>>from the cube studios in Palo alto in boston connecting >>with thought leaders all around the world. This is a cute conversation. Hello and welcome to today's session of the 2021 AWS Global public sector Partner awards. I'm your host, Natalie ehrlich. Today we'll discuss the award for the most customer obsessed mission based win for state and local government. I'm pleased to introduce our guests for today's session Todd, Carey, Global Head West Business group Cognizant and David. Sullivan chief executive officer of Elizabeth river crossings. Thank you gentlemen for joining the program. >>Thanks >>Thanks Todd. >>I'd love to start with you. How are companies thinking about cloud today in their businesses? >>Well, there's some, some really exciting developments but at the heart of a cloud is changing the way companies interact with their customers, their suppliers and the way they think about business. And at cognizant it is really a customer first customer centric approach and then we work our way back to a solution. But most of the time, cloud decisions are not really made from a cost optimization or cost take out point of view. They're made from a customer experience or a business driver point of view. And how do we make businesses better? More, more scalable, more agile, more flexible and we've really built some some really great solutions that are industry specific and we've loved working with the R. C. In this capacity. >>How about you? I'd love to get your insight. Um As well. David, what what what do you see is like the main challenges and also how next gen technologies like you know, five G. Can help alleviate in those issues. >>Um Yes. First, it, like Todd said that, you know, the customer has an expectation and that expectation is raised every day by what they experienced in every other channel they work in and shop in and whatever they're doing so, so expectations are always increasing from the customer side, responsiveness personalization. They want to see all of that in everything they do, including paying their told bill. Um, and so I think as technology has changed, you know, tolling has kind of come from technology that is really 2030 years old or older. Uh, two more of a modern influence. And today we use R. F. I. D. Tags that are embedded in things like EZ Pass. But in the future it will be, it'll be your, your mobile device or your automobile itself that that triggers a total transaction and helps us process it and making in a way that is fast, convenient and most importantly accurate. >>Yeah. Well staying with you, David, I'd love to hear how working with AWS helped modernize your systems and as well as if you could give us some insight on your tracking systems. >>Yes. So with AWS, we have been working with Cognizant. Cognizant is our tolling subcontractor. So they are responsible for providing our tolling system. And we had what I would call a typical legacy tolling system. We had to data centers, both of them located pretty close together, a primary and a redundant data center and both of them very close to flood prone areas. And in our location in the southeast corner of Virginia were very vulnerable to tropical storms and tidal flooding. So part of our concern was, you know, we're exposed all our infrastructure, all our tolling infrastructure is exposed. So as we began to pursue a cloud strategy, uh the first idea was just to lift everything out of our environment and move it to a W. S. And Cognizant pull that off in about three months, uh which is really pretty incredible and we never missed a beat. Uh You know, we did it over a three day holiday weekend, but from a business transaction standpoint it all flowed once in the cloud. We began to rethink now that we're out of these legacy hardware environments, How do we get out of the legacy application environment and embrace what the cloud enables and working closely with Cognizant who had a great vision for how this could be achieved. We were able to, you know, systematically move through and migrate to a cloud first cloud oriented uh system. And uh you know, it's given us lower cost, increased availability and most importantly for our customer service agents that deal with customers or customers that deal with the web, it's given them a better experience uh shorter call times, better information and you know, and and frankly better customer satisfaction. >>Terrific. Well, thank you for that Todd. Let's shift to you. What do you see as the next phase of this digital transformation process? >>Well, as David hidden, I think it's an important theme of cloud first. I mean most companies in our clients start with that cloud forest, cloud native mentality. But for cognizant, our cloud approach is really customer first and being able to start with the client in mind and then work our way back into a technology staff or into a scalable solution. But specifically for the coal industry, there's a lot of things that are needed around revenue, predictability and looking at potential leakages. But as we hit on already of making sure that we're really delivering a great customer experience. And so with our solution, as we expect our tolling solution to really grow, we're keeping it cloud native, we're keeping it modular in nature and integration ready. So for example, are total customers can use their own roadside solutions or hand picked some of the small back office modules that they want to use. It's always going to be purpose bill and align to our customer and we see nothing but growth in this segment. It's very exciting. >>Yeah. Terrific. Well, David, you know, now that you've actually implemented this, what do you see as the next phase? What is your vision um for the future for your business in 2021? >>Well, I think, you know, for for us moving forward, um you know, we've been in this uh as Todd said, kind of a modular approach, which is great because you can make the changes and really manage your risk while you're making them. Um so you're you're moving small things. Whereas traditionally new systems meant massive investments, long, long time implementation times and you know, all in cut overs, all of which are packed with risk. So, you know, we want to reduce our risk and the solution that we have being cloud native allows us to really incrementally and quickly, just continually to improve the system. So you know, on our forecast, we would like to have a better insight into our customers and you know, support a direct app, Annie R. C. App that would allow our customers to interact with us and give us a better view of the customer um and a better experience for the customer overall. But you know, we, our goal is to build that total transaction accurately fairly. And then if the customer has an issue to be able to treat them in a way that uh that they feel respected and and valued as a customer because we we do look at it that way. >>Yeah, Terrific. I mean obviously, you know, engagement such an important issue in this area. Now I'd like to shift gears and here a little bit more about, you know, what are some of the other applications that cognizant could provide beyond tolling and let's shift this to Todd? >>Well, David had done a little bit, there's there's a lot of when we start to focus on the customer, there's a lot of opportunity there on the front side. So mobile apps, websites, the synchronization of data, but then also the way that we support that customer interacting with that data. Things like I've er automating, call centers, being able to support that customer through the entire chain of custody. There's some new and exciting applications now that we come out and David touched on a little bit too in terms of vehicles. So the vehicles to everything type motion. That's an exciting development in this segment as well to be able to continually integrate everything that's in the customer ecosystem. So whether that's uh, the, the need to pay a bill or be able to drive a car through a gate and be able to simply not touch anything but be able to have that all the way that payment process all the way through and have clear visibility into usage and insights. And then also be able to turn all that data over to a company like er, C to make good decisions based on what they see in terms of buying patterns, consumption, etcetera. There's a lot of expansion going on in this and the greatest part about this is it's built on the AWS platform. So when we architect something in a cloud native way, we can rapidly expanded and we can really streamline the investment required to jump start any kind of innovation and best of all our customers in keeping with the best model, really only pay for the actual traffic that they use so we can keep those long term costume. >>Yeah. Well, excellent point. Thank you both gentlemen for joining our program. Really loved having you. And uh, you know, that was Todd, Cary and David. Sullivan. Excuse me. And I'm your host, Natalie or like, Thank you for watching. >>Mm hmm. Mm.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Welcome to the cubes coverage of AWS reinvent 2020. The digital version. I'm Lisa Martin and I'm here with Todd Cary Thomas, the global head of the A. W s business group at Congressman Todd. It's great to have you on the program. >>Thanks. Great to be here. >>Unfortunately, we're not all cramped together in a massive space in Las Vegas, but it's great that we still get to come together virtually so. I want to just give our audience kind of an update on the Cognizant AWS strategic partnership. What's going on there? >>Sure. So a lot of exciting things. I mean, it's been a tough year, obviously, for for all of us in 2020. But one of the bright spots One of the exciting things for us is cognizant has been the announcement of the best business group and really a strategic relationship with AWS. It's just a great statement to the market that we're taking cloud seriously. We're taking a W s seriously, and it really is a core component of our go to market. It's a core component of how our customers right now are looking at what their plans are post pandemic, right? And how we survive 2020. If you look at the just the explosion of cloud, we all understand how critical now cloud computing is to all businesses, regardless of vertical, regardless of industry and what you're trying to accomplish. So for us it was it was really about putting a stake in the ground and saying, A W S is going to be a critical critical player for us and our go to market for 2020 and obviously beyond >>and beyond. I think we're all looking forward to that beyond talk to me a little bit about the core purpose, the mission and how you're going, how customers are reacting to this news about the strategic shift. >>Well, there's a couple of tracks. I mean, you know, if your ah large company looking at cloud, you're going down, the cost take out right, we're gonna go, and we're gonna be more efficient or or we're gonna go down the innovation track and for us, we really want to be able to serve our customers running both of those tracks in parallel. And so the role of the business group is to really be an innovation engine is to get into those those those deep, detailed layers of where clients are going through planning and assessment and trying to figure out how they want to leverage AWS. And on the other side, you know, there's a lot of legacy applications and appliances out that environments. And so how can the AWS business group that cognizant go in and help with that cost? Take out go accelerate the move from legacy applications and on Prem to Cloud. And so for us, it is much about the technology as it is about the outcome and is exactly how we're accomplishing gotten. So what I mean by that is that really being more creative, being an active player, an active investor and bringing A W. S and early in the solution ING cycle figuring out how we can drive ultimately the outcome for the customer? Because I think AWS will tell you as we we will tell you it's really not about technology. It's not about cognizant. It's not about a W s. It's about clients figuring out what they want how to get it and making sure that AWS and Cognizant can deliver that outcome together. >>It is all about outcomes, especially in these times when when businesses have pivoted multiple times in the last nine months probably will continue to do so and need toe have not just the right technology foundation, the right partners and the right culture to be able to get on board and continue to pivot. Talk to me, though, um, talked about, have your conversations within customer organizations change. Like knowing how much acceleration we're seeing of digital transformation. Is this a board level C suite conversation? Is that where you're starting? What's kind of that conversation like these days? >>Yeah, that's a great question. I think it's happening at all levels. What one of the main things that's happened about Cloud is that it's impacted literally every level of an organization. And and now, most of the time, though, we're seeing conversations enter at the business level. So whether that's a a new product to bring the market, or maybe it's cleaning up critical systems, maybe like policy administration or supply chain systems. Whatever the outcome in the business problem that they're trying to solve. That's really where the conversation starts. And and that really starts at the the See really see Exelon C suite all the way down to even the programming and application level. Those types of groups of really looking at A. W S and Cognizant has an enabler to solve those kinds of business issues, and and it's really driven out of really 2020. So obviously we exposed a lot of stuff with clients and and worker productivity with security, remote access to information. It's been a really tough year, but it's also exposed a lot of gaps and a lot of deficiencies. And those gaps and deficiencies didn't care if that was that the sea level or that was at a programming level or regional level or vertical. It just exposed everything. And so, and that's where we saw cloud consumption go up. But most companies weren't ready for that. They weren't prepared and were optimized and ready to take on that kind of kind of cloud consumption, you know, and and the overarching theme here of customer experience, employee experience, you know, how do we fix all those problems and also deliver really a limitless bandwidth experience to that individual user and ensure that while we're solving outcome, we're also gaining traction, saying with customer acquisitions or were quickly deploying. Applications were doing something good at every turn when we talk about eight of us >>like that. And as I was thinking and speaking of doing something good, that what you were talking about with the new business group, opportunities that come out of, you know, they always say stuff for these mother of invention. But you saw those gaps and they were exposed by this particular time. But it's just an opportunity to be able to identify them, help them and help customers with this light switch moment of especially those that were kind of caught off guard. Oh my gosh, we can't operate. We can't get to our data centers. We've gotta be able to have a remote workforce and get accessibility. How did you help them from that cultural perspective of that light switch moment of adopting cloud? Knowing that it's maybe in the beginning was a survival mechanism. >>Sure, there's been a couple of light switch moments. I mean, one of them is certainly you hit on. It is people in process. You know, Cloud is certainly about technology, but the people in process the organizational change management, the impact that cloud hands on a development community on a company as a whole, the acceleration the the pace at which you have to change and be flexible and agile to embrace a cloud. Native architectures is unlike most companies have ever done before, and so it's a failed strategy to just simply focus on the tech. You have to look a change. Management people and culture and systems. And how these how these everything works together in unison. And the other light switch moment has been how hard cloud is. You know, we saw early adoption. I mean, we we jumped out of the gate and that 1st 10 2030% of workloads just flew to the cloud. This was simple. Everyone was giving some amazing public statements of of how much we were gonna embrace Cloud. But what's happened is that we've got to the hard stuff like the on Prem, the legacy, the work of the stuff that just is stuck. It doesn't want to move, and it really requires some deep dive systems analysis, business analysis cost analysis to trying to figure out you know what services and data and everything is connected. And how do we disconnect that move to the Kyle transform that optimize it, but then also manage the company in between? Because a lot of companies now, in fact, almost 90% of CXS will tell you they've had to embrace the hybrid architecture for this reason. So now how do we help our clients manage applications in different environments, moving a different paces and make sure that they were transformed and optimizing and getting to a digital state as fast as possible? And so there's a lot. There's a lot to unpack there, but that's really the purpose of the AWS business group is to focus on all of these things all at the same time being able to drive that outcome we talked about earlier, but also making sure that we're keeping you know, our clients lights on right. We're keeping the boat afloat, that they can be successful in a very complex environment, very challenging environment, but then also, from a technology standpoint, >>something that that we talked about a number of times in terms of the people in the processes and the culture. I'm curious. Are you having conversations with customers or helping them kind of bring? As you said, it's not. This is not just about the technology knowing the business drivers air leaving this are you? Are you helping customers have those conversations between business units and the I t folks to really understand? This is what we've done so far. This This is the complexity that we have, but we've got to get over here is quickly as possible. And we've gotta bring these two cultures together, >>right? Yeah, we talked about a little bit early. It's there's the conductivity problem that that companies have because there's again there's that tech track and then there's people tracks and you've got to be able to blend those two. And that really, when you when you boil down the role of the age of this business group, within cognizant and within our client environments, that's really what we're working on is how do we pull in all of these disparate pieces and I like Thio. You wanna grab the front seat when you're a teenager, everybody's driving called shotgun. Well, we want to bring our clients along in that shotgun position, right? Be able to see how an enterprise class deployment works, how apt transformation and modernization works. Ah, lot of our clients are very open and transparent. So, like I don't really know how all of this is going to work. I'd really love to see. I would love to see this in motion. And so for us, we're very transparent of these types of engagements. This is not a cognizant showing up and delivering in a output or an outcome for a customer. It's making our clients better. It's making them mawr aggressive and more interested in more excited about cloud and transformation. Because, you know, the first couple of steps like we talked about a cloud typically is easy. It gets more complex. But as we as we saw for these complexities, we open up new pockets of data and new applications and new groups and regions and things that could move. And as soon as we start to move some of those heavier pieces, new opportunities absolutely explode. And and that's really what we want to do is take that message to our clients internally, evangelized the opportunity they have with AWS to take advantage of that and really challenge the mindset through innovation. You know, through new products, new go to market initiatives. What do they want to accomplish? Because, really, we're in a time that's very rare. Assed faras. I've I've been technology a long time. This is the first time that I can remember that the client had come to us and come to a W s ask for an outcome, ask for something and we could deliver it. And it's not gonna be a science project. We can actually commit to it, >>not not rocket science. So for those customers who would be able shotgun and gotten in the front with you guys put are some of the best practices that you've seen that you'd recommend our audience, pay attention to >>definitely assess. You see a lot of companies that they marked the finish line, and I always tell customers that were there is no finish line of digital. There is no finish line in cloud, and they've pretty much marked it. And this is what success looks like. I think success in cloud is absolutely a journey. It's a work in progress, always, and so you need to assess and look at where you want to be. Not in six months, not in 18 months. Where do you wanna be next month? Well, what's what are your immediate plans on immediate business pressures? Things that you need to solve right now, And that's what we focus on. But we we need to understand the environment. We need to understand the applications and work and what's in play and and really get a true assessment of the estate. And then we blend that with business outcomes, not technical, not a bunch of letters in acronyms and things like that. We don't wanna convoluted that, really. The effort is to try to figure out what you want to accomplish. And then, from an advisory standpoint, really put those hooks in and build a solid plan. And then we can execute. Now, whether we we execute that plan, it 100% pace or a 30% or 40% pace, it's about having that plan and at least the right direction, but a direction that's quickly attainable because, as we've seen, anything can happen. >>You're not kidding. We haven't seen that anything can happen. So as we look into going into calendar year 2021 hoping for a lot of great things. What are some of the key areas that cognizance a W s business group is gonna be focusing your investments >>on? Well, what we've seen from A clients and we hear them loud and players thio here from them about industry and vertical specific solutions. And so we are in in the emotions right now across the globe and my team building out vertical specific and I p based offerings on AWS things around S a P. Things about Amazon connect things that that really impacted clients business because it is hard. I mean, it's it just to be in total transparency. As a global systems integrator, it's hard to rise above a lot of noise And what? How you rise above that is really to be unique on AWS. And so, from a client standpoint, you know, one of the things they're going to get different from cognizant from saying some of our larger competitors and I will tell you one of the things obviously is complete commitment we have in a W s business group that gets up in the morning. Is Onley concerned about our client success in a W s. And so some of the things that we're gonna be born out of that direction are these vertical specific solutions or in in development of pipe. We've had amazing run with AWS and Cloud. I mean, we have over 600 projects deployed over almost 10,000 certified, uh, 10,000 certified. Uh, resource is on DSO for us. Super excited to bring that talent to market along with solutions. But again, it's not about what we have. It's really about what our clients need. >>But it's great advice that you're telling, You know, your clients look short term because we've got to be able to get just to hear and to hear. It's not necessarily about having this this 2020 vision. I don't think anybody wants that anymore about what's gonna happen in 12 months or 18 months. It's we've gotta be able t o get businesses to pivot quickly and leverage the technology to fuel those business outcomes. As you said in kind of shorter and faster time increments, because, as we all know, 2021 calendar changes and we're probably still going to be in quite a pickle, I guess for ah time longer. But I also from what you've said, it seems like you you're uncovering so many opportunities that what comes and kindle you do with a W s what you can deliver for businesses and how you can help the cultural shift so that these businesses thrive going forward, get out of that survival mode and actually be able to take advantage of those all those data sources that you talked about to deliver new products and new services, maybe even get into new markets. >>Yeah, most definitely. It is about time to market. And in the one of the things that we've seen to, his clients are getting away from this modernization first, then migration. And and that was really a big thing. When we started down this cloud journey, we saw the market reacted. Well, let me get my house in order. Let me start modernizing. Let me clean up some service layers and we saw some anti patterns. Let me let me figure all that out, and then I'm gonna go to cloud. And we've seen really the direct opposite of that, especially with cove it and during a pandemic, is Okay. How fast can I get these systems and data to the cloud? Alright. And then we'll worry about transformation. And so for us we've pivoted. I think very well is cognizant over overall is a company and the specific, innovative this business group to really maintain multiple work streams that that run on Prem right to be ableto fix and attack those workloads and make that on prime environment efficient. But move those applications while we're doing that. Move those a w s and then concurrently build a transformation plan around those applications and things that are now in the cloud around NWS. >>Excellent title. You've been busy, so I'm not let you get back to work. But great stuff that you guys are working on together with AWS, we look forward to seeing what's to come. >>Thank you, Lisa >>for Todd Kerry. Find Lisa Martin and you're watching the Cube

