years ago, but it's open source is now all. So all things software's open source and that's kind of a done deal. It's only getting better and better. Mainstream companies are contributing. You guys are on this wave of, of this open source tsunami and you got cloud scale. Automation's right there, machine learning, all this stuff is now the next gen of, of, of code, right? So you, your code fresh and your title is developer experience lead. What does that mean right now? What does it mean to be a developer experience lead? Like you make sure people having a good experience. Are you developing you figuring out the product? What does that mean? >>Yeah. That's and it's also part of the, the whole Debre explosion that's happening right now. I believe it's, you know, everyone's always asking, well, what, you know, what is developer advocate? What does that mean developer experience? What does that mean? So, so you, you kind of hit the nail on the head a little bit up there in, in the beginning, is that the, the experience of the developer when using a particular platform, right? Especially the code flash platform. That is my responsibility there at code fresh to enable, to enable end users, to enable partners, to enable, you know, anyone that wants to use the code fresh platform for their C I C D and get ops square flows. So that's, that's really my, my corner of the world is to make sure their experience is great. So that's, it's really what, what I'm here to do >>At food fresh. You know, one of the things I can say of my career, you've been kind of become a historian over time. When I was a developer back in the old days, it was simply you compiled stuff, you did QA on it. You packaged it out. You wanted out the door and you know, that was a workflow right now with the cloud. I was talking with your founders, you got new abstraction layers. Cloud has changed again again, open source. So newer things are coming, right? Like, like, like Kubernetes for instance is a great example that came out of the open source kind of the innovations. But that, and Hadoop, we were mentioning before he came on camera from a storage standpoint, kind of didn't make it because it was just too hard. Right. And it made the developer's job harder. And then it made the developer's requirements to be specialized. >>So you had kind of two problems. You had hard to use a lot of friction and then it required certain expertise when the developers just want to code. Right. So, so you have now the motion of, with GI ops, you guys are in the middle of kinda this idea of frictionless based software delivery with the cloud. So what's different now, can you talk about that specific point because no one wants to be, do hard work and have to redo things. Yeah. Shift left and all that good stuff. What's hard now, what do you guys solve? What's the, what's the friction that you're taking out what's to become frictionless. >>Yeah. Yeah. And you, you, you mentioned a very interesting point about how, you know, things that are coming out almost makes it seem harder nowadays to develop an application. You used to have it to where, you know, kind of a, sort of a waterfall sort of workflow where, you know, you develop your code, you know, you compile it. Right. You know, I guess back in the day, Java was king. I think Java still is, has a, is a large footprint out there where you would just compile it, deploy it. If it works, it works. Alright cool. And you have it and you kind of just move it along in its process. Whereas I think the, the whole idea of, I think Netflix came out with like the, the fail often fail fast release often, you know, the whole Atlassian C I C D thing, agile thing came into play. >>Where now it's, it's a little bit more complex to get your code out there delivered to get your code from one environment to the other environment, especially with the, the Avan of Kubernetes and cloud native architecture, where you can deploy and have this imutable infrastructure where you can just deploy and automate so quickly. So often that there needs to be some sort of new process now into place where to have a new process, like GI ops to where it'll, it it's frictionless, meaning that it's, it, it makes it that process a little easier makes that little, that comp that complex process of deploying onto like a cloud native architecture easier. So that way, as you said before, returning the developers to back to what they care about, mot, the most is just code. I just want to code. >>Yeah. You know, the other thing, cool thing, Christian, I wanna bring up and we'll get into some of the specifics around Argo specifically CD is that the community is responding as a kind of, it takes a village kind of mindset. People are getting into this just saying, Hey, if we can get our act together around some de facto workflows and de facto capabilities, everyone wins. It's a rising tide, floats all boats, kind of concept. CNCF certainly has been a big part of that. Even seen some of the big hyper scales getting behind it. But you guys are part of the founding members of the open get ups working group, Amazon Azure, GitHub, red hat Weaveworks and then a ton of contributors. Okay. So this is kind of cool. This means that there's like people behind this thing. Look, we gotta get here faster. What happened at co con this year? You guys had some news around Argo and you had some news around the hosted solution. Can you take a minute to explain two things, one the open community vibe, and then two, what you guys announced at Coon in Spain. >>Yeah. Yeah. So as far as open get ups, that was, you know, as you said before, code fresh was part of that, that founding committee. Right. Of, of group of people trying to figure out, define what get ups is. Right. We're trying to bring it beyond the, you know, the, the hype word, right beyond just like a marketing term to where we actually define what it actually is, because it is actually something that's out there that people are doing. Right. A lot of people, you know, remember that the, the Chick-fil-A story where it's like, they, they are completely doing, you know, this get ops thing, we're just now wanting, putting definition around it. So that was just amazing to see out at there in, in Cuban. And, but like you said, in QAN, we, you know, we're, we're, we're taking some of that, that acceleration that we see in the community to, and we, we announce our, our hosted get ops offering. >>Right. So hosted get ops is something that our customers have been asking for for a while. Many times when, you know, someone wants to use something like Argo CD, the, in, they install it on their cluster, they get up and running. And, but with, with all that comes like the feed and care of that platform, and, you know, not only just keeping the lights on, but also management security, you know, general maintenance, you know, all the things that, that come along with managing a system. And on top of that comes like the scale aspect of it. Right. And so with scale, so a lot of people go with like a hub and spoke others, go with like a fleet design in, in either case, right. There's, there's a challenge for the feet and care of it. Right. And so with code fresh coast of get ups, we take that management headache away. >>Right? So we, we take the, the, the management of, of Argo CD, the management of, of all of that, and kind of just offer Argo CD as a surface, right. Which offers, you know, allows users to, you know, let us take care of all the, of the get offs, runtime. And so they can concentrate on, you know, their application deployments. Right. And you also get things like Dora metrics, right. Integrated with the platform, you have the ability to integrate multiple CI providers, you know, like get hub actions or whatever, existing Jenkins pipelines. And really that, that code fresh platform becomes like your get ops platform becomes like, you know, your, your central view of the world of, of your, you know, get ups processes. >>Yeah. I mean, that whole single source of truth concept is really kind of needed. I gotta ask you though, with the popularity of the Argo CD on get ups internally, right. That's been clear, right. Kubernetes, the way that's going, it's accelerating fast. People want simple it's scaling, you got automation built in all that good stuff. What was the driver behind the hosted get up solution? Was it customer needs? Was it efficiency all the above? What was specifically and, and why would someone want to have the hosted versus say internal? >>Yeah. So it's, it was really driven by, you know, customer need been something that the customers have been asking for. And it's also been something that, you know, you, you, you have a process of developing an application to, you know, you know, a fleet of clusters in a traditional, you know, I keep saying traditional, get outs practice as if get outs are so old. And, you know, in, you know, when, when, when people first start out, they'll start, you know, installing Argo city on all these clusters and trying to manage that at scale it's, it's, it, it seemed like there was, you know, it it'd be nice if we can just like, be able to consume this as a service. So we don't have to like, worry about, you know, you know, best practices. We don't have to worry about security. We don't just, all of that is taken care of and managed by us at code fresh. So this is like something that, you know, has been asked for and, and something that, you know, we believe will accelerate, you know, developers into actually developing their, their applications. They don't have to worry about managing >>The platform. So just getting this right. Hosted, managed service by you guys on this one, >>Correct? Yes. >>Okay. Got it. All right. So let me, let me get in the Argo real quick, just to kind of just level set for the folks that are, are leaning into this and then kicking the tires. Where are we with Argo? What, why was it so popular? What did it do specifically? Did it just make it easier for developers to manage and monitor Kubernetes, keep 'em updated? What was the specific value behind Argo? Where, where, where did it come from and why is it so popular? >>Yeah, so Argo the Argo project, which is made up of, of a few tools, usually when people say Argo, they meet, they they're talking about Argo CD, but there's also Argo workflows, Argo events, Argo notifications. And, and like I said before, CD with that, and that is something that was developed internally at Intuit. Right? So for those of who don't know, Intuit is the company behind turbo tax. So for those, those of us in the us, we, we know, you know, we know that season all too well, the tax season. And so that was a tool that was developed internally. >>And by the way, Intuit we've done many years. They're very huge cloud adopters. They've been on that train from the day one. They've been, they've been driving a lot of cloud scale too. Sorry >>To interrupt. Yeah. And, and, and yeah, no, and, and, and also, you know, they, they were always open source first, right. So they've always had, you know, they developed something internally. They always had the, the intention of opensourcing it. And so it was really a tool that was born internally, and it was a tool that helped them, you know, get stuff done with Kubernetes. And that's kind of like the tagline they use for, for the Argo project is you need to get stuff done. They wanted their developers to focus less on deploying the application and more right. More than on writing the application itself. And so the, and so the Argo project is a suite of tools essentially that helps deploy onto Kubernetes, you know, using get ups as that, you know, that cornerstone in design, right in the design philosophy, it's so popular because of the ease of use and developer friendliness aspect of it. It's, it's, it's, it's meant to be simple right. In and simple in a, in a good sense of getting up and running, which attracted, you know, developers from, you know, all around the world. You know, other companies like red hat got into it as well. BlackRock also is, is a, is a big contributor, thousands of other independent contributors as well to the Argo project. >>Yeah. Christian, if you bring up a good point and I'm gonna go on a little tangent here, but I wanna get your reaction to something that Dave ante and I, and our cube team has been kind of riffing on lately. You mentioned, you know, Netflix earlier, you mentioned Intuit. There's a kind of a story that's been developing and, and with traction and momentum and trajectory over the past, say 10 years, the companies that went on the cloud, like Netflix into it, snowflake, snowflake, not so much now, but in terms of open source, they're all contributing lift. They're all contributing back to open source, but they're not cloud providers. Right. So you're seeing that kind of first generation, I's a massive contribution to open source. So open source been around for a while, remember the early days, and we'd all participate on projects, but now you have real companies building IP going open source first because they're on a hyperscale cloud, but they're not the cloud themselves. They took advantage of that. So there's kind of this cycle of flywheel of cloud to open source, not from the vendors themselves like Amazon, which services or Azure, but the people who rode their CapEx and built on that scale, feeding into the open source. And then coming back, this is kind of an interesting dynamic. What's your reaction to that? Do you see that? Yeah. Super cloud kind of vibe there. >>Yeah. Yeah. Well, and, and also it, it, I think it's, it's a, it's indicative that, you know, open source is not only, you know, a way to develop, you know, applications, a way to engineer, you know, your project, but also kind of like a strategic advantage in, in, in such a way. Right. You know, you, you see, you see companies like, like, like even like Microsoft has been going into, you know, open source, right. They they've been going to open source first. They made a, a huge pivot to, you know, using open source as, you know, like, like a, like a strategic direction for, for the company. And I think that goes back to, you know, a little bit for my roots, you know, I, I, I always, I always talk about, you know, I always talk about red hat, right. I always talk about, you know, I was, I was, I was in red hat previously and, you know, you know, red hat being, you know, the first billion dollar open source company. >>Right. I, we always joke is like, well, you know, internally, like we know you were a billion dollar company that sold free software. How, you know, how, how does that happen? But it's, it's, it's really, you know, built into the, built into being able to tap into those expert resources. Yeah. You know, people love using software. People love the software they love using, and they wanna improve it. Companies are now just getting out of their way. Yeah. You know, companies now, essentially, it's just like, let's just get out of the way. Let's let people work on, you know, what they wanna work on. They love the software. They wanna improve it. Let's let them, >>It's interesting. A lot of people love the clouds have all this power. If you think about what we are just riffing on and what you just said, the economics and the organic self-governing has always been the open source way where commercial value is enabled. If you play ball, right. Like, oh, red hat, for instance. And now you're seeing the community kind of be that arbiter of the cloud. So, Hey, if everyone can create value on say AWS or Azure, bring it to open source, everyone benefits across all clouds hope eventually. So the choice aspect comes in. So this community angle is huge. And I think it's changing a lot for the better. And I think this is where we're seeing a lot of that growth. And you guys have been the middle level with the Argo project and get ups specifically in that, in that sector. How have you seen that growth? What some dynamics have you seen power dynamics, organic? Is it governed well, whats some of the, the successes, what are some of the challenges? Can you share your thoughts on the community's growth around get ops and Argo project? >>Yeah, yeah. Yeah. So I've been, you know, part of some of these communities, right? Like the, the open, get, get ops community, the Argos community pretty much from the beginning and, and seeing it developed from an idea to, you know, having all these contributors, having, you know, the, the, the buzzword come out of it, you know, the get ups and it be that being the, you know, having it, you know, all over the, you know, social media, all over LinkedIn, all over all, all these, all these different channels, you know, I I've seen things like get ops con, right. So, you know, being part of the, get ops open, get ops community, you know, one of the things we did was we did get ops con it started as a meetup, you know, couple years ago. And now, you know, it was a, you know, we had an actual event at Cuan in Los Angeles. >>You know, we had like, you know, about 50 people there, but then, you know, Cuan in Valencia this past Cuan we had over 200 people, it was a second largest co-located events in, at Cuan. So that just, just seeing that community and, you know, from a personal standpoint, you know, be being part of that, that the, the community being the, the event chair, right. Yeah. Being, being one of the co-chairs was a, was a moment of pride for me being able to stand up there and just seeing a sea of people was like, wow, we just started with a handful of people at a meetup. And now, you know, we're actually having conferences and, and, and speaking of conference, like the Argo community as well, we put in, you know, we put on a virtual only event on Argo con last year. We're gonna do it in person today. You know, this year. >>Do you have a date on that? Do you have a date on that Argo con 22? >>Two? Yeah, yeah, yeah. Argo con September 19th, 2022. So, you know, mark your calendars, it it's, you know, it's a multi-day event, you know, it's, it's part of something else that I've seen in the community where, you know, first we're talk talking about these meetups. Now we're doing multi-day events. We're, you know, in talks of the open, get ups, you know, get ups can also make that a multi-day event. There's just so many talks in so many people that want to be involved in network that, you know, we're saying, well, we're gonna need more days because there's just so many people coming to these events, you know, in, in, you know, seeing these communities grow, not just from like the engineering standpoint, but also from the end user standpoint, but also from the people that are actually doing these things. And, you know, seeing some of these use cases, seeing some of the success, seeing some of the failures, right? Like people love listening to those talks about postmortems, I think are part of my favorite talks as well. So seeing that community grow is, is, you know, on a personal level, it's, it's a point >>It's like CSI for software developers. You want to curious about >>Exactly >>What happened. You know, you know, it's interesting, you mentioned about the, the multiple events at Coon. You know, the vibe that's going on is a very festival vibe, right? You have organic groups coming together. I remember when they had just started doing the day zero programs. Now you have like, almost like multiple stages of content at these events. It feels like, like a Coachella vibe or some sort of like festival vibe, like a lot of things going on and you, and if you pick your kind of area, but you can move around, I find that the kind of the format de Azure I think is going well these days. What do you think about that? >>Yeah, yeah. No, for sure. It's and, and, and I love that that analogy of Coachella, it does feel like, you know, it's, there's something for everyone and you can find what you like, and you'll find a little, you know, a little group, right. A little click of, of, of people that's probably the wrong term to use, but you know, you, you find, you know, you, you know, like-minded people and, you know, passionate about the same thing, right? Like the security guys, they, you know, you see them all clump together, right? Like you see like the, the developer C I CD get ops guys, we all kind of clump together and start talking, you know, about everything that we're doing. And it's, that's, that's, I think that's really something special that coupon, you know, some, you know, it's gotten so big that it's almost impossible to fit everything in a, in a week, because unless there's just so much to do. And there's so much that that interests, you know, someone, but it's >>A code, a code party is what we call it. It's a code party. Yeah. >>It's, it's a code party for sure. For >>Sure. Nerd nerd Fest on, on steroids. Hey, I gotta get, I wanna wrap this up and give you the final word, Christian. Thanks for coming on. Great insight, great conversation. There's a huge, you guys are in the middle of a hot area, obviously large scale data growth. Kubernetes is scaling beautifully and making it easier at managed services. What people want machine learning's kicking in and, and you get automation building in all favoring, the developer and C I CD pipeline and all that good stuff. People want to learn more. Can you take a minute to put the plug in for code fresh on the certification? How do I get involved? Where are you? Is there levels if I want to jump in and get trained and get fluent on code fresh, can you share commentary and, and, and what the status is? >>Yeah, yeah, for sure. So code fresh is offering a free certification, right? For get ups or Argo CD and get ops. The first of it's kind for Argo CD, first of it's kind for get ops is you can actually go get certified with Argo CD and get ops. You know, we there level one is out right now. You can go take that code, fresh.io/certification. It's out there, sign up, you know, you, you don't, you don't need to pay anything, right. It's, it's something it's a, of a free course. You could take level two is coming soon. Right? So level two is coming soon in the next few months, I believe I don't wanna quote a specific day, but soon because I, but soon I, it it's soon, soon as in, as in months. Right? So, you know, we're, we're counting that down where you can not only level one cert level certification, but a level, two more advanced certification for those who have been using Argo for a while, they can still, you know, take that and be, you know, be able to get, you know, another level of certification for that. So also, you know, Argo con will be there. We're, we're part of the programming committee for Argo con, right? This is a community driven event, but, you know, code fresh is a proud diamond sponsor. So we'll be there. >>Where's it located up to us except for eptember 19th multiday or one day >>It's a, it's a multi-day event. So Argo con from 19, 19 20 and 21 in a mountain view. So it'll be in mountain view in the bay area. So for those of you who are local, you can just drive in. Great. >>I'm write that down. I'll plug it. I'll put in the show notes. >>Awesome. Awesome. Yeah. And you will be there so you can talk to me, you can talk to anyone else at code, fresh talking about Argo CD, you know, find, find out more about hosted, get ups code, fresh.io. You know, you can find us in the Argo project, open, get ups community, you know, we're, we're, we're deep in the community for both Argo and get ups. So, you know, you can find us there as well. >>Well, let's do a follow up in when you're in town, so's only a couple months away and getting through the summer, it's already, I can't believe events are back. So it's really great to see face to face in the community. And there was responding. I mean, co con in October, I think that was kind of on the, that was a tough call and then get to see your own in Spain. I couldn't make it. Unfortunately, I had got COVID came down with it, but our team was there. Open sources, booming continues to go. The next level, new power dynamics are developing in a great way. Christian. Thanks for coming on, sharing your insights as the developer experience lead at code fresh. Thanks so much. >>Thank you, John. I appreciate it. >>Okay. This is a cube conversation. I'm John feer, host of the cube. Thanks for watching.

