>>from around the globe. It's the Cube presenting Cuban Cloud brought to you by Silicon Angle. >>Welcome back to the Cubes. Special Presentation on the Future of Cloud. Three years ago, Alan Nance said to me that in order to really take advantage of Cloud and Dr Billions of dollars of value, you have to change the operating model. I've never forgotten that statement have explored it from many angles over the last three years. In fact, it was one of the motivations for me actually running this program for our audience. Of course with me is Alan Nance. He's a change agent. He's led transformations that large organizations, including I N G Bank, Royal, Philips, Barclays Bank and many others. He's also a co founder of Citrus Collab. Alan, great to see you. Thanks for coming on the program. >>Thanks for having me again there. >>All right. So when we were preparing for this interview you shared with me the following you said enterprise, I t often hasn't really tapped the true powers that are available to them to make real connections to take advantage of that opportunity. Connections to the business, That is What >>do >>you mean by that. >>Well, I think, you know, we've been saying for quite a long time that enterprise. It is certainly a big part of our past in technology. But you know, just how much is it going to be in the future on, you know, enterprise, I t has had a difficult time under The pressure's off being a centralized organization with large expanse of large Catholics, while at the same time we see obviously the digital operations growing oftentimes in separate reporting structures and closer to the business on. And what I'm thinking right now is enterprise i t. If it has made this transition to cloud operating models, whether they are proprietary or whether they are public cloud, there's a huge opportunity for enterprise. I t. Thio connect the dots in a way that no other part of the organization can do that. And when they connect those dots working closely with the business, they unleash a huge amount of value that is beyond things like efficiency or things like just just just providing cloud computing to be flexible. It has to be much more about value generation. Andi. I think that a lot of leaders of enterprise I t have not really grasped that, Andi. I think that's the opportunity is sitting right in front of them right now. >>You know what I've seen lately? I wonder if you could. Comment is You know, obviously we always talk about the stove pipes, but you've you've seen, you know, the CEO, >>the chief >>data officer that you just mentioned the chief digital officer, the chief information security officer. They've largely been in their own silos. I'm definitely seeing a move to bring those together. I'm seeing a lot of CDOs and CEO roles come together and even the chief information or the head of security reporting up into that where there's there seems to be as your sort of suggesting just a lot more visibility across the entire organization. Is it Is it an organizational issue? Is it? Ah, is it a mindset? But only if you could comment. >>Well, I would say it zits, two or three different things, but certainly it's an organizational issue. But I think it starts off with a cultural issue. Andi, I think what you're seeing, and if you look at the more progressive companies that you see, I think you are also seeing a new emergence off the enlightened technology leader s O. With all respect to me and my generation, our tenure as the owners off the large enterprise, it is coming to an end. And we grew up trying to master the complexity of the off the silos. As you so definitely pointed out, we were battling this falling technology, trying to get it under control, trying to get the costs down, trying to reduce Catholics. And a lot of that was focused on the partnerships that we had with technology suppliers on DSO. That mindset of being engineers struggling for control. Having your most important part of being a technology company itself that now I think is giving way is giving way to a new generation of technology leaders who haven't grown up with that culture. Onda. Oftentimes what I see is that the new enlightened CEOs are female, and they are coming into the role outside of the regular promotion change. So they're coming to these rolls through finance H R marketing on their bringing. A different focus on the focus is much more about how do we work together to create an amazing experience for our employees and for our customers on an experience that drives value. So I think there's a reset in the culture. And clearly, when you start talking about creating a value chain to improve experience, you're also talking about bringing people together from different multidisciplinary backgrounds to make that happen. >>Well, that's kind of, you know, it makes me think about Amazon's mantra of working backwards. You know, start with the experience and and and a lot of a lot of CEOs that I know would love tow beam or involved in the business. But they're just so busy trying to keep the lights on like you said, trying to manage vendors. And like, you know, I had a discussion the other day, Allen with an individual. We were talking about how you know, you got a shift from a product mindset to a platform mindset. But you know, you've said that that platform thinking you're always ahead of the game platform, thinking it needs to make way for ecosystem thinking, you know, unless you're Internet giant scale business like Amazon or Spotify, you said you're gonna be in a niche market if you really don't tap that ecosystem again. If you could explain what you mean by that. >>I think right now if this movement to experience is fundamental, right? So Joe Pine and Gilmore wrote about the experience economy as far back in 1990. But the things that they predicted then are here now. And so what we're now seeing is that consumers have choice. Employees have choice. I think the pandemic has accelerated that. And so what happens when you, when you when you put an enterprise under that type of external pressure, is that it fragments and even fragment into ways it can fragment dysfunctional E so that every silo tries to go into a a defensive mode protective mode? That's obviously the wrong way to go. But the fragmentation that's exciting is when it fragments into ecosystems that are actually working together to solve an experience problem. And those are not platforms. They're too big, you know, When I was Phillips, I was very enthusiastic about working on this connected health care platform, but I think what I started to realize was it takes too much time. It requires too much investment on you are bringing people to you based on your capability. Where is what the market needs is much more agile than that. So if we look in health care, for instance, and you want to connect patients at home with patient with the doctors in the hospital, in the old model you so I'm gonna build a platform for this. I'm gonna have doctors with a certain competence and they're gonna be connecting into this. And so are the patients in some way. And so are the insurers. I think what you're going to see now is different. We're going to say, Let's get together A small team that understands it's called, For instance, let's get a an insurance provider. Let's get a health care operator. Let's get a healthcare tech company on. Let's pull their data in a way that helps us to create solutions now that that can roll out in 30 60 or 90 days. And the thing that that makes that possible is the move to the public crowd because now there are so many specialized supplier, specialized skill sets available that you can connect to through Amazon through Google, through through azure that that these these things that we usedto I think we're very, very difficult are now much easier. I don't want to minimize the effort, but these things are on the table right now. Thio Revalue. >>So you're also a technologist and I wanna ask you and and everybody always says, it's the technology is easy part. It's the people in the process and, you know, way we can all agree on that. However, sometimes technology could be a blocker. And the example that you just mentioned, I have a couple of takeaways from that. First of all, you know the platform thinking it sounds like it's more command and control, and you're advocating for Let's get the ecosystem who are closest to the problem. To solve those problems, however, they decide and leverage the cloud. So my question is from a technology standpoint, does that echo have system have to be on the same cloud with the state of today's technology? Can it be across clouds can be there pieces on Prem? What's your thinking on that? >>I think I think exactly the opposite. It cannot be monolithic and centralized. It's just not practical because that was that was that would cause you too much time on interoperability and who owns what you see The power behind experience is data. And so the most important technical part of this is dealing with data liquidity. So the data that for instance, um, somebody like Kaiser has or the the Harvard Health Care have or the Philips have that's not going to be put into a central place. But for the ecosystem mobilization, there will be subsets of that data flowing between those parties. So the technical, the heart there is how do we manage data liquidity? How do we manage the security around the data liquidity on How do we also understand that what we're building is going to be ever changing and maybe temporary, because on idea may not work, eh? So you've got this idea that the timeliness is very, very important. The duration is very uncertain. The motor the energy for this is data liquidity data transfer, data sharing. But the vehicle is the combination off. Probably crowd in my mind. >>Somebody said to me, Hey, that data is like water. It'll go. It'll go where it wants to go where it needs to go. You can't try to control it. It's let it go. Uh, now, of course, many organizations, particularly large incumbent organizations there. They have many, many data pipelines. They have many processes, many roles, and they're struggling toe actually kind of inject automation into those pipelines. Maybe that's machine intelligence, uh, really doom or data sharing across that pipeline and and ultimately compress the end and cycle. Time to go from raw data insights that are actionable. What are you seeing there and what's your advice? >>Well, I think the the you make some really good points. But what I hear also a little bit in your observation is you're still observing Enterprises on the end of the focus of the enterprise has been on optimizing the processes within the boundaries of its own system. That's why we have s a P. And that's why we have a sales force and, to some degree, even service. Now it's all been about optimizing how we move data, how we create products and services on. That's not the game. Now that's not an important game. Three important game right now is how do I connect to my employees? How do I connect to my customers in a way that provides them a memorable experience? And the realization is we've seen this already a manufacturing for some years. I can't be allowed things to people. So I have to understand where the first part of data comes in. I have to understand who this person is that I am trying to target. Who is the person that needs this memorable experience on what is that memorable experience gonna look like? And I'm going to need my data. But I'm also going to need the data of other actors in that ecosystem. And then I'm gonna have to build that ecosystem really quickly to take advantage off the system. So this throws a monkey wrench in traditional ideas of standardization. It throws a monkey wrench in the idea that enterprise I t is about efficiency on. But if I may, I just want to come back to the day I because I think we're looking in the wrong places. Things like a I let me give you an example. Today there are 2.2 million people working in call centers around the world. If we imagine that they work in three shifts, that means that any one time there are 700,000 people on the phone to a customer on that customer is calling that company because they're vested. They're calling them with advice. They're calling them with a question. They're calling them with a complaint. It is the most important source off valuable data that any company has. And yet what have we done with that? What we've done with that is we have attacked it with efficiency. So instead of saying these are the most valuable sources of information, let's use a I to to tag the sentiment in the recordings that we make with our most valuable stakeholders on this and analyze them for trends, ideas, things that need to change. We don't do that. What we do is we were going to give every call agent two minutes to get them off the phone. For God's sake, don't ask so many import difficult questions. Don't spend money talking to the customer. Try to make them happy so they get a score and say they hire you at the end of the core and then you're done. So so where the AI and automation needs to come in is not in improving efficiency but in mining value. And the real opportunity with a I Is that Joe Pine says this. If you are able to understand the customer rather than interpret them, that is so valuable to the customer that they will pay money for that. I think that's where the whole focus needs to be in this new teaming of enterprise I t. And that's true business. >>It's a great observations. I think we can all relate to that in your call center example, or you've been in a restaurant. You're trying to turn the tables fast and get you out of there. And that's the last time you ever go to that restaurant and you're you're taking that notion of systems thinking and broadening it to ecosystems thinking. And you've said ecosystems have a better chance of success when they're used to stage an experience for whether it's the employees for the brand and of course, the customer and the partners. >>That's it. That's exactly yet. So every technology leader should be asking themselves what contribution can can my and my organization makes of this movement because the business understands the problem, they don't understand how to solve it, and we've chosen a different dialogues. We've been talking a lot about what cloud could do and the functionality that clown has and the potential that clown has on those aerial good things. But it really comes together now when we work together and we, as the technology group brings in, they know how we know how toe connect quickly through the public cloud. We know how to do that in a secure way. We know how to manage data, liquidity at scale, and we can stand these things up through our, you know, our new learning of agile and devils we can stand. These ecosystems are fairly quickly now. There's still a whole bunch of culture between different businesses that have to work together through the idea that I have to protect my data rather than serve the customer. But once you get past that, there's a whole new conversation enterprise. It you can have that, I think, gives them a new lease of life, new value. And I just think it's a really, really exciting time. Yes, >>so you're seeing the intersection of a lot of different things. You talk about cloud as you know, an enabler for sure, and that's great. We could talk about that, but you've got this what you're referring to before is, you know, maybe you're in a niche market, but you have your marketplace and like you're saying, you can actually use that through an ecosystem to really leave her a much, much broader available market and then vector that into the experience economy. You know, we