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

(upbeat music) >> Introducer: Live, from San Francisco, celebrating 10 years of high tech coverage, it's theCUBE. Covering VMworld 2019. Brought to you by VM Ware, and it's ecosystem partners. Hello and welcome back to theCUBE's live coverage here in San Francisco, from VMworld 2019. I'm John Furrier with my co-host Dave Vellante. Dave, 10 years of theCUBE, covering VMworld. A lot's changed, a lot's happening, 10 more years. Two great guests here from Veeam. Carey Stanton is VP of Global Alliances and Ken Ringdahl who is the VP of Global Alliance Architecture. Both with Veeam. Love the green. >> Good to see you gents. >> Epic party last night. You guys are known for the legendary party. >> Yes. Andy Rammer? Did you? It was great. We had 2,500 people waving, shouting. Yeah it was great. >> So welcome back to theCUBE. So what's the news for you guys? You're always popping some news out. What's going on here for you guys at VMworld 2019? Top story. >> Top story for us I think is continuation of what we're doing with VMware on VMC and AWS, you know we continue to be the number one data protection workload on VSAN, working with them on their new marketplace as a design partner that they just launched this week as well, so I would say that we are always everything to VMware and then we just continue to ratch it up with continuing to grow out their ACF platform with VSAN and the new marketplace which is their VCPP, which is a big part of our business. >> And the cloud's certainly a big part of the equation for VMware this year. I mean you've seen the announce cloud native support, kubernetes on Vsphere, so they're starting to get their software mojo down on trying to build that next generation platform. You guys are kind of there with your solution. What's the big takeaway technically that's going on that customers should care about in your mind Ken? What do you think? >> Yeah, you know. Certainly this, is a big push towards Cloud I think. You know as Ratmir our co-founder would tell you, "hey, we track VMware." So when VMware started on print we would track along, they've now moved into the public cloud, and we're following along there, so whether it's VMC and AWS, the new relationships with Azure and Google, you know, goodness for us because we provide inherent support there. But you know some of the next generation things, a lot of news about project Pacific, and kubernetes, and next generation cloud native applications and, yeah we're here to support our customers, you know we're looking at all the new things that are there, we've done a lot of things recently about adopting object storage for cloud storage, etc. A lot of things we're doing from a product and technology perspective. >> So Pat Gelsinger, on theCUBE one time said, "If you don't ride the waves you're going to become driftwood." You guys have always been wave riders. When you see something like the project Pacific, what does that mean to you? How do you respond to that? Do you talk to customers? Do you sort of huddle internally and start designing? >> We do. We certainly take a lot of feedback, you know as we all know in tech, there's a lot of things that come and go, some of these things are great ideas, and at VM where you can look at vCloud Air right? You know, it was great momentum for a while and VMware made a very good pivot right? They understood that, we shouldn't compete in the space, we should partner in this space, and so we do the same thing, we look at when we're evaluating new technologies, kubernetes, etc., I mean I think at this point we know kubernetes is here to stay right? That's not a fad. It's very clear, the adoption is clear, so we're evaluating how we participate there. Our customers are largely, on-prem customers but moving to the cloud it's a real hybrid story, and so when we go in and implement our support and look at how we're going to integrate that, it's all about how we help our customers in that world. So when you see a new trend you say what, "We can protect that." Right? It's anything, everything needs to be protected. How do you think about protecting containers? Yeah so we look at it and say, hey look, the way that containers are delivered it's inside of a system regardless so, sometimes it's inside a VM, sometimes it's within a physical system. We can protect what support's there and we're looking at how can we help customers today. A lot of customers are moving their workloads. Similar to when server virtualization came up, it was a little bit of a lift in shift right, I'm going to take what was working on physical, move it to virtual. A lot of customers today are moving what they have in legacy apps and they're just putting 'em into containers just to get there, and then they're building new applications, they're moving in a more stateless fashion. We can support the customers today when they move to a stateful system. And we're evaluation how we support more the stateful longterm view of kubernetes. >> But Carey so you obviously know VMware very well. Yes sir. I've spent some time there. When you think about how the ecosystem's evolving, VMware now is a networking company, they're a storage company, obviously they compute, but they haven't sort of aimed the cannon at data protection, they've left that to the eco system. Your thoughts on how the ecosystem is evolving, your relationship with VMware, and the broader. >> Yeah I think it's not dissimilar to, if we just pick vSAN, storage, primary workload, they don't play in the secondary storage, and they allow their customers to work with reference architectures that we create to say which data protection partner would you like to have. We're fortunate to be number one, if you look at HBE, right, again, they have a lot of partners, we're number one with them, NetApp, Cisco and the like, so you know, VMware's not any dissimilar, so we're fortunate to have that Tier 1 relationship with them that they're looking to us as serving their customers. And then we also have a very close working relationship with them on the engineering side to ensure that we're always protecting their customers, and we have lots of other great meetings this week and lots of other things to be announced in the weeks ahead with working with them and their customers so we're very excited on what they're doing in that space and how we can solve their customers. >> That's interesting. None of the big platform players really have attacked ever, historically, back up, I mean I guess IBM kind of, but that's for different reasons. They'd probably say, "Okay, we've replicated, we're good." Why do you think that is? Is this cause it's so hard? You guys as an industry are that far ahead of the functionality? It's a tough business? >> Well I think it's.. It's big, it's a large business I think it is. It's a 6+ billion dollar town. I think that it's also a legacy. I mean if you look at where Veeam came in and we were disrupters when VMware was it and doing the virtualization, we were disrupting the legacy players without saying all the names what we did, and I believe that with the two decade plus world the data protection has been in, and the evolution, that it would take a lot of work on their part to want to come in and say that they're going to get into that space and try and have a solution that is as credible as Veeam is in the marketplace. So again we're fortunate, we stay very close with them and you know we continue to see them as one of our Tier 1 partners as well. >> Talk about the integration aspect because you're Tier 1, you guys are number 1 recommended with these guys, relationship's strong, integration's are key, for you guys and with VMware but also as customers, look at the Cloud 2.0 world, and you guys are following VMware with multi-Cloud, you guys can play everywhere. You're going to be integrating a lot, so that has to be a core competence for you guys. Can you just talk about, how you guys view your integration with VMware and then, from a customer standpoint, why is it important? >> I'll take the first crack and then pass it Ken, but if you look at two years ago with VMC on AWS when they made those announcements, we were a design partner in, and then they started to evolve that and doing those pilot, we're starting to see those pilots turn into large enterprises deployments. You hear Pat and Sanjay talking about the evolution that they're having and we're seeing the result of that, the customer's saying, "I need what was using on-pram." And that's moving to the Cloud and it just works, the Veeam slogan, it just works. So we're seeing a lot of those deployments for customers taking those enterprise solutions that they had on AWS and scaling them out, and we're going to continue to do that across all of, you know, what Ken was just talking about kubernetes, the Pacific project and others that were.. Again, we're at the table working with them, but I don't think that Veeam is going to stay away, we're only going to get closer as go into new technologies. >> You have to and the tech's getting better too. >> Yeah, what I'll say also is, Veeam, when you look at the data protection landscape we're a pure play ISV. That actually makes us pretty unique because all of our competitors either sell their software on a piece of hardware, or it's at least an option. We have no Veeam whitebox option that you'll see a Veeam label on it, and it really resonates with out partners. We're totally non-competitive, or non-overlapping with our partners and so, they welcome us with open arms as a result of that, and it really helps us drive in. But the integrations are critical and just to quickly make a comment about the last question about sort of the point solutions and why doesn't the big platform players. I'll give you two examples, two public Cloud examples: Azure and AWS, the two primary hyperscale Cloud vendors. They both have backup solutions, AWS has site recovery, sorry, Azure has site recovery, AWS come out with AWS backup. About a year ago they announced that at Reinvent. They need that for point solutions for customers that are looking for a checkbox. Customers, really that more the developer that just needs the base level protection. But they partner with folks like ourselves, for the broader support, for the hybrid support, because silicon angle right? I just read an article yesterday, or two days ago on silicon angle. It's a hybrid cloud world. You guys, talking all about it. That's where our strength is and that's why we have these partners coming to us. You know they build point solutions on their own, again for that checkbox, we're not checkbox, we're deep integrations, we're hybrid cloud, portability, flexibility, reliability. >> And that's smart of the cloud guys to do that because some people want end to end or compliance reasons they have to use the cloud's solution, or it's a requirement, but look at Cloud Trail, and data job's going public. You got New Relic. You got these companies that are winning in adding value with their products through leadership. Not necessarily. Amazon's got a solution out there but they're not really, going down that road. >> And John, and what I would say is also they see, the number of customers and the size of the petabytes that we're driving on the respective clouds, again back to Ken's point on AWS and Azure, I mean that business for us is growing 30 to 35%, month over month, and so they understand the number of customers, and they see that this is a hybrid play, the customers tiering off data to the cloud, but their primary workload is on-prem >> That will give you more EC2 cycles. I mean, crank up the EC2 baby. >> And they know that we're coming out with cloud native solutions as well so, I mean we're doing all the heavy RD investment, solving their customer problems, so again reason number 452 as to why they would want to go in and be disrupted to that? >> As you guys do these integrations, a lot of cloud action, you got VMC on AWS, Cloud Tier with AWS and Azure, you have a bunch of stuff going on with VMware solutions with Cloud Simple. As you work in this multi-cloud world, how are you changing your licensing and pricing models to adapt? Yeah a think Ratmir and Danny were on this week and talking about instances, so we're moving the portability of the license no longer, making the customer have to make a hard decision on the day of licensing with Veeam, is we're saying, hey, the license, it's an instance, it's on-prem, it's an instance in the cloud, you determine what's right for your business and move those licenses. So we were the first to really make that giant leap and we're going to continue to evolve that solution and make it even easier for them to do that, and then another thing that Veeam is there's no tax, we don't charge the customer any money if you want to move those data environments up into the public cloud, and again that's Veeam differentiating as it were, that customer company. We're always focused on what's right for the customer, from the product, right down to the licensing model. Yeah you're tag line is it just works. And I don't know it that's the tag line but that's what customers always say. >> It was for many years. And it's more than just a product, it's the business model. You guys have always been, pretty innovative in that regard. And especially with partners, you and I have talked about this in terms of how you make a transparent for the partner, for the sales reps. On the partner's side, to not care, whether it's they're selling on-prem or if it's a cloud solution. >> And it's been well received as you know we have global resell agreement with the Cisco's and HP's and NetApp's of the world and they're very appreciate to the way that we make it easy for them to sell to their customers and allow them to have that portability of the licenses. >> It's been great following you guys and your events, and getting to see you guys be successful, the product does the talking, and the customers are the references. I mean they vote with their wallets. You know and you guys are a Tier 1 partner. Congratulations. >> Yeah. Thank you very much. >> Final question for you, is the event successful in your mind for you guys? What do you think is happening here? What's the top story coming out of the event overall for the folks that didn't make it here? >> So, first and foremost, huge success, we're 100% back here next year trying to make it even bigger, and I would say that what's coming out of it is just the, the success that our customers show by coming to our booth and showing us that they're looking to keep with Veeam on the journey as they go with VMware. And Ken touches on kubernetes and look at all the new solutions, and so we have an overwhelming support to customers saying, "Hey, I've been with you for the last decade, I want to be with you on the journey." And so that's, we've hear that over and over again this week so very strong. >> Yeah, I think I'll second what Carey said and maybe I'll give you a broader picture. I mean if you look at what VMware's done over the last 12 to 15 months. Last year at VMworld they announced the Cloud Health acquisition, they acquired Security Company, Pivotal, you know they're really broading and they're seeing that hey look, it's not just about on-prem server virtualization, we need to have a very broad story. We need to be relevant in the public cloud, we need to provide some management and multi-cloud capabilities. We're doing the same, but I think VMware is clearly in a period of transition and figuring out.. You know I think VMC and AWS is a great step. You know having the CloudSimple relationship and virtustream for Azure, you know runnig VMware, and Azure, and Google, but I think you'll continue to see that evolve and I think they've put the breadcrumbs down so that as we go forward here in the coming months, weeks, and next year when we're here at VMworld, you'll see that continue. >> And it's certainly a great growth in terms of infrastructure's, code. You're starting to see the Enterprise Cloud start to stand up a little bit. Hybrid cloud's got visibility. It's not as easy as leaving stuff in the cloud, getting the enterprise to work, you guys know that first hand. And Congratulations. Thanks for coming on theCUBE. Thank you very much. Appreciate it >> VMworld 2019 CUBE coverage. Here live in San Francisco, I'm John Furrier, Dave Vellante. We'll be back with more after this short break. (upbeat music)

>> Live, from Miami Beach, Florida it's theCUBE covering VeeamON 2019. Brought to you by Veeam. >> Welcome back to Miami everybody, sunny Miami. Dave Vellante here with Peter Burris. You're watching theCUBE, the leader in live tech coverage. We go out to the events, we extract the signal from the noise, and there's a lot of noise here, and there's a lot of signal here. VeeamON 2019, this is theCUBE's third year doing Veeam's big customer show. We started doing NOLA, last year was Chicago, a very hip location here at the Fountainebleau Hotel. Carey Stanton is here. He is the Vice President of business development and corporate dev, corp-dev at Veeam and Jeff Kalat, a CUBE alum, >> Yep, you bet. >> long-time friend of theCUBE, senior director of strategic alliances at Hewlett-Packard Enterprise. Gentlemen, welcome to theCUBE, good to see you. >> Thanks for having us. >> You're very welcome. Carey let me start with you. Uh, I really want to talk about sports with you, but anyway, we won't. We'll hold that off. (laughter) >> (Carey) One day. >> Momentum. You're relatively new to Veeam. But you've been here now a couple years. Where's this momentum coming from, from your perspective, as a recent Veeam entrant. >> Yeah, no, the momentum's coming from across the board, but I think a big momentum is coming from new product innovation that we're doing with Office 365, and we're just driving up subscription business momentum that we have for the pent-up demand that we had for Euphor. But a big part is coming from our relationships like we have with HPE. We invested heavily a few years ago when we announced that joint reseller agreement. What we've done is not just continued to sell but add a plethora of new solutions to it Jeff's going to talk about what we're doing with GreenLake adding SimpliVity, adding the overall solutions that we have. But that's a team that started two years ago with two people that we now have over 20 people just working, dedicated with HPE on co-selling. And I'm happy to say that our business in first half, or I should say year-to-date is up 50% year over year on a global reseller business. >> Well Jeff, theCUBE as you know, has been documenting the ebbs and flows of HP and HPE over the last, better part of a decade. And when HP split in two, to HPE and HP Inc. One of the things that-- And then sold the software business, or a large portion of it. One of the things that went was data protection. >> (Jeff) You got it. >> (Dave) And that just opened up a whole new set of opportunities and Veeam was obviously one of those. And it's starting to pay dividends. >> You got it, yeah, to that point, that evolution through HPE.nex, we were able to focus on our core. And the benefit, the inherit benefit is that we can partner with the best of class in the marketplace. And Veeam is considered best of class. So when it comes to data availability, data protection, we're all in. And we're actually, as a company, we're actually doubling down now in our partnership with Veeam. We've actually taken them from, maybe a traditional storage alliance, and taken them to be one of our top global strategic alliances in the line of the Microsoft's, the Veeam, or as the SAP's. Because we see great momentum, we see great customer adoption and interest and we see great innovation at the product level, but also in the whole global market chain. >> Well talk a little more about that because it was, the move allowed you to form new partnerships that dramatically expanded your TAM but, I'm interested in the nature of the partnership. Is it, just go to market, is there engineering integration? Talk about that a little bit. >> Our first step when we came together and said okay let's take this to the next level, we realized we need to narrow our focus to the core customer values and we really settled on three core areas of this relationship. One is first, data protection for, around our intelligence storage, as you know, our storage portfolio 3 Par, Nimble, we've had a great relationship there, we continue to drive co-innovation at the road map level, but also drive go-to-market activities and marketing and we have feet on the street actively selling. So the first one's really expanding our work with storage. Now we're taking it, we're extending, if you will, through consumption based data management, using, well HPE has GreenLake, Greenlake we see 40% of customers by 2020 are going to be consuming their data center IT more in a consumption model. There are inherent benefits of that. What we now have offered and launched just recently Backup,is a service through our flex capacity coming out of GreenLake, providing customers the choice, if you will, to move from a, not from a capital expenditure, but, by the drink, if you will, consumption base. So that's the second core area. And the third core area is new for us, and that's around our HCI portfolio. As you know, we purchased SimpliVity. Well, SimpliVity has a lot of inherent backup, dedupe compression in line, but there actually are some Zivik use cases that we're deploying out there that show how Simplivity in a Veeam environment can actually, customers can see actually incremental values. So, those are the three key areas we're focused on as we up-level this whole relationship and partnership. >> (Dave) So Carey, please. >> I was just going to say if you think of, we talk a lot about we go after the technical decision maker in all these, hundreds of people here at the conference. And then going towards the executive, the enterprise. And it's through relationships with HPE on this, the flex capacity, being able to go to a customer and offer a true enterprise solution that they're looking for, everyone wants as a service. And so we've closed multiple deals this year thanks to having the Greenlake. So, our relationship with HPE continues to elevate and the enterprise is a result of the solutions that we're doing. Not just selling storage, but selling a complete solution. >> Rathmeyer was kind of tongue-in-cheek this morning at the analyst and media event. He was talking about how in 2013 he predicted that Veeam would be a billion dollar company by 2018. And he said he missed it by six months. One of the reasons was because you know, you got the subscription model. So that's, you know GreenLake obviously is part of that, maybe not the predominant part yet but I think you said you have 40% you're saying will consume, as a service by 2020. >> 2020, actually soon. >> (Dave) Okay so pretty substantial. >> Yeah. >> What's driving that? Is it just CFO's want to go to opex? Or is it-- >> I think it's a, there are many, the value you get without locking yourself into every three years needing to do a total forklift upgrade of your infrastructure, that's one thing. The second thing is moving it from a capital expenditure to an opex expediture. It can be planned, it can be budgeted as well. The third thing is the customer doesn't have to mess with all the technology, updating the firmware, the drivers and all that. We will do it on their behalf, right? We give them the economics of cloud on prem and that's the beauty of that. So we believe, and lock-step in alignment with Veeam, the world is hybrid in the future. So on prem is here to live forever, but increasingly we need to leverage the assets in the cloud and this is providing the ability of doing it in a consumption model. >> And it's not just the economics it's the experience as well. >> Oh totally, if you want to, if you live in a house and you're a home owner, and you want a new bathroom, you put in a bathroom. If you're a renter you end up in a long, laborious negotiation that you're going to lose. And the same kind of notion is here as people realize there's greater strategic opportunities and options from how to use their data differently. They want access to those options. And that's the basis of agility. The opex to capex is good but