>>The queue presents Coon and cloud native con Europe, 2022, brought to you by red hat, the cloud native computing foundation and its ecosystem partners. >>Welcome to Licia Spain, a Coon cloud native con Europe, 2022. I'm your host, Keith Townson, along with Paul Gillon senior editor, enterprise architecture for Silicon angle. Paul, we're gonna talk to some amazing people this week. Coon, what the energy here, what, what, what, what would you say about >>It? I'd say it's reminiscent of, of early year, uh, early stage conferences I've seen with other technologies. There is a lot of startup activity. Here's a lot of money in the market, despite the sell off in the stock market lately. Uh, a lot of anticipation that there are, there could be big exits. There could be big things ahead for these companies. You don't see that when you go to the big established conferences, uh, you see just, uh, anticipation here that I don't think you see, uh, you you'll see maybe in a couple years, so it's fun to be here right now. I'm sure it'll be a very different experience in two or three years. >>So welcome to our guest cube alum. Batam Tobar the founder and CEO of Upbound. Welcome back. >>Thank you. Yeah, pleasure to be on, on the show again. >>So Paul, tell us the we're in this phase of migrations and, and moving to cloud native stacks. Are we another replatforming generation? I mean, we've done, the enterprise has done this, you know, time and time again, whether it's from Java to.net or do net to Java or from bare metal to VMs, but are we in another age of replatforming? >>You know, it's interesting. Every company has now become a tech company and every tech company needs to build a very model, you know, modern digital platform for them to actually run their business. And if they don't do that, then they'll probably be out of business. And, um, it is interesting to think about how companies are platforming and replatforming. Like, you know, as you said, just a, a few years back, you know, we were on people using cloud Foundry or using Heroku, you hear Heroku a lot, or, you know, now it's cloud native and Kubernetes and, and it, it begs the question, you know, is this the end? That to your point, is this, you know, do we have a, you know, what, what makes us sure that this is the, you know, the last platform or the future proof platform that, that people are building, >>There's never a last platform, right? There's always something around the core. The question is, is Kubernetes Linux, or is it windows? >>That, that's a good question. Um, it's more like more like Linux. I think, um, you know, the, you know, you've heard this before, but people talk about Kubernetes as a platform off platforms. Um, you can use it to build other platforms and if you know what you're doing, you can probably put, assemble a set of pieces around it and arrive at something that looks and can work for your business, but it requires a ton of talent. It requires a lot of people that actually can act, you know, know how to put this stick together to, to work for your business. It is, there's not a lot of guidance. I, we were, I think we were chatting earlier about the CSCF landscape and, and, um, how there are all these different projects and companies around it, but, but they don't come together in meaningful ways that you have, they act the enterprise itself has to figure out how to bring them together. Right. And that's the combination of what they do there organically or not is their platform. Right. And that changes. It can change over time. >>Do you think they really do. They really want to put these things together? I mean, there's, that's not what enterprise is like to do. They want to find someone who's gonna come in and, uh, turnkey do it all for them. >>Yeah. And, and if there was, this is the, this is the things like EV every week now you hear about another platform that says, this is the new Heroku. This is the new cloud Foundry, this replaces every, you know, some vendor has, and you can see them all around here. You know, companies that are basically selling platform solutions, um, that do put 'em together. And the problem with it is that you typically outgrow these, like you are, um, it might solve 80% of the use cases you care about, but the other 20% are not represented. And so you end up outgrowing the platform itself, right? And the, the choice has been mostly around, you know, do you buy something off the shelf that solves 80% of your use cases, or do you build something on your own? And then you have to spend all your resources actually going through and building all of it. And that's been the dilemma, you know, people who talk about this as a platform dilemma, but it's been, it's been the way for a long time. Like you, every, we go through this cycle every few years and, you know, people end up essentially oscillating between buying something off the, you know, that's off the shelf or building it, building it themselves. >>So what's the payoff. If I'm a CIO and I'm looking at the landscape, I don't need to understand, you know, I don't know to know what a pod is to know that looking at 200 plus projects in co and at, in cloud native, uh, foundation and the bevy of, of co-located projects and, and conferences before they, even the start of this, what's the payoff >>Increasing the pace of innovation. I mean, that literally is when we talk to customers, they all say roughly the same thing. They want something that works for their business. They want something that helps them take their, you know, line of business applications to production in a much quicker way, lets them innovate, lets them create higher engineers that can, don't have to understand everything about every system, but can actually specialize and focus on the, the parts that they sh they care about. Um, but it's all in the context of, you know, people want to be able to innovate at a very high pace, otherwise they get disrupted. >>So I was at the, you know, my favorite part of, of Coon in general is the hallway track and talking to people on the ground, doing cool things. I was talking to a engineer who was able to take their Java, stack their, their, uh, net stack and start to create APIs between and break 'em into microservices. Now teams are working across from one another realizing that, that, that promise of innovation, but that was the end point. They they're there. Yeah. As companies are thinking about replatforming where like, where do we start? I mean, looking at the, the CNCF, the, the map and it's 200 plus projects, where do I start? >>Do you typically today start with Kubernetes and, and um, a lot of companies have now deployed Kubernetes to production as a container orchestrator, whether they're going through a vendor or not, but now you are seeing all the things around it, whether it's C I C D or GI ops that they're looking at, you know, or the starting to build consoles around, you know, their, their platforms or looking at managing more than just containers. And that's a theme that, you know, we're seeing a lot now, people want, people want to actually bring this modern stack to manage, not just container workloads, but start looking at databases and cloud workloads and everything else that they're doing around it. Honestly, everybody's trying to do the same thing. They're trying to arrive at a single point of control, a single, you know, a platform that can do it all that they can centralize policy centralized controls to compliance governance, cost controls, and then expose a self-service experience to developers. Like they're all trying to build what we probably call an internal cloud platform. They don't know, they talk about it in different ways, but almost everyone is trying to build some internal platform that sits on top of, on premises. And on top of cloud, depending on their scenarios, >>You make an interesting point, which is that everyone here is to some extent trying to do the same thing. And there's fine points of granularity between now they're approaching it as you walk around this floor. Do you understand what all of these companies are doing? >>I'm not sure I understand all of them, but I, I do. I do recognize a lot of them. Yes. >>And in terms of your approach, you, you use the term control plane, uh, what is distinctive about your approach? >>Very good question. So, you know, we, we end up out take a, um, we we're trying to solve, uh, this problem as well. We're trying to help people build their own platforms. Um, but let me, let me, you know, there's a lot to it. So let me actually step back and talk about the architecture of this. But if you were to look at any cloud platform, let's take the largest one. AWS, if you peek behind the scenes at AWS, you know, um, it's basically a set of independent services, EC two S3 databases, et cetera, um, that are, you know, essentially working on different parts of, you know, like offer completely different pricing, different services, et cetera. They come together because they all integrate into a control plan. >>It's the thing that serves an API. It's the thing that gives it all a common field. It's where you do access control. It's where you do, um, billing, metering, cost control policy, et cetera. Right? And so our realization was if the enterprises are platforming and replatforming, why shouldn't they build their platform in the same way that the cloud vendors build theirs? And so we started this project almost four years ago, now three and a half years, um, called cross plain, which is a, essentially an open source control plane that can become the integration point for all services. And essentially gives you a universal control plane for cloud. >>So you mentioned the idea of the orchestrating or managing stuff other than containers, as I think about companies that built amazing platforms, enterprise companies, building amazing applications on AWS 10 years ago, and they're adopting the AWS control plane. And now I'm looking at Kubernetes is Kubernetes the way to multi-cloud to be able to control those discrete applic, uh, services in a AWS or Google cloud Azure or Oracle cloud is cetera. >>We kind of have the tease it, the parts. So there are really two parts to Kubernetes and everybody thinks of Kubernetes as a container orchestration platform. Right? And, um, you know, there is a sense that people say, if I was to run Kubernetes on everywhere and can build everything on top of containers, that I get some kind of portability across clouds, right. That I can put things in containers. And then they magically run, you know, in different environments. Um, in reality, what we've seen is not everything fits in containers. It's not gonna be the world is not gonna look like containers on the bottom. Everything else is on top. Instead, what we're gonna see is essentially a set of services that people are using across the different vendors. So if you look at like, you could be at AWS shop primarily, but I bet you're using confluent or elastic or data breaks or snowflake or Mongo or other services. >>I bet you're using things that are on premises, right? And so when you look at that and you say to build my platform as an enterprise, I have to consume services from multiple vendors. Even it's just one major cloud vendor, but I'm consuming services from others. How do I bring them together in meaningful ways so that I can, you know, build my platform on top of the collection of them and offer something that my developers can consume. And self-service on. That's not a, that's not just containers. What's interesting though, is if you look at Kubernetes and, you know, look inside it, Kubernetes built a control plane. That's actually quite useful and applicable outside of container scenarios. So this whole notion of CRDs and controllers, if you've heard that term, um, the ability, you know, like there are two parts to Kubernetes, there is the control plane, and then there's the container container, uh, workloads and the control plane is generic. >>It could be used literally across, you know, you can use it to manage things that are completely outside of container workloads. And that's what we did with cross plain. We took the control plane of Kubernetes and then built bindings providers that connected to AWS, to Google, to Azure, to digital ocean, to all these different environments. So you can bring the way of managing, you know, the style of managing that Kubernetes invented to more than just containers. You can now manage cloud services, using the same approach that you are now using with Kubernetes and using the entire ecosystem of tooling around it. >>Enterprise have been under pressure replatform for a long time. It was first go to Unix then to Linux and virtualize then to move to the cloud. Now, Kubernetes, do you think that this is the stack that enterprises can finally commit to? >>I think if you take the orientation of your deploying a control plane within your enterprise, that is extensible, that enables you to actually connect it to all the things that are under your domain, um, that that actually can be a Futureproof way of doing a platform. And, you know, if you look at the largest cloud platforms, AWS has been around for at least 15 years now, uh, and they really haven't changed the architecture of AWS significantly. It's still a control plane, a set of control planes that are managing services. >>It's a legacy >>They've added a lot of services. They've have a ton of diversity. They've added so many different things, but the architecture is still a hub and spoke that they've built, right? And if the enterprise can take the same orientation, put a control plane, let it manage all the things that are, you know, about today, arrive at a single point of control, have a single point where you can enforce policy compliance, cost controls, et cetera, mm-hmm <affirmative>, and then expose a self-service experience to your developers that actually can become future proof. >>So we've heard this promise before the cloud of clouds, basically. Yes, the, the, to be able to manage everything, what we find is the devils in the details. The being able to say, you know, a load balancer issuing a, a command to, to deploy a load balancer in AWS is different than it is in Azure, which is different than it is in GCP. How do, how do enterprises know that we can talk to a single control plane to do that? I mean, that just seems extremely difficult to manage. Oh >>Yeah. That, um, the approach is not, you're not trying to create a lowest common denominator between clouds. That's a really, really hard problem. And in fact, you get relegated to just using this, you know, really shallow features of each, if you're, if you're gonna do that, like your, your example of load balancers, load balances look completely different between between cloud vendors. Um, the approach that we kind of advocate for is that you shouldn't think of them as you shouldn't try to unify them in a way that makes them, you know, there's a, uh, there's a global abstraction that says, oh, there's a load balancer. And it somehow magically works across the different cloud vendors. I think that's a really, really hard thing to say, to do as you point out. However, if you bring them all under a same control plane, As different as they are, you're able to now apply policies. You're able to set cost controls. You're able to expose a self-service experience on top of them, even, even if they are very different. And that's, that's something that I think is, you know, been hard to do in the past. >>So BAAM, we'll love to dig deeper into this in future segments. And I'm gonna take a look at the, the, the product and project <laugh> and see where you folks land in this conversation from Valencia Spain, I'm Keith towns. And along with Paul Gillon, and you're watching the leader in high tech.