talk about subscriptions, the AP economy. That really is new thinking, >>yes, and I think what you're seeing here is it zits, not radical. Inasmuch as all of these ideas have been around, some of them have been around since the nineties. But what's radical is the way in which we can now mix and match these technologies to make this happen. That's gone so quickly on, I would argue to you, and I've argued this before. Scale scale is a concept within an organization is dead. It doesn't give you enough value. It gives you enough efficiency, and it gives you a cloud. But it doesn't give you three opportunity to target the niche experiences that you need to do. So. If we start to think off an organization as a a combination off known and unknown potential ecosystems, you start to build a different operating model, a different architectural idea you start to look outside more than you start to look insight. Which is why the cultural change that we were talking about just now goes hand in hand with this because people have to be comfortable thinking in ecosystems that may not yet exist on partnering with people where they bring to the table there, you know, 2030 years of experience in a new and different way. >>Let me make sure I understand that. So you're basically if I understand you're saying that if you're sort of end goal is scale and efficiency at scale, you're you're gonna have a vanilla solution for your customers and your ecosystem. Whereas if you will allow this outside in thinking to come in, you're gonna be able to actually customize those experience experiences and get the value of scale and efficiency. >>Right? So, I mean, Rory Sutherland, who is ah, big finger in the in. The marketing world has always said, ultimately, scale standardization and best practice lead to mediocrity because you are not focused on the most important thing for your employees or your brand, or you're you're focused on the efficiency factors on. They create very little value in fact, we know that they subvert value. So, yes, we need to have a very big mindset change. >>Yeah, You're a top line thinker, Allen. And and always at the forefront. I really appreciate you coming on to the to the Cuban. Participate in this program. Give us the last word. So if you're a change agent, I wanna I'm an organization, and I want to inject this type of change. Where do I >>start? Well, I think it starts by identifying. Are we going to? Is it are we gonna work on the employee experience? Do we feel that we have a model where the employees that are on stage with customers are so important that the focus has to be employees? We go down that route and we look at what happened to the pandemic. What type of experiences are we going to bring to those employees around their ability to have flow in their work, to get returned on energy, to excite the customers? Let's do that. Let's figure out what experience are we driving now? What does that experience need to be if we're the customer side? As I said, let's look ALS. The sources of information that we already have. You know, I know companies to spend hundreds of millions a year trying to figure out what consumers what. And yet if we look in their call centers, you will call up and and they will say to Your call may be recorded for quality purposes and training on this is not true. Less than 10% of those calls that ever listened to on if they are listening to its compliance that's driving that, not the burning desire to better understand the consumer. So if we change that, then we say Okay, so what can we change? What is the experience that we are now able to stage with all we know and with all weaken dio on debts? Start there. Let's start with what is the experience you want to stage? What's the experience landscape look like now? And who do we bring together to make that happen? >>Allen. Fantastic. Having you back in the Cube, it's always a pleasure. And, uh, and thanks so much for participating. >>Thank you, Dave. It's always a pleasure to speak with you. >>Thank you. Everybody, this is Dave Volonte. The Cuban cloud will be right back right after this short break. Stay with

>>Hey, Sue, my great to see you. Welcome to the Data Cloud Summit. Super excited to have you welcome. >>Hey, Chris. Very nice to be there. Thank you for having me >>tell us a little bit about alien spending lakhs. Tell us a little bit about yourself and your role. Italy and Benelux >>aliens, Benelux zits. Basically the aliens business in the region. Belgium, Netherlands and Luxembourg. We serve the needs of the customer here by securing the future. We actually do both PNC asses. We call it properly and casualities in life investment management and health. We do retail, uh, small and medium enterprises. I am a regional chief Data and Biggs, officer for aliens. Benelux. I report directly to the regional CEO my job here in alliance to basically drive the data and analytics agenda for aliens. Vanilla, >>cinnamon. I understand you're getting your PhD in data science. It would be great for the audience to learn a little bit more about what's driving you to do that. And kind of what? What's most interesting to you about data science? A I m l >>the reason why I started to do this because there's so much relevance. Push that which is basically driving the agenda. We need to really look at the theoretical part off it as well. To kind of concrete eyes, Andi toe bring in a certain develop dependency, consistency, timelessness, etcetera. And obviously that which we're doing is very innovative. Here, Italians, monologues driven again by relevance and which is very good for the business. But the timelessness needs to also be the sustainability the scalability needs also has to be given to this particular relevance driven topic so that we don't just create superficial impact. But we create a long lasting and everlasting impact in our competitive intelligence intelligence that building against monologues. >>That's awesome. I mean, thanks for sharing that. So So I think. Cinnamon. When when you and I met back in March 1 of the big things that you were you were considering is, you know, uh, signing up with snowflake and becoming a customer. But part of that journey was convincing Ali on spent lakhs to move to the cloud in your journey. So kind of it would be great for you to explain to the audience. You know what that journey has been like. Was it hard to convince your organization moved to the cloud, What hurdles might you have seen in your journey to the cloud? >>It was not very different to any kind of a change on the kind of effort that you need to put in a change for a normal status go set up that which exists today. So, of course, in any kind of a change, your status could change or challenge that which you bring in. There is a considerable, uh, effort that you need to put in. And it's also your responsibility to basically do that because if you don't have that energy or if you don't have that commitment and you are not able to sustain the energy of the commitment that you show in the new agenda that you bring in, then probably you're not gonna be there to see the change through. Of course, it waas difficult, obviously, because, uh, there is already existing status. Go. And there we have a lot of benefits by moving to cloud, and obviously the benefits seems very interesting. But there is skepticism, and we s alliance is from a group perspective, and Benelux perspective is full of very, very clear on a point that we cannot take advantage off the data that which we have. We want to ensure that privacy is by design. Security is by design. And we give utmost care to our customer data. Um, mhm. And all of this basically brings in tow the concept off. Okay, what is it about moving to the cloud and where are we getting exposed? Where should we basically put together? A security by design privacy with some kind of concepts before we do it and etc. Are you ready? Can be ensured that we still keep the customers data A to a place where we basically can't bust. Well, those are the things that which had to be explained. A certain level of sensitization had to be created. A certain level of awareness. Uh, then the consideration part. Yeah, all of this basically takes its own cycle. >>Awesome. Thanks for sharing that. So we're super excited to call Ali on spending lakhs of customer. Now, what are you excited about with snowflake? And I know that you're you're looking at snowflake. Is this kind of data cloud and data cloud transformation project. Tell us a little bit more about, you know, What? What excites you about Snowflake? How you think you might use stuff like, um, in this kind of transformation of Ali on spending lakhs? >>I know that snowflake is brought to us as a product by you guys, but we look at snowflake is a kind off message. We are breaking down the silos. Literally. Onda. We look at snowflake as a kind often agent to do this. Uh, this is something that which is very important to understand that whatever you do with the organizational level, you still end up with a situation where you kind of reinforce the silos. But, snowflake, we have an opportunity here to even challenge that on break the data silos. Once the data silos is broke, you basically improve the find ability of data. You basically improve the understand ability of the data accessibility of the data interpret ability on everyone sees pretty much the same truth. And that's how the silos disappear. We're very, very excited about the journey that which, which we have in front of us because we're pretty new in it. In the sense that we are going toe haven't very exciting journey as we progress, we are also looking forward to see how Snowflakes road map is going to take us to the point off arrival, as I would call it in our own data revenge in >>today we live in this kind of multi cloud, multi cloud application world. What are some of the concerns you have as you transition from, you know, having stuff in a data center to using multiple clouds to using multiple tools? You know, what's what's some of the challenges you for? See having? What are the things that you're looking for from Snowflake to help you? Um, in that journey, >>there is always a reason why we basically make a change. And the reason is always mostly towards more efficiency, effectiveness and so on and so forth, right? I mean, basically, we have Catholics challenges on this. Catholic challenges can also be addressed with this move to the cloud, except but what We should be careful and should avoid us that the cost that which we have in terms of Camp X is just does not get re attributed into another cost called articulation, cost or arbitration cost. So having a multi cloud is definitely a challenge until you have a kind off orchestrator because we are doing a business here and we don't want to care about pretty much the orchestration. The are part off it on. This needs to be taken taken into account because there is this application cloud and there is this infrastructure cloud. You can have as many clothes as you want, whatever function that which is is supporting you. But that has to be encapsulate, er abstracted away from us so that we're able to focus on the business that we're here to do. And these are certain constraints that I really had as I was thinking about multi cloud or hybrid cloud and I was even focusing on how am I going toe orchestrate all of these different things Eso that you know, you kind of feel abstracted from those things. So well, those are the constraints that I think we still have toe conquer as we progress. I think we are evolving very fastly in that area. And you are the experts in that area, and you know exactly what you're doing there. But for me, what is very important is that uh, yeah, it gets abstracted away from us, and we just get the scalability that we need the elasticity that which we need the security by design the privacy by design on. Then I think this is perfect for us. >>Awesome. So? So I think a lot of customers that are listening to this are about to jump on the same journey that you're you're embarking on. What, is there a specific use case that you decided to kind of go? You know, you know, all in on Snowflake. What was the what was the kind of the initial driver for you to say? Hey, then the business driver on you saying, Hey, I'm gonna use this use case to drive transformation within within Ali and spend lakhs, >>I think virtualization, uh, it's the keep point that comes up the top of my head the moment you speak about what even did drive me to think about snowflake as an option, right? Why virtualization? Because obviously I don't want to move huge amount of data from left, right and center, because you know that when you start optimizing such a kind of an architectural, you end up creating pockets silos, which is totally against what we want to do. We want to break silos. But in the end, just because off the infrastructure needs in the computational needs, etcetera on the response rates and stuff like that, you start to create silos, bring with virtualization and especially with the performance that with Snowflake and provide us in that area. Now it seems like a possibility that we will be able to do that. I mean, it was not something that we just thought about, let's say, a few years back, but now it's definitely possible virtualization. It's one of the key points, but when you talk in the terms of use cases, we Italians monologues do not look at use cases. Actually, we look at business initiatives, so the reason why we don't look at it as use cases is because use cases used, kind off a start and stop. But we were not in the game. Off use cases were in the game off delivering future, that which our customer really wants to be secured. That's what the business we are in and that there are no use cases. There are initiatives there that which matches to the agenda for our customer. So when you start thinking about like that one of the most important things that snowflake offices is an opportunity is to obviously create on environment, so to say, on elastic scalable, uh, situation with the computer that which we need that which basically matches one on one with the agenda for our customer. So what I mean is the data warehousing on the cloud through data warehousing on the cloud is what waas on off our driving thought processes for We did not want to go and say that we will just do, uh, do Data Lake. We will just do data hub way don't belong toe religion. So to say, we basically are very opportunistic in this approach where we say we will have a data lake. We will have a data warehouse. We will have a data hub on. We will integrate it, you know, very a semantic way that which will match to the agenda of the customer and treat the customer as a sort of centric point. >>That's great. I appreciate that. So So, um, Suderman, thank you so much for for, you know, joining us today. Um, And again, thank you for your partnership. We snowflake is super excited. I'm I'm super excited Thio participate in this journey with you. Is there anything that you kind of like to let the audience know before we wrap up? >>Very happy about the way we started Toe talk. Converse. I think the proof of value as we did was a very good engagement with you guys. I mean, you guys were really there. I really appreciate the way that you took the proof of what I've worked with many other windows in terms of proof of value. But I think you had a marked difference in the way you you brought Snowflake. Tow us. Thank you so much and keep doing the good work. >>Thanks so much cinnamon for the partnership and were super pumped on, you know, making you very successful in your project. So thank you so much. >>Thank you.