you've got to put it in business context. It's how you create additional options in your data oriented investments. So, as you guys are moving forward are you starting to have that conversation with customers? And relating data, data value, asset management, Backup, Restore, to this broader picture, this broader strategic union you're putting together? >> Yeah and that is a key imperative of how we get even stronger in traction is telling the bigger picture. And you look at the world of yesterday, where it's just backup and recovery, look at the advent of edge devices and the amount of data that's being put at the edge. Now look at AI and machine learning where, the data is inherently needed to project the changes and the needs that are in the future. So, I think these all tie in to the play and I believe at GreenLake our consumption model can provide great benefits, above and beyond the traditional backup and recovery. >> And I was just going to add to it, is that it also brings in our ecosystems, so the relationship, that tier one relationship we both have within Microsoft. So when you start looking at a solution that the business owner wants, they want to be able to say I need cloud, I need on prem, I need backup recovery, and so by going through GreenLake they can encompass, we have a broader ecosystem that we're able to bring in versus just single thread in these discussions where you're going in and selling a data protection story and leaving but you didn't solve that broader customer problem, and with GreenLake, they are solving that overall problem. >> Yeah, I'd just like to say nothing really happens until you make a sale. You talked about some of the growth earlier. But why Veeam? Obviously you're getting some traction in the market but there's a lot of players out there that you could partner with. And you do partner with others. But why Veeam? What makes Veeam so special? >> I think one, inherently we are lock-step in agreement of the over-arching strategy, we talked about hybrid, we talked about portfolio. Two is we've got the engagement at all levels of our organization, which all stems truly from having a unified roadmap. Innovation has to happen at the roadmap level and you need to be lock-step aligned through the value chain in the way you take it to market, the way you align your sellers, the way you deliver a value proposition that truly is valuable to our customers. It's proven from our IDC research that customers who are deploying and purchasing HPE and Veeam solutions are seeing a 250 plus percent ROI on that investment. So there's this huge customer benefit, and why not go bigger and go bigger and go bigger with them. >> (Dave) Same question to you Carey. So why HPEE, why is HPEE so special as a partner? >> I think HPE first and foremost, being that first partner that came to us to want to go all in, as Jeff was talking about, from day one, and top down. So we're not just working with a department of HPE we have it from Antonio, from Jim Jackson down the stack in the organization. We were aligned from day one. They lead with data protection, it's no longer, it's a a nice to have, it's a requirement in every one of their sales processes. We're their lead partner that they have in data protection. And what we'd been able to do and have that enterprise visibility by them assisting us on our journey. So, from across the board, whether it's through management, through technology, or just in true go-to-market, they're by far our number one partner that we have on our sell-with motion. >> So Jeff, I want to talk to the group about GreenLake. And Carey, I'd love to hear your thoughts on it as well. What are the challenges that go into a consumption-based model for a company that's traditionally sold products. As part of this overall move in all industries, all sectors, from a product to a services orientation. How do introduce metrics that are associated with the service? Because it used to be you just sold a product. And the metrics for storage are different from the metrics from backup, different from the metrics from compute. So as you've gone to GreenLake, because I love GreenLake, what kind of specialized, or specific types of things, how are you selling it to try to tie that service into the business outcomes that your customers are trying to see? >> Well clearly, I believe, some of our first wins, early wins we were able to monitor and metric the value the customers were getting, the service levels they've received and so we have a number of different methods of capturing the data, the empirical data, on the service levels and being able to use that to then, use that in the selling motion to be able to articulate the experience and the expectations that come with that. >> What are some of the harder problems that your customers are asking you to solve? And how are you approaching it together? >> Well I think that what we're talking about with GreenLake here is a real hard problem to solve, right? Consumpton based across geographic regions, across different technologies, on prem, off prem, hybrid. And we don't have another partner that we can go to market with when we hear this from the customer. So when we hear it, we know that we can lean in. And we truly are, to follow up from your question, is the fact is that HPEE is solving all this and then bringing us in as their number one partner, is the differentiator that we love. So solving those problems at an enterprise level, and at a commercial level and doing it with one partner is easy, right? We're shortening the sales cycle, increasing the value to the customer. >> Yeah, one thing I have to say and it's always, complexity is always a problem and an issue, right? So it will always be a problem and an issue and we will always be striving to improve and improve the complexity. But you know, Veeam, we're super simple, right? And we, especially when you look in our HCI portfolio and that's all about driving simplicity, if you will, in a way you can deploy IT, you can scale it. So I think complexity is, and will always be a problem. But it's a given too and it will always be there. And we will always be striving to make it even easier and easier for our joint customers. >> Well one of the challenges that you face, especially as you go to a sevices-only model, is how do you put a price on the outcomes that you're delivering as opposed to the price on the assets that the person is taking? So I think one of the biggest challenges, and it sounds like you guys are pretty close to getting this together, but it's part of a broader portfolio, is where does this, let's put it slightly differently. We've talked about this before in some of the other interviews. backup is moved from a have to have it, for maybe compliance or it just makes good sense to have it, to a strategic business capability for a company that's increasingly differentiating itself on it's data assets. That moves this conversation about, as a service, into a different group and a different, different level. And that's what I'm wondering. Those metrics have got to be a big part of the conversation. Because the entire organization is now recognizing backup is more than just a bolt-on. >> Yeah. One example, one of our close partners, we're here with them, Island. So, disaster recovery as a service, right? They standardize on Nimble and Veeam and together, that combination to them was good enough to build their business on. So there's inherent value and we expect to continue to grow and be able to expose that value. 'Cause we believe more and more customers, not just your pure enterprises but, from your mid-market all the way up, can be able to utilize and see that value and experience it. >> Just a point of clarification if I could on the HCI piece. Specifically around SimpliVity. So SimpliVity was known for it's backup use cases. >> (Jeff) Sure. Still is. >> So where does Veeam and SimpliVity fit, versus Simplivity solo. >> Yeah, yeah. Well first and foremost yes, Simplivity has inherent, great data availability features, inherent in it. That's core to it. But in reality, for customers, let's say a mixed environment, whether it be virtualized, non-vitrualized, there are inherent benefits to having Veeam in addition to SimpliVity. Another example would be customers who want to really have the access to be able to do specific file restores. So we see capabilities in running Veeam in parallel with SimpliVity. Actually I see a lot of customers that are deploying SimpliVity are also deploying Veeam and there, it's an additive value that they're seeing. And they're able to parse out features and functionality and be able to increase their level of value that couldn't be done, just purely from a Simplivity standpoint alone. >> All right Carey, we'll give you the final word. >> The final word is-- >> Bumper sticker on VeeamON. >> (laughing) >> Bumper stickers. >> I would say that, what we're doing here with HPEE, we would say we're in the first inning. What we're seeing on the innovations that we have coming out later this year with HPEE, coming into next year, and we're just thrilled to be having them a platinum sponsor of VeeamON and look forward to another successful year. >> Awesome. Guys thanks so much for coming on. I got to ask you, Boston-based person, Bruins fan? >> (Carey) Bruins, yes. >> You worried about Tuulka, at all, a 12 day layoff? >> (Carey) Nope. >> No problem. >> (Carey) Nope, Chara's going to be nice and rested and-- >> (Dave) Chara, more Chara or less Chara? >> I'm going to, yes well. I got to take more thanks. >> Okay, all right, good. We'll see, we'll see. Go Bruins. All right guys thanks so much for coming out and thank you for watching. Keep it right there we'll be back with our next guest shortly right after this break. You're watching theCUBE from VeeamON, 2019 from Miami. Be right back.

>> CUBE, covering Cisco Live 2018 brought to you by Cisco, NetApp, and theCUBe's Ecosystem Partners. (techno music) >> Welcome back. >> Welcome back. I'm Stu Miniman, and this is theCUBE's coverage. Wait, we're surrounded by green. I've got two gentlemen from Veeam here. No, but we're not at VeeamON. We're at Cisco Live 2018 here in Orlando, happy to welcome back to the program Carey Stanton and Rob Emsley. Gentlemen, thanks so much for joining us. >> Ace too. >> All right, yeah, so I was with you guys not too long ago at the VeeamON conference. I had a lot of fun in Chicago, brought back some of the famous popcorn for my family, but we're here in Orlando, so way bigger convention center, 26,000 people. We're all walking a lot, talking a lot about networking in Multi-Cloud and everything there. Tell us a little bit about your experience here at the show and what you've taken. >> Yeah, it's great, thanks, Stu. We have as you may know a tier-one partnership with Cisco. We're a platinum sponsor at this event and we're here all around our relationships with them on their data protection with their hyper-flex and their 32-60 and S2-40 relationships and we continue to see rapid growth in the channel and we have a direct-dedicated team selling with them on a global basis, so here making a lot of new connections across their other business units. >> Rob, I see the Green Veeam booth at almost every show I go to. >> Absolutely. >> How's Cisco different from some of the other ones that we go to? >> Well, one of the the things that Chuck Robins talked about in his keynote yesterday was how they summarize the focus of the company, and there's two specific areas that Veeam works very closely with Cisco on. One is the powering the Multi-Cloud, and unlocking the power of data. Those are two big focuses for us. You remember in Chicago, we're all about Multi-Cloud, On-Premises, Manage Cloud, Software as a Service, the Public Cloud; that's the reality of where data lives, so we're very much in lock-step with Cisco. We've been working with Cisco for several years. We last year became available through their global price list, so we're actually finding that Cisco in the data sensor, especially when you think about conversion infrastructure and hyper-conversion infrastructure, it's an area where we can really compliment what they're doing with their opportunities. >> Yeah, Carey, it's interesting because we go a lot of shows and we're hearing a lot of similar themes. Even I think the last time I'd come to the Cisco Live US show was 2009. Applications and data, it's like, oh, come on, those are just bits running through our pipes. It's not really a big deal. Well, we're here in the DevNet zone. We're talking about how Cisco's been moving up the stacks, how they're enabling companies to build new application, do cool things with wireless and SD-WAN and everything like that. I'm sure you must be seeing big change in a lot of your infrastructure partners that fits, as Rob said, that power of data and where that fits. >> Yeah, we're seeing it across the board and what we like about the relationship we have with Cisco is they look to us as their data availability experts, right? That we go into the data center conversation and they bring us in as their subject-matter experts, and that's where I think they want to expand their footprint in their TEM with their product lines, and whether it's UCS or hyper-flex, and they're bringing us into those discussions because we solve a unique problem that they otherwise wouldn't be able to solve. >> Yeah, Rob, you saw the keynote yesterday. I think we were a little surprised. Diane Green comes walking out there. Cisco of course, big push in Cloud. I've actually interviewed a number of Cisco executives of things like AWS Reinvent and the like. Does the Veeam partnership with Cisco, do you touch on some of the Public Cloud pieces as well as? >> Yeah, very much so. One of the things that Cisco is very focused on is their SOS provider right to market, so that's an area where we've been very focused over the last probably three to four years, building out and enabling often our resellers to become managers providers themselves, but the reality is that you're starting to look at that Public Cloud tie-in, whether it be Microsoft Azure, whether it be AWS or IBM Cloud, so these are really all areas where we can provide an on-ramp to connect any Cisco data center environment and provide a relationship with the Public Cloud, provide that data management level layer. >> Yeah, I think back. Cisco really helped a lot of the channel community mature their market. Went from being the silo network to building data center businesses back eight years ago when we started talking about conversion infrastructure. Today, this week I've interviewed Presidio and WWT. They're talking a lot about how they're helping customers, enabling that Cloud. I'd love to hear your perspectives on the maturation of the channel and how they fit in this multi-cloud world. >> Yeah, I mean, if you look at Veeam, where there are 55,000 channel partners our brand promises to remain a 100% channel-driven company, but having these relationships that are primary Cisco-predominant partners, like WWT, Presidio, ePlus, I think it's just opening up discussions that we otherwise wouldn't have had, and we're seeing 50% of the opportunities that we're closing in the field are Cisco-led opportunities that are being driven from these new channel partners, and so again, I think this is the one plus one equals three story that we talk a lot about, that we're bringing a lot to the table and 50% of the opportunities for them and vice versa for us. >> Yeah, one of the things that we really like about Cisco is their focus on their partner community is extremely high, both from the enablement perspective and the educational perspective. They have a fully resourced partner marketing team, and we've been doing a lot of work with them. One of the things that Cisco has been transitioning to, it sort of fits into your space, is the whole move to marketing in a digital world and the whole need to change the type of content, and this type of content you can think about the video sort of assets becomes so much more important, so we've been working very closely with them to do joint digital marketing. It's very easy sometimes to do joint event-based marketing, but when you start getting into digital, you really have to think outside the box about how you bring two companies together to meet in the digital world, so we've been really doing that to drive joint opportunities, and that's been something that we've really got some some success with from our relationship with Cisco. >> In fact, you were just in Barcelona. >> Yeah, every year they run a marketing summit for their channel partners and ecosystem partners, and we actually won the Cisco marketing innovation award for a digital marketing always on campaign slope, just full of assets for joint digital, for joint Cisco and Veeam customers. >> Congratulations, I did see some of that on some of the social media. Yeah, it's interesting to look at how marketing changes in this new digital world. I ask every CMO I talk to these days is to, "How is digital changing the way things happen?" >> Yeah, and you mentioned our other infrastructure partners and there's no other partner that we've worked with at the size of Cisco that embraced it day one, so they look to Veeam as, "Okay, we're going "to work with Veeam, we're going to go deeper, "we're going to bring them on our global prices," and day one they were, "How can we get intertwined "into what Veeam does extremely well as our digital marketing machine?" And just from the get-go they've just continued to accelerate through that process. >> Yeah, one of the things I know every partner loves when they come to an event like this, there's a lot of customers here. Give us a little insight if you can, either specific examples or give us some of the themes you're hearing from customers at the show. What's top of mind? What're some of the biggest challenges that they're facing today? >> Yeah, I mean, I think what they're looking at doing is from a refresh of legacy backup solutions and replication solutions into modernizing their data center, and so they're looking to Cisco as their experts through the last decade plus, and now that Veeam is tied directly in with Cisco in some of those relationships, so it's from a refresh standpoint, from a modernizing their data center to the hybrid Cloud strategies that it's intertwined. We fit very well into those discussions, and we're seeing our customers come to us in these large ELAs, where Cisco is bringing us in as part of those discussions, so again, where otherwise we would have had a hard time getting into it, their customers are coming and saying, "What is the relevancy? "Should I really be looking at this," and Cisco's backing up those discussions. >> Certainly, to tap down on the data sensor, conversion infrastructure and hyper-conversion infrastructure is top of mind for a lot of the customers that come in by the booth. Certainly, which works well for us, because some of our relationships with our other storage alliance partners, whether it be Pure or NetOut, big partners of Cisco, so rather than one plus one equals three, it's one plus one plus one equals five quite often. We're going together as a group in order to go after opportunities, so that's definitely an area. If you think about conversion, IP Converge, it's always highly virtualized, so that plays very well to where we've built the company from: a big focus on virtual machine availability, but we're just more moving that now to the whole concept of data management across a Multi-Cloud world. >> Yeah, absolutely. One of the things we talk at all the shows is the pace of change and how receptive are customers to making changes. What are you hearing from the customers here? The storage market has long been it's sticky, it's a little bit entrenched, making changes, and networking we used to measure in decades as to you roll this out and then I'll wait for the next major speed bump before we'll do that, and you'll roll that out over years. Today, we think things are moving faster, but we'd love to hear points or counterpoints that you're hearing. >> Well, I think that the customers are looking to Cisco, indirectly to Veeam from removing complexity, and I think what they've seen in the past is they've deployed solutions that have bogged down their process. They look to the Cloud as an agile environment and they look back with their Legacy systems that they know they can't continue, and so from my standpoint, the customers that we talk to consistently is, "Are you gonna be the platform that's gonna allow me "to embrace a hybrid Cloud and to remove the complexity "that I have and to be agile," and so that's constantly what the Veeam messaging is solving, right? Mission critical backup and recovery workloads and doing it at a fraction of the cost and accelerating that Veeam speed. >> Yeah, I mean, if you just take the Legacy backup market, Legacy back up installed base, it seems that the openness to change is greater now than I've ever seen it, and you know I've been playing around in this space for quite a few years, but certainly recently we've found the openness to people to look for something new. Our friends that gotten it always used to say the three things that people worry about, the three Cs: Cost, complexity, and capabilities, and those are still very much top of mind around what causes a customer to say, "Hey, what I've been doing for the last several years "hasn't quite been getting it done for me." I think the big change is that backup as an insurance policy is no longer good enough. I think the ability to leverage your backup infrastructure and the data contained within it is really driving people to think about, that's more of a value to me than simply having an insurance policy. >> Absolutely, backup was never enough. We do backup, I need to restore, but it's about that data. Want to give you the opportunity. Veeam is I think we said kind of a tweener. You're not what I would consider an old company. You've always been a software company, born in the virtualization age, but there's a bunch of newer developer focused and Cloud-native. How does Veeam stay and fight and compete against some of the new ones coming after this multi-billion dollar market? >> Want to take that? >> Yeah, well, I think that we pride ourselves on innovation. We pride ourselves on iterating very quickly, and we pride ourselves on adhering to our NPS score of 73, where there at 300,000 customers, and what we are gonna continue on our path, on what's made us successful, and we know that there's always competition. There's lots of VC money out there, and it's not that we're looking away from what the competition is doing. It's that we believe with our 4000 customers a month, our 133 customers that we close on a daily basis across all segments of SNB, commercial, and enterprise is indicative that our strategy is working. We're not going to stray away. We're just going to look to partners like Cisco and others to expand our target market, but stay true to the solution that we've provided in that virtualization environment. You were at VeeamON. You saw the announcements that we're making to support additional workloads and additional environments in the days to come. >> Yeah, I think our ability to evolve and adapt is second to none, and some of that is just based upon the structure of the company. We're still private, we're still pretty much driving our own growth, and I think that allows us to make decisions quickly and very strategically to allow us to go into the areas that I think people instinctively know what is needed to evolve in this space around supporting multi-Cloud, supporting data as an asset, leveraging it as an asset, and I think that's where we've been fueling, both in an engineering perspective, in a capacity to meet with customers and grow, and that's certainly what's going to I think sustain us as we keep going forward. >> All right, gentlemen, I want to give you a final word as to key takeaways you see here from Cisco Live 2018. >> That we will be here for the duration of the time, and our relationship with Cisco will continue to expand, and that we look forward to meeting everyone at the Veeam booth and walking through our product solutions and meeting the Veeam team and answering any questions they may have, but we're thrilled to be part of the Cisco family, and hopefully, again, in the years to come that we'll just continue to expand our relationship. >> And I'll leave you with an African proverb. If you want to go fast, go alone. If you want to go far, go together. >> Absolutely. Rob Emsley, Carey Stanton, always a pleasure to catch up with you. I'll leave with the final aphorism of my own, which is, never confuse activity with progress. Ben Franklin, so I'm Stu Miniman, back with lots more coverage here from Cisco Live 2018. Thanks for watching theCUBE. (techno music)