>>The cube presents, Coon and cloud native con Europe 22, brought to you by the cloud native computing foundation. >>Welcome to vincia Spain in Coon cloud native con Europe, 2022. I'm Keith towns alongside en Rico senior. Etti senior it analyst for giong welcome back to the show en >>Rico. Thank you again for having me here. >>First impressions of QAN. >>Well, great show. As, as I mentioned before, I think that we are really in this very positive mode of talking with each other and people wanting to see, you know, the projects, people that build the projects at it's amazing. I mean, a lot of interesting conversation in the show floor and in the various sessions, very positive move. >>So this is gonna be a fun one. We have some amazing builders on the show this week, and none other than William Morgan, CEO of buoyant. What's your role in the link D project? >>So I was one of the original creators of link D but at this point I'm just the, the beautiful face of the project. >>Speaking of beautiful face of the project, linker D just graduated from as a CNCF project. >>Yeah, that's right. So last year we, we became the first service mesh to graduate in the CNCF. Very proud of that. And that's thanks, you know, largely to the incredible community around Linky that is just excited about the project and, you know, wants to talk about it and wants to be involved. >>So let's talk about the significance of that link D not the only service mesh project out there. Talk to me about the level effort to get it to the point that it's graduated. That's you don't see too many projects graduating CNCF in general. So let's talk about kind of the work needed to get Nier D to this point. >>Yeah. So, you know, the, the, the bar is high and it's mostly a measure, not necessarily of like the, the project being technically good or bad or anything, but it's really a measure of maturity of the community around it. So is it being adopted by organizations that are really relying on it in a critical way? Is it, you know, being adopted across industries, you know, is it having kind of a significant impact on the cloud native community? And so for us, you know, there was the, the work involved in that was really not any different from the work involved in, in kind of maintaining ity and growing the community in the first place, which is you try and make it really useful. You try and make it really easy to get started with you, try and be supportive and to, you know, have a, a friendly and welcoming community. And if you do those things and, you know, you kind of naturally get yourself to the point where it's a, it's a really strong community full of people who are excited about it. >>So from the of view of, you know, users adopting the, this technology, so we are talking about everybody, or do you see really, you know, large organization, large Kubernetes yeah. Clusters infrastructure adopting it. >>Yeah. So that's the answer to that is changed a little bit over time. But at this point we see Linky adoption across industries, across verticals, and we see it from very small companies to very large ones. So, you know, one of the talks I'm really excited about at this conference is from the folks at Xbox cloud gaming, who talked about, who are gonna talk about how they deployed Linky across, you know, 22,000 pods around the world to serve, you know, basically on demand video games, never a use case I would ever have imagined for Linky. And at the previous Kuan, you know, virtually Kuan EU, we had a whole keynote about how Linky was used to combat COVID 19. So all sorts of uses. And it really doesn't, you know, whether, whether it's a small cluster or large cluster it's equally applicable. >>Wow. So as we talk about link D service match, we obviously are gonna talk about security application control, etcetera. But in this climate Software supply chain is critical, right. And as we think about open source software supply chain, talk to us about the recent security audit of link dealer. >>Yeah. So one of the things that we do as part of a CNCF project, and also as part of, I, I think our relationship with our community is we have regular security audits, you know, where we, we engage security professionals who are very thorough and, you know, dig into all the details. Of course the source code is all out there, you know, so anyone can read through the code, but they'll build threat model analyses and things like that. And then we take their, their report and we publish it. We say, Hey, look, here's, you know, here's the situation. So we have earlier reports online, and this newest one was done by a company called trail of bits. And they built a whole threat model and looked through all the different ways that Linky could go wrong. And they always find issues. Of course, you know, it's, it would be very scary, I think, to get a report that was like, no, we didn't find yeah. Earth clean, you know? Yeah. Everything's fine. You know, should be okay. I don't know. Right. But they, you know, they did not find anything critical. They found some issues that we rapidly addressed and then, you know, everything gets written up in the report and, and then we publish it, you know, as part of an open source artifact >>Are, you let's say, you know, do they give you and add something? So if something happens so that you can act on the code before, you know, somebody else discovers the >>Yeah, yeah. They'll give you a preview of what they found. And then often, you know, it's not like you're going before the judge and the judge makes a judgment and then like off the jail, right. It's, it's a dialogue because they don't necessarily understand the project. Well, they definitely don't understand it as well as you do. So you are helping them, you know, understand which parts and, and your, you know, are, are interesting to look at from the security perspective, which parts are not that interesting. They do their own investigation of course, but it's a dialogue the entire time. So you do have an opportunity to say, oh, you told me that was a, a, a minor issue. I actually think that's larger or, or vice versa. You know, you, you think that's a big problem. Actually, we thought about that, and it's not a big problem because of whatever. So it's a collaborative process. >>So link D been around, like, when I first learned about service me link D was the project that I learned about. Yeah. It's been there for a long time, but just mentioned 22,000 clusters. That's just mind boggling pod, 22,000 pods, the pods. Okay. >>Clusters would be >>Great. Yeah. Yeah. Clusters would be great too, but filled 22 thousands pods, big deployment. That's the big deployment of link D but all the way down to the small, smallest set of pods as well. What are some of the recent project updates from of the learnings you bought back from the community and updated the, the project as a result? >>Yeah. So a big one for us, you know, on the topic of security link, a big driver of link adoption is security and, and less on the supply chain side and more on the traffic, like live traffic security. So things like mutual TLS. So you can encrypt the communication between pods and make sure it's authenticated. One of the recent feature additions is authorization policy. So you can lock down connections between services and you can say service a is only allowed to talk to service B. And I wanna do that. Not based on network identity, you know, and not based on like IP addresses, cuz those are spoof. And you know, we've kind of like as an industry moved, moved, we've gotten a little more advanced from that, but actually based on the workload identity, you know, as captured by the mutual TLS certificate exchange. So we give you the ability now to, to, to restrict the types of communication that are allowed to happen on your cluster. >>So, okay. This is what happened. What about the future? Can you give us, you know, into suggestion of what is going to happen in the medium and long term? >>I think we're done, you know, we graduated, so we're just gonna >>Stop there's >>What else is there to do? There's no grad school, you know? No, no. So for us, there's a clear roadmap ahead, continuing down the, the security realm, for sure. We've given you kind of the very first building block, which at the service level, but coming up in, in the two point 12 release, we'll have route based policy as well, as you can say, this service is only allowed to call these three, you know, routes on this end point and we'll be working later to do things like mesh expansion so we can run the data plane outside of Kubernetes. You know, so the control plane will stay in in Kubernetes, but the data plane will, you'll be able to run that on VMs and, and, and things like that. And then of course in the, you know, we're also starting to look at things like I like to make a fun of WAM a lot, but we are actually starting to look at WAM in, in the ways that that might actually be useful for Linky users. >>So we talk a lot about the flexibility of a project, like link D you can do amazing things with it from a security perspective, but we're talking still to a DevOps type cloud of, of, of developers who are spread thin across their skillset. How do you help balance the need for the flexibility, which usually becomes more nerd knobs and servicing a crowd that wants even higher levels of abstraction and simplicity. >>Yeah. Yeah. That's a great question. And this is, this is what makes Linky so unique in the service mesh spaces. We have a laser focus on simplicity and especially on operational simplicity. So our audience, you know, we can make it easy to install Linky, but what we really care about is when you're running it and you're on call for it and it's sitting in this critical, vulnerable part of your infrastructure, do you feel confident in that? Do you feel like you understand it? Do you feel like you can observe it? Do you feel like you can predict what it's gonna do? And so every aspect of Linky is designed to be as operationally simple as possible. So when we deliver features, you know, that's always our, our primary consideration is, you know, we have to reject the urge. You know, we have an urge as, as engineers to like want to build everything, you know, it's an ultimate platform to solve all problems and we have to really be disciplined and say, we're not gonna do that. >>We're gonna look at solving the minimum possible problem with a minimum set of features because we need to keep things simple. And, and then we need to look at the human aspect to that. And I think that's been a part of, of Link's success. And then on the buoyant side, of course, you know, I don't just work on link day. I also work on, on buoyant, which helps organizations adopt Linky and, and increasingly large organizations that are not service mesh experts don't wanna be service mesh experts that, you know, they wanna spend their time and energy developing their business, right. And, and building the business logic that powers their company. So for them, we have actually re recently introduced, fully managed. Linky where we can take on, even though Linky has to run on your cluster, right? The, the, the, the sidecar proxies has to be alongside your application. We can actually take on the operational burden of, of upgrades and trust, anchor rotation, and installation. And you can effectively treat it as a utility, right. And, and, and have a, a hosted, like, experience, even though the, the actual bits, at least most of them, not all of them, most of 'em have to live on your cluster. >>I love the focus of most CNCF projects, you know, it's, it's peanut butter or jelly, not peanut butter. Yeah. Trying to be become jelly. Right. What's the, what's the, what's the peanut butter to link D's jelly. Like where does link D stop and some of the things that customers should really consider yeah. When looking at service mesh. >>Yeah. No, that's a great way of looking at it. And I, I actually think that that philosophy comes from Kubernetes. I think Kubernetes itself, one of the reasons it was so successful is because it had some clearly delineated, it said, this is what we're gonna do. Right. And this is what we're not gonna do. So we're gonna do layer three, four networking. Right. But we're gonna stop there. We're not gonna do anything with layer seven. And that allowed the service mesh. So I guess if I were to go down the, the bread, the bread of the sandwich has Kubernetes, and then Linky is the, is the peanut butter, I guess, and then the jelly, you know, so I think the jelly is every other aspect of, of building a platform. Right. So if you are the, the audience for Linky, most of the time, it's a platform owners, right. They're building a platform, an internal platform for their developers to write code. And so, as part of that, of course, you've got Kubernetes, you've got Linky, but you've also got a C I CD system. You've also got a, you know, a code repository, if it's GitLab or, or GitHub or wherever you've got, you know, other kind of tools that are enforcing various other constraints. All of that is the jelly, you know, in the, this is, analogy's getting complicated now. And like the, the platform sandwich that, you know, that you're serving. >>So talk to us about trans and service mesh from the, from the, as we think of the macro. >>Yeah. Yeah. So, you know, it's been an interesting space because we were talking a little bit about, you know, about this before the show, but the, there was so much buzz, you know, and then what we, what we saw was basically it took two years for that buzz to become actual adoption, you know, and now a lot of the buzz is off on other exciting things. And the people who remain in the Linky space are, are very focused on, oh, I actually have a, a real problem that I need to solve and I need to solve it now. So that's been great. So in terms of broader trends, you know, I think one thing we've seen for sure is the service mesh space is kind of notorious for complexity, you know, and a lot of what we've been doing on the Linky side has been trying to, to reverse that, that, that idea, you know, because it doesn't actually have to be complex. There's interesting stuff you can do, especially when you get into the way we handle the sidecar model. It's actually really, it's a wonderful model operationally. It's really, it feels weird at first. And then you're like, oh, actually this makes my operations a lot easier. So a lot of the trends that I see at least for Linky is doubling down on the sidecar model, trying to make side cards as small and as thin as possible and try and make them, you know, kind of transparent to the rest of the application. So >>Well, William Morgan, one of the coolest Twitter handles I've seen at WM on Twitter, that's actually a really cool Twitter handle. Thank you, CEO of buoyant. Thank you for joining the cube again. Cube alum from Valencia Spain. I'm Keith towns, along with en Rico, and you're watching the cube, the leader in high tech coverage.