>>from around the globe. It's the Cube with digital coverage of a new era and database management brought to you by Nutanix. >>Welcome back. I'm still minimum and we're covering Nutanix Is New Era database launch Of course, we had to do instead of conversation with Monica Ambala talking about era to Dato and to dig into it a little bit further. We have some new tennis guests as well as what? One of their close partners. So going across the channel, first of all, happy to welcome to the program. Uh, the new kid UPA she is the gsc strategy and go to market with Nutanix sitting in the middle chair we have on and Akila whose product marketing leader with Nutanix and then from HCL happy to welcome to the program Tasing who is the senior vice president with HCL Technologies. I mentioned all three of you. Thank you so much for joining us. >>Glad to be here, >>right? Uh they knew What? Why don't we start with you? You handle the relationship between Nutanix and HCL. As I said, some exciting announcements database services help us understand how Ah partner like HCL takes the technology and what will help bring it to market. >>Let me start by thanking used to for this opportunity. Head Seal is a very significant partner for Nutanix and we've had this partnership for a long time now. It's one of our long standing partnership. Over the five years we've closed over 100 accounts across all three theaters. Trained professionals both on the Nutanix side on the outside, on built a 3 60 relationships so we can deliver the best experience around solutions to our partners. In the very recent announcement, we're looking to build a database as a service offering. With that CL we want Thio leverage are intelligent technology that allows us to simplify off and increase operating efficiency. Andi Couple it with head seals ability to offer world class services on it. It's a scale to reach the go to market needs needed right. We're very confident that the solution is going to drive significant incremental business for both our companies. >>Excellent taste. We would love to hear from your standpoint. What is it that excites you? We we know HCL knows the data space real well. So I think you've got some customers that air looking to take advantage of some of these new offerings. >>Yeah, So if you look at where the focus has been so far, most of the focus is on taking applications to cloud and moving them from VM two probably containers one of the most. Uh, I won't say, uh, neglected, but the space that needs to change now is the entire database space on. If you look at how customers are managing databases today, they have taken hardware on a KPIX model. They have the operating system and the database licenses on L. A model from the E. M s on. Then they have, ah, teams which are siloed depending upon the database technology that is there in the environment and managing that I think that whole model is has to change, enabling customers to transform Onda accelerate the digital transformation journey on. That is where our offering off database as a service ises very unique because it offers a full stack off services which includes right from hardware and all the way to operations on a completely utility model powered by the Nutanix era. >>Yeah, on it might make sense if you could give us a little bit of a broader context for your users. Some of the data that you have around this offering, >>yeah, you know, attend effect. All the solution, our joint solutions. Our customers, uh, they are trying to deliver the best individual experience, right? That's at the heart of it. What they're trying to do, I'll give you a couple of customer examples. For example, Arbil Bank in India. You know, they deployed their database solutions and applications, and Nutanix got 16 fasters application response. That means like they used to take 180 seconds. Uh, Thio logging into the application. And now it's, uh, 20 seconds, 36 times faster. Another example I could give. I can give many examples, but when this one is really interesting, Delaware Valley community held, you know, at the time of Kobe they went remote. They started working from home and they had medical systems applications. EMR electronic medical record applications and used to take even before they were working from home, is take like 171 seconds to log into medical systems before they could, you know, talk to their patients and look at their, you know, health results and everything and that from 171 seconds, it went to 19 seconds. So these are some of the values that customers seeing when it comes to delivering the individual experience to their customers. >>Yeah, absolutely. We've seen police stage go ahead. >>Yeah, and I just had to What men? Who said that? It's also the ability tohave self service with dynamic provisioning capability that really brings the value toe the to the I T teams and to the application teams who are consuming these services. So we have cases where customers were waiting for about a week, 10 days for the environments to be provisioned to them. And now it's a matter of seconds or minutes where they can have a full fledged environments leading to develop a productivity. And that also really adds the whole acceleration that we just spoke about. >>Yeah, we we've absolutely seen such a transformation in database for the longest time. It was, you know, a database. It didn't change too much. That's what everything run on Now there's a lot of flexibility. Open source is a big piece of what's going on there. I'd like to come back to you and you know, they know. I know you're gonna want to chime in here. You know, HCL doesn't just, you know, take this off the shelf and, you know, resell it, help us understand. You know what is unique about the offering that that HCL brings market? Uh, with with >>Nutanix. Right. So one is that we have standardized reference architectures, which really x ray the time to consume the offering. We're not building anything from from from ground up. Three Nutanix is also part off our velocity framework, which helps customers deploy software defined infrastructure as the as a foundation element for their for their private cloud. Now, what is unique is also the ability toe not only provide operations on different databases that are there in the environment on a completely utility model, but also help customers, you know, move to cloud and adopt the database clouded of databases and then manage the whole show seamlessly using using the BP platform and that really, you know, if you look at the trend that is there, there's a short term impact on the long term impact off transformation. In the short term, there's hardly an industry which is not touched by by covert on most of our customers are either looking at cost or initiatives or are looking at ah platform, which will help them in a weight or find new business model to to sail through. In the long term, we strongly believe that the customers will be in a hybrid, multi cloud world where they will still have the heritage environments. The article and the Sequels on a lot off cloud native data business will also start coming into picture. How do you manage is also seamlessly is what will be the next challenge for for most of the customers. And that's where we come in, along with Nutanix, to solve the problem. >>Well, very simply put right, we have different categories of customers. One off them refers to buy the ingredients and make their own meal on some really large customers, and global customers prefer to buy the meal and pay for it on on as consumer basis. What that seal does is take era, which simplifies a lot of the database operations, puts it into a full stack solution and gives the customer the full stack solution. Everything from assessing that environment to deploying, to making sure that the designers I accurate and then of course, the day and through they do through and, uh, uh, environment, right. So literally the customer can Now I'll offload any off their data center, our database management and operation to hit cl from my perspective on do rest assured, run their projects toe, etc. Also, excel becomes their extended arm, the beauty off. It is also like working with dead C. Elgar now able to offer the entire solution on a pay as you go model or pay as you use model, which is very relevant to the existing times where everybody is trying to cut their Catholics costs and and optimized on the utilization. >>Well, great. Great to hear about that. You've mentioned that this partnership has been for many years, so I know you've got plenty of joint customers. Anything specifically could share about these new offerings on. And I know you've got a lot of the customer stories there. Maybe you could start would look love, freedom. The rest of you, >>Thio, I'll start what? You know, Like I talked about a couple of customers. But recently I'm really excited about. And this is something that to be a announcing today as well. Ah, study that we did with Forrester called Forrester T I study, which is what it means total economic impact study. And what they do is that they topped with customers, uh, interviewed them, four of them. And based on their experience, uh, you know what? They observe what kind of benefit they got, what challenges they had, what was cause they built an economic model. And based on that economic model, they found that customers were rolled all off them were able to get their payback within six months. So Bala talked about it earlier that, you know, like all the great experience, all the great value that we offer, but at a very, very good cost. So the six less than six months payback was used and the r y for the three years period and again, this is ah, model based on four enterprises was 2 91 100% almost like three times mawr. So whatever they invested, I think on an average day the cost was 2.3 million and the benefit was nine million or so so huge value customers have observed already. And with this new launch, I believe that it will just go to the next level. All the things about provisioning copy data saving that the stories All of that adds to the R Y that I'm talking about and our joint customers with SCL or otherwise, who are customers who are running their applications, their business critical applications on you can X Platform managed by era an era is built out off a bunch off best practices that over time that we have done. I talked about custom performance earlier, and a lot of the performance comes from fine tuning. You do that like a lot of tea tuning and to get to the right kind of performance. Uh, era comes with that, those best practices. So when your provisioning an application, you know, it gives you you don't have to do all that tuning. So that's the value customers are experiencing. And I'm really excited about the joint customers what they could experience and benefit out off the new expanded solution. >>Great Tiger. Any other customer examples that you'd like to share? >>Well, we got a lot of go ahead page, >>but it's okay. >>No, I was just saying that we've had a lot of success with Head cl across the board anywhere from data center organization Thio v. D. I. We had a very large manufacturing company in America where we partner together. They have a huge number of sub brands. We partnered together to go evaluate that environment and then also even that is a B infrastructure with databases. It's a relatively new offering we're announcing today. But we're leveraging the expertise that SCL has in the market, uh, to go to go deeper into that market with cl eso. I will leave it to page to give us the NCL examples. >>So one thing that is happening is the very definition off infrastructure and infrastructure operation itself is changing. So a couple of years ago, for many of our customers, it was about operating system management, hardware management, network management and all the use. Uh, the concept that you're going back to customer is about platform operations. That means everything to do with application operations. Downward is going to be done by one integrated unit. Now, with Nutanix, we can we can really bring a lot of change, and we're bringing a lot of change in our in the operations model for for lot off a large customers where earlier you had siloed teams around Compute network storage, offering system databases both at the Level two and level three, and you had a level one, which was basically command center. Now, we're saying is that with the artificial intelligence and machine learning driven OBS, you can practically eliminate the need for command center on the level two layer because the platform enables you toe be multi skilled. You need not have siloed engineers looking after databases separately on and operating system separately. You can have the same sort of people who are cross train, multi skilled, looking at the entire state. On at level three. You may want to keep people who are deep into databases as a separate team, then from people who are managing the Nutanix platform, which is a combination off compute storage and and and and the SCN. So that's the change that we're bringing. A lot of our customers were going about infrastructure, platform modernization, Azaz, the public cloud or hybrid clubs. >>Well, I think you're really articulated well, that modernization journey we've seen so many companies going through. The thing I've been saying with Nutanix for years is modernize the platform, then you can modernize everything that runs on top of it. All the applications on, of course, did databases a major piece of this on. And that brings up a point I want to get your take on. We haven't talked about developers, you know, the DEV ops trend. Something we've seen, you know, huge growth for for a number of years. So what >>does this >>mean from developers? This something that you know, mostly the infrastructure team's gonna handle. Or how do you bridge that gap to the people that really are? You know, building and building and building the APS. >>Yeah. And in this digital world, you know the cycle time from idea to production. Everyone is trying to reduce that. What that means is that things are moving left. People are trying to develop and test early in the life cycle when it is easy to find a problem and easy to and cheaper to fix. Right. So for that, you need a your application environment, your application and database available to test and develop in, uh, you know, like in volume. And that's where databases the service era helps developers and develops professionals to provision in the whole infrastructure for testing and involvement in hundreds and thousands of them at the same time without, you know, worrying about the storage back back and how much story it is consuming. So it is. It helps developers to to really expedite their development and testing left lifecycle ultimately resulting in excellent and unique experience. >>Yeah, absolutely way no. Of just moving faster. Being able to respond to the business so critically important. Uh, they know Tasia wanna let you have the final word Talk about the partnership and what we should expect, you know, in the coming months and quarters. >>So, uh, I'll go first. And then we can come in, uh, a salon and Nutanix you to share the same values where we believe that we need to provide a very innovative platform for our customers to accelerate their digital transformation journey. No matter what it is right, we share common values and way have a 3 60 degree relationship. It started way back in 2015 and we have come a long way since then. A C also does engineering services for for Nutanix, and we have closed about 850 r plus people who has prayed and 35 on Nutanix Solutions. Providing manage services to our customers on Nutanix is also part off our software defined infrastructure portfolio on we're taking it to our customers as part of our entire infrastructure platform modernization that, I suppose talk about earlier three recent announcement off Nutanix clusters running on AWS. I think it's a significant announcement and it will provide a lot off options to our customers. And as an S, I, uh, you know, we are able to bring a lot of value to our customers. We're looking at adopting cloud the database as a service offering. I think we're very excited about it. I I think we have about 300 plus customers, and many of them are still stuck with the way they are managing databases the old way. And we can bring in a lot of value to those customers, whether it is about reducing cars or increasing agility or helping them modern ice, The platform one ended up hybrid multi club >>business critical lapse are growing, are still growing, and data is pretty much gold in these scenarios, right? It's it's doubling every two years, if not more with every transaction being remote today with zeal. We actually look forward to addressing that market and optimizing the environment for our customers. Both of our companies believe in partnership crossed and the customer first mindset. And when you have that belief, trust comes with delivering the best experience to our customers. So we're looking forward to this partnership and you're looking forward to growing our joint revenue and modernizing our customers platforms with this often? >>Well, I wanna thank all three of you for for sharing the exciting news. Absolutely. It looks like a strong partnership. Lots of potential there for the future. So thank you so much for joining us. Thank you for >>having thank you. Mhm. >>All right, when I think the audience were watching this lot with Nutanix, the new era in database management personally, a big thank you to the Nutanix community has been a pleasure being able to host these interviews with Nutanix for for many years. So I'm still minimum and thank you as always for watching the Cube