>> Narrator: Live from Chicago, Illinois it's theCUBE. Covering VeeamON 2018. Brought to you by Veeam. >> Welcome back to VeeamON 2018. This is theCUBE, the leader in live tech coverage. My name is Dave Vellante with my co-host Stu Miniman. #VeeamON, our second year of VeeamON coverage, this is day one. Carey Stanton this year is the Vice President of Strategic Alliances at Veeam. We're having a great conversation about it. Hockey, Cape Cod. >> Golden Retrievers. Golden Retrievers. >> Oh, I love dogs. >> Dave, how many times do we travel the world and talk to a local? (laughs) >> Boston area guy. >> So welcome to theCUBE. >> Thank you very much. >> And welcome to Boston. >> A year and a half in Boston, right downtown empty nesters. My two children are back doing university in Canada. I've got a sophomore and a junior so my wife and I are living in Boston empty nesters, it's awesome. >> That's great, you've got to love it. And I love the fact that you're from Ottawa, but you're a Bruins fan. >> Yes, I've basically turned into a Bruins fan. I'm a Red Sox fan and a Patriots fan and the Celtics are in the playoffs. >> Yes, love this guy. >> You'd better be if you're working for Peter MacKay. >> Yeah, you have to. It's like you have to sign in. And I've worked for Peter for 17 years, three different companies. >> Okay, so you were at VMware. >> I was at Vmware, I was at Desktone, and then we did IBM and part of that was Watchfire which we sold to IBM. So, a long journey. >> So give us the update, what's happening in alliances. >> Yeah, so it's great. As you know we have our global reseller agreement that we announced most recently with NetApp just in March. We're now on their GPL. We went live on Cisco, we announced Cisco back in August but we went live on November 15th and we have HPE and all three of them are just exceeding expectations as far as the demand and the interest we're getting from our sellers. As you've seen from Peter and Veeam, we're targeted to the enterprise. We have our messaging our own hyper-availability. So these partners bring us a huge opportunity by working into their customer base, but we close 133 customers a day, right you heard Peter mention that. But we're bringing them into our customer base which is traditionally SMB and commercial and we're working with them on their enterprise. But an exciting stat for that one is that we say no naked Veeam. When you sell with an alliance partner it's six to eight times larger than if we sell standalone. So it's working, the messaging and the enabling we have with our field and we're 100% channel. So that's working very well on just the enablement with Jeff Giannetti, Sean, and Olivia, and Ameya. >> Well the other thing that you guys seem to have done is figured out how to take a long view, a strategic view with these partners. Many organizations, they look for the tactical. Okay, how much money >> Yes, yeah. are we going to make this year? You're looking at the lifetime value of a customer. >> Correct. >> It's frankly quite unique in this business. >> Well, the interesting thing we're doing which is not just on the global resellers which is on all of our partners is that we look and say what's a good partnership look like or what's the great partnership look like. And what we have is the investment that we are because we're private is we'll do the front-end investing up front. We'll do a joint business plan, have shared metrics across the table. So whether that's with Pure Storage or with Nutanix, with our VMware, Microsoft, we front-load all of those investments. To your point, is that we're not just waiting to see did we have success year one and then we'll invest year two. We take that three year business case view up front and do the front-end load investment. So, what does that mean? That's a dedicated business development team. We have 25 people working and go to market with HPE or 12 working with Cisco and we take that from technical architects, field marketing, product marketing and to make that in clot entire plot. >> Yeah, Carey, I wonder if you can give us a little bit of a compare and contrast. VMware built one of the best ecosystems out there. We already talked once today. For every dollar you spend on VMware you did 15, 20 dollars with the ecosystem, Veeam's nice vibrant ecosystem >> Yes. getting deeper with some of those partners. Give us a little compare from your previous life. >> Yeah, sure, so at VMware no question that they had that solution so we take that here as well and we call it the Veeam Currency. So when you're going in and selling Veeam, if you're selling an average selling price of $10,000, we're working with our partners where they're seeing that that deal is going to turn into a $50,000 traditional with an alliance partner sale in conjunction with their hard work. So they're managing the entire software process so they're seeing their up leveling the messaging so no longer just pinpointing at a hardware solution. And they're increasing their average selling price by 10x, so Cisco is at a great set. 10x, again I'll repeat 10x with Veeam on doing those deals. First it's just trying to go in and sell HyperFlex Standalone. >> It's just a really critical time in the industry right now. Our research shows that there's a gap between what the business expects in terms of the degrees of automation, the level of quality of services and what IT is actually delivering. So that says that customer base is really ripe for churn in a lot of accounts. And so you guys being aggressive with partnerships in regard to making that investment as a private company, the timing frankly couldn't be better. Especially as you go from what was a virtualized world where you guys did very, very well to now this cloud, multi-cloud digital, you know throw in whatever buzzword you want. But, we are at an inflection point. >> Yeah, we sure are. I think that what we're seeing with our partners especially on HPE and Cisco and Nutanix is they're all near hyper converged and so they're going in a whole different sales motion. We're seeing it on our hybrid cloud, we're a number one close sell partner with Microsoft. So we have our backup, native backup to Azure and so we're seeing this destructive market in the market place and we're also seeing a lot of our partners have competitive takeouts of Dell Avamar, right and their data domain. So we're going in and taking out Dell Avamar and they're going in and data domain so we have a lot of synergy and so as these traditional vendors such as Avamar, Veritas, Commvault, and the IBM Tivoli Solution is that we have those sales motions going with our partners that are going after those hardware solutions. So, again, it's very synergistic with our tier one partnerships. >> Well you see a huge drive towards simplicity. I mean, another thing you guys do really well is, and it sounds so simple, but you're compatible with a lot of different clouds, for example. So more work loads, more environments increases your TAM and your friendliness to partners. It sounds simple, but execution is not. >> Yeah, we're a Swiss based company, we remain. The Switzerland is that we work with all partners in all routes and so we've seen a lot of success in that way. We see a lot of demand coming from our customers, our partners wanting to work with us in these multi-cloud solutions that we have with Microsoft. >> Biggest challenges, is it a channel conflict? Dealing with deal registration, I mean, what are some of the challenges you guys are facing? >> I think that challenge is just enabling our sales teams on how to work with these partners and to understand the sales motion. And some of our sales execs are 20 year veterans that have come in and worked in a traditional place where when you went out to tackle an enterprise deal, you did that standalone. And we realize that we don't take any deals direct. So just getting them in the sales motion with our partners is a challenge, but one that is easily adapting to success that we're having in the field. >> Alright, Carey I know you're super tight on time. We promised to get you out >> Yes, sir. of here. We've got to leave it there, but thanks so much for coming on theCUBE. We really enjoyed having you. >> Okay, thank you very much. >> Alright, keep right there everybody, we'll be back with our next guest right after this short break. You're watching theCUBE live from VeeamON 2018. (techno music)

>> Narrator: Live from Midtown Manhattan, it's theCUBE, covering BigData New York City 2017 Brought to you by SiliconANGLE Media and its ecosystem sponsors. >> Hey, welcome back everyone, live in New York, it's theCUBE coverage, day three of three days of wall-to-wall coverage of BigData at NYC, in conjunction with Strata Data right around the corner, separate event than ours, we've been covering. It's our eighth year. We're here expanding on our segment we just had with Matt from Deli EMC on, really on the front lines consultant, we've got Jason from BlueData, and Casey from BlueTalon, two separate companies but the blue in the name, team blue. And of course, Matt from Dell EMC, guys, welcome back to theCUBE and let's talk about the partnerships. I know you guys have a partnership, Dell EMC leads the front lines mostly with the customer base you guys come in with the secret sauce to help that solution which I want to get to in a minute, but the big theme here this week is partnerships. And before we get into the relationship that you guys have, I want you to talk about the changes in the ecosystem, because we're seeing a couple key things. Open source, one, and it's winning, continues to grow, but the Linux Foundation pointed out the open source that we cover that exponential growth is going to be in open-source software. You can see from 4 lines of code to billions in the next 10 years. So more onboarding, so clear development path. Ecosystems have work. Now they're coming into the enterprise with suppliers, whether it's consulting, it's front-end, or full stack developers coming together. How do you see ecosystems playing in both the supplier side and also the customer side? >> So we see from the supplier side, right, and from the customer side as well, and it kind of drives both of those conversations together is that you had the early days of I don't want vendor lock-in, right, I want to have a disparate virtual cornucopia of tools in the marketplace, and then they were, each individual shop was trying to develop those and implement those on their own. And what you're now seeing is that companies still want that diversity in the tools that they utilize, and that they work with, but they don't want that, the complication of having to deliver all those tools themselves, and so they're looking more for partners that can actually bring an ecosystem to the table where it's a loose coupling of events, but that one person actually has the forefront, has the customer's best interest in mind, and actually being able to drive through those pieces. And that's what we see from a partnership, why we're driving towards partnerships, 'cause we can be a point solution, we can solve a lot of pieces, but by bringing us as a part of an ecosystem and with a partner that can actually help deliver the customer and business value to the customer, that's where we're starting to see the traction and the movement and the wins for us as an organization. >> BlueData, you guys have had very big successes, big data as a service, docker containers, this is the programmer's nirvana. Infrastructure plus code, that's the DevOps ethos going mainstream. Your thoughts on partnering, 'cause you can't do it alone. >> Yeah, I mean, for us, speaking of DevOps, and we see our software platform provides a solution for bringing a DevOps approach to data science and big data analytics. And it's much more streamlined approached, an elastic and agile approach to big data analytics and data science, but to your point, we're partnered with Dell EMC because they bring together an entire solution that delivers an elastic platform for secure multi-tenant environments for data science teams and analytics teams for a variety of different open source tool sets. So there is a large ecosystem of open source tools out there from Hadoop to Spark to Kafka to a variety of different data science, machine learning and deep learning tool sets out there, and we provide through our platform the ability to dockerize all of those environments, make them available through self-service to the data science community so they can get up and running quickly and start building their models and running their algorithms. And for us, it's on any infrastructure. So, we work closely with Dell EMC to run it on Isilon and their infrastructure, Dell-powered servers, but also you can run it in a hybrid cloud architecture. So you could run it on Azure and now GCP, and AWS. >> So this is the agility piece for the developer. They get a lot of agility, they get their security. Dell EMC has all the infrastructure side, so you got to partner together. Matt, pull this together. The customer doesn't want, they want a single pane of glass, or however you want to look at it, they don't want to deal with the nuances. You guys got to bring it all together. They want it to work. Now the theme I hear at BigData New York is integration is everything, right, so, if it doesn't integrate, the plumbings not working. How important is it for the customer to have this smooth, seamless experience? >> It's critical for them to, they have to be able to believe that it's going to be a seamless experience, and these are just two partners in the ecosystem. When we talk to enterprise customers, they have other vendors. They have half a dozen or a dozen other vendors solving big data problems, right? The Hadoop analytic tools, on and on and on. And when they choose a partner like us, they want to see that we are bringing other partners to the table that are going to complement or enhance capabilities that they have, but they want to see two key things. And we need to see the same things as well when we look at our partnerships. We want to see APIs, we want to see open APIs that are well-documented so that we know these tools can play with each other, and two, these have to be organizations we can work with. At the end of the day, a customer does business with Dell EMC because they know we're going to stand behind whatever we put in front of them. >> John: They get a track record too, you're pretty solid. >> Yep, it is-- >> But I want to push on the ecosystem, not you guys, it's critical, but I mean one thing that I've seen over my 30 years in the enterprise is ecosystems, you see bullshit and you see real deal, right, so. A lot of customers are scared, now with all this FUD and new technology, it's hard to squint through what the BS is in an ecosystem. So how do you do ecosystems right in this new market? 'Cause like you said, it's not API, that's kind of technical, but philosophy-wise you can't do the barney deals, you got Pat Gelsinger standing up on stage at VMworld, basically flew down to stand in front of all the customers of VMworld's customers and said, we're not doing a barney deal. Now, he didn't say barney deals, that's our old term. He said, it's not an optical deal we're doing with VMware. We got your back. He didn't say that, but that's my interpretation, that's what he basically said. The CEO of AWS said that. That's a partner, you know what I'm saying? So, some deals are okay we got a deal on paper, what's the difference, how do you run an ecosystem, in your opinion? >> Yeah, it's not trivial. It's not an easy thing. It takes an executive, at that level, it takes a couple of executives coming together-- >> John: From the top, obviously. >> Committing, it's not just money, it's reputation, right? If you're at that level, it's about reputation which then trickles down to the company's reputation, and so within the ecosystem, we want to sort of crawl, walk, run. Let's do some projects-- >> So you're saying reputation in communities is the number one thing. >> I think so, people are not going to go, so you will always have the bleeding edge. Someone's going to go play with a tool, they're going to see if it works-- >> Wow, reputation's everything. >> Yeah. If it fails, they're going to tell, what is the saying, if something fails, if something bad happens you tell twelve people-- >> All right, so give them a compliment. What's BlueTalon do great for you guys? Explain their talent in the ecosystem. >> So BlueTalon's talent in the ecosystem, other than being just great people, we love Carey, is that they-- >> I'll get you to say something bad about him soon, but give him the compliment first. >> They have simplified the complexity of doing security, policy and role-based security for big data. So regardless of where your data lives, regardless of if it's Hadoop, Spark, Flink, Mongo, AWS, you define a policy once. And so if I am in front of the chief governance officer, my infrastructure doesn't have a value problem to them, but theirs does, right? The legal team, when we have to do proposals, this is what gets us through the legal and compliance for GDPR in this, it's that centralized control that is so critical to the capability we provide for big data. If you sprawl your data everywhere, and we know data sprawls everywhere-- >> So you can rely on them, these guys. >> Absolutely. >> All right, BlueData, give them a compliment, where do they fit? >> So they have solved the problem of deploying containers, big data environments, in any cloud. And the notion of ephemeral clusters for big data workloads is actually really, really hard to solve. We've seen a lot of organizations attempt to do this, we see frameworks out there, like Kupernetes, that people are trying to build on. These guys have fixed it. We have gone through the most rigorous security audits at the biggest banks in the world, and they have signed off because of the network segmentation and the data segmentation, it just works. >> I think I'm running a presidential debate, now you got to say something nice about him. No, I mean, Dell EMC we know what these guys do. But for you guys, I mean, how big is BlueTalon, company-wise? I mean, you guys are not small but you're not massive either. >> We're not small, but we're not massive, right. So, we're probably around 40 resources global, and so from our perspective, we're-- >> John: That's a great deal, working with a big gorilla in Dell EMC, they got a lot of market share, big muscle? >> Exactly, and so for us, like we talked about earlier, right, the big thing for us is ecosystem functions. We do what we do really well, right, we build software that does control unified access across multiple platforms as well as multiple distributions whether it be private cloud, on-prem, or public cloud, and for us, again, it's great that we have the software, it's great that we can do those things, but if we can't actually help customers use that software to deliver value, it's useless. >> Do you guys go to the market together, do you just hold hands in front of the customer, bundle products? >> No, we go to market together, so we actually, we work, a lot of our team in enablement is not enabling our customers, it is enabling Dell EMC on the use of our software and how to do that. So we actually work with Dell EMC to train and work-- >> So you're a tight partner. There's certification involved, close relationships, you're not mailing it in. >> And then we're also involved with the customer side as well, so it's not like we go, okay great, now it's sold, we throw up our hands and walk away. >> John: Well, they're counting on you that. >> They're counting on us for the specific pieces, but we're also working with Dell EMC so that we can get that breadth right in their reach, so that they can actually go confidently to their customers and actually understand where we fit and when we don't fit. Because we're not everything to everybody, right, and so they have to understand those pieces to be able to know when that works right and how the best practices are. And so again, we're 40 people, they're, I forget, there were 80,000 at one point? Maybe even more than that? But even in the services arm, there's several thousands of people in the-- >> What's the whole point of ecosystems you're getting at here? Point at the critical thing. You've got a big piece of the puzzle, it's not just they're bundling you in. You're an active part of that, and it's an integration world right, so he needs to rely on you to integrate with his systems. >> Yeah, we have to integrate with the other parts of the ecosystem too, so it really is a three-way integration on this perspective where they do what they do really well, we do what we do and they're complementary to each other, but without the services and the glue from Dell EMC-- >> So when you bring Dell EMC into the deals too? >> We do, so we bring Dell EMC into deals, and Dell EMC sells us through a reseller agreement with them so we actually help jointly either bring them to a deal we've already found, we'll bring services to them, or we'll actually go out and do joint development of customers. So we actually come out and help with the sales process and cycles to actually understand is there a fit or is there not a fit? So, it's not a one-size-fits-all, it's not just a, yes we got something on paper that we can sell you and we'll sell you every once in a while, it really is a way to develop an ecosystem to deliver value to the customer. >> All right, so let's talk about the customer mindset real quick. When you, are they, how far along on them, I really don't know much 'cause I'm really starting to probe in this area, how savvy are they to the partnership levels? I mean, you disclose it, you're transparent about it, but I mean, are customers getting that the partnering is very key? I mean, are they drilling, asking tough questions, are you kind of getting them educated one way, are they savvy about it? They may have been doing partners in house, but remember the enterprise had a generation of down-to-the-bone cutting, outsource everything, consolidation, and then you know, go back around 2010, the uplift on reinvestment hit, so we're kind of in this renaissance right now. So, thoughts? >> The partnership is actually the secret sauce that's part of our sales cycle. When we talk about big data outcomes and enabling self-service, customers assume oh, okay, you guys built some software, you've got some hardware, and then when we double-click into how we make this capable, we say oh, well we partner with BlueTalon and BlueData, and this other, and they go, wait a minute, that's not your software? No, no, we didn't build that. We have scoured the market and we've found partners that we work with and we trust, and all of a sudden you can see their shoulders relax and they realize that we're not just there to sell them more kit. We're actually there to help them solve their problems. And it is a game changer, because they deal with vendors every day. Software Vendor X, Software Vendor Y, Hardware Vendor Z, and so to have a company that they have good relationships with already bring more capabilities to them, the guard comes down and they say okay, let's talk about how we can make this work. >> All right, so let's get to the meat of the partnership, which I want to get to 'cause I think that's fundamental. Thanks for sharing perspective on the community piece. We're being on it, we've been doing, we're a community brand ourselves. We're not a close guard, we're not about restricting and censoring people at events, that's not what we're about. So you guys know that, so appreciate you commenting on the community there. The Elastic Data Platform you guys are talking about, it's a partnership deal. You provide an EPIC software, you guys providing some great security in there. What is it about, what's the benefit? So it's you're leading them to product, take a minute to explain the product and then the roles. >> Yeah, so the Elastic Data Platform is a capability, a set of capabilities that is meant to help our enterprise customers get to that next level of self-service. Data science as a service, and do that on any cloud with any tools in a security-controlled manner. That's what Elastic Data Platform is. And it's meant to plug in to the customer's existing investments and their existing tools and augment that, and through our services arm, we tie these technologies together using their open APIs, that's why that's so critical for us, and we bring that value back to our customers. >> And you guys are providing the EPIC software? What is EPIC software? I mean, I love epic software, that's an epic, I hope it's not an epic fail, so an epic name, but epic-- >> Elastic Private Instant Clusters, it's actually an acronym for what it stands for, that is what it provides for our customers. >> John: So you're saying that EPIC stands for-- >> Elastic Private Instant Clusters. So it can run in a private cloud environment on your on-prem infrastructure, but as I said before, it can run in a hybrid architecture on the public cloud as well. But yeah, I mean, we're working closely with the Dell EMC team, they're an investor, we work closely with their services organization, with their server organization, the storage organization, but they really are the glue that brings it all together. From services to software to hardware, and provides the complete solution to the customers. So, as I think Matt-- >> John: Multi-tenancy is a huge deal, multi-tenancy's a huge deal. >> Absolutely, yeah. Also