>>The cube presents, Coon and cloud native con Europe 22 brought to you by the cloud native computing foundation. >>Welcome to Licia Spain in Coon cloud native con Europe, 2022. I'm your host, Keith Townson, along with Paul Gillon senior editor, enterprise architecture for Silicon angle. Paul, we're gonna talk to some amazing people this week. Coon, what the energy here, what, what, what would you say about >>It? I'd say it's reminiscent of, of early year, early stage conferences I've seen with other technologies. There is a lot of startup activity. Here's a lot of money in the market, despite the selloff in the stock market lately, a lot of anticipation that there are, there could be big exits. There could be big things ahead for these companies. You don't see that when you go to the big established conferences, you see just anticipation here that I don't think you see you you'll see maybe in a couple of years. So it's fun to be here right now. I'm sure it'll be a very different experience in two or three years. >>So welcome to our guest Q alum. BAAM Tobar the founder and CEO of Upbound. Welcome back. >>Thank you. Yeah, pleasure to be on, on the show again. >>So Paul, tell us the we're in this phase of migrations and, and moving to cloud native stacks. Are we another re-platforming generation? I mean, we've done, the enterprise has done this, you know, time and time again, and whether it's from Java to.net or net to Java or from bare metal to VMs, but are we in another age of replatforming? >>You know, it's interesting. Every company has now become a tech company and every tech company needs to build a very model, you know, modern digital platform for them to actually run their business. And if they don't do that, then they'll probably be out of business. And it is interesting to think about how companies are platforming and replatforming. Like, you know, as you said, just a, a few years back, you know, we were on people using cloud Foundry or using Heroku, you hear Heroku a lot, or, you know, now it's cloud native and Kubernetes and, and it, it begs the question, you know, is this the end that the tr point is this, you know, do we have a, you know, what, what makes us sure that this is the, you know, the last platform or the future proof platform that, that people are building, >>There's never a last platform, right? There's always something around the core. The question is, is Kubernetes Linux, or is it windows? >>That, that's a good question. It's more like more like Linux. I think, you know, the, you know, you've heard this before, but people talk about Kubernetes as a platform off platforms, you can use it to build other platforms. And if you know what you're doing, you can probably put, assemble a set of pieces around it and arrive at something that looks and can work for your business. But it requires a ton of talent. It requires a lot of people that actually can act, you know, know how to put the stick together to, to work for your business. It is, there's not a lot of guidance. I, we were, I think we were chatting earlier about the CSCF landscape and, and how there all these different projects and companies around it. But, but they don't come together in meaningful ways that you have, they act the enterprise itself has to figure out how to bring them together. Right. And that's the combination of what they do there organically or not is their platform. Right. And that changes. It can change over time. >>Do you think they really do. They really want to put these things together? I mean, there's, that's not what enterprise is like to do. They want to find someone who's gonna come in and turnkey do it all for >>Them. Yeah. And, and if there were, this is the, this is the things like EV every week now you hear about another platform that says, this is the new Heroku. This is the new cloud Foundry. This replaces every, you know, some vendor has, and you can see them all around here. You know, companies that are basically selling platform solutions that do put 'em together. And the problem with it is that you typically outgrow these, like you are, it might solve 80% of the use cases you care about, but the other 20% are not represented. And so you end up outgrowing the platform itself, right? And the, the choice has been mostly around, you know, do you buy something off the shelf that solves 80% of your use cases? Or do you build something on your own? And then you have to spend all your resources actually going through and building all of it. And that's been the dilemma, you know, people who talk about this as a platform dilemma, but it's been, it's been the way for a long time. Like you, every, we go through this cycle every few years and, you know, people end up essentially oscillating between buying something off the, you know, that's off the shelf or building it, building it themselves. >>So what's the payoff. If I'm a CIO and I'm looking at the landscape, I don't need to understand, you know, I don't know what a pod is to know that looking at 200 plus projects in co and at, in cloud native foundation and the bevy of, of co-located projects and, and conferences before the, even the start of this, what's the payoff >>Increasing the pace of innovation. I mean, that literally is when we talk to customers, they all say roughly the same thing. They want something that works for their business. They want something that helps them take their, you know, line of business applications to production in a much quicker way, lets them innovate, lets them create higher engineers that can, don't have to understand everything about every system, but can actually specialize and focus on the, the parts that they sh they care about. But it's all in the context of, you know, people want to be able to innovate at a very high pace. Otherwise they get disrupted. >>So I was at the, you know, my favorite part of coan in general is the hallway track and talking to people on the ground, doing cool things. I was talking to a engineer who was able to take their Java, stack their, their.net stack and start to create APIs between and break 'em into microservices. Now teams are working across from one another realizing that, that, that promise of innovation, but that was the end point. They they're there. Yeah. As companies are thinking about replatforming where like, where do we start? I mean, I'm looking at the, the C CNCF, the, the map and it's 200 plus projects. Where, where do I start? >>You typically today start with Kubernetes. And, and a lot of companies have now deployed Kubernetes to production as a container orchestrator, whether they're going through a vendor or not. But now you're seeing all the things around it, whether it's C I C D or GI ops that they're looking at, you know, or they're starting to build consoles around, you know, their, their platforms or looking at managing more than just containers. And that's a theme that, you know, we're seeing a lot now, people want, people want to actually bring this modern stack to manage, not just container workloads, but start looking at databases and cloud workloads and everything else that they're doing around it. Honestly, everybody's trying to do the same thing. They're trying to arrive at a single point of control, a single, you know, a platform that can do it all that they can centralize policies, centralized controls to compliance governance, cost controls, and then expose a self-service experience to the developers. Like they're all trying to build what we probably call an internal cloud platform. They don't know, they talk about it in different ways, but almost everyone is trying to build some internal platform that sits on top of, on premises. And on top of cloud, depending on their scenarios, >>You make an interesting point, which is that everyone here is to some extent trying to do the same thing. And there's fine points of granularity between now they're approaching it as you walk around this floor. Do you understand what all of these companies are doing? >>I'm not sure I understand all of them, but I, I do. I do recognize a lot of them. Yes. >>And in terms of your approach, you, you use the term control plane. What is distinctive about your approach? >>Very good question. So, you know, we, we end, Upbound take a, we we're trying to solve this problem as well. We're trying to help people build their own platforms, but let me, let me, you know, there's a lot to it. So let me actually step back and, and talk about the architecture of this. But if you were to look at any cloud platform, let's take the largest one. AWS, if you peek behind the scenes at AWS, you know, it's basically a set of independent services, EC two S three databases, et cetera, that are, you know, essentially working on different parts of, you know, like offer completely different pricing, different services, et cetera. They come together because they all integrate into a control plan. >>It's the thing that serves an API. It's the thing that gives it all a common feel. It's where you do access control. It's where you do billing metering, cost control policy, et cetera. Right? And so our realization was if the enterprises are platforming and replatforming, why shouldn't they build their platform in the same way that the cloud vendors build theirs? And so we started this project almost four years ago, now three and a half years called cross plain, which is a, essentially an open source control plane that can become the integration point for all services. And essentially gives you a universal control plane for cloud. >>So you mentioned the idea of if orchestrating or managing stuff other than containers, as I think about companies that built amazing platforms, enterprise companies, building amazing applications on AWS 10 years ago, and they're adopting the AWS control plane. And now I'm looking at Kubernetes is Kubernetes the way to multi-cloud to be able to control those discrete services in a AWS or Google cloud Azure or Oracle cloud, is that true? >>We kind have the tease it, the parts. So there are really two parts to Kubernetes and everybody thinks of Kubernetes as a container orchestration platform. Right? And you know, there is a sense that people say, if I was to run Kubernetes on everywhere and can build everything on top of containers, that I get some kind of portability across clouds, right. That I can put things in containers. And then they magically run, you know, in different environments. In reality, what we've seen is not everything fits in containers. It's not gonna be the world is not gonna look like containers on the bottom. Everything else is on top. Instead, what we're gonna see is essentially a set of services that people are using across the different vendors. So if you look at like, you could be at AWS shop primarily, but I bet you're using confluent or elastic or data breaks or snowflake or Mongo or other services. >>I bet you're using things that are on premises, right? And so when you look at that and you say to build my platform as an enterprise, I have to consume services from multiple vendors. Even if it's just one major cloud vendor, but I'm consuming services from others. How do I bring them together in meaningful ways so that I can, you know, build my platform on top of the collection of them and offer something that my developers can consume. And self-service on. That's not a, that's not just containers. What's interesting though, is if you look at Kubernetes and, you know, look inside it, Kubernetes built a control plane. That's actually quite useful and applicable outside of container scenarios. So this whole notion of CRDs and controllers, if you've heard that term, the ability, you know, like there are two parts to Kubernetes, there is a control plane, and then there's the container container workloads. >>And the control plane is generic. It could be used literally across, you know, you can use it to manage things that are completely outside of container workloads. And that's what we did with cross mind. We took the control plane of Kubernetes and then built bindings providers that connected to AWS, to Google, to Azure, to digital ocean, to all these different environments. So you can bring the way of managing, you know, the style of managing that Kubernetes invented to more than just containers. You can now manage cloud services, using the same approach that you are now using with Kubernetes and using the entire ecosystem of tooling around it. >>Enterprise has been under pressure to replatform for a long time. It was first go to Unix then to Linux and virtualize then to move to the cloud. Now, Kubernetes, do you think that this is the stack that enterprises can finally commit to? >>I think if you take the orientation of your deploying a control plane within your enterprise, that is extensible, that enables you to actually connect it to all the things that are under your domain, that that actually can be a Futureproof way of doing a platform. And, you know, if you look at the largest cloud platforms, AWS has been around for at least 15 years now, and they really haven't changed the architecture of AWS significantly. It's still a control plane, a set of control planes that are managing services. >>It's a legacy >>They've added a lot of services. They've have a ton of diversity. They've added so many different things, but the architecture is still a hub and spoke that they've built, right? And if the enterprise can take the same orientation, put a control plane, let it manage all the things that are, you know, about today, arrive at a single point of control, have a single point where you can enforce policy compliance, cost controls, et cetera, and then expose a self-service experience to your developers that actually can become future proof. >>So we've heard this promise before the cloud of clouds, basically, yes, the, the, to be able to manage everything, what we find is the devils in the details. The being able to say, you know, a load balancer issuing a, a command to, to deploy a load balancer in AWS is different than it is in Azure, which is different than it is in GCP. How do, how do enterprises know that we can talk to a single control plane to do that? I mean, that just seems extremely difficult to manage. >>Oh yeah. That the approach is not, you're not trying to create a lowest common denominator between clouds. That's a really, really hard problem. And in fact, you get relegated to just using this, you know, really shallow features of each, if you're, if you're gonna do that, like your, your example of load balancers, load balances look completely different between between cloud vendors, the approach that we kind of advocate for is that you shouldn't think of them as you shouldn't try to unify them in a way that makes them, you know, there's a, there's a global abstraction that says, oh, there's a load balancer. And it somehow magically works across the different cloud vendors. I think that's a really, really hard thing to say, to do as you pointed out. However, if you bring them all under a same control plane, as different as they are, you're able to now apply policies. You're able to set cost controls. You're able to expose a self-service experience on top of them, even, even if they are very different. And that's, that's something that I think is, you know, been hard to do in the past. >>So BAAM, we'll love to dig deeper into this in future segments. And I'm gonna take a look at the, the, the product and project and see where you folks land in this conversation from Valencia Spain, I'm Keith towns, along with Paul Gillon and you're watching the leader in high tech coverage.

>>from the bellagio Hotel >>in Las Vegas. >>It's the >>cube covering >>Ui Path forward. >>Four brought to >>you by Ui Path. >>Welcome back to Las Vegas. The cube is here. We've been here for two days covering Ui Path Forward for lisa martin here with David Monty. We've talked about automation and many industries. Now this segment is going to focus on automation and healthcare. We've got two guests joining us Jim Petrosea Cto of Blue Cross, Blue Shield and Gadget. Dhaliwal. The global C. I. O. Industry lead at you. I pass guys welcome to the program. Thank you. So let's start unpacking from the CTO level and the ceo level the agenda for automation. Jim let's start with you. What does that look like >>for us. It's actually pretty strategic and part of as we think about digital and what digital transformation means, it actually plays a pretty key role. Um There are a lot of processes that can be very manual within a big organization like Blue cross and Blue shield and to be able to streamline that and take away kind of what I would call the mundane work. Right? The the you know, going through a spreadsheet and then typing it into the screen, there are a lot of processes like that that are legacy. But what if you could take that away um and actually create a better work experience for the people that work there right? And and focus on higher value type uh type things and it's really key. And it really It goes down to our our business folks right? There are a lot of things we can drive with automation. We started a program um in 2019. Um that's been quite successful. We now have 250 box, we measure what we call annualized efficiency gains. So how much efficiency are we getting by these bots? So the bots are doing um this repetitive work that people would do. Um And what we're finding is, you know, we've got about $11 million in any wise efficiency gain through the process and we're just getting started. Um But we're all we're not stopping there too though, we're enabling citizen developers. So we're saying, hey business, if you want to automate, you know, parts of your job, we're gonna help you do that. So we've got about 60 people that were training. Um We run bad Ethan's where they come together and they actually create bots uh And it's really really creating some some impact and buzz in our business >>anywhere from your lens, where does automation fit within the C. I. O. S. Agenda? And how do you work together in unison with the C. T. O. To help roll this out across the enterprise? >>Yeah, no, definitely. And in fact as a part of introduction, I can actually share that. How I'm wearing a Ceo had within your path since I'm just joining join path and I'm actually now helping a client ceos in their automation strategy but I was a deputy ceo in my prior role at L. A. County where actually I ran the automation strategy. So if we look at from our organization perspective B complex as L. A County which is such a Federated organization. From a Ceo perspective, the way we look at the strategy is it's always driven by the business goals of the city or a county and we typically drive into three different areas. One is how we can transform our operational processes so that we can save the tax dollars. It's all about doing more with the less dollars. And then second is about how we can transform our residents experience because end of the day it is all about how we can improve the quality of life for our residents. So we've got 10 million people for L. A. County, the largest populous county in us. So it was an uphill task to serve that such a diverse population need and that the third area is about how to transform the new business models because as we are moving away from a government centric approach to the residents centric approach, you really need to come up with a new digital