>>from the Cube Studios in Palo Alto and Boston. It's the Cube covering empowering the autonomous enterprise brought to you by Oracle Consulting. Welcome back, everybody to this special digital event coverage. The Cube is looking into the rebirth of Oracle Consulting. Janet George is here. She's group VP Autonomous for Advanced Analytics with machine learning and artificial intelligence at Oracle on she joined by Grant Gibson is VP of growth and strategy. Folks, welcome to the Cube. Thanks so much for coming on. I want to start with you because you get strategy in your title start big picture. What is the strategy with Oracle specifically as it relates to autonomous and also consulting? >>Sure. So I think you know, Oracle has a deep legacy of strength and data and over the company's successful history, it's evolved what that is from steps along the way. If you look at the modern enterprise Oracle client, I think there's no denying that we've entered the age of AI, that everyone knows that artificial intelligence and machine learning are key to their success in the business marketplace going forward. And while generally it's acknowledged that it's a transformative technology and people know that they need to take advantage of it. It's the how that's really tricky and that most enterprises, in order to really get an enterprise level, are rely on AI investment. Need to engage in projects of significant scope, and going from realizing there's an opportunity realizing there's a threat to mobilize yourself to capitalize on it is a daunting task. Certainly one that's anybody that's got any sort of legacy of success has built in processes as building systems has built in skill sets, and making that leap to be an autonomous enterprise is challenging for companies to wrap their heads around. So as part of the rebirth of Oracle Consulting, we've developed a practice around how to both manage the technology needs for that transformation as well as the human needs as well as the data science needs. >>So there's about five or six things that I want to follow up with you there, so this is a good conversation. Ever since I've been in the industry, we were talking about a sort of start stop start stopping at the ai Winter, and now it seems to be here. I almost feel like the technology never lived up to its promise you didn't have the horsepower compute power data may be so we're here today. It feels like we are entering a new era. Why is that? And how will the technology perform this time? >>So for AI to perform is very reliant on the data. We entered the age of Ai without having the right data for AI. So you can imagine that we just launched into Ai without our data being ready to be training sex for AI. So we started with big data. We started the data that was already historically transformed. Formatted had logical structures, physical structures. This data was sort of trapped in many different tools. And then suddenly Ai comes along and we see Take this data, our historical data we haven't tested to see if this has labels in it. This has learning capability in it. Just trust the data to AI. And that's why we saw the initial wave of ai sort of failing because it was not ready to fully ai ready for the generation of ai if >>you will. And part of I think the leap that clients are finding success with now is getting novel data types and you're moving from zeros and ones of structured data, too. Image language, written language, spoken language You're capturing different data sets in ways that prior tools never could. So the classifications that come out of it, the insights that come out of it, the business process transformation comes out of it is different than what we would have understood under the structure data formats. So I think it's that combination of really being able to push massive amounts of data through a cloud product processes at scale. That is what I think is the combination that takes it to the next plateau, for >>sure. The language that we use today, I feel like it's going to change. And you just started to touch on some of it, sensing our senses and visualization on the the auditory. So it's it's sort of this new experience that customers are seeing a lot of this machine intelligence behind. >>I call it the autonomous and price right, the journey to be the autonomous enterprise, and when you're on this journey to be the autonomous enterprise, you need really the platform that can help you be cloud is that platform which can help you get to the autonomous journey. But the Thomas journey does not end with the cloud. It doesn't end with the Data Lake. These are just infrastructures that are basic necessary necessities for being on that on that autonomous journey. But at the end, it's about how do you train and scale at, um, very large scale training that needs to happen on this platform for AI to be successful. And if you are an autonomous and price, then you have really figured out how to tap into AI and machine learning in a way that nobody else has to derive business value, if you will. So you've got the platform, you've got the data, and now you're actually tapping into the autonomous components ai and machine learning to derive business, intelligence and business value. >>So I want to get into a little bit of Oracle's role. But to do that, I want to talk a little bit more about the industry. So if you think about the way that the industry seems to be restructuring around data, historically, industries had their own stack value chain and if you were in in in the finance industry, you were there for life. >>So when you think about banking, for example, highly regulated industry think about our culture. These are highly regulated industries there. It was very difficult to destruct these industries. But now you look at an Amazon, right? And what does an Amazon or any other tech giants like Apple have? They have incredible amounts of data. They understand how people use for how they want to do banking. And so they've come up with a lot of cash or Amazon pay. And these things are starting to eat into the market. Right? So you would have never thought and Amazon could be a competition to a banking industry just because of regulations. But they're not hindered by the regulations because they're starting at a different level. And so they become an instant threat in an instant destructive to these highly regulated industries. That's what data does, right when you use data as your DNA for your business and you are sort of born in data or you figure out how to be autonomous. If you will capture value from that data in a very significant manner, then you can get into industries that are not traditionally your own industry. It can be like the food industry can be the cloud industry, the book industry, you know, different industries. So you know that that's what I see happening with the tech giants. >>So great, there's a really interesting point that the Gina is making that you mentioned. You started off with a couple of industries that are highly regulated, harder to disrupt, use it got disrupted. Publishing got disrupted. But you've got these regulated businesses. Defense. Automotive actually hasn't been surely disrupted yet. Tesla. Maybe a harbinger. And so you've got this spectrum of disruption. But is anybody safe from disruption? >>I don't think anyone's ever say from it. It's It's changing evolution, right? That you whether it's, you know, swapping horseshoes for cars are TV for movies or Netflix are any sort of evolution of a business. You're I wouldn't coast on any of it. And I think t earlier question around the value that we can help bring the Oracle customers is that you know, we have a rich stack of applications, and I find that the space between the applications, the data that that spans more than one of them is a ripe playground for innovations that where the data already exists inside a company, but it's trapped from both a technology and a business perspective. And that's where I think really any company can take advantage of knowing it's data better and changing itself to take advantage of what's already there. >>Yet powerful people always throw the bromide of the data is the new oil. And we've said no data is far more valuable because you can use it in a lot of different places where you can use once, and it's follow the laws of scarcity data, if you can unlock it. And so a lot of the incumbents they have built a business around whatever factory, our process and people, a lot of the trillion are starting us that become millionaires. You know, I'm talking about data is at the core data company. So So it seems like a big challenge for your incumbent customers. Clients is to put data at the core, be able to break down those silos. How do they do that? >>Grading down silos is really super critical for any business. It was okay to operate in a silo, for example. You would think that Oh, you know, I could just be payroll, inexpensive falls, and it wouldn't matter matter if I get into vendor performance management or purchasing that can operate as asylum. But anymore, we are finding that there are tremendous insights. But in vendor performance management, I expensive for these things are all connected, so you can't afford to have your data sits in silos. So grading down that silo actually gives the business very good performance right insights that they didn't have before. So that's one way to go. But but another phenomena happens When you start to great down the silos, you start to recognize what data you don't have to take your business to the next level. That awareness will not happen when you're working with existing data so that Obama's comes into form. When you great the silos and you start to figure out you need to go after a different set of data to get you to a new product creation. What would that look like? New test insights or new Catholics avoidance that that data is just you have to go through the iteration to be able to figure that out. >>Stakes is what you're saying. So this notion of the autonomous enterprise. I help me here cause I get kind of autonomous and automation coming into I t I t ops. I'm interested in how you see customers taking that beyond the technology organization into the enterprise. >>I think when is a technology problem? The company? Is it a loss? AI has to be a business problem. AI has to inform the business strategy. Ai has been companies the successful companies that have done so. 90% of my investments are going towards state. We know that most of it going towards ai this data out there about this, right? And so we look at what are these? 90 90% of the companies investments where he's going and whose doing this right who's not doing this right? One of the things we're seeing as results is that the companies that are doing it right have brought data into the business strategy. They've changed their business model, right? So it's not like making a better taxi, but coming up with global, right? So it's not like saying Okay, I'm going to have all these. I'm going to be the drug manufacturing company. I'm gonna put drugs out there in the market this is I'm going to do connected help, right? And so how does data serves the business model of being connected? Help rather than being a drug company selling drugs to my customers, right? It's a completely different way of looking at it. And so now you guys informing drug discovery is not helping you just put more drugs to the market. Rather, it's helping you come up with new drugs that would help the process of connected games. There's a >>lot of discussion in the press about, you know, the ethics of a and how far should we take a far. Can we take it from a technology standpoint, Long room there? But how far should we take it? Do you feel as though public policy will take care of that? A lot of that narrative is just kind of journalists looking for, You know, the negative story. Well, that's sort itself out. How much time do you spend with your customers talking about that >>we in Oracle, we're building our data science platform with an explicit feature called Explained Ability. Off the model on how the model came up with the features what features they picked. We can rearrange the features that the model picked. Citing Explain ability is very important for ordinary people. Trust ai because we can't trust even even they decided this contrast right to a large extent. So for us to get to that level where we can really trust what AI is picking in terms of a modern, we need to have explain ability. And I think a lot of the companies right now are starting to make that as part of their platform. >>We're definitely entering a new era the age of of AI of the autonomous enterprise folks. Thanks very much for great segment. Really appreciate it. >>Yeah. Pleasure. Thank you for having us. >>All right. And thank you and keep it right there. We'll be back with our next guest right after this short break. You're watching the Cube's coverage of the rebirth of Oracle consulting right back. Yeah, yeah, yeah, yeah, yeah, yeah

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM Wear and its ecosystem partners. >> Oh, good afternoon and welcome back as we continue our coverage live here on the cue from Mosconi North in beautiful San Francisco. Clouds of melted away In a way, of course, we're still talking about hybrid Multi. They're not going anywhere. In fact, there are very much entrenched into this show. John Wall's Justin Warren. Glad to have You with us. Joined now by Kevin Chats. Camera. Who's the vice president of Product management Enterprise and SP Solutions of Dental Technologies. Kevin. Good to see you again, sir. Nice to see you, too. Two shots in one week on the Q. We love that and Wait Holmes, who's the director of technical product management at Veum? Where? Wade, Good to see you this afternoon. >> But if you also >> so this this is kind of your party here, VM where? I mean, just give me your impression so far. First off, just kind of what you're sensing that the vibe here of the show and, ah, the kind of work that you're getting done. >> So the vibe here is excitement. I mean, I think everyone's excited about a lot of the announcements around either probably Pacific and how we're redefining the V's Fair platform and Tan Xue and now these capabilities on how these capabilities are going to be able to enhance our capabilities of our cloud provider partners. So I'm part of our club fighter salt for business unit, who specifically makes products and solutions for our cloud provider V, C P P program. And I think couldn't beam or excitement. And they've been a crescendo the past few years and be anywhere and b m world. And I think this has been one of the best ever. >> If the waves hitting the shore big time now. So you you talk about cloud providers about service providers. I mean, one of the same. Or Or how do you guys define that now? Or how do you separate that? >> Yeah, I think these terms are largely used interchangeably. To a large degree, I think if we look att at the cloud industry in the provider industry over the last several years, maybe about 5 to 7 years ago, there was a belief from every single cloud provider that they needed to build a scaled platform like a W s like Microsoft Azure like Google Compute. And that they were all in the business of a race to building the most robust, most scalable, most feature rich, most differentiated cloud that was largely erased the bottom from an economics perspective. And I think just about all of all of the service providers and now these cloud providers that we work with have really moved to a different model. What they've recognized is first off. The race to the hyper scale is not a profitable business that you want to race against. Number two. Ah, the transition for large enterprise I t small enterprise medium business to the cloud is so complex that it's not a game of building clouds and not a game of building platforms. It's a game of building practices at this point and cloud providers or building practices that allow them to find their own niche and differentiation off differentiated offerings. Whether that be on Prem Private Cloud hosted Private Cloud and then partnering with the hyper scale er's for the massively scaled multi tenant cloud world. And when we start to realize that this managed offering these cloud practices are there to help the enterprise and small medium business in their transition to the public cloud in transition to cloud and moving towards more managed I t offerings. What we're finding is the reemergence of these cloud providers in a meaningful way, starting to bridge the gap of skill, set, mismatches and expertise. Mismatches at Enterprise I t just doesn't have to embrace cloud technology. >> Yeah, for a long time there, there was the cloud Geraghty, who were saying that the public cloud is the only way this is gonna happen. Everything's going to be there. And some some of us I would count myself among them was a little bit skeptical about that. That approach to things and a lot of it with a lot of the pressure on on service providers was you don't even bother getting into the cloud business. Just shut up shop and go home. This is never going to be a good idea for you to compete in this at all. And it sounds like that that some of these providers have actually gone. You know what we've We've got a viable business here. There are customers here who need things done that we do really well that are not available out in public Cloud. So what are some of the things that some of the things that you're hearing from these cloud cloud providers, that that they are finding from customers that they value, that they not finding anywhere else? >> So I grew 100% that the club wider there, find their business is still growing, and it's due to their expertise. Is Kevin said, that the building practices they understand enterprise customers? Veum, Where business? They understand the platform that they're running the enterprise and are able to provide additional differentiated service's while leverage in the technology that the enterprise they're utilizing in their own data centers. So it's able to pride value out of service is with the same platform that air using in their own premises and providing those capability of same platform in a cloud model. So, given a pragmatic way for enterprises to be able to migrate to a cloud in a hybrid cloud, >> are there specific practices you noticing that is that kind of stand out as being particularly common? >> Yeah, s so I think that through the answer is yes, right? And the answer is that vertical expertise is king here, right? Understanding the industries in which the cloud platforms get deployed and how those industries consume. Resource is the use cases. How they monetize their business is key for success. But I think