the ability to have logical isolation between each of those different tenants for different data science teams, different analyst teams, you know, that's particularly at large financial services organizations like Barclays, you spoke yesterday, Matt alluded to earlier. They talked about the need to support a variety of different business units who each have their own unique use cases, whether it's batch processing with Hadoop or real-time streaming and fast data with Spark, Kafka, and NoSQL Database, or whether it's deep learning, machine learning. Each of those different tenants has different needs, and so you can spin up containers using our solution for each of those tenants. >> John: Yeah, that's been a big theme this week too, and so many little things, this one relates to this one, is the elastic nature of how people want to manage the provisioning of more resource. So, here's what we see. They're using collective intelligence, data, hey, they're data science guys, they figured it out! Whatever the usage is, they can do a virtual layer if you will, and then based upon the use they can then double down. So let the users drive this real collaborative, that seems to the a big theme, so this helps there. The other theme has been the centralized, this is the GDPR hanging over one's head, but the, even though that's more of threat and it's a gun to the head, it's the hammer or the guillotine, however you look at it, there's more of enablement around centralization, so it's not just the threat of that, it's other things that are benefiting. >> Right, it's more than just the threat of the GDPR and being compliant with those perspectives, right? The other big portion of this is, if you want to do, you do want to provide self-service. So the key to self-service is that's great, I can create an environment, but if it takes me a long time to get data to that environment to actually be able to utilize it or protect the data that's in that environment by having to rewrite policies from a different place, then you don't get the benefit right, the acceleration of the self-service. So having centralized policies of distributed enforcements gives you that elastic ability, right? Again, we can deploy the central engines again on-premises, but you can protect data that's in the cloud or protect data that's in a private cloud, so as companies move data for their different workloads, we can put the same protections with them and it goes immediately with them, so you don't have to manage it in multiple places. It's not like, oh, did I remember to put that rule over in this system? Oh, no I didn't, oh and guess what just happened to me? You know, I did get smacked with a big fine because I didn't, I wasn't compliant. So compliance-- >> How about Audit, too? I mean, are you checking the Audit side too? >> Yeah, so Audit's a great portion of that, and we do Audit for a couple of reasons. One is to make sure that you are compliant, but two is to make sure you actually have the right policies defined. Are people accessing the data the way you expect them to access that data? So that's another big portion of us and what we do from an audit perspective is that data usage lineage, and we actually tell you what the customer, what the user was trying to do. So if a customer's trying to access the data you see a large group trying to access a certain set of data but they're being denied access to it, now you can look and say, is that truly correct? Do I want them not being-- >> John: Well, Equifax, that thing was being phished out over months and months and months. Not just four, that thing has been phished over 10 times. In fact, state-sponsored actors were franchises of that organization. So, they were in the VPN, so it's not even, so you, so this is where the issues, okay, let's just say that happened again. You would have flagged it. >> We flag it. >> You would have seen the pattern access and said, okay, a lot of people cleaning us out. >> Yep, while it's happening. Right, so you get to see that usage, the lineage of the usage of the data, right, so you get to see that pattern as well. Not only who's trying to access, all right, 'cause protecting the perimeter is, as we all know, is no longer viable. So we actually get to watch the usage of the, the usage pattern so you can detect an anomaly in that type of system, as well as you can quickly change policies to shut down that gap, and then watch to see what happens, see who's continuing to try to hit it. >> Well, it's been a great conversation. Love that you guys are on and great to see the Elastic Data Platform come together through the partnerships, again. As you know, we're really passionate about highlighting and understanding more about the community dynamic as it becomes more than just socialization, it's a business model to the enterprise, as it was in open source. We'll be covering that. So I'd like to go around the panel here just to end this segment. Share something that someone might not know what's going on in industry that you want to point out, that's an observation, an anecdote that hasn't been covered, hasn't been serviced, it could be a haymaker, it could be something anecdotal, personal observation. In the big data world, BigData NYC this week or beyond, what should people know about that may or may not be covered out there that's happened that they should know about? >> Well, I think this one's, people pretty much should know about this one, right, but four or five years ago Hadoop was going to replace everything in the world. And two, three years ago the RDBMS's groups were like, Hadoop will never make it out of the science fair project. Right, we're in a world now where that's no longer true. It's somewhere in between. Hadoop is going to remain, and they're going to be continued, and the RDBMS is also going to continue. So you need to look at ecosystems that can actually allow you to cover both sides of that coin, which we're talking about here, is those types of tools are going to continue together forward. So you have to look at your entire ecosystem and move away from siloed functions to how you actually look at an entire data protection in data usage on environment. >> Matt? >> I would say that the technology adoption in the enterprise is outstripping the organization's ability to keep up with it. So as we deploy new technologies, tools, and techniques to do all sorts of really amazing things, we see the organization lagging in its ability to keep up. And so policies and procedures, operating models, whatever you want to call that, put it under the data governance umbrella, I suppose. If those don't keep up, you're going to end up with just an organization that is mismatched with the technology that is put into place, and ultimately you can end up in a massive compliance problem. Now, that's worst case. But even in best case, you're going to have a really inefficient use of your resources. My favorite question to ask organizations, so let's say you could put a timer on one of the data science sandboxes. So what happens when the timer goes off and the data science is not done? And you've got a line of people waiting for resources, what do you do? What is, how does the organization respond to that? It's a really simple question, but the answer's going to be very nuanced. So if that's the policy, that's the operating model stuff that we're talking about that we've got to think about when we enable self-service and self-security, those things have to come hand-in-hand. >> That's the operational thinking that needs to come through. >> Okay, Jason? >> Yeah, I think even for us, I mean this has been happening for some time now, but I think there still is this notion that the traditional way to deploy Hadoop and other big data workloads on prem is bare metal, and that's the way it's always been done. Or, you can run it in the cloud. But I think what we're seeing now, what we've seen evolve over the past couple of years is you can run your on-prem workloads using docker containers in a containerized environment. You can have this cloud-like experience on-prem but you can also provide the ability to be able to move those workloads, whether they're on-prem or in the cloud. So you can have this hybrid approach and multi-cloud approach. So I think that's fundamentally changing, it's a new dynamic, a new paradigm for big data, either on-prem or in the cloud. It doesn't have to be on bare metal anymore. And we get the same, we've been able to get-- >> It's on-prem, people want on-prem, that's where the action is, and cloud no doubt, but right now it's the transition. Hybrid cloud's definitely going to be there. I guess my observation is the tool shed problem. You know, I said earlier all day, you don't want to have a tool shed full of tools you don't use anymore or buy a hammer that wants to turn into a lawn mower 'cause the vendor changed, pivoted. You got to be careful what you buy, the tools, so don't think like a tool. Think like a platform. And I think having a platform mentality, understanding the system, or operating environment as you were getting to, I think really is a fundamental exercise that most decision makers think about. 'Cause again, your relationship with the Elastic Data Platform proves that this operating environment's evolving, it's not about the tool. The tool has to be enabled, and if the tool is enabled into the platform it should have a data model that falls into place, no one should have to think about it, you get the compliance, you get the docker container, so don't buy too many tools. If you do, make sure they're clean and in a clean tool shed! You got a lawnmower, I guess that's the platform. Bad analogy, but you know, I think tools has been the rage in this market, and now I think platforming it is something that we're seeing more of. So guys, thanks so much, appreciate it. Elastic Data Platform by Dell EMC, with the EPIC Platform from BlueData, and BlueTalon providing the data governance and compliance, great stuff, I'm certain the GDPR, BlueTalon, you guys got a bright future, congratulations. All right, more CUBE coverage after this short break, live from New York, it's theCUBE. 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>>In late 2009 when the industry was just beginning to offer so-called converged infrastructure, CI Nutanix was skating to the puck, so to speak, meaning unlike conversion infrastructure, which essentially bolted together compute and networking and storage into a single skew that was very hardware centric. Nutanix was focused on creating HCI hyperconverged infrastructure, which was a software led architecture that unified the key elements of data center infrastructure. Now, while both approaches saved time and money, HCI took the concept to new heights of cost savings and simplicity. Hyperconverged infrastructure became a staple of private clouds creating a cloudlike experience. OnPrem. As the public cloud evolved and grew, more and more customers are now taking a cloud first approach to it. So the challenge becomes how do you remodel your IT house so that you can connect your on-prem workloads to the cloud, to both simplify cloud migration, while at the same time creating an identical experience across your estate? >>Hello, and welcome to this special program, Accelerate Hybrid Cloud with Nutanix and Microsoft Made Possible by By Nutanix and produced by the Cube. I'm Dave Ante, one of your hosts today. Now, in this session, we'll hear how Nutanix is evolving its initial vision of simplifying infrastructure, deployment and management to support modern applications by partnering with Microsoft to enable that consistent experience that we talked about earlier, to extend hybrid cloud to Microsoft Azure and take advantage of cloud native tooling. Now, what's really important to stress here, and you'll hear this in our second segment, substantive engineering work has gone into this partnership. A lot of partnerships are sealed with a press release. We sometimes call it a Barney deal. You know, I love you, you love me. Like Barney, the once popular children's dinosaur character. We dig into the critical engineering aspects that enable that seamless connection between on-prem infrastructure and the public cloud. >>Now, in our first segment, Lisa Martin talks to Alro Salise, who is the vice president of Global ISD Commercial Solutions at Microsoft, and Michael Les Chica, who is the vice president of business development for the cloud and database partner ecosystem at Nutanix. Now, after that, Lisa will kick it back to me in our Boston studios to speak with Eric Lockard, who is the corporate vice president of Microsoft Azure specialized, along with Thomas Cornell, who is the senior vice president of products at Nutanix. And Indu Carey, who's the senior vice president of of engineering for NCI and NNC two at Nutanix. And we'll dig deeper into the announcement and it's salient features. Thanks for being with us. We hope you enjoy the program. Over to Lisa. >>Hi everyone. Welcome to our event Accelerate Hybrid Cloud with Nutanix and Microsoft. I'm your host Lisa Martin, and I've got two great guests here with me to give you some exciting news. Please welcome Alva Salise, the Vice President of Global ISD Commercial Solutions at Microsoft, and Michael Les Chika, VP of Business Development Cloud and database partner ecosystem at Nutanix. Guys, it's great to have you on the program. Thanks so much for joining me today. Great to be here. >>Thank you, Lisa. Looking forward, >>Yeah, so let's go ahead and start with you. Talk to me from your lens, what are you seeing in terms of the importance of the role of the the ISV ecosystem and really helping customers make their business outcomes successful? >>Oh, absolutely. Well, first of all, thank you for the invitation and thank you Michael and the Nutanix team for the partnership. The the ISV ecosystem plays a critical role as we support our customers and enable them in their data transformation journeys to create value, to move at their own pace, and more important to be sure that every one of them, as they transform themselves, have the right set of solutions for the long term with high differentiation, cost effectiveness and resiliency, especially given the times that we're living. >>Yeah, that resiliency is getting more and more critical as each day goes on. Ava was sticking with you. We got Microsoft Ignite going on today. What are some of the key themes that we should expect this year and how do they align to Microsoft's vision and strategy? >>Ah, great question. Thank you. When you think about it, we wanna talk about the topics that are very relevant and our customers have asked us to go deeper and, and share with them. One of them, as you may imagine, is how can we do more with less using Azure, especially given the current times that we're living in the, the business context has changed so much, they have different imperative, different different amount of pressure and priorities. How can we help? How can we combine the platform, the value that Microsoft can bring and our Microsoft ISV partner ecosystem to deliver more value and enable them to have their own journey? Actually, in that frame, if I may, we are making this announcement today with Nutanix. I, the Nutanix cloud clusters are often the fastest way on which customers will be able to do that journey into the cloud because it's very consistent with environments that they already know and use on premise. And once they go into the cloud, then they have all the benefit of scale, agility, resiliency, security, and cost benefits that they're looking for. So that topic and this type of announcements will be a big part of what we doing. Ignite, >>Exciting. Michael, let's bring you into the conversation now. Big milestone of our RDTs that the general availability of Nutanix Cloud clusters on Azure. Talk to us about that from Nutanix's perspective and also gimme a little bit of color, Michael, on the partnership, the relationship. >>Yeah, sure, absolutely. So we actually entered a partnership couple years ago, so we've been working on this solution quite a while, but really our ultimate goal from day one was really to make our customers journeys to hybrid cloud simpler and faster. So really for both companies, I think our goal is really being that trusted partner for our customers in their innovation journey. And as mentioned, you know, in the current macroeconomic conditions, really our customers really care about, but they have to be mindful of their bottom line as well. So they're really looking to leverage their existing investments in technology skill sets and leverage the most out of that. So the things like, for example, cost to operations and keeping those things consistent, cost on premises and the cloud are really important as customers are thinking about growth initiatives that they wanna implement. And of course, going to Azure public cloud is an important one as they think about flexibility, scale and modernizing their apps. >>And of course, as we look at the customer landscape, a lot of customers have an on on footprint, right? Whether that's for regulatory reasons for business or other technical reasons. So hybrid cloud has really become an ideal operating model for a lot of the customers that we see today. So really our partnership with Microsoft is critical because together, I really do see our US together simplifying that journey to the public cloud and making sure that it's not only easy but secure and really seamless. And really, I see our partnership as bringing the strengths of each company together, right? So Nutanix, of course, is known in the past versus hyperconverge infrastructure and really breaking down those silos between networking, compute, storage, and simplifying that infrastructure and operations. And our customers love that for the products and our, our NPS score of 90 over the last seven years. And if you look at Azure, at Microsoft, they're truly best in class cloud infrastructure with cutting edge services and innovation and really global scale. So when you think about those two combinations, right, that's really powerful for customers to be able to take their applications and whether they're on or even, and really combining all those various hybrid scenarios. And I think that's something that's pretty unique that we're to offer customers. >>Let's dig into that uniqueness of our, bringing you back into the conversation. You guys are meeting customers where they are helping them to accelerate their cloud transformations, delivering that consistency, you know, whether they're on-prem in Azure, in in the cloud. Talk to me about, from Microsoft's perspective about the significance of this announcement. I understand that the, the preview was oversubscribed, so the demand from your joint customers is clear. >>Thank you, Lisa. Michael, personally, I'm very proud and at the company we're very proud of the world that we did together with Nutanix. When you see two companies coming together with the mission of empowering customers and with the customer at the center and trying to solve real problems in this case, how to drive hybrid cloud and what is the best approach for them, opening more opportunities is, is, is extremely inspiring. And of course the welcome reception that we have from customer reiterates that we generating that value. Now, when you combine the power of Azure, that is very well known by resiliency, the scale, the performance, the elasticity, and the range of services with the reality of companies that might have hundreds or even thousands of different applications and data sources, those cloud journeys are very different for each and every one of them. So how do we combine our capabilities between Nutanix and Microsoft to be sure that that hybrid cloud journey that every one is gonna take can be simplified, you can take away the risk, the complexity on that transformation creates tones of value. >>And that's what a customers are asking us today. Either because they're trying to move and modernize their environment to Azure, or they're bringing their, you know, a enable ordinate services and cluster and data services on premise to a Nutanix platform, we together can combine and solve for that adding more value for any scenario that customers may have. And this is not once and done, this is not that we building, we forget it. It's a partnership that keeps evolving and also includes work that we do with our solution sales alliances that go to market seems to be sure that the customers have diverse service and support to make, to create the outcomes that they're asking us to deliver. >>Talk to me a little bit about the customers that were in the beta, as we mentioned, Alva, the, the preview was oversubscribed. So as I talked about earlier, the demand is clearly there. Talk to me about some of the customers in beta, you can even anonymize them or maybe talk about them by industry, but what, what were some of the, the key things they came to these two companies looking to, to solve, get to the cloud faster, be able to deliver the same sets of services with familiarity so that from a, they're able to do more with less? >>Maybe I could take that one out of our abital lines. It did. It means, but yeah, so like, like we, like you mentioned Lisa, you know, we've had a great preview oversubscribe, we had lots of, of cu not only customers, but also partners battle testing the solution. And you know, we're obviously very pleased now to have GN offered to everyone else, but one of our customers, Camper J was really looking forward to seeing how do they leverage Ncq and Azure to, like I mentioned, reduce that work workload, my, my migration and a risk for that and making sure, hey, some of the applications, maybe we are going to go and rewrite them, refactor them to take them natively to Azure. But there's others where we wanna lift and shift them to Azure. But like I mentioned, it's not just customers, right? We've been working with partners like PCs and Citrix where they share the same goal as Microsoft and Nutanix provides that superior customer experience where whatever the operating model might be for that customer. So they're going to be leveraging NC two on Azure to really provide those hybrid cloud experiences for their solutions on top of building on top of the, the work that we've done together. >>So this really kind of highlights the power of that Alva, the power of the ISV ecosystem and what you're all able to do together to really help customers achieve the outcomes that they individually need. >>A absolutely, look, I mean, we strongly believe that when you partner properly with an V you get to the, to the magical framework, one plus one equals three or more because you are combining superpowers and you are solving the problem on behalf of the customer so they can focus on their business. And this is a wonderful example, a very inspiring one where when you see the risk, the complexity that all these projects normally have, and Michael did a great job framing some of them, and the difference that they have now by having NC to on Azure, it's night and day. And we are fully committed to keep driving this innovation, this partnership on service of our customers and our partner ecosystem because at the same time, making our partners more successful, generating more value for customers and for all of us. >>Abar, can you comment a little bit on the go to market? Like how, how do your joint customers engage? What does that look like from their perspective? >>You know, when you think about the go to market, a lot of that is we have, you know, teams all over the world that will be aligned and working together in service of the customer. There is marketing and demand generation that will be done, that will be also work on enjoying opportunities that we will manage as well as a very tight connection on projects to be sure that the support experience for customers is well aligned. I don't wanna go into too much detail, but I will like to guarantee that our intent is not only to create an incredible technological experience, which the, the development teams are done, but also a great experience for the customers that are going through these projects, interacting with both teams that will work as one in service to empower the customer to achieve the outcomes that they need. >>Yeah, and just to comment maybe a little bit more on what Albar said, you know, it's not just about the product integration or it's really the full end to end experience for our customers. So when we embarked on this partnership with Microsoft, we really thought about what is the right product integration and with our engineering teams, but also how do we go and talk to customers with value prop together and all the way down through to support. So we actually been worked on how do we have a single joint support for our customers. So it doesn't really matter how the customer engages, they really see this as an end to end single solution across two companies. >>And that's so critical given just the, the natural challenges that that organizations face and the dynamics of the macro economic environment that we're living in. For them, for customers to be able to have that really