solutions. And Ceo is in the center of all these three elements when you look at it. So it's a very appear to us to keep keep improving your efficiency and then at a time keep adding the new digital solutions and that's where automation strategy is kind of a horizontal strategy which enables all these components. So what I hear from >>that is alignment with the business. Yeah. Right. Change management. Absolutely. That's like really fundamental and then see IOS this this agent of transformation uh you can see or she has a horizontal purview across the organization now now jim the cto role is the automation at blue cross blue shield lead by you or you there to make sure the technology plugs into your enterprise architecture. What's your shoulder? >>You know? Uh my my role is really to drive uh what I'll call technology enabled business change. Right. So I actually uh started our our automation journey uh at hc sc and I did that by partnering with our business. Um There was actually a lot of buzz around automation and there were actually some small pockets of it, none of it was enterprise scale. Um Right. And we really wanted to go big in this and and working with the business sponsors, they saw value in it. Um and we've you know, we've generated um a lot of uh efficiency, better quality of work because of it but but I very closely had a partner with our business, we have a committee that is lead of business folks that I facilitate. So I view my role as an enabler, um we have to communicate the change management pieces is huge. Uh the education just having a common vernacular on what is automation mean, Right, because everybody interpreted it differently um and then being able to do it at an enterprise scale is quite challenging. Um You know, I I really enjoyed um one of the key notes, I don't know if you had a chance to see shankar by Duncan from the hidden brain, right? But he talked a lot about the brain aspect and how do you get people to change? And and that's a large part of it. There's a lot about technology, but there's really a lot about being a change agent um and and really working very closely with your business, >>how does one measure? I'm hearing a lot time saved. Our saved. How does one measure that and quantify the dollar impact, which by the way, I'm on record as saying the soft dollars are way bigger. And but when you're talking to the, you know, the bottom line CFO and it's all about, you know, the cash flow, whatever is, how do you measure that? >>I can take it. So we, what we do is as we define these use cases right? We we go through an actual structure product process where we we gather them. Um we then rate them and we actually prioritize them based on those that are going to have the greatest impact. Um and we can tell based on, you know, what is the manual effort today. So we understand there are X number of people that do this X number of days and we think this body can take that some load off of them. Right? Um So we we go in with the business case. Um And then the Ui Path platform actually allows us to measure well, how much is that pot running? Right. So we can actually sit there and say, well we wanted that thing to run 10 hours a day and it did and it's generated this kind of efficiency because otherwise the human would have had to do that work. >>So the business case is kind of redeploying >>human. It really is is really maximizing human capital and make and and you know really using because the bots do repetitive stuff really well. They don't do higher level thinking and and we don't view it as replacing people, we view it as augmenting and actually making them more efficient and more effective at what, how do you get the dollars out of that? Well, a couple of ways. Right. And so one of the things we've we've done is we we create and measure the efficiency our business users and financed by the way is one of our bigger ones. And the CFO is one of the sponsors of the program, um can decide how to reinvest it in a lot of cases it is actually cost avoidance as we grow, literally being able to grow without adding staff. I mean that's very measurable. Um in some cases it is actually taking, you know cost out um in in certain cases, but a lot of times that's just through attrition, right? You don't back fill positions, you let it happen naturally. Um and and then there's just things that happen to your business that you have to respond to give you a great example, state of texas, um passes what's the equivalent of the no surprise attack. But they did it there before the federal government did it. Um but it requires a lot of processes to be put in place, because now you have providers and payers having to deal with disputes, right? It actually generates a boatload of work. And we thought there might be, you know, 5000 of these in the first year, where there were 21,000 in the first year. And so far this year we're doubling that amount, right. We were able to use automation to respond to that without having to add a bunch of stuff. If we had to add staff for that, it would have literally been, you know, maybe hundreds of people, right? And but now, you know, there's, you can clearly put a value on it and it's millions of dollars a year, that we would have otherwise had to expect. >>The reason I'm harping on this lease is because I've been through a lot of cycles, as you know, and after the dot com boom, the the cost avoidance meant not writing the check to the software company, right? And that's what nick Carr wrote this, i. T matter. And then, and then, you know, post the financial crisis, we've entered uh a decade plus of awareness on the impact of technology. And I wonder if it's, I think this, I think this the cycle is changing I think. And I wonder if you have an opinion here where people, I think organizations are going to look at Technology completely different than they did like in the early 2000s when it was just easy to cut. >>No, I think the other point I will add to it. I agree with the gym. So we typically look at our away but it doesn't always have to be the cost. Right? If you look from the outcomes of the value, there are other measures also right? If you look at the how automation was able to help in the Covid generate. It was never about costs at that time. It was about a human lives. So you always may not be able to quantify it what you look at. Okay. What how are we maximizing the value or what kind of situations where we are and where we may not even have a human power to do that work. And we are running against the time. It could be the compliance needs. I'll give example of our covid use case which was pretty big success uh within L. A. County we deployed bots for the covid contact tracing program. So we were actually interviewing all the people who were testing positive so that we actually can keep track of them and then bring back that data within our HR so that our criminologists actually can look at the trends and see how we are doing as a county as compared to other counties and nationally. And we were in the peak, we were interviewing about 5000 people a day And we had to process that data manually into our nature and we deployed 15 members to do that. And they were doing like about 600 interviews a day. So every day we had a backlog of 2500 interviews. So it is not about a cost saving or a dollar value here because nobody planned for these unplanned events and now we don't have a time and money to find more data entry operators and parts were able to actually clear up all the backlog. So the value which we were able to bring it is way beyond the cost element. >>I I believe that 100% and I've been fighting this battle for a long time and it's easier to fight now because we're in this economic cycle even despite the pandemic, but I think it can be quantified. I honestly believe it can be tied to the income statement or in the case of a public sector, it could be tied to the budget and the mission how that budget supports the mission of the company. But I really believe it. And and I've always said that those soft factors are dwarf the cost savings, but sometimes, you know, sometimes the CFO doesn't listen, you know, because he or she has to cut. I think automation could change that >>for public sector. We look at how we can do more about it. So it's because we don't look at bottom line, it's about the tax dollars, we have limited dollars, but how we can maximize the value which we are giving to residents, it is not about a profit for us. We look at the different lens when it comes to the commercial >>Side, it's similar for us. So as a as a health care pair, because we're a mutual right? Our members and we have 17 million of them are really the folks that own the company and we're very purpose driven. Our our purpose is to do everything in our power to stand by members in sickness and in health. So how do you get the highest quality, cost effective health care for them? So if automation allows you to be more effective and actually keep that cost down, that means you can cover more people and provide higher quality care to our members. So that's really the driver for mission driven, >>I was gonna ask you as a member as one of your 17 million members, what are some of the ways in which automation is benefiting me? >>Um you know, a number of different ways. First off, you know, um it lowers our administrative costs, right? So that means we can actually lower our rights as as we go out and and and work with folks? That's probably the the the the bottom line impact, but we're also automating processes uh to to make it easier for the member. Right? Uh the example I used earlier was the equivalent of no surprises. Right. How do we take the member out of the middle of this dispute between, you know, out of network providers and the payer and just make it go away. Right, and we take care of it. Um but that that creates potentially administrative burden on our side, but we want to keep their costs down and we do it efficiently using it. So there's a number of use cases that we've we've done across, you know, different parts of our business. We automate a lot of our customer service, right? When you call um there's bots in the background that are helping that that agent do their job. And what that means is you're on the show, you're on the phone a lot shorter of a period of time. And that agent can be more concise and more accurate in answering your question. >>So your employee experience is dramatically improved, as is the member experience? >>Yes, they go hand in hand. They do go hand, unhappy members means unhappy employees, 100% >>mentioned scale before, you said you can't scale in this particular, the departmental pockets. Talk about scale a little bit. I'm curious as to how important cloud is to scale. Is it not matter. Can you scale without cloud? What are the other dimensions of scale? >>Well, you know, especially with my CTO had, we're we're pushing very heavily to cloud. We view ourselves as a cloud first. We want to do things in a cloud versus our own data centers, partially because of the scale that it gives us. But because we're healthcare, we have to do it very securely. So. We are very meticulous about guarding our data, how we encrypt information um, not only in our data center but in the cloud and controlling the keys and having all the controls in place. You know, the C. So and I are probably the best friends right now in the company because we have to do it together and you have to take that that security mind set up front. Right cloud first. Put security first with it. Um, so we're moving what we can to the cloud because we think it's just going to give us better scale as we grow and better economics overall, >>Any thoughts on that? I think a similar thoughts but if we look from L. A. county because of the sheer volume itself because the data which we are talking about. We had 40 departments within the county. Each department is serving a different business purpose for the resident beit voting or B justice or being social services and all and the amount of data which we are generating for 10 million residents and the amount of duplicate asi which it comes out because it's a very government centering model. You have a different systems and they may not be talking to each other. The amount of diplomacy and identity delicacy which we are creating and as we are enabling the interoperability between these functions to give us seamless experience keeping security in mind so fully agree on that because the end of the day we have to ensure that customer guarantee but it's a sheer volume that as and when we are adding these data sets and the patient's data as well as the residents data and now we have started adding a machine data because we have deployed so many IOT solutions so the data which is coming from those machines, the logs and all its exponential so that's where the scale comes into picture and how we can ensure that we are future ready for the upscale which we need and that's where cloud ability definitely helps a lot. >>What do you mean by future ready? >>So if you look at from a future smart city or a smart community perspective, imagine when machines are everywhere machines and IOT solutions are deployed, beat even healthcare, your bad information, you're even patient information, everything is interconnected and amount of data which is getting generated in that your automobile they're going to start talking to entertainment or we have to potentially track a single resident might be going same person going to the justice or maybe same person might be having a mental health issues, A same person might be looking for a social services, how we're going to connect those dots and what all systems they are touching. So all that interconnections needs to happen. So that exponential increase of data is a future readiness, which I'm talking about. Are we future ready from a technology perspective? Are we future ready from the other ecosystem perspective and how and how we're gonna manage those situations? Uh, so those are the things which we >>look at it and it's a it's a multiplier to, right? We all have this influx of information and you need to figure out what to do with it. Right. This is where artificial intelligence, machine learning is so important. But you also have interoperability standards that are coming. So now we're we have this massive data that each of our organizations have. But now you have interoperability which is a good thing for the member saying now I need to be able to share that data. Yeah, I wanted to ask you about >>that because a lot of changes in health care, um, are meaningful use. You have to show that to get paid but the standards weren't mature. Right? And so now that's changing what role does automation play in facilitating those standards. >>So, you know, we're big, big supporters of the fire standard that's out there um to in order to be able to support the standards and and create a P. I. S. And and pull together the information. What what will happen sometimes in the background is there's actually um artificial intelligence, machine learning models that create algorithms right? The output of that though often has to be active. Now a person can do something with that information or a vodka. Right? So when you start taking the ideal of artificial intelligence and now you have a robotic process that can use that to pull together the information and assimilated in a way to make it higher quality. But now it's available. It's kind of in the background. You don't see it but it's there helping. >>What are some of the things that you see? I know we're out of time but I just have a couple more questions. Some of the things that you see here we are you I path forward for we're in person. This is a bold company that's growing very quickly. Some of the announcements that were made, what are what are some of your reaction to that? And how do you see it helping move blue crush blue shield forward even >>faster. Well you know a lot of the announcements in terms of some of the features that that they've added around their robotics processing are great right? The fact that they're in the cloud and and some of the capabilities and and and better ability to to support that the process mining is key. Right. In order for abouts to be effective, you have to understand your process and you just don't want to necessarily automate the bad practices. Right? So you want to take a look at those processes to figure out how you can automate things smartly. Um and some of their capabilities around that are very interesting. We're going to explore that quite a bit but but I think they're the ambition here is beyond robotics. Right. It's actually creating um you know, applications that actually are using bots in the background which is very intriguing and has a lot of potential potentially to drive even more digital transformation. This can really affect all of our workers and allow us to take digital solutions out to the market a lot faster >>and to see what was going to ask you, you are here for four weeks at UI Path, you got to meet a lot of your colleagues, which is great. But what about this company attracted you to leave your former role and come over here to the technology vendor side. >>Well, I think I was able to achieve the similar role within L. A. County, able to establish the automation practice and achieve the maturity, able to stand up things and I feel that this is the same practitioner activity which I can actually take it back to the other clients ceos because of one thing which I really like about your hypothesis. RP is just a small component of it. I really want to change that mindset that we have to start looking ui path as an end to end full automation enterprise solution and it is not only the business automation, it's the idea automation and it's a plus combination and whether we are developing a new industry solutions with our partners to help the different industry segments and we actually helping Ceo in the center of it because Ceo is the one who is driving the automation, enabling the business automation and actually managing the automation ceo and the governess. So CEO is in left and center of it and my role is to ensure that I actually help those Ceos to make successful and get that maturity and you will path as a platform is giving that ability of length and breath and that's what is really fascinating me and I'm really looking forward that how that spectrum is changing that we are getting matured in a process mining area and how we are expanding our horizons to look at the whole automation suit, not just the R. P. Product and that's something which I'm really looking forward and seeing that how we're going to continue expanding other magic quadrants and we're actually going to give the seamless experience so the client doesn't have to worry about okay for this, I have to pick this and further, I have to pick something else >>that's seamless experience is absolutely table stakes these days. Guys, we're out of time. But thank you so much for joining. David me, talking about automation and health care. Your recommendations for best practices, how to go about doing that and and the change management piece. That's a critical piece. We appreciate your time. >>Thanks for having. Thank >>you. Our pleasure for day Volonte. I'm lisa martin live in las Vegas. The cubes coverage of you a path forward for continues next. Mhm. Mhm mm.