that what we where we've lived over the last several years is that the building blocks for all of these vertical industries, the only uniform way you had to do it was with the massively scaled public cloud providers. The hyper scale er's what we're doing now, Adele Technologies Cloud is we're enabling a consistent set of building blocks for all of these vertical industries that all of these vertical X three experts in the vertical industries across the cloud providers can then bring a common building block and go address the complex problems of building the use cases, building the monetization models, building the differentiated feature set. >> So I mean, can you give me an example? I mean, what you talking about? It's like if you're going about health care versus transportation versus manufacturing, some things that were going to a different way, we're going to slice this That's right. It's a different >> set of ecosystem partners. It's a different set of vertical applications, a different set of problems. It's different set of monetization models across the board, right? You know, retail has very specific requirements around Leighton See sensitivity and the need to be able to address micro transactions. Security capabilities of those transactions or what not, Health care is governed by hip on various other legislative. When you build in Europe, you have, ah, various data protection and privacy implications to keep in mind. It's right, so all of this is not typically available in public Cloud Public Cloud is built for a lowest common denominator. One size fits all, and then you come bring differentiation. On top of that now is enterprise. I T organizations start to migrate their workloads to Public Cloud. They're looking for consistency in terms of how they've lived before and how they work before how they've operated before. How do they migrate those applications, right? It's not I'm building everything natively for public cloud is that I have an entire set of applications that were designed in my enterprise i d environment that I just want to find a new way to operate in VM wears a consistent abstraction. Layers is really the path forward, So DT Cloud on Deli emcee and TT Cloud leveraging the public cloud providers in the V M wear abstraction with both feet spheres. Well, it's vey cloud foundations, eyes really a commonality that they can now the uses a foundational building block for all their service is >> yes. So where one of the things that a lot of customers have invested over a decade or Maur envy em where? And they have a lot of processes and tools and skills that they have invested in. And it sounds like for some of these cloud providers specializing in a particular industry, that there's a risk there that you will end up with building blocks that, yes, they're customized for one particular thing. But now I have to operate them a little bit differently. And now I've got a lot of different ways of doing things, and particularly as a provider, then that that adds cost. And I want to try to get some of those costs out there because they think that influences my margin. So is the choice. Of'em were one way of dealing with that because I can maintain that same consistent way of managing things. >> Absolutely. And that's key to some of the work that VM wear and Dell has been working together on two. Allow for Kevin Mention, Adele Technology Cloud Platform, which the baseline of that is being more cloud foundation. So been ableto have that homogeneous operational model, and Mona's data plane set is the same V sphere and XXV sand based originality perspective. So the operational model, whether it's in the providers infrastructure or whether it's on premises within enterprise is similar. >> And I think there's even 1/3 vector to this, which is, um, yeah, one public cloud provider is not gonna win. All of the public cloud providers are going to exist, and the scale of a Microsoft azure and the scale of an AWS on a scale of a Google compute put them in position to continue to lead this industry forward. And it's it's difficult to bet on one horse, right? So the GMC model on the DT Cloud model allows us to be able to scale across all of these different cloud providers and as an enterprise organization that's making specific decisions based on region or based on other financials that some of these workloads are going to say in AWS, and some of them are going to sit in Microsoft Azure, etcetera, etcetera is a common abstraction across all of them. >> But at that point, I mean the fact that you're talking about, um, vertical practices, right? Verticals having practices that might be unique to their particular industry. And now you're talking about them deciding that they might all flowed work Thio, maybe an azure. Maybe in Google. Maybe I'd be it. Whatever, Um, I mean multiple complexities for you in dealing with that because you're gonna be the translator, right? You've got to be. You've got to be multi lingual, not only within in the cloud world, but also in a vertical world too. Right? So tough road for you guys to provide that kind of flexibility and that kind of knowledge. >> Oh, I mean, that's the key to the software and solutions that GM was providing and allowing for solutions and sat space capabilities to provide a modernise, softer, defined capabilities across clouds or a and be able to manage things across, such as cost in via cloud health and other manage service's capabilities by our software platform and then be ableto have this. These capabilities in the Bean Imlay consumed by providers and turnkey fashion by utilizing del technologies, bx rail are and VCF one VX rail and having us all package together, and so that providers no longer have to focus on building a core infrastructure. But they're now able to focus on that integration layer. Focus on the additional higher level service is that are able to stitch together the use this multi cloud environment >> decision logic that our customers have. It's just so complex, and I think that the message that we've heard loud and clear from them is that they feel like once they're in particular ecosystem, they're locked into that ecosystem. And the more that we can do that give them flexibility to bring these ecosystems together and leverage the benefits and the capabilities and the regional and geo location of just about all the different ecosystems that exists and build their own ecosystems. On top of that, especially if you're a cloud provider, is really what they're looking to do. And when the foundational building blocks all look different, the integration look different the automation look different. The orchestration look different in the storage. Later look different. It's just It was impossible, right? It's really on us to provide an abstraction to make that easy for them to accomplish their business. >> Consistent foundation is critical, and that's what we're bringing through the cloud provider today. >> One thing that has changed from from technology of 12 12 15 20 years ago is the consumption model that cloud has provided. S. So what are you seeing around service providers, providing that pretty much you have to provide if your cloud provided you have to provide some kind of consumption model because that's what people have in their minds when they think about about Cloud it is. It's not just about the technology side of things. Actually, we're out the business operations about, you know, the financing and the funding models of things. What are you seeing with the cloud providers and service providers? How are they changing the way that they allow people to finance the buy of this infrastructure? >> So that's one of the pieces that, in being where Rendell is working together to allow for not just software, which through the visa program all of our software solutions are consumed through a subscription like model. So it's pay as you go, but also be able to consume hardware and consume the turnkey patches package so that VCF on Vieques rail and the Cloud Provider platform can be consumed in a pay as you go subscription model, which is a way that providers want to be able to then provides software and capabilities to their enterprise customers. >> Have they completely changed across to being purely consumption? Or do we still have a lot of industries that preferred by things that with Catholics >> it would be fantastic if the world converged on one answer? Everything is always easier when there's one answer. But I think, ah, one of the things we recognize is that, ah, and it's true and technology. It's true in business models. It's true. In operational models, there's never in. It's never just a or answer right. It's always an end, and there's a need for us to embrace multiple different models in order to meet the needs of our customers. And even a single service provider will find particular areas that they wanted, consumption based model and others that they realize that it's a well entrenched business for them, and the risk is a little bit lower, and they're willing to take on that risk and look at a Cap IX base model right there. Certainly financial implications to both an Op X and the Catholics model. There's tax implications, and you know where. We're still a little bit all over the map in terms of their preferences. >> Hopefully, we'll see that shake out a little bit and we'll have some standard patents to match the practices that will just make it a little bit easier to design the solution. >> I think the Saturn standard pattern that I expect to emerge is that we have to do everything >> for everyone >> in every way that they want to see. >> Oh, you left there, Kevin. I can't imagine that being too difficult. Everything. Everyone it all at every time. That's right. All right. Hey, thanks for the time of and the discussion and good luck with handling that. I know. That's a that's a big lift on. I know we're joking, but, uh, it's a great world for you. Certainly exciting time. And we thank you for your time here. >> Thank you. Thank you guys appreciate the time. >> I appreciate being World 2019. Coverage continues right here on the Cube. We're live and we're in San Francisco.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum, World 2019 brought to you by IBM Wear and its ecosystem partners. >> And welcome back here, San Francisco Moscow Centre, North John Walls along with John Troyer. We're live here on the Cuban Veum World 2019 and right now we're joined by Christmas. Reynolds, who's a product in court product management and Clyde on data service, is for Centurylink. It's good to see you, sir. Good to be here. Thank you. And And he's gonna tell us today why Milliseconds matter, right? You are. >> That is the goal. Your >> your subject of ah, coming presentation. Just about 45 minutes or so. But we'll get to that a little bit. First off, let's just paint the picture of centurylink your presence here quite obvious. But you know what your portfolio includes? There what you're up to, and maybe starting to hint a little bit about why milliseconds matter to you. >> Makes it so. Where a technology company, global in nature. A lot of our roots started with fiber connectivity. Basic networking service is I. P Service is. But over the years we've become far more of a nightie service company. So there was an acquisition of Savvas a long time ago that brought a lot of those capabilities to our company. And we've made more fold in acquisitions that have also bolster those capabilities. We have invested heavily in Security Service's recently and about two weeks ago we had an announcement that said, We're investing heavily an edge compute getting workloads closer to end users. And that's really where milliseconds matters. You want the performance of those applications to consumers or machinery or whatever it may be toe work effectively and work well. And sometimes that requires that those workloads air in close proximity to the end users. >> Would you bring up ej compute? We were just having this discussion before we started, John asked of you. Okay, What? How do you define the because of there A lot of different slices of that, right? Different interpretations, different definitions. So with that being said, how do you define and or at least in your mind, how do you separate edge or what's true edge? Yeah, >> good questions. I think he was John question, not mine. I chuckled time, so because there is no perfect answer. Uh, the broadest definition I've seen is that you have core, and you can think eight of us Azure. You can think where the big core cloud nodes are that are pretty central, maybe 50 milliseconds away from the end users. There's two intermediate edges, if you will, and this is where there are varying opinions. To me, there's really only one if you're within five milliseconds of where your end users are, I consider that to be a market edge. Some people say there's a closer edge that's in within a millisecond of the end users, but I just I personally have not seen the use cases come out yet that require that low of a late unsee that don't actually reside where the end users are so >> going. Well, that's, um, so that's, um, modules at a at a warehouse or ah, manufacturing facility. Is that what? Is that what you consider like an edge? Uh, media marketed? >> Yeah, in >> theirs. It's interesting if you have 10 manufacturing plants in a geographic area, or maybe a better example is if you're a logistics company and you have sorting and distribution centers, you have multiple of those in an area that can all use the same compute as long as it's within five milliseconds, you can do the sorting lines and keep the machinery working. You can get routed into the rate vehicles for distribution. That's a good market edge. When you get all the way to that, the deep edge or on premise they think of an autonomous vehicle is a good example. There are certain things you're not gonna want to transmit and make driving decisions that don't reside on that vehicle. You don't want to crash into anyone. You need almost instantaneous decisions. And that would be the edge that intermediate one millisecond that sits between the two of those. I think it pushes one direction or the other. >> So Chris, here in the emerald 2019 obviously a lot of talking about cloud, but very specifics. This year. We have a lot of specifics around what Veum, where is doing Hybrid Cloud Israel and of course, hybrid cloud implies the network. And so one of the latest announcement from Centurylink is that you're providing via more cloud on AWS you're managing. You are able to help manage provide that as a managed service. I know you already do. Manage service is where you managing stuff in your data centers. But you could, I guess you can also manage workloads on prim and talk a little bit about that portfolio and how adding Veum VMC on AWS few more cloud nebulas adds to that. And then maybe we'll slide into the networking peace and how important that is. >> So we have AH, tool called Cloud Application Manager that has been built over the past handful of years that allows customers to deploy workloads to AWS toe azure and now to be emcee on AWS as well as private cloud environment. So maybe customers want to host those workloads on premise. Maybe it's regulatory compliance or whatever the reason may be. So we have a lot of experience of helping customers deploy those workloads, and then a lot of customers come to us and want to manage. I want us to manage the life cycle of those workloads, those air, the core capabilities. I think the reason that VMC on AWS is so compelling to customers is a lot of customers may not want to deal with the hardware refresh cycles that they do when it's their own private cloud environment or their own hardware stack. This gives them the opportunity to migrate those workloads and a relatively seamless fashion into an environment that is sitting in Maur of, ah, public cloud type model where it's it's Op X versus the Catholics in the headache. >> Go ahead. John was good, just in terms of so and so. Part of why you would work with Centurylink is you are experienced manage service provider. But also you have ah lot of the networking set up to do that efficiently, right? So maybe you talk about some of the workload is that you see going up there and some of the tools and, uh, performance folks can expect, >> Yeah, that's near the core part of my products that so near and dear to me for sure. We've developed a lot of capabilities over the last year and 1/2 around dynamic networking. So if you have your existing VM wear environment in your own data center, or maybe it's a private cloud that's managed by century link, we now have the ability for customers to go in and create net new connections, private network connections that have better Leighton see have better through putting performance between those environments and AWS or, in this case, VMC on AWS. And it allows customers to do a couple of things if they have their own environment and they're happy with it today. But it's not scaling, and they need to add more capacity. They could do that in the hybrid fashion in VMC on eight of us. If they're done with their existing environment hardware stack and they just want a forklift and move that into VMC on eight of us, they can create a big, large connection, push a ton of data over a few weeks, shut it down, and our building models and hourly billing models such that we're only charging them for as long as it's necessary. This gives them flexibility to manage where their workloads air sitting between those two locations as they see fit over time. >> So you're talking about all these new flexibilities new capabilities, much more agile systems being, I guess, interconnected with each other, right? But whether it's hybrid or whether it's multi cloud, whatever the case is, >> how you how to get >> everybody or everything that talk to each other in a way that works and provides, You know, the addresses, the Leighton see challenge, because to me, I'm again outside looking in. That's Ah, that's a big hurdle. As new capabilities get developed, new possibilities exists, but we gotta make it fast way, and we have to make sure they're they're speaking the same language. >> Yeah, it's a great question, and it is very challenging, and it is not