seamless single point of interaction, they want that consistent experience on-prem to the cloud. But from an engagement perspective that you're, what sounds like what you're doing, Michael and Avaro is, is goes a long way to really giving customers a much more streamlined approach so that they can be laser focused on solving the business problems that they have, being competitive, getting products to market faster and all that good stuff. Michael, I wonder if you could comment on maybe the cultural alignment that Nutanix and Microsoft have. I know Microsoft's partner program has been around for decades and decades. Michael, what does that cultural alignment look like from, you know, the sales and marketing folks down to engineering, down to support? >>Yeah, I think honestly that was, that was something that kind of fit really well and we saw really a long alignment from day one. Of course, you know, Nutanix cares a lot about our customer experience, not just within the products, but again, through the entire life cycle to support and so forth. And Microsoft's no different, right? There's a huge emphasis on making sure that we provide the best customer experience and that we're also focusing on solving real world customer problems, right? And really focusing on the biggest problems that customers have. So really culturally it felt, it felt really natural. It felt like we were a single team, although it's, you know, two bar organizations working together, but I really felt like a single team working day in, day out on, on solving customer problems together. >>Yeah, >>Let, go ahead. >>No, I would say, well say Michael, the, the one element that we complement, the, I think the answer was super complete, is the, the fact that we work together from the outside in, look at it from the customer lenses is extremely powerful and inspire, as I mentioned, because that's what it's all about. And when you put the customer at the center, everything else falls in part on its its own place very, very quickly. And then it's hard work and innovation and, you know, doing what we do best, which is combining over superpowers in service of that customer. So that was the piece that, you know, I, I cannot emphasize enough how inspiring he's been. And again, the, the response for the previous is a great example of the opportunity that we have in there. >>And you've taken a lot of complexity out of the customer environment and I can imagine that the GA of Nutanix cloud clusters on Azure is gonna be a huge benefit for customers in every industry. Last question guys, I wanna get both your perspectives on Michael, we'll start with you and then Lvra will wrap with you. What's next? Obviously a lot of exciting stuff. What's next for the partnership of these, these two superheroes together, Michael? >>Yeah, so I think our goal doesn't change, right? I think our North star is to continue to make it easy for our customers to adopt, migrate and modernize their applications, leveraging Nutanix and Microsoft Azure, right? And I think NC two and Azure is just the start of that. So kind of maybe more immediate, like, you know, we mentioned obviously we have, we announced the ga that's J in Americas, but kind of the next more immediate step over the next few months look for us to continue expanding beyond Americas and making sure that we have support across all the global regions. And then beyond that, you know, again, as of our mentioned, it's working from kind of the s backwards. So we're, we're not, no, we're not waiting for ega. We're already working on the next set of solutions saying what are other problems that customer facing, especially across, they're running their workload cross on premises and public cloud, and what are the next set of solutions that we can deliver to the market to solve those real challenges for. >>It sounds really strongly that, that the partnership here, we're talking about Nutanix and Microsoft, it's really Nutanix and Microsoft with the customer at this center. I think you've both done a great job of articulating that there's laser focus there. Our last word to you, what excites you about the momentum that Microsoft and Nutanix have for the customers? >>Well, thank you Lisa. Michael, I will tell you, when you hear the customer feedback on the impact that you're having, that's the most inspiring part because you know you're generating value, you know, you're making a difference, especially in these complex times when the, the partnership gets tested where the, the right, you know, relationship gets built. We're being there for customers is extremely inspiring. Now, as Michael mentioned, this is all about what customer needs and how do we go even ahead of the game, being sure that we're ready not for what is the problem today, but the opportunities that we have tomorrow to keep working on this. We have a huge TA task ahead to be sure that we bring this value globally in the right way with the right quality. Every word, which is a, is never as small fist as you may imagine. You know, the, the world is a big place, but also the next wave of innovations that will be customer driven to keep and, and raise the bar on how, how much more value can we unlock and how much empowerment can we make for the customer to keep in innovating at their own pace, in their own terms. >>Absolutely that customer empowerment's key. Guys, it's been a pleasure talking to you about the announcement Nutanix cloud clusters on Azure of our Michael, thank you for your time, your inputs and helping us understand the impact that this powerhouse relationship is making. >>Thank you for having Lisa and thank you AAR for joining >>Me. Thank you Lisa, Michael, it's been fantastic. I looking forward and thank you to the audience for being here with us. Yeah, stay >>Tuned. Thanks to the audience. Exactly. And stay tuned. There's more to come. We have coming up next, a deeper conversation on the announcement with Dave and product execs from both Microsoft. You won't wanna.

>>Okay, we're back with the hybrid Cloud power panel. I'm Dave Ante, and with me our Eric Lockard, who's the corporate vice president of Microsoft Azure Specialized Thomas Corn's, the senior vice president of products at Nutanix. And Indu Carey, who's the Senior Vice President of engineering, NCI and nnc two at Nutanix. Gentlemen, welcome to the cube. Thanks for coming on. >>It's to be >>Here. Have us, >>Eric, let's, let's start with you. We hear so much about cloud first. What's driving the need for hybrid cloud for organizations today? I mean, I not just ev put everything in the public cloud. >>Yeah, well, I mean the public cloud has a bunch of inherent advantages, right? I mean it's, it has effectively infinite capacity, the ability to, you know, innovate without a lot of upfront costs, you know, regions all over the world. So there is a, a trend towards public cloud, but you know, not everything can go to the cloud, especially right away. There's lots of reasons. Customers want to have assets on premise, you know, data gravity, sovereignty and so on. And so really hybrid is the way to achieve the best of both worlds, really to kind of leverage the assets and investments that customers have on premise, but also take advantage of, of the cloud for bursting or regionality or expansion, especially coming outta the pandemic. We saw a lot of this from work from home and, and video conferencing and so on, driving a lot of cloud adoption. So hybrid is really the way that we see customers achieving the best of both worlds. >>Yeah, it makes sense. I wanna, Thomas, if you could talk a little bit, I don't wanna inundate people with the acronyms, but, but the Nutanix cloud clusters on Azure, what is that? What problems does it solve? Give us some color there please. >>Yeah, there, so, you know, cloud clusters on Azure, which we actually call NC two to make it simple and SONC two on Azure is really our solutions for hybrid cloud, right? And you about hybrid cloud, highly desirable customers want it. They, they know this is the right way to do it for them, given that they wanna have workloads on premises at the edge, any public clouds, but it's complicated. It's hard to do, right? And the first thing that you did with just silos, right? You have different infrastructure that you have to go and deal with. You have different teams, different technologies, different areas of expertise and dealing with different portals, networkings get complicated, security gets complicated. And so you heard me say this already, you know, hybrid can be complex. And so what we've done, we then c to Azure is we make that simple, right? We allow teams to go and basically have a solution that allows you to go and take any application running on premises and move it as is to any Azure region where Ncq is available. Once it's running there, you keep the same operating model, right? And that's, so that's actually super valuable to actually go and do this in a simple fashion, do it faster, and basically do hybrid in a more cost effective fashion, know for all your applications. And that's really what's really special about NC two Azure today. >>So Thomas, just a quick follow up on that. So you're, you're, if I understand you correctly, it's an identical experience. Did I get that right? >>This is, this is the key for us, right? Is when you think you're sending on premises, you are used to way of doing things of how you run your applications, how you operate, how you protect them. And what we do here is we extend the Nutanix operating model two workloads running in Azure using the same core stack that you're running on premises, right? So once you have a cluster deploying C to an Azure, it's gonna look like the same cluster that you might be running at the edge or in your own data center using the same tools you, using the same admin constructs to go protect the workloads, make them highly available, do disaster recovery or secure them. All of that becomes the same. But now you are in Azure, and this is what we've spent a lot of time working with Americanist teams on, is you actually have access now to all of those suites of Azure services in from those workloads. So now you get the best of both world, you know, and we bridge them together and you get seamless access of those services between what you get from Nutanix, what you get from Azure. >>Yeah. And as you alluded to, this is traditionally been non-trivial and people have been looking forward to this for, for quite some time. So Indu, I want to understand from an engineering perspective, your team had to work with the Microsoft team, and I'm sure there was this, this is not just a press releases or a PowerPoint, you had to do some some engineering work. So what specific engineering work did you guys do and what's unique about this relative to other solutions in the marketplace? >>So let me start with what's unique about this, and I think Thomas and Eric both did a really good job of describing that the best way to think about what we are delivering jointly with Microsoft is that it speeds of the journey to the public cloud. You know, one way to think about this is moving to the public cloud is sort of like remodeling your house. And when you start remodeling your house, you know, you find that you start with something and before you know it, you're trying to remodel the entire house. And that's a little bit like what journey to the public cloud sort of starts to look like when you start to refactor applications. Because it wasn't, most of the applications out there today weren't designed for the public cloud to begin with. NC two allows you to flip that on its head and say that take your application as is and then lift and shift it to the public cloud, at which point you start the refactor journey. >>And one of the things that you have done really well with the NC two on Azure is that NC two is not something that sits by Azure side. It's fully integrated into the Azure fabric, especially the software defined network and SDN piece. What that means is that, you know, you don't have to worry about connecting your NC two cluster to Azure to some sort of an net worth pipe. You have direct access to the Azure services from the same application that's now running on an NC two cluster. And that makes your refactoring journey so much easier. Your management plan looks the same, your high performance notes let the NVMe notes, they look the same. And really, I mean, other than the facts that you're doing something in the public cloud, all the nutanix's goodness that you're used to continue to receive that, there is a lot of secret sauce that we have had to develop as part of this journey. >>But if we had to pick one that really stands out, it is how do we take the complexity, the network complexity of a public cloud, in this case Azure, and make it as familiar to Nutanix's customers as the VPC construc, the virtual private cloud construc that allows them to really think of that on-prem networking and the public cloud networking in very similar terms. There's a lot more that's gone on behind the scenes. And by the way, I'll tell you a funny sort of anecdote. My dad used to say when I drew up that, you know, if you really want to grow up, you have to do two things. You have to like build a house and you have to marry your kid off to someone. And I would say our dad a third do a flow development with the public cloud provider of the partner. This has been just an absolute amazing journey with Eric and the Microsoft team, and you're very grateful for their >>Support. I, I need NC two for my house. I live in a house that was built in, it's 1687 and we connect all to new and it's, it is a bolt on, but, but, but, and so, but the secret sauce, I mean there's, there's a lot there, but is it a PAs layer? You didn't just wrap it in a container and shove it into the public cloud, You've done more than that. I'm inferring, >>You know, the, it's actually an infrastructure layer offering on top of fid. You can obviously run various types of platform services. So for example, down the road, if you have a containerized application, you'll actually be able to TA it from OnPrem and run it on C two. But the NC two offer itself, the NCAA offer itself is an infrastructure level offering. And the trick is that the storage that you're used to the high performance storage that you know, define tenants to begin with, the hypervisor that you're used to, the network constructs that you're used to light MI segmentation for security purposes, all of them are available to you on NC two in Azure, the same way that we're used to do on-prem. And furthermore, managing all of that through Prism, which is our management interface and management console also remains the same. That makes your security model easier, that makes your management challenge easier, that makes it much easier for an application person or the IT office to be able to report back to the board that they have started to execute on the cloud mandate and they've done that much faster than they'll be able to otherwise. >>Great. Thank you for helping us understand the plumbing. So now Thomas, maybe we can get to like the customers. What, what are you seeing, what are the use cases that are, that are gonna emerge for the solution? >>Yeah, I mean we've, you know, we've had a solution for a while, you know, this is now new on Azure's gonna extend the reach of the solution and get us closer to the type of use cases that are unique to Azure in terms of those solutions for analytics and so forth. But the kind of key use cases for us, the first one you know, talks about it is a migration. You know, we see customers on that cloud journey. They're looking to go and move applications wholesale from on premises to public cloud. You know, we make this very easy because in the end they take the same concept that are around the application and make them, we make them available Now in the Azure region, you can do this for any applications. There's no change to the application, no networking change. The same IP will work the same whether you're running on premises or in Azure. >>The app stays exactly the same, manage the same way, protected the same way. So that's a big one. And you know, the type of drivers point politically or maybe I wanna go do something different or I wanna go and shut down location on premises, I need to do that with a given timeline. I can now move first and then take care of optimizing the application to take advantage of all that Azure has to offer. So migration and doing that in a simple fashion, in a very fast manner is, is a key use case. Another one, and this is classic for leveraging public cloud force, which are doing on premises, is disaster recovery. And something that we refer to as elastic disaster recovery, being able to go and actually configure a secondary site to protect your on premises workloads. But I think that site sitting in Azure as a small site, just enough to hold the data that you're replicating and then use the fact that you cannot get access to resources on demand in Azure to scale out the environment, feed over workloads, run them with performance, potentially fill them back to on premises and then shrink back the environment in Azure to again, optimize cost and take advantage of elasticity that you get from public cloud models. >>And then the last one, building on top of that is just the fact that you cannot get bursting use cases and maybe running a large environment, typically desktop, you know, VDI environments that we see running on premises and I have, you know, a seasonal requirement to go and actually enable more workers to go get access the same solution. You could do this by sizing for the large burst capacity on premises wasting resources during the rest of the year. What we see customers do is optimize what they're running on premises and get access to resources on demand in Azure and basically move the workload and now basically get combined desktop running on premises desktops running on NC two on Azure, same desktop images, same management, same services, and do that as a burst use case during, say you're a retailer that has to go and take care of your holiday season. You know, great use case that we see over and over again for our customers, right? And pretty much complimenting the notion of, look, I wanna go to desktop as a service, but right now, now I don't want to refactor the entire application stack. I just won't be able to get access to resources on demand in the right place at the right time. >>Makes sense. I mean this is really all about supporting customers', digital transformations. We all talk about how that was accelerated during the pandemic and, but the cloud is a fundamental component of the digital transformations. And Eric, you, you guys have obviously made a commitment between Microsoft and and Nutanix to simplify hybrid cloud and that journey to the cloud. How should customers, you know, measure that? What does success look like? What's the ultimate vision here? >>Well, the ultimate vision is really twofold. I think the one is to, you know, first is really to ease a customer's journey to the cloud to allow them to take advantage of all the benefits to the cloud, but to do so without having to rewrite their applications or retrain their, their administrators and or, or to obviate their investment that they already have in platforms like, like Nutanix. And so the, the work that companies have done together here, you know, first and foremost is really to allow folks to come to the cloud in the way that they want to come to the cloud and take really the best of both worlds, right? Leverage, leverage their investment in the capabilities of the Nutanix platform, but do so in conjunction with the advantages and and capabilities of of Azure, you know. Second, it is really to extend some of the cloud capabilities down onto the on-premise infrastructure. And so with investments that we've done together with Azure arc for example, we're really extending the Azure control plane down onto on-premise Nutanix clusters and bringing the capabilities that that provides to the Nutanix customer as well as various Azure services like our data services and Azure SQL server. So it's really kind of coming at the problem from, from two directions. One is from kind of traditional on-prem up into the cloud, and then the second is kind of from the cloud leveraging the investment customers have in in on-premise hci. >>Got it. Thank you. Okay, last question. Maybe each of you could just give us one key takeaway for our audience today. Maybe we start with with with with Thomas and then Indu and then Eric you can bring us home. >>Sure. So the key takeaway is, you know, you takes cloud clusters on Azure is ngi, you know, this is something that we've had tremendous demand from our customers, both from the Microsoft side and the Nutanix side going, going back years literally, right? People have been wanting to go and see this, this is now live GA open for business and you know, we're ready to go and engage and ready to scale, right? This is our first step in a long journey in a very key partnership for us at Nutanix. >>Great Indu >>In our Dave. In a prior life about seven or eight, eight years ago, I was a part of a team that took a popular patch preparation software and moved it to the public cloud. And that was a journey that took us four years and probably several hundred million dollars. And if we had had NC two then it would've saved us half the money, but more importantly would've gotten there in one third the time. And that's really the value of this. >>Okay. Eric, bring us home please. >>Yeah, I'll just point out like this is not something that's just both on or something. We, we, we started yesterday. This is something the teams, both companies have been working on together for, for years really. And it's, it's a way of, of deeply integrating Nutanix into the Azure Cloud and with the ultimate goal of, of again, providing cloud capabilities to the Nutanix customer in a way that they can, you know, take advantage of the cloud and then compliment those applications over time with additional Azure services like storage, for example. So it really is a great on-ramp to the cloud for, for customers who have significant investments in, in Nutanix clusters on premise, >>Love the co-engineering and the ability to take advantage of those cloud native tools and capabilities, real customer value. Thanks gentlemen. Really appreciate your time. >>Thank >>You. Thank you. Thank you. >>Okay, keep it right there. You're watching. Accelerate hybrid cloud, that journey with Nutanix and Microsoft technology on the cube. You're leader in enterprise and emerging tech coverage >>Organizations are increasingly moving towards a hybrid cloud model that contains a mix of on premises public and private clouds. A recent study confirms 83% of businesses agree that hybrid multi-cloud is the ideal operating model. Despite its many benefits, deploying a hybrid cloud can be challenging, complex, slow and expensive require different skills and tool sets and separate siloed management interfaces. In fact, 87% of surveyed enterprises believe that multi-cloud success will require simplified management of mixed infrastructures >>With Nutanix and Microsoft. Your hybrid cloud gets the best of both worlds. The predictable costs, performance control and data sovereignty of a private cloud and the scalability, cloud services, ease of use and fractional economics of the public cloud. Whatever your use case, Nutanix cloud clusters simplifies IT. Operations is faster and lowers risk for migration projects, lowers cloud TCO and provides investment optimization and offers effortless, limitless scale and flexibility. Choose NC two to accelerate your business in the cloud and achieve true hybrid cloud success. Take a free self-guided 30 minute test drive of the solutions provisioning steps and use cases at nutanix.com/azure td. >>Okay, so we're just wrapping up accelerate hybrid cloud with Nutanix and Microsoft made possible by Nutanix where we just heard how Nutanix is partnering with cloud and software leader Microsoft to enable customers to execute on a true hybrid cloud vision with actionable solutions. We pushed and got the answer that with NC two on Azure, you get the same stack, the same performance, the same networking, the same automation, the same workflows across on-prem and Azure Estates. Realizing the goal of simplifying and extending on-prem workloads to any Azure region to move apps without complicated refactoring and to be able to tap the full complement of native services that are available on Azure. Remember, all these videos are available on demand@thecube.net and you can check out silicon angle.com for all the news related to this announcement and all things enterprise tech. Please go to nutanix.com as of course information about this announcement and the partnership, but there's also a ton of resources to better understand the Nutanix product portfolio. There are white papers, videos, and other valuable content, so check that out. This is Dave Ante for Lisa Martin with the Cube, your leader in enterprise and emerging tech coverage. Thanks for watching the program and we'll see you next time.