>>from the bellagio hotel >>in Las Vegas, it's the cube covering Ui Path forward. Four brought to you >>by Ui Path. Welcome back from the bellagio in Las Vegas. The Cubans live at Ui Path forward for I'm lisa martin here with Dave Volonte. We're gonna be talking about roadblocks to automation and how to navigate around them, joining us next as Pernando Panini expert associate partner at bain and company per night. Welcome to the program. >>Thanks lisa. Happy to be here. >>Talk to us about some of the use cases that bain is working on with you I Path and then we'll dig into some of those roadblocks that you guys have uncovered. >>Yes. Uh I started a few months ago where we're working with Brandon who's the product lead on the Ui part side. We wanted to understand what's the state of citizen development and what are the blockers and how we should Both from the product side. But also on the automation journey side we need to dig deeper and understand where each of the clients and the employees are going through the journey together >>and if you look at it from the citizen developer perspective, what are some of those roadblocks? >>There are a few. So when like if you before we go to the roadblocks there are three main concerns or I would say critical groups that are involved in being successful with automation. The organization or bu leaders, the I. T. And employees. So each of the groups have different perceptions on like misconceptions or perceptions on benefits of automation and how to go up go about it. The blockers that we have seen where like a three sets of blockers. The first is cognitive where employees are unaware of automation on the benefits of automation and the second one is more organizational where organization leaders and how they feel about automation or how the how they think about employees when we introduce automation to them. One part of that is there is a misconception without nation leaders that employees are fearful of job loss when you introduce automation. What we have seen in our research is it's completely the opposite of employees are eager to adopt automation have given an opportunity, they are willing to upscale themselves and they are willing to save the time so that they can spend that on critical value added activities for um for their customers in the process. And a third blocker that we have seen is more on the product side where the some of the employees that we talked to as much as progress has been made by RPF vendors and local local vendors. It's still these tools are not intuitive user friendly for business users. They still feel they need to go through some training programs and have a better user friendly interface is >>what's the entry point she would organization first time I ever heard of Arpaio Years and years and years ago was at a CFO conference. Okay so that's cool. It seems like it forward for there's a lot more C. I. O presence here and that. Is that relatively new or did I just miss it before? >>It is relatively new. So like when we looked at like in the past few years the empty point has been someone in finance or I. T. Has heard about R. P. A. The benefits of head. They went and bought a handful of licenses and then they went and implemented it but it's just a handful of processes. It's not organizational wide. It has been mostly on a smaller sub scale of processes. And projects now that like organizations are realizing employees are asking and we are like slowly growing up with automation ceo es it's now it's intersecting with the C XL level of if it has to intersect with your or if you want to reinvent your business through automation, it has to come from the sea X level and that's where we're seeing more and more. See IOS are being involved in decisions on automation journeys, the technologies they have to buy and adopt for the business processes. >>So I. T. Can be an enabler of course. Also sometimes it can be a blocker. Um and you know, certainly from security standpoint governance etcetera. And so one of the things that we heard today in the keynotes was you don't want to automate the C I. O. He or she owns this application portfolio and everybody wants to do new projects because that's the fun stuff we heard from one CFO. Yeah. You add up all the NPV from the new projects. It's bigger than the valuation of the company. Right. But the C i O is stuck having to manage the infrastructure and all the processes around the existing application portfolio. One of things I heard today was don't automate an application or a process that you're trying to retire because we never get rid of stuff in it. So I wonder should automation like an enterprise wide automation? Should there be kind of an application rationalization exercise or a business process rationalization coincident with that >>initiative? Absolutely. I think that was one of the blockers that we have seen. Like some of the misconceptions and some of the blockers when I looked at it for them, they consider like you're bringing all these tools you're asking business users to like who haven't had haven't been trained in technology or programming, You're asking them to build these automation ins So one they have to manage with the all the applications and the tools for all that happens. And to manage these automation is after business users have either left the company or moved on. So it is essential for them to think through and provide a streamline tools it on on two aspects. one it needs to be as as you started off, it needs to be an enabler to provide them the specific tools that they can, they have already blessed. They've curated it which are ready for business consumption. A second part I can also do is providing collaboration platforms so that business users can learn from each other and from it so that they can one are developing the right processes with the right methodology that is governed by I. T. And no security or data governance issues. Come through. >>One of the things that you mentioned in terms of the three roadblocks ceo uncovered was that you were surprised that the results of the research showed that in fact employees are really wanting to adopt automation. In fact I think the stat is um 86% of employees want automation but only 30% of leaders are giving them the opportunity to use that. That's a big gap. Why do you think that is >>so a few things. Right. I mean as we talked about the three constituents that you have right one is automation leaders. If you consider from them. Their view is their employees are not capable of adopting or building on the automation is using these tools and they need technical skills. But the all the automation vendors have made progress and if you look at the tools today are much more user friendly and business users are willing to adopt. The second part as we talked about is like the fear of job loss from the employee standpoint. Whereas employees are looking at it as an opportunity for them to up skill but also eliminate the pain points that they have today in the day to day activities using the automation tools. And for them it is like this is helping them spend the time with the customers where it matters on critical value added activities versus going through reparative process of the journey. And the third part we talked about earlier with I. T. I. T. Has this notion that they need to build and develop anything technical. Business users will not be able to build or manage and they're also worried about the governance, the security and the third part which you brought up earlier is that tool sprawl, It's like we need to manage like this volume of tools that are coming in which is only adding to their plate of already busy busy workforce. >>I have one of those. It depends questions and it's a good consultant I'm sure you say well it depends but are there patterns best practice or even more than best pressures? Are there sort of play books if you will? And patterns? I'm sure it's situational. But are you seeing patterns emerge, you can say okay this sort of category should approach it this way. Here's another one in a different, maybe it's a department bottoms up top down, can you help us sort of squint through that? >>Yeah. So in terms of approaches like at least up till now the prevalent thing that is happening is like C. O. Es went and buy some licenses they talk about like opportunities that they have. So it's more of a top down driven uh like ceo driven agenda. What we're seeing now especially with citizen automation or democratisation of automation is there's a new approach of including employees into the journey and bringing the bottoms up approach. So there's a happy path where you marry up the top down approach with bottoms up and one you will find opportunities which are organizational wide with the bu leaders and they are ones which are on the long tail of opportunities which employees feel the pain but I. T. Or C. O. He doesn't have the time to come and implement or automate these activities. Um considering like one part we have seen which is increasingly helpful for people who have done this properly is including employees. And one thing we talked yesterday is invest in employees. They consider automation as investment in employees rather than something they're doing to employees. So it's kind of collaborating with employees to make progress which seems to be helping evangelize and also benefit with automation. How >>Have the events of the last 18 months impacted this as well, we've seen so much acceleration and the mandate for automation. What are some of the things that you've seen? >>Sure. So for us like even before the pandemic we've seen in our research so like more than close to 50% of the organizations that they started the automation journey were unable to achieve the savings or targets that they set themselves for whatever the success factors are. Which which hard. A few reasons one they didn't have the organizational support, not they were taking the end to end journey or a customer journey to figure out like what are these big opportunities that they can go through and they haven't included employees and to figure out what are the major pain points to go through the journey. One thing it was clear was with covid, no one expected this kind of disruption in a pan and a pandemic. There are a lot of offshore centres or like pretty much different geography is got disconnected from the work that's being done. You still need to support your customers, there is still a higher demand, what do you do? It's not like you can scale up your employees in a pandemic, that's where like we have seen increasing push towards automation and technology to see that can help and support and scale in a pandemic environment uh and also help your customers in the journey. >>So has in your opinion has automation become a mandate? Uh As a result of the pandemic >>I would say. Yeah I I would consider it's more of like now it's become a I would say uh business won a competitive differentiator to say like one I needed to keep my lights on and resiliency but also the companies have done really well they saw the advantage and they whether the pandemic better with the customers now they use that as a platform to create a competitive differentiation against their peers and push things forward. >>one of the things we heard of today and the keynotes is you got to think about my words, the life cycle, you don't just put in the bot and then just leave it alone. You really have to think through that. And that seems to me to be where you would help customers think through how to get the most return out of their investment. You I passed product company I think it's great. And so you talk about the value layer that you guys bring. >>So for us it's it's like when we talked to mostly be bringing from the business side of the house to understand what are the key drivers that you need to work on. I mean even before we talk about technology, we talk about, let's understand from the customer standpoint what is your customer journey into end and look through that journey lens and let's take the process and to end, let's look at redesigning process and making it more optimal and streamlined and where technology fits in. That's when we talk about like if it is an RPG or if it's a UI Path platform that can support, let's go through that journey versus taking the tool itself as the solution and trying to find every nail that you can hurt, which usually is not sustainable to your point. Like we need to think through the whole life cycle, make sure this is going to last. Or if you are retiring. Like in the ceo panel that was a discussion where that we need to think through when we are going to retire and make sure like we are in that journey versus building all these automation zor bringing all these tools and leaving them alone for I. T. To manage long term. >>No. Again the last 18 months. Again, question about the the um reactions catalyzed facilitated thinking about those three roadblocks. The cognitive roadblocks the organizational roadblocks since particularly what I'm interested in this question and product, what are some of the conversations that you've seen or trends that you seem to help those organizations better understand how to collaborate with each other so that what they're not doing is putting in our P. A point tools but really starting to build the right part of the nomination and and journey into their digital transformation plans. Yeah. >>I mean in a way to again, I'll go back to the three concerns that we talked earlier, right? It's it can only go so far and automate so much because they haven't seen the business lens of like how the processes are what they have to do and to end, which is where you need to involve the business leaders who can give you that view from the business side and employees who are seeing the work day to day and where they can eliminate the pain points. So the organisms that are successful, they are creating a collaborative environment between the three groups to push things forward. You >>have to have that collaboration that's critical. Otherwise, that's probably one of the road blockers as well. >>Yeah, absolutely. >>Where does automation fit? I mean you're obviously heavily into automation, but let's think about the bane portfolio, the boardroom discussions. Where does automation fit? I mean there's security, there's how do we embed ai into our business? How do we sas if I our business um how do we do transform digitally? Where's automation fit in that hole discourse? >>So I think the automation is like at the heart of digital transformation, the part which we have seen where the gap is is not taking the business angle and actually thinking through the process and to end versus picking up a tool and trying to go solve a problem or find a problem to solve. And that's where we think in our discussions with boardrooms, it's more of let's think through how you want to reimagine your company or how you want to be more competitive looking into the future and like walk back from that standpoint and then started part from, I mean, the way we call it the future back like where you are today and now, like let's go forward and to what your end status and where technology broadly a digital tools and where automation fits in the process. >>How do you see what you i path is talking about at this conference? The announcements from yesterday? There's a lot of people here which is fantastic. How do you see what they're announcing? The vision that they set out a couple years ago that they're now delivering on. How is that a facilitator of organizations removing those roadblocks? Because as you said automation is a huge competitive differentiator these days and If we've learned nothing in the last 19 months you gotta you gotta be careful because there's always a competitor in the rear view mirror who might be smaller faster more agile ready to take your place. >>Yeah so like a few things that we've seen in the product roadmap that you talked about is they are providing the collaboration platform or tools where the I. T. Business owners can work through. Like for automation hub is what they talked at length yesterday is that's the platform where business users can provide their ideas. Like you provide process mining tools which can capture the process and the business users understand the process and they are the ones who are putting in an opportunity on the road map. So you have now a platform where all the ideas are being catalogued and once you implement they're being tracked on the automation hub so that that is providing a platform for everyone to collaborate together. The second one which Brandon talked yesterday is the tool itself for Studio X. When we're talking about citizen developers, employees trying to use and make it more user friendly. Is that where the Studio X which is providing that you are interface? Which is easy intuitive for business users to build basic automation is and try to take that long tail of opportunities that we talked about. So all these tools are coming together as one platform play, which you ipod has been talking about all through the conference and that is critical for everyone to collaborate to make a progress versus only thinking it's an easy job to implement the automation opportunities. That >>collaboration is business critical these days. Right. Thank you for joining David me and the program talking about some of the roadblocks that you've uncovered, but also some of the ways that organizations in any industry can navigate around them and really empower those employees who want automation in their jobs. We appreciate your insights. >>Happy to be here. Thanks for having us. You're welcome >>for day Volonte. I'm lisa martin live in las Vegas at UI Path forward for we'll be right back with our next guest. Yeah. >>Yeah. Mm. Mhm

>>from the bellagio hotel in Las Vegas >>it's the >>cube >>covering Ui >>Path Forward four brought to you >>by Ui Path. >>Welcome back to las Vegas. The cube is live with you. I Path forward four at the bellagio lisa martin with Dave Volonte. We're gonna be talking about you I Path integration suite, we have a couple of guests joining us here. Mark Jeannie is here the GM of Ui Path, formerly the co founder and Ceo of cloud elements and Peter Villeroy also joins us Director of Global I. T. Automation practice at UI Path guys welcome to the program. >>Thanks lisa. Great to hear. >>So Mark, let's go ahead and start with you. The Cloud elements acquisition was done in about the last six months. Talk to us about why you chose to be acquired by Ui Path and where things are today. Some big announcements yesterday. >>Yeah absolutely. So yeah if you go back six months ago um you know we have been in conversations with you I Path for for quite a while and um you know as we were looking at our opportunities as an api integration platform. So cloud elements just to step back a little bit um was a leader in helping companies take a P. I. S integrate applications together and bed that into their into their apps and um you know I Path approached us about the combination of what's happening in the automation world and you know these these have been a society as the marine Fleming from I. D. C. Mentioned this morning integration and DARPA have been separate swim lanes and what we saw and what you I. Path approaches with was ability to combine these together and really be the first company to take and take ui automation and seamlessly connected together with A. P. I. Automation or api integration >>Peter What's been some of the feedback? We know you guys are more than 9000 customers strong now we've had a whole bunch of amount yesterday and today. What's been the feedback so far on the cloud elements acquisition? So >>there's a huge amount of interest. We've had very positive feedback on that lisa the combination of Ui driven automation and A. P. I. Uh Native Integrations is is key especially to the I. T. Leadership that I work with. Um some of whom have traditionally compartmentalized you ipads platform in the Ui space and legitimately think about their own internal processes as being having very little to do with the user interface right. And so combining Ui driven automation together with uh api integration really helps too pick them up where they are and show them the power of that kind of a hyper automation platform that can deliver value in a number of spaces. And you guys ever >>see the movie Blindside? All right. You know what I'm talking about with joe. Theismann gets hit from the blind side and then his career is over and and that's when people realized oh my gosh the left tackle for right handed quarterback is so important and it's subsequent drafts when somebody would pick a left tackle like a good left all the rest went and that's what's happening in in the automation business today. You guys took the lead, you you set the trend. People said wow this is actually going to be a huge market. And then now we're seeing all this gonna occur. And a lot of it from these big software companies who believe every dollar of software should go to them saying hey we can actually profit from this within our own vertical stacks. So what do you make of all the M. And A. That's going on in particular? There was one recently where private equity firm is mashing together a long time R. P. A vendor with a long time integration firm. So it looks like you guys, you know on the right >>side of history in this regard. Your thoughts. Yeah. Absolutely. I mean if you think about automation right you've got to obviously help people do their jobs better. But if you're going to automate a process and a department you needed connect the applications that they use that those people use otherwise you can't accomplish it. And where ap is fit in as is automation and ui automation has become more and more mission critical and it's become bigger and bigger part of enterprise I. T. Wants to get involved. And so enterprise gets involved and what's their stack. It's api based their technology