all automated today as much as we would like. We have great integration to deploy workloads between environments. We've spent a ton of time from a networking standpoint of integrating with different cloud providers, and they each have their loan little nuances and to make it common between all of them takes a lot of time and effort. Where a lot of our focus is going in the next 12 months is how do you take those application, migration and management capabilities we have in one tool set? How do you marry that? With all of the dynamic networking capabilities and standardization across the cloud providers, we've done so the now it's not only are you moving network workloads, you're also creating the right underlying network to support those workloads in that multi cloud fashion well to capabilities we have. We just need to marry him up a little more clearly. >> I mean, what are you saying out there in the market with your customers? Multi Cloud Bright is perhaps another overused word like EJ. Are you seeing multi cloud portfolios? Are you seeing applications? Talk, actually use have data in one place, and and the and the computer and another. And obviously network becomes increasingly important if that's a reality today. But is that is that real, or is that still science fiction? >> It's becoming more riel so that there are a lot of customers. My pain, A lot of enterprises really bet big on one cloud provider because you have to build up the competency of capabilities inside your own shop and you become really good with working in Azure. Eight of us or Google or of'em were on the hunt. BP BMC Oh, the companies that are doing true multi cloud and using multiple cloud providers. Well, our companies that probably reside around here, so I won't say any of these specifically or doing this mutt. Companies like uber companies like Spotify companies that are born in the cloud that started with those core competencies will take the best of multiple cloud providers. So maybe the Big Data Analytics sitting in Google is most intriguing to them. But they love the tale of the storage cost. Price points on eight of us, and they love this. Ask spit in azure. They'll piece together components since they built it in a containerized fashion. And they take the best of what each cloud has to offer and into your point. The cloud providers air coming to centurylink and saying We need a better way to stitch together all of these different cloud environments because people, the cutting edge developers are pushing us in that direction. Now >> what about the the application network relationship? Um, changing is, you know, you see a shift there of some kind of as, uh, we're talking about, obviously a lot of new opportunities, a lot of developments, and so does that alter the dynamics of that relationship in any way >> It does, and it's the same conversations I just mentioned. Actually, that's driving it. I think today it is network engineers and network infrastructure. People reacting to applications not performing well are reacting to a software developers requested toe add this Google region or that VM wear on on AWS region over time. What's gonna happen, I believe, is their service mesh orchestration capabilities like SDO is a good example is the one Google is pushing hard and it would it allows people to do is from a rules driven perspective. I want my application to have these Leighton see requirements and you can't find me a network solution that is any worse than that. Or if you're seeing packet loss greater than 80% I want you to add more capacity to the network. It won't be humans the network engineers doing that. It's going to be application saying here are my criteria for me to work well, networks Let me see all the options I have out there now. I'm gonna go pick the best one and change it if I need you to make make myself work the way I need to. As an application. >> I love that that I've never connected Is Theo down as as an at, sir, as an APP service layer down to the network. Thank you. I just have a new I got a new thought. Eureka another reason >> why milliseconds matter. That's right. Hey, Chris. Thanks for the time. We appreciate that. I know this is a very busy time for you on. You do have a speaking engagements. We're gonna cut you loose for that. But thanks for spending time with us. And good luck. It centurylink appreciate it. Enjoyed it. Looking forward, Thio. More success. Back with more for Vimal. World 2019 after this short break right here on the Q.

>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome Back to San Diego. The Cube has been live here at Cisco Life for the last three days. Student a man with meat, Lisa Martin wrapping things up and we're pleased to welcome to the Cube for the first time James Slay me, the cofounder and had a product for Double James. Welcome to the Cube >> very much. >> All right, So, Deborah, before we get into who you guys are, why you started this company stew. Thought maybe this had to do with your love of dub. Step the name >> way do like that step. But it really wasn't the reason May my co founders were involved with telecommunications and the industry, and we thought the cloud was coming quite fast. And we thought, you know, we started an opportunity that as much as the telcos we're trying to move service. It's a cloud that was value weds they need to provide. And there wasn't really a quality solution for recording for uncle's. >> So came from dubbing tape to tape back in the day. For those here is can remember when we had >> the tapes the name came from. That's how I remember we came, came about The name is that we're thinking, you know, I like to set because it was dubbing and then, you know, double came out of that was available. >> So tell us our audience about call cloud based call recording tell us a little bit about that. But why? What was the impetus for you saying? You know what? There's a gap in the market. We gotta solve it. >> Yeah, So everything think traditional providers were all in on premise Catholics based servers licensing all that traditionally no software model with the transition to cloud for telephony. So unified communications or anything like that Theo ability to have a platform that could record content. Really, By switching it on where that was, we partnered with Toko. So I say, I say tacos and Australian Server that Carrie is also provided tell they want to hear about what they called connect to their network and then offer it at scale so they could switch on one user or actually switch on 100,000 users instantly. And we managed the back into that and they get to go to the service. >> Yeah, it's interesting. So Lisa and I were at the Enterprise Connect show this year, and one of the themes we got out of the week of doing that show is Well, there's always the cool new technologies were doing video, and you know, there's the E R. And you know, people use Chatbots Airways do their voices still critical. Yeah, So maybe talk about you know, your customer base and you know, the role that you're playing to help them. And, you know, still, that that voice is is such an important decent of how we communicate. Yeah, it's really interesting, >> Like way still. Look at that. The important things that I done via voice. If you've got an important customer, you know, discussion, we have you going to send him an email you're probably gonna have followed up with a phone call or initiate with a phone call on most of time. That daughter is is lost. So you know things we discuss and you don't get them back. And, you know, generally call recording. If you're looking at that, people think contact center and regulatory reasons like financial services and that's our bread and butter. But now we're seeing with exposed the more cloud based options. That is, this is a study talk to expand that used case across outside of that traditional reason and not just call recording, you know, eyes that you know, becoming more prevalent as well. >> So how are you guys infusing a I into what you're doing? And also with Sisko to not only be able to apply intelligence to the data that you're gathered from reported calls, but also Dustan, the way that also facilitates security and privacy? >> Yeah, so Security's calling way couldn't have a platform that's use it is connected. Tio, You know, 18 See's Network way got over 100 telco or carrying their ways connected globally at the moment. That's all across Europe, America, Canada and then Asia as well. And now you know, we've been chosen by Sisko for their broad cloud platform, which I recently acquired way. What we see is that because we can capture content at scale way, then can actually easily then produce transcriptions, sentiment tone from the best of the three providers around the world with my be asked. But, you know, we could use any other third party provider that customer might want to use. Use case. Then Khun B. Go towards a small business in my you know, I'll say it's more reasonable and I'll explain on enterprise in a small business, theirselves person might be speeding, made the main customer 1,000,000 customer brings up. It is not happy, and we're going to tell the boss or the team leader they could automate, literally as easy automation, saying notifications Conor, a team leader. You should call this customer back. Without that, they lose the potential of retaining that customer now that previously that's only really the large business or the only has the technology to do that, all the ability to actually get it to market with us and because we connected to the network or even on, you know easily on ah, call manager solution through Cisco, that's any size of business. Large business. We're seeing also a bank as an example there, looking to capture everything across their whole business, not just contact center and start looking for key words that I said it's a credit card or home loan, and they make sure that their agent or their employee is disclosing that product correctly to the customer to make sure they're compliant Now that they're not talking about that across the of the whole business, not just always example. 4,000 seats in a context enter but 40,000 across their whole business on any phone, they using the moment without a mobile cellular or a despondent. >> Okay, so bring us inside your customers. Is that you know you mentioned call centers? Is that the primary use case? Do you go into different verticals? You know what? What does your customer base look like? >> Way definitely go like a safe contact centers for sure on DH. That's it's it's been there for a long time. That requirement to record phone calls and do it well, uh, financial services knock. It's throughout throughout the world, in the U. S. As well in the Europe because of me fit and all those requirements compliant. But as said way are now expanding that use case because of a A and requirement access data. Also, our platform is an open, open platform if that makes sense, but everything we record or capture is encrypted. But it isn't a format that Thean customer can use a CZ that won't apply themselves. They're all looking at using a I. You know, there are other other data sources in the company because it's available. They can use it with other. Well, >> yeah, actually, I just wanted to poke it that because one of the challenges we have out there is there's a lot of data, but how do I actually extract value out of that? So is this now a way for your customers to really unlock something that historically you just you you might have kept it for compliance. Reason to work, you know, to review some kind of training. But it was a little bit tough to get in and leverage the information that was in >> there. Yeah, you know, cos today I really they're they're assessing, You know, anything in a written format today they already losing. I want to do that Previously has been really hard to do that with voice now, because we can capture again captured at scale there. Now I can look at it and say, Can we use the same tools? Were looking for everything else in our business. I looked down and saw that the voice >> so walk us through an example of where double is integrated into an organization. If we think of a bank and you mentioned, you know, use case is one of them piqued my interest about Okay, sentiment. If there is an issue that needs to be escalated and somebody in the organization needs to call a customer, what's been recorded is indicating that is never able to integrate with, like marketing automation serum tools that that data is then pulled in a map back to that account and how it's being managed. >> Yeah, correct. Good, really good question, probably explained that way are a global platform. So we deployed everywhere in the world. So Australia's I'm from a trailer again, but U S Canada, Singapore, Japan, London, Ireland and the UK way recording that in that country we store in the country. But it is a scale. Little platform is a service, which means that way run a product, eyes a p I to open a p I, whether we've integrated with their application or the customer then can say we never want to log into doubles applications. Were you present all the daughter and our own complications already? That's already practiced today. It's available today is in ample. If they wanted to use South forces a serum looking today. Look at the contacts. You can see all the holes, All the transcriptions directly in South Force. >> That's cool. So they get that visibility in a way that that works for them? >> Yeah. Yeah, not precious. We look at ourselves a platform first, and we provide applications. We know users. Did you call recording as they expect to use it, like with permission based access team management. But in reality, we're trying to make it fit in the way that you they'll write their own business and more insights. >> Alright. So, James, we're here at Cisco Live. So explain to us how you tie into what's going on here at the show. You know, we're here in the definite zone. Curious If you talked about being an open platform, Do you know I did in the development pieces here? Yeah, >> we've We've had some really good conversations in the last three days. It's interesting to see people talk about, you know, they come up and they start talking about cool recording and way Explain what we just discussed. Relations open and they can access via Pio, and they start thinking they can see their mind. Figure out how they could apply that their own business. We've always wave always work the Cisco Way Boys work with broad Soft, which they've now acquired, and they now make that part of the business. But you know where that's called Manager. Wait. Have now announced they're doing whether it's calling, you know, we're talking to customers about cool recording through double on whether it's calling now. So if businesses you know, having a plan, Teo moved there from the UN Prem to cloud that Cisco way, make a second unified solution for them and they could make a road map for that with him. So it's a really good conversation we're having here. >> So in the development of the go to market strategy, or so I already have an established Francisco. >> Now where do you have a stress ready? We're day of Ah, we're partners, Cisco. Already we've got over 100 carries who used this go in. Their networks were really connected to them. I'm already recording in capturing content on those networks were pretty tight with this guy for sure, but you look at the enterprise that its president, although cloud yet they're really moving to that. So if they want to have a core recording solution or a solution on for him, and they might want to move to cloud future in the future, we have that in the future. So I'm doing it now is probably maintain the same service right through. >> So can you give us an example, a customer success that is leveraging Debra with Cisco whether you, you, Khun Anonymous eyes it or if you can name it? Great. But I would love to see how it's really working in action to drug business results. >> Yeah, it's going Good question. I'm trying to be the best one to give you. At the moment, I could think of a customer of ours with, you know, in the UK they're spread it costs. I think around 100 locations they're currently recording with double and using transcription to transcribe their calls are looking for patterns across the whole business and the using Cisco for the late telephony on then, looking at that and I've actually found things that just decided to save money, they've been losing some money in certain locations, and they've used the transcription. Seem patents actually implemented changes to actually sell a say that >> Awesome. So in terms of the last three days of Sisqo live, some of the announcements that have come out Cisco has been on this transition here on the hardware company network here, back in the day to now introducing AP eyes across the product portfolio, which he'd been two years ago. They didn't have to this pivot towards a software focus for a company like double born in the cloud. What does that signify to you guys? >> Uh, so you see what a sight it was. >> Yeah, what does that signify to double >> wellit's great for us, and it's really important for us to make sure we're along into that. We've already have always been an A P I first company on, you know, accessing the contents. But it's a challenge may, sometimes for businesses to embrace that way, need to make sure that we're way we're looking at Cisco and understand how they want to use Ap eyes and aligning ourselves on DH. Hopefully push him along because we're doing it for a while, eh? So we released, you know five years ago. It was cloud based, and it's good for everyone. Started talking about a pee eyes and employing them. >> Awesome. Well, James Splint. Pleasure to have you on the Cube this afternoon with stew in me. Thanks for stopping Mind sharing what Debra's doing with Cisco and to really help transform enterprises from any industry. We appreciate your time, all right. And we can't close the queue. But Sisqo live in San Diego without saying this one thing, which we're all going to do together. You ready, guys? On my count. 321 Classy. San Diego for soon. Minuteman II. Lisa. Bart, you've been watching the Cube. Thanks so much for watching. We'll see you next time.