(upbeat music playing) >> Welcome to theCUBE's coverage of Couchbase ConnectONLINE Mary Roth, VP of Engineering Operations with Couchbase is here for Couchbase ConnectONLINE. Mary. Great to see you. Thanks for coming on remotely for this segment. >> Thank you very much. It's great to be here. >> Love the fire in the background, a little fireside chat here, kind of happening, but I want to get into it because, Engineering and Operations with the pandemic has really kind of shown that, engineers and developers have been good, working remotely for a while, but for the most part it's impacted companies in general, across the organizations. How did the Couchbase engineering team adapt to the remote work? >> Great question. And I actually think the Couchbase team responded very well to this new model of working imposed by the pandemic. And I have a unique perspective on the Couchbase journey. I joined in February, 2020 after 20 plus years at IBM, which had embraced a hybrid, in-office remote work model many years earlier. So in my IBM career, I live four minutes away from my research lab in Almaden Valley, but IBM is a global company with headquarters on the East Coast, and so throughout my career, I often found myself on phone calls with people around the globe at 5:00 AM in the morning, I quickly learned and quickly adapted to a hybrid model. I'd go into the office to collaborate and have in-person meetings when needed. But if I was on the phone at 5:00 AM in the morning, I didn't feel the need to get up at 4:30 AM to go in. I just worked from home and I discovered I could be more productive there, doing think time work, and I really only needed the in-person time for collaboration. This hybrid model allowed me to have a great career at IBM and raise my two daughters at the same time. So when I joined Couchbase, I joined a company that was all about being in-person and instead of a four minute commute, it was going to be an hour or more commute for me each way. This was going to be a really big transition for me, but I was excited enough by Couchbase and what it offered, that I decided to give it a try. Well, that was February, 2020. I showed up early in the morning on March 10th, 2020 for an early morning meeting in-person only to learn that I was one of the only few people that didn't get the memo. We were switching to a remote working model. And so over the last year, I have had the ability to watch Couchbase and other companies pivot to make this remote working model possible and not only possible, but effective. And I'm really happy to see the results. A remote work model does have its challenges, that's for sure, but it also has its benefits, better work-life balance and more time to interact with family members during the day and more quiet time just to think. We just did a retrospective on a major product release, Couchbase server 7.0, that we did over the past 18 months. And one of the major insights by the leadership team is that working from home actually made people more effective. I don't think a full remote model is the right approach going forward, but a hybrid model that IBM adopted many years ago and that I was able to participate in for most of my career, I believe is a healthier and more productive approach. >> Well, great story. I love the come back and now you take leverage of all the best practices from the IBM days, but how did they, your team and the Couchbase engineering team react? And were there any best practices or key learnings that you guys pulled out of that? >> The initial reaction was not good. I mean, as I mentioned, it was a culture based on in-person, people had to be in in-person meetings. So it took a while to get used to it, but there was a forcing function, right? We had to work remotely. That was the only option. And so people made it work. I think the advancement of virtual meeting technology really helps a lot. Over earlier days in my career where I had just bad phone connections, that was very difficult. But with the virtual meetings that you have, where you can actually see people and interact, I think is really quite helpful. And probably the key. >> What's the DNA of the company there? I mean, every company's got the DNA, Intel's Moore's Law, and what's the engineering culture at Couchbase like, if you could describe it. >> The engineering culture at Couchbase is very familiar to me. We are at our heart, a database company, and I grew up in the database world, which has a very unique culture based on two values, merit and mentorship. And we also focus on something that I like to call growing the next generation. Now database technology started in the late sixties, early seventies, with a few key players and institutions. These key players were extremely bright and they tackled and solved really hard problems with elegant solutions, long before anybody knew they were going to be necessary. Now, those original key players, people like Jim Gray, Bruce Lindsay, Don Chamberlin, Pat Selinger, David Dewitt, Michael Stonebraker. They just love solving hard problems. And they wanted to share that elegance with a new generation. And so they really focused on growing the next generation of leaders, which became the Mike Carey's and the Mohan's and the Lagerhaus's of the world. And that culture grew over multiple generations with the previous generation cultivating, challenging, and advocating for the next, I was really lucky to grow up in that culture. And I've advanced my career as a result, as being part of it. The reason I joined Couchbase is because I see that culture alive and well here. Our two fundamental values on the engineering side, are merit and mentorship. >> One of the things I want to get your thoughts on, on the database questions. I remember, back in the old glory days, you mentioned some of those luminaries, you know, there wasn't many database geeks out there, there was kind of a small community, now, as databases are everywhere. So you see, there's no one database that has rule in the world, but you starting to see a pattern of database, kinds of things are emerging, more databases than ever before, they are on the internet, they are on the cloud, there are none the edge. It's essentially, we're living in a large distributed computing environment. So now it's cool to be in databases because they're everywhere. (laughing) So, I mean, this is kind of where we are at. What's your reaction to that? >> You're absolutely right. There used to be a few small vendors and a few key technologies and it's grown over the years, but the fundamental problems are the same, data integrity, performance and scalability in the face of distributed systems. Those were all the hard problems that those key leaders solved back in the sixties and seventies. They're not new problems. They're still there. And they did a lot of the fundamental work that you can apply and reapply in different scenarios and situations. >> That's pretty exciting. I love that. I love the different architectures that are emerging and allows for more creativity for application developers. And this becomes like the key thing we're seeing right now, driving the business and a big conversation here at the, at the event is the powering of these modern applications that need low latency. There's no more, not many spinning disks anymore. It's all in RAM, all these kinds of different memory, you got centralization, you got all kinds of new constructs. How do you make sense of it all? How do you talk to customers? What's the main core thing happening right now? If you had to describe it. >> Yeah, it depends on the type of customer you're talking to. We have focused primarily on the enterprise market and in that market, there are really fundamental issues. Information for these enterprises is key. It's their core asset that they have and they understand very well that they need to protect it and make it available more quickly. I started as a DBA at Morgan Stanley, back, right out of college. And at the time I think it was, it probably still is, but at the time it was the best run IT shop that I'd ever seen in my life. The fundamental problems that we had to solve to get information from one stock exchange to another, to get it to the SEC are the same problems that we're solving today. Back then we were working on mainframes and over high-speed Datacom links. Today, it's the same kind of problem. It's just the underlying infrastructure has changed. >> Yeah, the key, there has been a big supporter of women in tech. We've done thousands of interviews and why I got you. I want to ask you if you don't mind, career advice that you give women who are starting out in the field of engineering, computer science. What do you wish you knew when you started your career? And if you could be that person now, what would you say? >> Yeah, well, a lot of things I wish I knew then that I know now, but I think there are two key aspects to a successful career in engineering. I actually got started as a math major and the reason I became a math major is a little convoluted. As a girl, I was told we were bad at math. And so for some reason I decided that I had to major in it. That's actually how I got my start, but I've had a great career. And I think there are really two key aspects. First, is that it is a discipline in which respect is gained through merit. As I had mentioned earlier, engineers are notoriously detail-oriented and most are, perfectionists. They love elegant, well thought-out solutions and give respect when they see one. So understanding this can be a very important advantage if you're always prepared and you always bring your A-game to every debate, every presentation, every conversation, you have build up respect among your team, simply through merit. While that may mean that you need to be prepared to defend every point early on, say, in your graduate career or when you're starting, over time others will learn to trust your judgment and begin to intuitively follow your lead just by reputation. The reverse is also true. If you don't bring your A-game and you don't come prepared to debate, you will quickly lose respect. And that's particularly true if you're a woman. So if you don't know your stuff, don't engage in the debate until you do. >> That's awesome advice. >> That's... >> All right, continue. >> Thank you. So my second piece of advice that I wish I could give my younger self is to understand the roles of leaders and influencers in your career and the importance of choosing and purposely working with each. I like to break it down into three types of influencers, managers, mentors, and advocates. So that first group are the people in your management chain. It's your first line manager, your director, your VP, et cetera. Their role in your career is to help you measure short-term success. And particularly with how that success aligns with their goals and the company's goals. But it's important to understand that they are not your mentors and they may not have a direct interest in your long-term career success. I like to think of them as, say, you're sixth grade math teacher. You know, you getting an A in the class and advancing to seventh grade. They own you for that. But whether you get that basketball scholarship to college or getting to Harvard or become a CEO, they have very little influence over that. So a mentor is someone who does have a shared interest in your long-term success, maybe by your relationship with him or her, or because by helping you shape your career and achieve your own success, you help advance their goals. Whether it be the company success or helping more women achieve leadership positions or getting more kids into college on a basketball scholarship, whatever it is, they have some long-term goal that aligns with helping you with your career. And they give great advice. But that mentor is not enough because they're often outside the sphere of influence in your current position. And while they can offer great advice and coaching, they may not be able to help you directly advance. That's the role of the third type of influencer. Somebody that I call an advocate. An advocate is someone that's in a position to directly influence your advancement and champion you and your capabilities to others. They are in influential positions and others place great value in their opinions. Advocates stay with you throughout your career, and they'll continue to support you and promote you wherever you are and wherever they are, whether that's the same organization or not. They're the ones who, when a leadership position opens up will say, I think Mary's the right person to take on that challenge, or we need to move in a new direction, I think Mary's the right person to lead that effort. Now advocates are the most important people to identify early on and often in your career. And they're often the most overlooked. People early on often pay too much attention and rely on their management chain for advancement. Managers change on a dime, but mentors and advocates are there for you for the long haul. And that's one of the unique things about the database culture. Those set of advocates were just there already because they had focused on building the next generation. So I consider, you know, Mike Carey as my father and Mike Stonebraker as my grandfather, and Jim Gray as my great-grandfather and they're always there to advocate for me. >> That's like a schema and a database. You got to have it all right there, kind of teed up. Beautiful. (laughing) Great advice. >> Exactly. >> Thank you for that. That was really a masterclass. And that's going to be great advice for folks, really trying to figure out how to play the cards they have and the situation, and to double down or move and find other opportunities. So great stuff there. I do have to ask you Mary, thanks for coming on the technical side and the product side. Couchbase Capella was launched in conjunction with the event. What is the bottom line for that as, as an Operations and Engineering, built the products and rolled it out. What's the main top line message for about that product? >> Yeah. Well, we're very excited about the release of Capella and what it brings to the table is that it's a fully managed and automated database cloud offering so that customers can focus on development and building and improving their applications and reducing the time to market without having to worry about the hard problems underneath, and the operational database management efforts that come with it. As I mentioned earlier, I started my career as a DBA and it was one of the most sought after and highly paid positions in IT because operating a database required so much work. So with Capella, what we're seeing is, taking that job away from me. I'm not going to be able to apply for a DBA tomorrow. >> That's great stuff. Well, great. Thanks for coming. I really appreciate it. Congratulations on the company and the public offering this past summer in July and thanks for that great commentary and insight on theCUBE here. Thank you. >> Thank you very much. >> Okay. Mary Roth, VP of Engineering Operations at Couchbase part of Couchbase ConnectONLINE. I'm John Furrier, host of theCUBE. Thanks for watching. (upbeat music playing)

>>And welcome to the cubes coverage of Couchbase connect online, Mary Roth, VP of engineering operations with couch basis here for Couchbase connect online. Mary. Great to see you. Thanks for coming on remotely for this segment. >>Thank you very much. It's great to be here. >>Love the fire in the background, a little fireside chat here, kind of happening, but I want to get into shooting, you know, engineering and operations with the pandemic has really kind of shown that, you know, engineers and developers have been good working remotely for a while, but for the most part it's impacted companies in general, across the organizations. How did the Couchbase engineering team adapt to the remote work? >>Uh, great question. Um, and I actually think the Couchbase team responded very well to this new model of working imposed by the pandemic. And I have a unique perspective on the couch space journey. I joined in February, 2020 after 20 plus years at IBM, which had embraced a hybrid in-office rewrote remote work model many years earlier. So in my IBM career, I live four minutes away from my research lab in almond and valley, but IBM is a global company with headquarters on the east coast and SU. So throughout my career, I often found myself on phone calls with people around the globe at 5:00 AM in the morning, I quickly learned and quickly adopted to a hybrid model. I'd go into the office to collaborate and have in-person meetings when needed. But if I was on the phone at >> 5: 00 AM in the morning, um, I didn't feel the need to get up at 4:30 AM to go in. >>I just worked from home and I discovered I could be more productive. They're doing think time work. And I really only needed the in-person time for collaboration. These hybrid model allowed me to have a great career at IBM and raise my two daughters at the same time. So when I joined Couchbase I joined a company that was all about being in-person and instead of a four minute commute, it was going to be an hour or more commute for me each way. This was going to be a really big transition for me, but I was excited enough by couch facing what it offered that I decided to give it a try. Well, that was February, 2020. I showed up early in the morning on March 10th, 2020 for an early morning meeting in person only to learn that I was one of the only few people that didn't get the memo. >>We were switching to a remote remote working model. And so over the last year, I have had the ability to watch cow's face and other companies pivot to make this remote working model possible and not only possible, but effective. And I'm really happy to see the results. Our remote work model does have its challenges that's for sure, but it also has its benefits better work-life balance and more time to interact with family members during the day and more quiet time, just to think we just did a retrospective on a major product release Couchbase server 7.0 that we did over the past 18 months. And one of the major insights by the leadership team is that working from home actually made people more effective. I don't think a full remote model is the right approach going forward, but a hybrid model that IBM adopted many years ago and that I was able to participate in for most of my career, I believe is a healthier and more productive approach. >>Well, great story. I love the, um, the, uh, you come back and now you take leverage all the best practices from the IBM days, but how did the, your team and the Couchbase engineering team react and were there any best practices or key learnings that you guys pulled out of that, >>Uh, the, the initial reaction was not good. I mean, as I mentioned, it was a culture based on in-person people had to be in person in person meetings. So it took a while to get used to it, but the, there was a forcing function, right? We had to work remotely. That was the only option. And so people made it work. I think the advancement of virtual meeting technology really, really helps a lot over earlier days in my career where I had just bad phone connections, that was very difficult. But with the virtual meetings that you have, where you can actually see people and interact, I think is really quite helpful. >>What's the DNA of the culture. What's the DNA. Every company's got the DNA entails Moore's law. Um, and at what's the engineering culture at Couchbase like if you could describe it. >>Uh, the engineering culture at Couchbase is very familiar to me. We are at our heart, a database company, and I grew up in the database world, which has a very unique culture based on two values, merit and mentorship. And we also focus on something that I like to call growing. The next generation. Now database technology started in the late sixties, early seventies with a few key players and institutions. These key players were extremely bright and they tackle it and solve really hard problems with elegant solutions long before anybody knew they were going to be necessary. Now, those original key players, people like Jim gray, Bruce Lindsey, Don Chamberlin, pat Salinger, David Dewitt, Michael Stonebraker. They just love solving hard problems. And they wanted to share that elegance with a new generation. And so they really focused on growing the next generation of leaders, which became the Mike caries and the Mohans and the lower houses of the world. And that culture grew over multiple generations with the previous generation cultivating, challenging and advocating for the next, I was really lucky to grow up in that culture. And I've advanced my career as a result, as being part of it. The reason I joined Couchbase is because I see that culture alive and well, here are two fundamental values on the engineering side, our merit and mentorship. >>One of the things I want to get your thoughts on, on the database questions. I remember, you know, back in the old glory days, you mentioned some of those luminaries, you know, there wasn't many database geeks out there, Zuri kind of small community now is databases are everywhere. So you see there's no one database that's ruling the world, but you starting to see a pattern of database kinds of things, and more emerging, more databases than ever before. They're on the internet, they're on the cloud. There are none the edge it's essentially we're living in a large distributed computing environment. So now it's cool to be in databases cause they're everywhere. So, I mean, this is kind of where we're at. What's your reaction to that? >>Uh, you're absolutely right there. There used to be a, a few small vendors and a few key technologies and it's grown over the years, but the fundamental problems are the same data, integrity, performance and scalability. And in the face of district distributed systems, those were all the hard problems that those key leaders solve back in the sixties and seventies. They're not, they're not new problems. They're still there. And they did a lot of the fundamental work that you can apply and reapply in different scenarios and situations. >>It's pretty exciting. I love that. I love the different architectures that are emerging and allows for more creativity for application developers. And this becomes like the key thing we're seeing right now, driving the business and a big conversation here at the, at the event is the powering, these modern applications that need low latency. There's no more, not many spinning disks anymore. It's all in Ram, all these kinds of different memory, you got decentralization and all kinds of new constructs. How do you make sense of it all? How do you talk to customers? What's the, what's the, what's the main core thing happening right now? If you had to describe it? >>Yeah, it depends on