stack is how you connect back is through api so more and more companies are seeing what you I path saw is that if you're gonna automate every process and every department for every person you need to connect to every application that they're using and that's why this is now becoming right. Three companies now just recently have done these types of acquisitions of bringing an integration platform in and combining them together are trying to combine them together. >>All mps are not created equally as we know. Some are sort of half baked lot of them. Many of them don't have decent documentation so there's sort of a spectrum there. How do you, how do you think about prioritizing? How do you think about the landscape? Do you just kind of ignore the stuff that's not well documented and eventually that will take care of itself. How should we think about there have always >>been layers of integration right. Especially working with the ICTy organizations. So you've got our native integrations would make it easy to drag and drop activities and then you've got the A. P. I. Is that we can consume with various activities. That area has really grown through the acquisition of cloud elements and then you've got that third layer where when all else fails, you go on to the user interface and interact with the application like a human does and what you see is that our our interaction with college elements really enables a great enhancement of that lower base level um which is mildly interesting to the lines of business very important. I Yeah, for sure. >>So the reason I asked that question is I was talking to one of your customers this big ASAP customers said I love you ipad. The problem I have is I got so many custom mods and so it's just you know orally documented and I can't I wanna put automation in there but I can't. So to those parts of the tech stack become like the main frame of you know what I mean? And just sort of they live there and they just keep doing their thing but there's so much innovation that pops up around it. How do you how do you see that? >>Well that's part of the agility that comes with the platform like you ipads is that you can interact with the very clean uh swagger documented restful aPI s and you can interact with SCP on their proprietary ages old A. P. I. S. Um Those are things that we've traditionally done decently well, but again through this acquisition we could do that on a grander scale um with bidirectional triggering and all the goodness that you >>solve that problem today that your customer and this is a couple of years ago, you can solve that problem with cloud elements. Is that right? >>Yeah, absolutely. The the ability to integrate too these enterprise platforms like ASAP you need multiple tools to do the job. Right. So ui automation is great but if you've customized ui significantly or other things like that then the A. P. I can be a great structure for it and other cases where um that api provides a resiliency in a in a scale to it that um opens up new processes as well to those corporate systems. Right? So the balance of being able to bring these two worlds together is where you can unlock more because you got >>east west automation >>that's very good overhead and now >>you're going north south with cloud elements is deeper. Right, >>bottom line from the VP of its point of view, the more that can be done from a machine to machine communication the better. So sure. >>What's the opportunity for the existing cloud elements customers to take advantage of here? >>Yeah, absolutely. Um We've continued to support, brought our customers over with us. Uh Part of our customer base has actually been a significant number of software customers. Uh cos S. A. P. S. One of them doc you sign gain site, you know, so household names in the world of software as well as large financial services institutions like US Bank and Capital One and american Express, all of them had that common need where um they wanted to have an api centric approach to being able to connect to customers and partners and leverage our platform to do that. So we will continue to support that extend that. But we see opportunities where again we couldn't automate everything for our customers just threw a PS And uh you know for example one of our major financial services institutions were working with wants to take um and provide a robot for their uh customers and commercial payments to be able to automatically kick off in A. P. I. And so that seamless integration where we can combine that automation with robots leveraging and kicking off a P. I. S automatically takes us further into automating those processes for those >>customers. So you guys six months right. Uh talk about how that integration api integration company better gone smoothly. But what was that like you guys are getting the knack of M and a talk about that, what you learn maybe what you would do differently to even accelerate further, How'd it go? Uh >>That's the best answer from you having been on the >>acquisition side. Um Well we how well it went is six months later, which I think is really unheard of in the technology world, we're introducing our combined offering you I Path integration service that essentially takes what cloud elements built embeds it right into automation. Cloud studio in the Ui Path products. We and uh it's been a global effort. Right? So we had the Ui Path team was based in Hyderabad Denver and Dallas and then we've got um Ui Path engineers working with that cloud elements team that are in Bucharest Bellevue and bangalore and with the miracles of zoom and uh that type of thing, never meeting anyone in person, we were able to integrate the product together and launch it here today >>six months is a fast turnaround time frame was how much of that was accelerated by the, by the fact of the global situation that we're in. >>Yeah, well you know in some respects that that helped right? Because we um um we didn't have to waste time traveling and we could hop on zoom calls instantly. We spent a lot of time even over zoom making sure there was a cultural fit. You I path has a, you know, not only the humble, bold and type of values but it's a very collaborative environment, very open and collaborative environment as Brent can attest to. And that collaboration, I think in that spirit of collaboration really helped us feel welcome and move quickly to pull this together. And also >>the necessity is the mother of innovation right. Uh you ipad traditionally being popular in the CFOs organization were becoming the C I O s best friend and the timing was right to introduce this kind of capability to combine with what we traditionally do well and really move into their picking up like I said the customer where they are and leading them into that fully end to end automation capability and this was integral. So it wasn't time to kick the tires but to get moving >>and my right, there's a governance play here as well because I. T. Is kind of generally responsible for governance if you make it easier for them to whatever governance systems they're using >>governance privacy >>security that now you can just connect. They don't have to rip and replace. Is there an angle there? >>Sure, yeah. So nothing is more important than I. T. Than than control and governments and change management and half of the uh conversations we're having out there on the floor are around that right um uh ensuring that all of the good governance is in place um and we have a lot of the uh integrations and frameworks necessary to help that through your devops pipeline and doing proper ci cd and test automation um and you know introducing that integration layer in addition to what we already have just helps all of that to uh move more smoothly and bring more value to our customers. >>Mark talk to me about some of the feedback from customers that you mentioned, doc Watson. S A P probably I imagine joint customers with you. I path now there you're working together, what's the what's in it for them? >>Yeah, no the feedback has been tremendous. Right, so um api automation is not new to you. I path but customers have been asking for more capability. So one of them is in that governance area that we were just talking about, right, the ability to create connections centrally enable them disable them. Right? You got mission critical corporate applications. You want to be able to make sure that those applications are being controlled and monitored. Right? So that was one aspect. And by bringing this as a cloud based service, we can accomplish that. Um the other area is that this eventing capability, the ability to kick off workflows and processes based on changes to corporate applications, a new employees added in workday. I want to kick off a process to onboard that new employee and that triggered eventing service has been really well received and then um yeah, so that I'd say with the ability to also create new connections more simply was the third big factor. Uh we created a standardized authentication service. So no matter where you are in the UI Path product line, you get a consistent way to create a new connection, whether it's a personal connection by a business user too, you know, google docs or Microsoft office or your C O E R I T. Creating a connection to uh an important corporate system. >>How about the partner? I know you guys had partner day here leading into forward for they must be stoked about this gives you a lever to even add new partners. What was those >>conversations like? Yeah, yeah, no, absolutely. The partners are excited about those same features but um they're also excited about something in our roadmap which we expect to be previewing early next year and that's a connector builder. So the ability for partners to uh more quickly than ever create their own connectors. That'll work just like first party connectors that we ui Path build and add them into catalogs, share them in the market place. So there's new revenue opportunities, new opportunities for partners to create reusable assets that they can leverage and yeah so um lots of things, lots of work to continue to do, right? It's only been six months and uh but that's that's gonna be a big initiative going forward. >>So integration service as you mentioned, announced at this conference, we know that that's the first step obviously accomplished as we also talked about very quickly in a six month time period. But what does the future hold for api automation and integration service? >>So um one of the key areas just continue to expose the integration service um more broadly in the Ui Path product portfolio. Now that we have this service, more Ui Path products will be able to leverage it. Right? We're starting off with studio and orchestrator but that we can all use and share that common common capability. Um The other is to make access to complex business systems easier. So you think about it right. A uh to get a purchase order from net suite might take five or six api calls to do. Well, a citizen developer doesn't know what those five or six things you have to do. So we'll be creating these business activities or just get me open purchase orders that will work seamlessly in the studio product. And behind the scenes. Well, chain together those 56 aPI calls to make that a simple process. Right? So taking the integration service and making it even more powerful tool for that citizen developer than nontechnical user as well. So that's >>development work you're going to do. >>That's what we're gonna do as well as enable partners to do as well. So it's a key part of our road map over time. Because >>yeah I mean the partner pieces key because when net suite changes how it you're creating that abstraction layer. So but that's value add for the partners. >>Absolutely. And they have that domain expertise, right. They can create assets, leveraging the UI path automation capabilities but also bring their knowledge about A. S. A. P. Or workday and those oracle ebs and those core business systems and then combine that together into assets that enhance integration service that they build and I can I can share with their customers and share with our market >>because the work workday developer is going to know about that well ahead of time. No, >>it's coming and they know better than we do. Right. That's their business. That's what they know really well. >>Nice nice value at opportunity, peter >>One of the things that you iPad has been known for is its being very and I've said this on the program the last two days, that's being a good use case for land and expand. You guys have 70% of revenue that comes from existing customers. Talk to me about the cloud elements acquisition as a facilitator of because you kind of mentioned, you know, we're used to be really in bed with the cfos now we're going to see us and we've heard from a number of your customers where they started in finance and it's now Enterprise White, how is this going to help facilitate that? Even more? >>It really helps, you know, touching on what Mark just mentioned about the citizen developer, right, just as one of many examples, the empowerment of end users to automate things for themselves um is critical to that land and expand um successes that we've been seeing and where from an I. T standpoint, the frustration with the citizen developer is, you know, maybe what they're building isn't so top notch right? It works for themselves. What we can't replicate that, but put making it easy to make api integration part of what they do in studio X is so key to enhancing also the reusability of what's coming out of there. So that c uh C O E S can replicate that across teams are globally within their organization and that's part of land and expand because you may find something that's valuable in one line of business replicates easily into another line of business if the tool set is in place >>pretty powerful model lisa >>it is guys. Thanks so much for joining us today, talking about the club elements acquisition, what you're uh, doing with integration service, What's to come the opportunities in it for both sides and your partners? We appreciate your time. >>Great. Thank you. Thank you very much. I >>appreciate it. Thank you for >>David Want I'm lisa martin. You're watching the cube live in las Vegas at the bellagio Ui Path forward for stick around. We'll be right back. Yeah. Mhm. Mhm mm.

>>mm Welcome to VM World 2021 2 days of virtual discussions on innovation. Multi cloud application modernization, securing your data new ways to work transforming the network expanding to the edge and loads of content to help build your digital business. My name is Dave Volonte and you're watching the cube and with me today is Carol Carpenter who's the chief marketing officer of VM. Where carol Great to see you again. Welcome back to the program. >>Thank you Dave. It's great to be here. >>Okay, well, so when we last talked last year at VM World, I honestly thought we'd be back face to face this year. Seems like we learn more every day every week. Every month. How did this year's event come together? What were your priorities in shaping the program? >>You know, I'm with you. I really hoped we would be together in person this year and here we are, another year of virtual. We are primarily all virtual again, which has some really big benefits in that we're able to reach new audiences who in the past couldn't afford to fly, could afford to take the days And it's taught us a lot. So we really approached this year as how do we create a VM world experience that is filled with digestible bites. You know, the notion that any of us are going to sit still for 3-2 days, three days and pay attention full time. This is a pretty antiquated notion. You know, we all like to to take little bites and tastes of content here and there and so we really designed the whole program to do just that. And with this go ahead. >>No, please carry on. >>No, I was going to say one of the things we really wanted to do this year with the M world. The reason the theme is imagined that is we wanted to show the world that VM World is not about your parents, BM world that this is a company while we're very proud of our virtualization past, what we offer today really spans the gamut as you pointed out everything from networking to security to application development platforms. So it's a it's just a different different company with different products and solutions for customers. >>And I love the whole concept of digestible called stackable bites and love that. And you've put together a pretty impressive lineup. You got superstar names, you got, you got stars inside of our industry and then you you know the tech people might know but you've got well known celebrities. What are you looking forward to this year and you know especially around customer and partner engagements. >>Yeah and thank you for highlighting all of that. Like I am super excited about all the different luminaries who are speaking. I am most excited about the customers and partners. Every session will have a customer's part of it. Either a customer speaking or a customer story or customer quotes really speaking to the value and with that we have hundreds of customers presenting customers. Like some you might expect like Fedex to new sas based customers like toast who provides restaurant software and they just went public to companies like space ape games who provide online games. So a real boy, I think a real diversity of customers um, in terms of their transformations and how they're leveraging the VM ware solutions. And then our partner ecosystem really excited. This year we added a new level of sponsorship to bring in some of the um, I would say younger customers and younger partners, partners like, you know, Reddit and um, you know, couch face and others who are bringing new solutions to market. >>We have some great names, they're toast. I think the local boston company, we've, we've been following them so excited to to hear what they have to say. Now let's talk a little bit about the virtual world, This is your second virtual VM world. I'm interested in what you're doing differently. I want to talk about learning, but, but what are you looking forward to in in, in in that sense? And how has the event grown? >>Well, the event has definitely grown in terms of the platform. I think the expectations in terms of numbers of attendees were expecting, you know, over 100,000. Um, and even in this zoom fatigued world, we still expect high level of engagement. The biggest changes. We have made one the more stackable content that we've been talking about two. We focused this year on a high level of interactivity, so we have slack channels set up for almost every session. We expect both speakers, customers prospects to really engage. And and then third area that's different is we amped up all of the different activities. We know that people want to interact and network in other ways. So, you know, some of the usual things like the bourbon tasting, the wine tasting, but also yoga classes and opportunities to learn from a magician, Even golf tips for those of us who love golfing, um really trying to mix it up and create a higher level of interactivity. In addition to all of the platforms you expect for hands on, learning, hands on labs, practitioner classes, All that's still there. We just wanted to increase the level of engagement. >>That's super fun, really innovating in that regard. You're right. I mean it's so easy to just to multitask and get lost. But if I know like if I'm really into yoga or I want some golf tip, I'm gonna come back at that time and it'll, you'll re engage me. So I love that, you know, the cube, we have a unique privilege of participating in a very wide spectrum of events as you can imagine. And we were deeply integrated carol into one of the industry's first big hybrid events this year at mobile world Congress this >>summer. We thought >>that was like the light of the end of the tunnel, but of course we've seen a pullback of sorts but we're still doing some physical, we do a lot of virtual, we were doing these hybrid events. We've been involved in events where they, you know, the host and the guests are there with no audience. So I'm curious as to how you see the evolution of conferences in this post isolation era. What's the learnings? What's changed and what does the future look like for events? >>Yeah, I mean I've talked with a lot of my industry peers about this, including the folks over at Mobile World Congress. Um, I don't think the large, the monolithic event with hundreds of thousands of people um, is in the cards for our near future. And so we've been rethinking like what does a physical event look like or a set of physical events look like next year. That would have an online component. We're we've always had an online component. So we certainly are not. We won't be shedding that anytime soon. The ability to reach new audiences. New targets, new user groups, we absolutely will keep that. I think in terms of the physical presence is exactly what you said. It will be hybrid. Um, we are looking at a series, don't quote me on this because we haven't finalized, but we are considering a series of in person, more local, more regional events with smaller groups. People still want that engagement, customers still want a network and talk with each other. Our users want to talk to each other are vima groups are our new groups like our DEvoPS loop group. The deVOPS folks, they all still want a network, so we want to provide that. But in a smaller, safer, more localized setting. And I think that's the future for a lot of companies. It puts a bigger toll and, and makes more work for us as the company who's hosting, meaning you and you too Dave, you'll be hopefully traveling with us two more of these locations, but it creates a little more strain on the team who is posting. >>You know, it's funny as you well know when we first started doing virtual events, like I said, we've always been been virtual, but largely it was okay. Here