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Good morning. Welcome to the Cubes coverage. Day three. Odell Technologies, World from Las Vegas. Lisa Martin With student Amanda We're pleased to welcome one of our alumni back to the key. We've got Jay Snyder with us SPP of global alliances, service providers and industries chaebol. Thank >> you so much for having me again. >> Our pleasure. So we have been talking for This is our third day of covering the lots of news, lots of technology conversations We know there's a big global Cartner summit. >> It's been fantastic, actually. >> Abd el Technologies World Thriving partner ecosystem Give us an overview of global alliances and some of the feedback from the last few days of the partners. So >> fantastic. Thank you again for having me. I'll tell you this. The feedback is off the chart eye. Don't even I've lost the ability to find new words to describe how excited are partners seem to be with the messaging that we've had here. But what's been consistent is best l technologies world ever and best global partners. Summer that we've ever had and I think the reason behind that is not just because we've done a great job presenting the content. It's because of the content, right. If you think about the partner ecosystem, it's interesting. We've always worked incredibly well with them and our partners love what we do in the products we make. But our messages have never been perfectly aligned. Think about the messages we have now on the main stage. We have four transformations and delivering outcomes and then we have multi cloud and the multi cloud strategy and then think about what the partners do. They deliver the strategy around designing and defining what a multi cloud architecture is going to look like and or being the providers that actually deliver it. Our messages are perfectly aligned, so they're so excited to see that there now at the epicenter of everything that we go and do, and the fact that I would say probably more exciting is our entire sales force is trained on those messages, understanding those messages and embracing those messages. So they're getting huge lift now from our cellars, as opposed to kind of. I wouldn't say we were never at conflict. But we're Maurin Parallel. And now we're really lock. Step. Well, does that make sense? >> It does, Jay. And and he brought up a really good point, you know? Congratulations. Glad to hear everybody's in lock step. Because I remember we talked about the transformation of the channel. Yeah, and I go back when converge infrastructure first rolled out. They're people. Oh, my gosh. I make millions of dollars racking it, Stacking, shoveling stuff. I need to shift Cloud that there was, you know, at VM wears partner Summit, you know, one of the executive V M. Where you know, every time Amazon winds, you know, we all lose. Sure. So helped us for today. You know, cloud big theme of the message. How Teo his partners fit into those environments. And how have they gotten to over the fear of cloud and to be fully embracing in executing a multi cloud? >> Maybe I should just context to about who my partners are, so that would be helpful. So we representing alliance is the largest global systems integrators. So think about firms like in HCL, Deloitte dating, censure. And I hate to leave anybody out, but there's eighteen of them. And then we represent the clouds of the cloud service provider ecosystem. So a couple of hundred cloud providers that actually do provide manage private clouds off from or public clouds. So they're super excited about the message because they fit in on both ends, right, As I was just describing right there, the ones that are really gonna have to deliver the strategy around what it's going to look like and how they're going to get their customers ask us all the time. Hey, I want to get to the cloud, but they don't really know what it means. So we have to ask them, What do you really trying to accomplish and why? Right, Once we understand that we can engage with these partners, and it's a perfect entree for them to go figure out, articulating design that architecture. And then last time I checked, we're actually not a cloud company, right? We have great products. We have great services. We've rate platforms, but we're not a cloud company, right? We don't provide those types of capabilities. So when you think about being able to leverage >> multi cloud and it started just clever, you're saying you're not a public cloud company because company Private Cloud absolutely se Eun apart >> from Private Cloud, right? But when we want to go off from and create that multi claude environment based on use case now all those partners fit into that play and they have the ability through the capabilities we just announced with Del Technologies clown tow leverage, those hyper scale er's. So where they used to see them as foe. They're now part of the solution, and they can deliver that solution through our new platform that we just brought to market. So again it gets back to we used to fight it. Now we're embracing it and leveraging it and delivered a comprehensive solution. >> So starting Monday, when Michael walked out on stage your hat with Jeff, the message over lying on, of course, with salt from Microsoft was collaboration integration. So really starting to see all the layers of Del technologies and its brands come together in a much more cohesive way than we've seen so far in terms of what the partners are now enabled to deliver. Some of the feedback on that is, do they feel that it's been made more simplified that has been made more streamlined, that it's opening up new market opportunities with, you know, the Del Technologies Cloud and some of the related announcements. >> So So it's a complicated question you're actually asking, because for years the partners have been saying We'd love to view you as a single company, right? That's kind of the missing ingredient to really a lot unlock the full potential. I think the first big piece big mover in this is the Del Technology Cloud platform. It's really the end, Stan, she ation of what Michael's been talking about for the last three years, which is I'm going to bring all this stuff together and create a force in the industry where we compete in the market together, not against one another. So we're seeing that so the partners are ecstatic right there, seeing the best of all the piece parts come together in that platform, and we've told him that's the first step. But we have been working with them for years to provide what I'LL call an umbrella effect across all the different companies to allow them to tap into all those resource is. So in some degree, we've been doing it already. We've been playing that multi cloud game and working cross strategically aligned business to bring those values to life. But now we put our money where our mouth is, and we have simplified the approach with the product and the platform to make it easier for them to go tomorrow. Way to have a little bit. We do have a little bit a ways to go, though. I want to be clear. >> So, yeah, and Jay really good points there because I I one article recently about hybrid cloud cut a lot of history with it and simplifying a piece of the overall puzzle. But as you said, those hyper scales fit into it. Sergeant Dellape, upstate eight of us, a strong partner on VM where you know, Google announcement. You know, just a few weeks ago, those s eyes that air your partner's There are some of the critical pieces because there's a lot of complexity out there and we need key partners to be a help us to do there. You know, the Del of Technology family is a piece of it, but those s eyes air really thie arms and legs that are going to go help all of the customers understand. Try to get their arms around and, you know, hopefully simplify. And what what I said is they need to turn from a bunch of point pieces in the new overall solution. They do that, help me drive innovation and drive by. Visit forward, not trying to manage all of the pieces >> We had talked about it yesterday. I mean, I D c. Says that sixty two percent of customers will have a multi cloud architecture. But for my partner Rico system, it's more interesting. You know that seventy percent of the customers are going to choose a provider to design, architect and manage that infrastructure. So if you think about that seven ten, customers will use one of those global systems integrators and or cloud service writers or, more likely both to deliver on their vision and their outcomes that they need to achieve to change their business models, which is again great for our business. >> How influential are your is your partner ecosystem in terms of some of the announces that we've heard this week? They're out feet on the street there, talking with customers about the challenges that they're having emerging trends. A. M L. What's that sort of center? Just a partner. Feedback loop like that helps Del Technologies, right thruster >> way Run partner advisory boards in each major theater multiple times a year, and these are the exact things we ask them. What tribe trends are you seeing? We map it against our product portfolio in our solutions to identify where there's gaps. Five g's a great example, right? We're looking at where the market's going happen. Have responsibility for a big chunk of our telco vertical as well within the company. So it's a hot topic and, you know, for a while we were. We were honestly lagging in this particular space. If I think back two years ago, we talked Telco, but we didn't walk Telco. We've made a lot of investments over the last two years to build a product business unit specifically around Telco solutions, and I'm proud to say, especially coming out of Mobile World Congress this year that we have arrived. We have incredible products solutions that really are exactly what are partners are looking for and our end user customers looking for. And it's an interesting dynamic because a lot of our partners, our customers. If you think about the telco community that's really gonna embrace and drive five G, we both sell to them and we sell through them. So we love the fact they'LL consume our underlying technology. But more importantly, I love the fact that we can use them as a route to market to expose hundreds thousands of customers to those capabilities in the broader scale. >> Yeah, J that the networking is such a critical component of that service fighter piece. So how much of that solution that you're talking about? Polls in some of the aspects from GM wear, you know, NSX, the SD win. Those pieces seem natural fit to help drive that overall solution. >> Yeah, I would actually tell you that my opinion is probably the first products that we brought to market that were really crossed Company cross collaboration. You know, even before we got to the Del Technologies cloud were exactly what you're talking about. Some of those networking asked it some security assets that vm where has integrated with some of our products server technology to build some integrated telco specific things for the core and the edge, which is really where they're operating specifically around the edge. Fellow cloud is going to be a huge piece of that SD. When we see the telcos, has a huge route to market again for that particular product and as a massive consumer of that particular product, we understand they have to cannibalize some of their own business. But it's the way the markets going. So the answer is yes. We're seeing great integration, great collaboration between our product business unit under cabin, Kevin Shots Camera in Telco and his V M or counterparts. And I think I said his name right there, too. >> Yeah, I had to interview him once, and absolutely nothing I'm getting that right was tough. You know, one of things always at the show is just the feedback that you get from from customers and from from your partners. So gives the mood, you know, Where are they? What are some of, you know, key opportunities, challenges? What? What's top of mind issues for? >> I'm telling you like I can't make this up. The mood is off the chart, right? They've said consistently best sessions ever. I was talking to one particular partner last night. I won't say his name, but he's worked in this industry for thirty years. He's worked for major companies ASAP. Adobe, Microsoft. This is his first time Adele Technologies world working as a partner of ours, he said. Hands down. This is the best partner driven partner content partner event I've ever seen in the industry. So excited about the focus Del Technologies has as a company on our ecosystem and the types of conversations we're having to actually not just sell to us, but sell through us, right? We're really, I think we've really worked hard to view our partners not as customers, but truly as partners. It's all about the business. We build together, not about the business we do together. If that makes sense, right >> well, that trust trusting relationship is absolutely table stakes. It is for an organization. It sounds like you guys have really done a tremendous amount of work in the last few years to get that to the highest level that it's ever been on. >> I would agree. I think we've come a long way from where we were. We have a lot more work to do it .'LL never end, but I'm super excited with what achieved. I think our partners are, too, because the results they're getting are fantastic. I talked about the profitability of our business and their business together, which means what we're selling has value, which is fantastic as well. So it's good to know that we're not just winning in the market, but we're winning with high value, and again it gets back to where this conversation started, which is everyone talking about transformation and outcomes. It's hard to deliver value if you're not delivering an outcome or vice versa, right >> J. One of the areas that I I think your partner's and the solutions that your help bringing to market what would have some good opinion on is this move from kind of the Catholics, the optics model, you know, one of things. We look at the cloud announcements and it's like, Okay, wait, which of these air as a service? Which one of these he's, you know, can I do financing on and which one of these you know are mostly built on hardware? We're just that fit in the overall discussion, and it's what what do you get feedback from your partners and to cultivate that >> users? It's literally in every single conversation we have. So I can't think of a particular partner conversation that doesn't send around a variety of things. One is always our technology. One is our go to market engine and how we can leverage that and the other is commercials. And it's