the type of customer you're talking to. Um, we have focused primarily on the enterprise market and in that market, there are really fundamental issues. Information for, for these enterprises is key. It's their core asset that they have and they understand very well that they need to protect it and make it available more quickly. I started as a DBA at Morgan Stanley back, um, right out of college. And at the time I think it was, it probably still is, but at the time it was the best run it shop that I'd ever seen in my life. The fundamental problems that we had to solve to get information from one stock exchange to another, to get it to the sec, um, are the same problems that we're solving today. Back then we were working on mainframes and over high-speed data comm links today, it's the same kind of problem. It's just the underlying infrastructure has changed. >>You know, the key has been a big supporter of women in tech. We've done thousands of interviews on why I got you. I want to ask you, uh, if you don't mind, um, career advice that you give women who are starting out in the field of engineering, computer science, what do you wish you knew when you started your career? And you could be that person now, what would you say? >>Yeah, well, there are a lot of things I wish I knew then, uh, that I know now, but I think there are two key aspects to a successful career in engineering. I actually got started as a math major and the reason I, I became a math major is a little convoluted. Is it as a girl, I was told we were bad at math. And so for some reason I decided that I had to major in it. That's actually how I got my start. Um, but I've had a great career and I think there are really two key aspects first. And is that it is a discipline in which respect is gained through merit. As I had mentioned earlier, engineers are notoriously detail oriented and most of our perfectionist, they love elegant, well thought out solutions and give respect when they see one. So understanding this can be a very important advantage if you're always prepared and you always bring your a game to every debate, every presentation, every conversation you have build up respect among your team, simply through merit. While that may mean that you need to be prepared to defend every point early on say, in your graduate career or when you're starting over time, others will learn to trust your judgment and begin to intuitively follow your lead just by reputation. The reverse is also true. If you don't bring your a game and you don't come prepared to debate, you will quickly lose respect. And that's particularly true if you're a woman. So if you don't know your stuff, don't engage in the debate until you do. That's awesome. >>That's >>Fine. Continue. Thank you. So my second piece of advice that I wish I could give my younger self is to understand the roles of leaders and influencers in your career and the importance of choosing and purposely working with each. I like to break it down into three types of influencers, managers, mentors, and advocates. So that first group are the people in your management chain. It's your first line manager, your director, your VP, et cetera. Their role in your career is to help you measure short-term success. And particularly with how that success aligns with their goals and the company's goals. But it's important to understand that they are not your mentors and they may not have a direct interest in your long-term career success. I like to think of them as say, you're sixth grade math teacher. You know, you're getting an a in the class and advancing to seventh grade. >>They own you for that. Um, but whether you get that basketball scholarship to college or getting to Harvard or become a CEO, they have very little influence over that. So a mentor is someone who does have a shared interest in your longterm success, maybe by your relationship with him or her, or because by helping you shape your career and achieve your own success, you help advance their goals. Whether it be the company success or helping more women achieve, we do put sip positions or getting more kids into college, on a basketball scholarship, whatever it is, they have some long-term goal that aligns with helping you with your career. And they gave great advice. But that mentor is not enough because they're often outside of the sphere of influence in your current position. And while they can offer great advice and coaching, they may not be able to help you directly advance. >>That's the role of the third type of influencer. Somebody that I call an advocate, an advocate is someone that's in a position to directly influence your advancement and champion you and your capabilities to others. They are in influential positions and others place, great value in their opinions. Advocates stay with you throughout your career, and they'll continue to support you and promote you wherever you are and wherever they are, whether that's the same organization or not. They're the ones who, when a leadership position opens up will say, I think Mary's the right person to take on that challenge, or we need to move in a new direction. I think Mary's the right person to lead that effort. Now advocates are the most important people to identify early on and often in your career. And they're often the most overlooked people early on, often pay too much attention and rely on their management chain for advanced managers, change on a dime, but mentors and advocates are there for you for the long haul. And that's one of the unique things about the database culture. Those set of advocates were just there already because they had focused on building the next generation. So I consider, you know, Mike Carey is my father and Mike Stonebraker is my grandfather. And Jim gray is my great-grandfather and they're always there to advocate for me. >>That's like a scheme and a database. You got to have it all white. They're kind of teed up. Beautiful, great advice. >>Thank you for that. That was really a masterclass. And that's going to be great advice for folks really trying to figure out how to play the cards they have a and the situation and to double down or move and find other opportunities. So great stuff there. I do have to ask you Maira, thanks for coming on the technical side and the product side Couchbase Capella was launched, uh, in conjunction with the event. What is, what is the bottom line for that as, as an operations and engineering, you know, built the products and roll it out. What's the main top line message for about that product? >>Yeah, well, we're very excited about the release of Capella and what it brings to the table is that it's a fully managed in an automated database cloud offering so that customers can focus on development and building and improving their applications and reducing the time to market without having to worry about the hard problems underneath and the operational database management efforts that come with it. Uh, as I mentioned earlier, I started my career as a UVA and it was one of the most sought after and highly paid positions in it because operating a database required so much work. So with Capella, what we're seeing is, you know, taking that job away from me, I'm not going to be able to apply for a DBA tomorrow. >>That's great stuff. Well, great. Thanks for coming. I really appreciate congratulations on the company and public offering this past summer in July and thanks for that great commentary and insight on the QPR. Thank you. >>Thank you very much. >>Okay. Mary Ross, VP of engineering operations at Couchbase part of Couchbase connect online. I'm John furry host of the cube. Thanks for watching.

>> Announcer: Live from Chicago, Illinois. It's theCUBE. Covering VeeamON 2018. Brought to you by, Veeam. >> We're back at VeeamON 2018 in Chicago. You're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante with Stu Miniman. Paul Madison is here he's the vice president of global cloud business at Veeam. Cloud, is where all the action is. Paul, thanks for coming back on theCUBE. >> No, Dave good to see you again, Stu good to see you. >> So you guys have made, you know, a major push obviously into the Cloud. We talked about, with Peter, that you know Veeam used to be product company. Now you're a platform company. Platforms beat products as we know and Cloud is a key part of that. It's a distribution channel, it's a technology, it's a disruptive force. What's your take on what's happening in Cloud? >> So, we're loving what's going on in the Cloud market space. I think, and I've talked with you guys about this before, the pace of innovation that's happening is absolutely remarkable. And it's all about delivering value for the customer. I heard Danny talk about business outcomes in the Cloud. We see this again and again, the Cloud is emerging as the platform or series of platforms that customers can drive innovation, can drive business agility. And we're excited about that because as the customers are moving there now we are evolving our platform to allow them to know that no matter what infrastructure, what platform they use they've got an answer in Veeam. Right? From a data protection, intelligent data management perspective... Veeam's got an answer. So, we see incredible market opportunity, we see accelerate in innovation and we see our platform evolving to take advantage of all that. >> So as the head of Cloud at Veeam, how does it work? Do you have product requirements, obviously you've got channel relationships to get building how do you spend your time architecting, I mean, how did you architect sort of the Cloud plan for Veeam? >> Yeah, it's still a work in process obviously. We are constantly evolving it as the market changes, we have to continue to evolve our strategy. But I have a lot of internal partners, you know, I partner really closely with Danny's organization from a product strategy. I partner very closely with Anton Gostev on product management, I partner really closely with Carey Stanton on our alliance partners. Because as you can imagine all of them are moving towards the Cloud or have a Cloud strategy. I work with people on pricing, licensing, sales, and marketing. And it's just this great, wonderful ecosystem that we have internally. Where we assess where we want to be, we assess where the platform has to go and we try to evolve all those things together. It's not trivial, there's a lot of work. Especially as we transition from a product company, to a platform company, to a solution company. But those are the kinds of problems that we like to solve, that's exciting stuff for us. >> Paul, wonder if you could speak a little bit to that partner ecosystem. So, you know, we went through years of public cloud is the enemy or public cloud said everything is going here to, you know, the Cloud service providers. And even the traditional vars and integrators, many of them worked with Microsoft for years. Lots of them now working with Amazon in some way or another. >> Paul: Right. >> Walk through a little bit that dynamic of what you are seeing, of course you play it across all of them so you've got a great vantage point. >> Yeah, sure. It's a great question, and it has, Stu, it's evolved in the last I'd say 18 to 24 months. It used to be, when I first started at Veeam, I went to a partner conference and I was six weeks into my tenure at Veeam and I came from Microsoft Azure And the looks on the peoples faces was, oh my God, you know, Veeam is going 100% asual. As the Azure guy here public cloud was bad, right? And so it lit people up and I tried to, and continue to rapidly assure them, no, that's not the enemy, that's not where we're going. We see an evolution now where we do see some Cloud service providers saying, we have to understand that customers want to go there, so I need to be a part of that market. That's why we're making the choices that we're making in terms of how we engineer the platform is that it's about customers having choice. And so, it's not the easiest dynamic to manage, as you might be aware of. But there is value, you see firms that will, now are starting to say, okay I can differentiate based on maybe a vertical orientation that I have. I'm going to specialize by going after the enterprise or by going after health care, financial services. And they're saying alright, those big players are here to stay. I better, I should figure out how to get along with them and how I can add value on top of them. Because from my perspective, and those big hyper scale or public clouds. Sometimes I call them a canvas, you can paint on them. But cloud and service providers can really help bring another level of intimacy to those platforms for their customer and drive value for their customer. So co-opting those large platforms is a good strategy. >> Yeah, alright, so Microsoft background. One of the things that caught our eye is, I believe, it was 2500 downloads already of the Veeam solution. >> Yes. >> For Azure. >> Yes. >> Broad reduction and betaWS, give some color on what's happening with public now. >> Yeah, sure, so we are super excited about what's happening with our Cloud partners. We've had tremendous growth in our VCSP business. We have over 19,000 of them now, globally, which is a huge ecosystem of partners. We've seen 58% year over year growth there. Fantastic growth in the number of machines that are protected by Veeam and Veeam powered services. The AWS marketplace has been, the AWS market is one that we've now, you know, jumped into with our acquisition of N2WS. We've seen terrific, I don't know if you're talking with Ezra or anybody from the N2W side. But they've seen 153% year over year growth since coming on board with Veeam. We have Office365 now, Danny talked a little bit about the new version of that, that we're in private beta of right now. That market is taking off tremendously. We've seen 29,000 downloads of that, 29,000 different customers that have downloaded that. We're currently protecting around three million mailboxes of Office365, so there's just a lot that's, our work with the IBM Cloud, is terrific. They are here, they're our sponsor. Great things going on there, 1,000% growth in the VM's that are deployed using it, on the IBM Cloud. Now their resiliency services practice is building up around Veeam. So there's just this tremendous momentum across all the dynamics of our Cloud business right now. >> Well, customers have to place bets. We love sports analogies in theCUBE. Kentucky Derby just went down, we have the Preakness coming up. And customers I feel like they're placing bets on what's called the under card, right. You've got the big race is the Kentucky Derby, well there's a bunch of races leading up to that, they call that the under card. People warm up, they make little bets here, little bets there. But then when it comes to the big race that's when they put down their big money. And I feel like the Cloud bets have largely been on the under card to date. When you talk to customers, well first of all do you agree with that, and are they asking you, okay, you know, which Cloud should I use where? What bets should I place? Having, you know, run the Azure group, you've got a perspective on this. What do you see customers doing and how do you advise them? >> Yeah, so, that's a great question, what we... So let me take you back a little bit. We did see early on customers that sort of nibbled around the edges, around the under card, and made small bets on it and then for whatever reason made the decision to dive in big. And I think a number of them that didn't work out quite well because as they were going through the under card and managing through that they didn't learn as much as they needed to or the platforms evolved so that they ended up saying, wait a minute, hold on, we maybe shouldn't have made that bet. Alright? So, customers now are, I think they're taking a little more of a smart approach towards it because they realize that, hey, going 100% in with one provider is going to be a challenge, right? They are worried about the old vendor lock in and portability across clouds. We obviously will talk to customers about multi-cloud world, 81% that we surveyed said, I'm not going to have a single Cloud provider. I'm going to try to figure out which work loads to put where. And we're going to continue to help advise them and help figure out how they do that. How those different cloud infrastructures factor into their data protection and availability strategies. >> Yeah, so when you get to the database, the middleware on up and you take that approach. Then, obviously there's substantial skillsets that you're going to need whether you're using, you know, Amazon's databases or Oracle's or IBM's, et cetera. At the infrastructure level, however, and I think this is part of your strategy, you can potentially standardize, you know, you guys want to be the standard for the data protection platform. But you've got to earn their trust and the right to do that. >> Paul: Absolutely. >> But if we're understanding that right, that is the strategy, right? To sort of take that stress away from them, let them worry about which database, which SaaS application. But from an infrastructure stand point, you can rely on Veeam to be that data protection platform. >> That's exactly right. And I think when you were talking with Danny earlier is any app, any data, any cloud. Regardless of where you want to go, bet on us, we've got the answer for you. >> Okay so then follow-up question. Why you guys? You've got system vendors, you've got storage vendors, you know, to a certain extent you got quasi security players. Big established companies, start-ups. Why Veeam? >> Well, I think because of a couple of reasons. First of all the platform is extensive and continuing to grow. And we, I'm thrilled that we are, you know, we've got the platform elements of it. I think you said earlier, platforms always trump products. I'm a firm believer in that. I love platforms. I think the second reason is we're a partner driven and customer driven organization. I know that sort of, that can sound like sort of mom and apple pie but the reality is we are 100% channel focused. We don't compete with those channel partners, we don't compete with cloud service providers. We can enable all of them. And so you've got a great platform, with a great organization that knows how to partner and wants to partner. Those two things come together and make us a great choice. >> How do you, I haven't asked anybody this, I wonder if you'll give us your perspective. Because you're pure channel, how do you, and at the same time customer driven, how do you get that feedback? Obviously you go in with channel partners but how do you ensure that you're getting the high fidelity feedback from the customers? >> So, get with the customer. (laughing) You know, we're 100% channel driven but we are arm in arm with our channel partners. It's not, you know, in some areas of the business, yes there's a lot that goes on that Veeam folks don't get involved with. But when it matters, when it counts, we're arm in arm with our channel partners. We go and visit together, we spend that time, we invest that time. We do partner advisory councils, we do customer advisory boards. You know, we're not... It's not diffused through the channels, I guess is what I want to say. It's very much a true partnership where we are engaged fully. >> Okay, let's get into it. You're a Philly fan, your boss is a Patriots fan. >> Paul: I've heard that, yes. >> You got, I mean. Listen, as a long time Philly fan it's like one of the best feelings in the world when your team wins the Super Bowl. First of all, having your team in the Super Bowl for two weeks having that hype lead up is just the greatest thing in the world, even though you just can't wait for kick-off. But I got to say congratulations. >> Thank you. >> I know you've got to feel good about that. >> Thank you, we feel great about it. It took us a couple of days to catch our breath after the game and quite frankly even during the game. Hey, listen, Tom Brady, two minutes ago has the ball, we were all getting ready to leave the party because we said, hey, we've seen this movie before, we know what's going to happen. Go down the field, touchdown. We're out. >> You can't watch. >> Can't watch it, can't watch it. I really didn't watch the last 30 seconds of the game 'cause I just had my (laughs). No we were super happy about it, I will be honest and say it's been a source of on-going rivalry inside of Veeam. Because we have quite the Boston contingent. But, we've got the trophy. >> Well, pretty amazing that, well 'cause Philly had the really outstanding defense >> Yeah. >> Which everybody tries to predict before the game, right, and then Brady shreds the Philly defense. Who would have known that Nick Fowles is going to score every single time he had the ball except the one fluke interception. >> Paul: Yeah. >> It was really an unbelievable game. I mean, as a Pats fan, we were heartbroken, but wow what a game. >> We loved it and, honestly, the guys have been great about it and almost, I don't know if Peter falls in this category, but almost everyone has said, yeah well Philly was the better team. We lost a great game to a better team, there's been no, oh well, one of our guys tried to say, hey, that whole Philly special play should have been called an illegal formation. But then I gave him a list of all the violations that the Patriots have had in the past five years and he's like, okay. >> Yeah you don't want to sound like the raving fan, right? You know, calling the ineligible, eligible. >> Paul: Right. >> Look, Brady, they made that great call. Brady couldn't make the catch, he couldn't make the catch. Nick Fowles made the catch. Okay then when it came down to execution they stared, you know, into the abyss and they didn't blink. I mean, ya got to give em' credit. And Villanova, I mean, that was awesome. >> They were just a machine. >> Sixers, what happened? Big favorite. I think young team. >> Young team, look, they're going to be good for a while. >> Dave: Should be a good rivalry. >> I think Ben Simmons, you know, he's going to come up. Joel Embiid is an absolute beast but I got to hand it to your team and your coach, I mean, I think in some ways we got out-coached a little bit. >> Dave: When Larry Bird came up and Dr. J was, you know, didn't want to relinquish that mantle. That was some of the best rivalries in the early 80's. With the Sixers and the Celtics so hopefully that will get better. >> Paul: Hopefully we'll get that going again. That'll be awesome. >> We love talking sports and we love talking sports with guys in tech that love sports. Paul, thanks very much for coming back. >> Hey, my pleasure man, thanks for having me, really appreciate it, thanks, guys. >> Alright, keep it right there, everybody, we'll be right back with our next guest right after this short break.