are the keynotes, you know, come watch. Uh, and now you're like, say you gave great examples of how you're increasing the engagement, getting much more creative and, and, and it was a lot unknown last year, especially like class March. It was like, okay and virtual events are harder in many respects than physical events and so much of the process has changed different roles. And I think we're seeing the same thing now with with hybrid, there's a lot that's unknown and a lot of trial and error, a lot of experimentation and, but I think at the end of the day, you can actually have the best of both worlds. You can get your what you described, I would, I would call it a VIP locally. V. I. P. Event maybe even role based they have the technical folks, it used to have conferences within conferences, you have your C. I. O. Event, you'd have your event and so I see a kind of return to that maybe I could say smaller and and safer and then a a much much larger audience and in the case it's different in terms of you know converting those into loyal customers and so forth. But but I think overall it's a much much bigger pond ocean that we're playing in. >>Absolutely I think of it as we're going to bring the um world too our customers and prospects and partners and you know it's pretty amazing. The other part of this you asked earlier about like speakers and some of the luminaries the fact is getting everyone to travel to one place at one point in time always had its share of logistical challenges and being able to, you know, some of it can be recorded in advance some of it will be in person. Like one thing we did this year is we recorded our ceo Ragu with six other ceos of hyper scholars talking about the future of multi cloud and what it means and the role that VM ware plays in this. That's pretty hard to do. Like to get all six of them together in one place at the same time. You know how everyone's schedules so compacted so that's what virtual gives us an opportunity to do reach, have more interesting speakers, lots of different speakers who potentially couldn't all travel. >>You don't want to miss that, that event or replay. Um, let's talk about your role as chief marketing officer. You're obviously putting your fingerprints on this new ever you new era. You had no choice you could have entered in. Yeah. We always talked about digital now is like if you're not a digital business, you're out of business and you're, you're living it now. But but I'm interested in in your strategy for global marketing, the organization, The brand in the coming decade. Like you say, the next 10 years are going to be like the last 10 years. >>That's right. Well let's talk about the brand. So VM ware, The name itself is so tightly associated to virtualization and VMS, right, Which is an amazing history and the story of success. That was really what we like to talk about is chapter One, We pioneered server virtualization laying the foundation for what today is the cloud. And then chapter two, we went bigger and broader and we virtualize the entire data center and now here we are, we're in chapter three and this is the next phase of our brand and our promise to customers, which is really focused on customer based innovation and helping our customers innovate and multi cloud. We really believe it's the center of gravity for everything we do. It's in our DNA. It's what how we take constraints which is a very multi cloud can be complex. There are challenges of you know are for customers operating in a multi cloud world. How do we take that help them turn it into an asset, How do we help them take that and give them freedom and control? And that's what our brand is about. It's about the ant is that you can help your developers move faster and retain enterprise control. It's that you can have enterprise apps on any cloud and you can have control and cost savings and enterprise management. So that's what the brand is about. That power of aunt and um and um in terms of how our marketing team is evolving a big piece is exactly what you said. You know just digital everything digital first customers want to learn try buy online and as a company you know VM ware we're shifting our business model from on premise license software to more assassin subscription services And you can see that in our earnings and how we've been shifting and it's quite exciting because with assassin subscription based model you know it's all about customers getting full value in helping customers achieve their value and consumption. So for our marketing team we have shifted from okay we want to get you to the sale and one and done to how do we really drive a full life cycle with a customer, how do we help them land and expand and use the products and get value from them and have a meaningful relationship. It's much more um of a full life cycle. So we're really excited. We, we love what we're doing um particularly on the acquisition side, getting helping customers to learn try by more easily in a digital world and then being able to follow them through with some physical, physical engagement, uh events like the um world and really helping them get the most value out of the products. >>VM ware is really quite an amazing company I'm super excited for as one individual has been following this company for a long time to see the next chapter and the thing a couple of things you mentioned innovation and I see so many companies today, they may have a big customer base, they just, it's easy for them. Easy quotes to milk that customer base and put out new products that sort of lifecycle products. Multi cloud is challenging and one of the hallmarks of VM ware is it's always had a leader that deeply understands technology. You've done that again with with Ragu and so engineering and really drives that innovation. So when I think about cloud generally and you know, there was some start stops with VMware's cloud strategy but then you said, you know what the cloud is an opportunity, it's a gift, we're gonna lean in and then you develop some really interesting partnerships like you said, you got all the big cloud companies up up on stage here this year. And so multi cloud is going to require deep engineering in a vision to really bring that uh, together. And I think, you know, VM ware is, he's one of a handful, you know, small handful of companies that can actually pull that off. >>Well, thank you. Dave, we think so for sure. I mean, we have the history and the foundation and the relationships to be able to do that. I think that um what's what's hard sometimes is that, you know, people may or may not know all the different things we do this multi cloud chapter is really a, It's the reality, 75% of our customers are operating living in a multi cloud world. And if you look at some of the data, it looks like 80, are going that way. And so how do we help them simplify? How do we help customers simplify and innovate for the future? It's definitely in our DNA it's how we take constraints and turn them into an asset for our customers. We, we really believe that it shouldn't be so complex and that we want our customers to have flexibility and choice used to be able to pick which application for which cloud and at any point in time change your mind as well when there are new capabilities on those clouds. And for us, you know, you've hit it on the head, we did realize and we did learn that we don't really want to compete with the hyper scale ear's, what they're doing is pretty unique. What we want to do is help customers consume and accelerate their innovation faster. >>Well, I love the messages and and really appreciate carol your time explaining to our cube audience, going to your vision is the CMO. And you know, we look forward to an interesting chapter ahead with hybrid events, hybrid cloud, multi cloud and all the rest. Thanks so much for coming back in the cube. >>Absolutely. Thank you for having me. Dave >>You're very welcome and thank you for watching. Keep it right there for more great content to cubes coverage of VM World 2021. The virtual edition will be right back. >>Mhm

>>AWS public sector summit here in person in Washington, D. C. For two days live. Finally a real event. I'm john for your host of the cube. Got a great guest Howard Levinson from data bricks, regional vice president and general manager of the federal team for data bricks. Uh Super unicorn. Is it a decade corn yet? It's uh, not yet public but welcome to the cube. >>I don't know what the next stage after unicorn is, but we're growing rapidly. >>Thank you. Our audience knows David bricks extremely well. Always been on the cube many times. Even back, we were covering them back when big data was big data. Now it's all data everything. So we watched your success. Congratulations. Thank you. Um, so there's no, you know, not a big bridge for us across to see you here at AWS public sector summit. Tell us what's going on inside the data bricks amazon relationship. >>Yeah. It's been a great relationship. You know, when the company got started some number of years ago we got a contract with the government to deliver the data brooks capability and they're classified cloud in amazon's classified cloud. So that was the start of a great federal relationship today. Virtually all of our businesses in AWS and we run in every single AWS environment from commercial cloud to Govcloud to secret top secret environments and we've got customers doing great things and experiencing great results from data bricks and amazon. >>The federal government's the classic, I call migration opportunity. Right? Because I mean, let's face it before the pandemic even five years ago, even 10 years ago. Glacier moving speed slow, slow and they had to get modernized with the pandemic forced really to do it. But you guys have already cleared the runway with your value problems. You've got lake house now you guys are really optimized for the cloud. >>Okay, hardcore. Yeah. We are, we only run in the cloud and we take advantage of every single go fast feature that amazon gives us. But you know john it's The Office of Management and Budget. Did a study a couple of years ago. I think there were 28,000 federal data centers, 28,000 federal data centers. Think about that for a minute and just think about like let's say in each one of those data centers you've got a handful of operational data stores of databases. The federal government is trying to take all of that data and make sense out of it. The first step to making sense out of it is bringing it all together, normalizing it. Fed aerating it and that's exactly what we do. And that's been a real win for our federal clients and it's been a real exciting opportunity to watch people succeed in that >>endeavour. We have another guest on. And she said those data center huggers tree huggers data center huggers, majority of term people won't let go. Yeah. So but they're slowly dying away and moving on to the cloud. So migrations huge. How are you guys migrating with your customers? Give us an example of how it's working. What are some of the use cases? >>So before I do that I want to tell you a quick story. I've I had the luxury of working with the Air Force Chief data officer Ailene vedrine and she is commonly quoted as saying just remember as as airmen it's not your data it's the Air Force's data. So people were data center huggers now their data huggers but all of that data belongs to the government at the end of the day. So how do we help in that? Well think about all this data sitting in all these operational data stores they're getting it's getting updated all the time. But you want to be able to Federated this data together and make some sense out of it. So for like an organization like uh us citizenship and immigration services they had I think 28 different data sources and they want to be able to pull that data basically in real time and bring it into a data lake. Well that means doing a change data capture off of those operational data stores transforming that data and normalizing it so that you can then enjoy it. And we've done that I think they're now up to 70 data sources that are continually ingested into their data lake. And from there they support thousands of users doing analysis and reports for the whole visa processing system for the United States, the whole naturalization environment And their efficiency has gone up I think by their metrics by 24 x. >>Yeah. I mean Sandy carter was just on the cube earlier. She's the Vice president partner ecosystem here at public sector. And I was coming to her that federal game has changed, it used to be hard to get into you know everybody and you navigate the trip wires and all the subtle hints and and the people who are friends and it was like cloak and dagger and so people were locked in on certain things databases and data because now has to be freely available. I know one of the things that you guys are passionate about and this is kind of hard core architectural thing is that you need horizontally scalable data to really make a I work right. Machine learning works when you have data. How far along are these guys in their thinking when you have a customer because we're seeing progress? How far along are we? >>Yeah, we still have a long way to go in the federal government. I mean, I tell everybody, I think the federal government's probably four or five years behind what data bricks top uh clients are doing. But there are clearly people in the federal government that have really ramped it up and are on a par were even exceeding some of the commercial clients, U. S. C. I. S CBP FBI or some of the clients that we work with that are pretty far ahead and I'll say I mentioned a lot about the operational data stores but there's all kinds of data that's coming in at U S. C. I. S. They do these naturalization interviews, those are captured in real text. So now you want to do natural language processing against them, make sure these interviews are of the highest quality control, We want to be able to predict which people are going to show up for interviews based on their geospatial location and the day of the week and other factors the weather perhaps. So they're using all of these data types uh imagery text and structure data all in the Lake House concept to make predictions about how they should run their >>business. So that's a really good point. I was talking with keith brooks earlier directive is development, go to market strategy for AWS public sector. He's been there from the beginning this the 10th year of Govcloud. Right, so we're kind of riffing but the jpl Nasa Jpl, they did production workloads out of the gate. Yeah. Full mission. So now fast forward today. Cloud Native really is available. So like how do you see the the agencies in the government handling Okay. Re platform and I get that but now to do the reef acting where you guys have the Lake House new things can happen with cloud Native technologies, what's the what's the what's the cross over point for that point. >>Yeah, I think our Lake House architecture is really a big breakthrough architecture. It used to be, people would take all of this data, they put it in a Hadoop data lake, they'd end up with a data swamp with really not good control or good data quality. And uh then they would take the data from the data swamp where the data lake and they curate it and go through an E. T. L. Process and put a second copy into their data warehouse. So now you have two copies of the data to governance models. Maybe two versions of the data. A lot to manage. A lot to control with our Lake House architecture. You can put all of that data in the data lake it with our delta format. It comes in a curated way. Uh there's a catalogue associated with the data. So you know what you've got. And now you can literally build an ephemeral data warehouse directly on top of that data and it exists only for the period of time that uh people need it. And so it's cloud Native. It's elastically scalable. It terminates when nobody's using it. We run the whole center for Medicaid Medicare services. The whole Medicaid repository for the United States runs in an ephemeral data warehouse built on Amazon S three. >>You know, that is a huge call out, I want to just unpack that for a second. What you just said to me puts the exclamation point on cloud value because it's not your grandfather's data warehouse, it's like okay we do data warehouse capability but we're using higher level cloud services, whether it's governance stuff for a I to actually make it work at scale for those environments. I mean that that to me is re factoring that's not re platform Ng. Just re platform that's re platform Ng in the cloud and then re factoring capability for on uh new >>advantages. It's really true. And now you know at CMS, they have one copy of the data so they do all of their reporting, they've got a lot of congressional reports that they need to do. But now they're leveraging that same data, not making a copy of it for uh the center for program integrity for fraud. And we know how many billions of dollars worth of fraud exist in the Medicaid system. And now we're applying artificial intelligence and machine learning on entity analytics to really get to the root of those problems. It's a game >>changer. And this is where the efficiency comes in at scale. Because you start to see, I mean we always talk on the cube about like how software is changed the old days you put on the shelf shelf where they called it. Uh that's our generation. And now you got the cloud, you didn't know if something is hot or not until the inventory is like we didn't sell through in the cloud. If you're not performing, you suck basically. So it's not working, >>it's an instant Mhm. >>Report card. So now when you go to the cloud, you think the data lake and uh the lake house what you guys do uh and others like snowflake and were optimized in the cloud, you can't deny it. And then when you compare it to like, okay, so I'm saving you millions and millions if you're just on one thing, never mind the top line opportunities. >>So so john you know, years ago people didn't believe the cloud was going to be what it is. Like pretty much today, the clouds inevitable. It's everywhere. I'm gonna make you another prediction. Um And you can say you heard it here first, the data warehouse is going away. The Lake house is clearly going to replace it. There's no need anymore for two separate copies, there's no need for a proprietary uh storage copy of your data and people want to be able to apply more than sequel to the data. Uh Data warehouses, just restrict. What about an ocean house? >>Yeah. Lake is kind of small. When you think about this lake, Michigan is pretty big now, I think it's I >>think it's going to go bigger than that. I think we're talking about Sky Computer, we've been a cloud computing, we're going to uh and we're going to do that because people aren't gonna put all of their data in one place, they're going to have, it spread across different amazon regions or or or amazon availability zones and you're going to want to share data and you know, we just introduced this delta sharing capability. I don't know if you're familiar with it but it allows you to share data without a sharing server directly from picking up basically the amazon, you RLS and sharing them with different organizations. So you're sharing in place. The data actually isn't moving. You've got great governance and great granularity of the data that you choose to share and data sharing is going to be the next uh >>next break. You know, I really loved the Lake House were fairly sing gateway. I totally see that. So I totally would align with that and say I bet with you on that one. The Sky net Skynet, the Sky computing. >>See you're taking it away man, >>I know Skynet got anything that was computing in the Sky is Skynet that's terminated So but that's real. I mean I think that's a concept where it's like, you know what services and functions does for servers, you don't have a data, >>you've got to be able to connect data, nobody lives in an island. You've got to be able to connect data and more data. We all know more data produces better results. So how do you get more data? You connect to more data sources, >>Howard great to have you on talk about the relationship real quick as we end up here with amazon, What are you guys doing together? How's the partnership? >>Yeah, I mean the partnership with amazon is amazing. We have, we work uh, I think probably 95% of our federal business is running in amazon's cloud today. As I mentioned, john we run across uh, AWS commercial AWS GovCloud secret environment. See to us and you know, we have better integration with amazon services than I'll say some of the amazon services if people want to integrate with glue or kinesis or Sagemaker, a red shift, we have complete integration with all of those and that's really, it's not just a partnership at the sales level. It's a partnership and integration at the engineering level. >>Well, I think I'm really impressed with you guys as a company. I think you're an example of the kind of business model that people might have been afraid of which is being in the cloud, you can have a moat, you have competitive advantage, you can build intellectual property >>and, and john don't forget, it's all based on open source, open data, like almost everything that we've done. We've made available to people, we get 30 million downloads of the data bricks technology just for people that want to use it for free. So no vendor lock in. I think that's really important to most of our federal clients into everybody. >>I've always said competitive advantage scale and choice. Right. That's a data bricks. Howard? Thanks for coming on the key, appreciate it. Thanks again. Alright. Cube coverage here in Washington from face to face physical event were on the ground. Of course, we're also streaming a digital for the hybrid event. This is the cubes coverage of a W. S. Public sector Summit will be right back after this short break.