not the price. It's the consumption, right? How are we going to consume your technology, CAF, ex office and everything in between? And that everything in between used to be one or two things. Now it's ten or fifteen things right. The models have got very complex and very dynamic, so it's top of mind. And the beautiful thing is, you know, a few years ago the only way to get a consumption model on as a service model. It was through my partner Rico system. Now Dell's done a good job to catch up to some degree. But to truly deliver what a lot of the customers air accident for, which is pure op X, no caf X pays you grow. Models were still leveraging heavily our partner ecosystem to Babel. Deliver that, and the challenge for us is to be able to keep up with them, right? They're moving at such a rapid pace and the dynamics of those models Archangel. We have to evolve too quickly to be able to offer what our competitors aire doing. I'm excited to say, so far, so good, but we're doing a great job of that. But I would I would agree with you, right? The commercial model, The consumption models are top of mind, and every conversation had to today right on how we're going to structure these things. And it's really exciting, right? Because when we do it right, it tends to be not only great for Dell and great for the partner, but great for the customer. So it really is. It's the classic win win win. >> Are you know, one of the things that it seems that Dell has been technologies working to Dio for awhile now has become this sort of one stop shop for all things partners. Are they looking to have that single trusted source Do they appreciate now that they've got that, that they can really go today l technologies and enable their customers and your customers to transform security work for us? We heard a lot about work first. Urination, >> very common, >> are they now seeing Dallas? This Hey, this is this really a one stop shop. We can actually deliver everything that our customers are looking for. >> They're definitely seeing because we're telling it to him all the time, right? But yes, the answers without question, I think one of the big drivers for our business has been the ability to aggregate the breath of Del Technologies and bring the full portfolio to beer to them. I'd love to see them all standardised on us exclusively. That's my job, right? That's what we do. We try to eliminate white space and own all marketshare. We'LL never get there one hundred percent. But we've seen, you know, we look out of right of metrics in our business. We look at revenue, growth, probability, growth way. Also, look at white space, which is what you're talking about. Have we consume the white space where competitors used to be with inside our partners, and we've seen massive growth there in the last two years significant growth across the board. And the reason is because of what you just described. We now have an economies of scale advantage in a breath of portfolio advantage where it just makes sense for them to bet on us to get what they need, right, whether it's a pivotal capability or of'em were capability or Bhumi capability. When we have that, everybody pointed in the same direction. This story is just so much more powerful and there, and I'm not going to say they're buying it. They're believing it and they're seeing it in the field. So again, I talked about it earlier. If weaken transact at that level at Adele Technologies level, it means more value to our partners. But ultimately they can provide more value to their customers. So they're more profitable or customers get better solutions. So yes, yes, and yes, >> everybody went well. Jay, thank you so much for joining student May assuring the tremendous momentum that you guys have achieved. We look forward to hearing next year. >> I do to >> even better news will be Thanks. Thank you again for joining us. >> Thanks for having me. >> Great to meet you. Thanks, Tio for student a man. I'm Lisa Martin. You're watching us on the Cube. Live from jail technology World twenty nineteen day three of the cubes to set coverage continues after this

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to the party The Cube Live Day two of our coverage of Del Technologies World. I'm Lisa Martin with one of the best men in TV Dressed man Dave Alon Today that Ty is awfully dapper today. Always a pleasure to be with you. And we're pleased to welcome back to the Cube tight Schmidt, VP and fellow of extreme skill infrastructure from Delhi and see, we're all kind of color coordinator here. Somebody sent us a memo Happy to be back. Thank you. Great to have you here. So we've We've been having great conversations the last day and a half. Lots of energy, lots of excitement. This is the first doll Technologies World sensed all returned to the stock market a few months ago. Talk on all things. Lots of buzzwords. Hybrid multi cloud partnerships edge One of the things that Jeff Clarke said this morning in his key Now that I think needs to be said in a game of thrones Voice is the edges coming? Just coming. What is the edge meat isn't like digital transformation, where it means five things to two different people. >> Yes, so the edges coming. Some would say the edge has been here, but now it's being at least, uh called something that we could try to get her head's wrapped around. Right? So, uh, the edges has been here. It's here. It's It's continuing to manifest itself. I'm gonna give you a couple of examples what we're hearing from customers. You know, human nature is I want this thing to be defined. I want it to be something stable, bounded that I can then go and create a work force or a product line. And I know exactly what we're doing. Well, I've got news for those folks. It's not that it's, Ah, it's chaotic. It's dynamic. It's disruptive. Um, I'll bucket ties it into a few big level buckets that we're seeing, but the thing I'm trying to get people to get their heads wrapped around is that the edges not defining usage models the edges, not defining products. The usage model is defining the edge, and so there's thousands and thousands of different usage models, But I'll talk about a few of them right. Um, I think most people would be in their minds. They're thinking about a distributed network and distributed data set or something outside of my traditional data center space. And I need compute storage, Something to facilitate my business. I'm calling that the private edge still a little bit from the private cloud, calling it the private edge. And basically it is, um, it's a It's a direct ingest or usage of compute that I'm buying storage that I need. It's at a location typically follows the data. So where I'm collecting data, my my array of sensors and cameras and you name it I ot type devices where that data is that I need to have on prem Data center capacity to collect that data, do something with that data, and then action. Do something actionable at that facility. And, you know, uh, minds and construction centres and retail stores. People talk about autonomous vehicles. Reality is is leading up to the autonomous vehicle. There's a need for data collected off of these cars as they're experimenting >> with different terrain and weather conditions and driving conditions, and we are providing those types of edge data center capabilities for those automotive companies to drive their cars around, stop into these depots, download their data, get updates, and off they go to collect more data. And that's an example of the private edge. So we've seen everybody been data centers, face floor, pristine, beautiful. You know, physical security. The edge could be a truck, a police car, doc. But it could be anything. So how are you seeing customers deal with the physical security aspects of the edge? That's a great question. So there and there's a physical in logical component to it, right, So they're all over the place. So these first, these first examples of where we're seeing EJ being actually adopted outside of a traditional data center space, tremendous sensitivity, toe physical security. Some of them are taking care of it themselves. So they have, uh, courtyard or a building that they're wanting to simply put a device in. And they're handling security, physical security at that location, others are Listen, I'm trying to understand the cost trade offs of building this fortress, which kind of his counter counter productive to what I'm trying to accomplish here. Can you provide that as part of your data center? solution. And so, looking at things like ballistic protection, overall theft protection, these things air smaller. They can be hold off, so we have to anchor them to the ground. We have to have wave to think differently about how these things are connected so that somebody can come up and cut through a wall or cut through a pipe and get access to this critical data. So how we approach that physically eyes is a tremendous, tremendous concern to customers. And we're addressing that through the solutions were providing ballistics bombproof flameproof intrusion proof different types of biometric sensors. In some cases, we hide them in plain sight, painted with graffiti, puts a bullet holes on him, make it look like they're not worth anything. You're it. So you do have some serious stress testing as well. Which was what? Your favorite stress test. >> There's a lot of shock and vibe testing, so we have a way to protect against seismic. We have to >> protect against wind loads. You we may have a thousand pounds of snow on top of, and we have to test these things against those type of environmental conditions. Way haven't, uh, we have it yet back. You try to drive over one with a bulldozer or some type of a vehicle, but we do do impact testing, ballistic test sting. And there's there's a lot of fun testing, and I don't mean to minimize the logical security. A lot of this is critical infrastructure, right? So, you know, if it talks about the threat matrix and so, uh, what do you see in there? What's what's Del bringing to the table? I mean, are are, you know, wonderful array of security elements with our company right now are implying that I think we're having to do with customers. This is an early part of the journey is how is this data being protected? And the logical component, at least what we're seeing today doesn't necessarily differ as much from the traditional data center. But things like, um, you can automatically detect whether an intrusion of physical deters has been made and decide to do something actionable, like lock hard drives where even if somebody was to steal a server or the hard drive, they can't do anything with it. GPS type sensors and devices that can track the valuable components in the solution and not allow them to be turned back on unless they are connected into that network. A za proofpoint. So there are a number of things that are that are being driven that somewhat looks like the traditional data center, by essence of where they're located and how these things are remote way have to. We have to think about that >> when you're talking >> with customers who are on everybody's on a journey of many different types. Digital transformation. I t. Security Workforce We've talked about all of those things last year's Del Tech world and, of course, this week as well. How do you advise them of Where do I start if I have Like, for example, when dehl was talking about the latitude devices this morning and all of this really cool tech built and even with train protection, for example, were all, and John Reese even talked about the edge of people the end, the edge of Io ti and centers, which makes sense. But where does a company like Adele stirred these conversations with customers who have a tonne? Probably People edges and io ti edges are yeah, so with where do we start? Kind of raining this all ends, we get the data out on it in real time, process it as close to where it's being generated as possible in a way that we can we can actually understand. >> This's the world I live in, right? So fundamentally, it helps us understand that that most companies, >> um, >> you know, lots of different organizations. But when it comes to a data center type of solution, you have the group who are trying to do something transformational the software writers, the applications and workload developers who are trying to take advantage of next generation it to do something transformational, you have the also you have the facility side. So this is the data center, the real estate, and the two don't necessarily, you know, talk about strategy in a line on how they're going to facilitate transformation. It's ultimately it starts with having deep discussions with both of those organisations. What are you trying to do to transform your business? How does that translate to the types of gear storage networking that you're going to require? What if you weren't constrained by your facility? What could you do and paint that picture for them? It also in parallel involves deep discussions with the facility and corporal estate side of of a company. What do you have? What are your challenges many companies do have on I .'LL speak for the telco space. They have a landscape of what you could consider edge data centers. There, the central office's, uh, extend out to the cell tower. These are pieces of real estate that they're trying to monetize, and but what comes with that are the constraints and the variability from site to site regulation requirements, cost of construction, labor flavor rates. You know, whether it's union or not. >> There's just a tremendous amount of variability. The end of the >> day where Dell comes in and helps is one week. We are a great thickener of things because we can. We can I would say force. But really, it's enable the discussion between the and the facility teams. We do have that understanding, and we are looking at it objectively through both of those lenses at the end of the day, creating a cost model, something that customers can use to look att, tradeoffs, locations, types of technology. Looking at those trade offs to help them make decisions is we're spending a lot of our time doing. It's a real cultural dichotomy. You've got the, you know, technology team, trying to move fast and break things. You got the facilities and let's keep it stable and safe, and they're both critical. They were absolutely both critical on They have deep ownership and governance on those respective sides of the business. And so these edge data centers the part of the world that I own. It really forces that discussion happen. It's the collision between it and facilities where those decisions have to be made in a real estate level, a ten infrastructure facility level and at a ninety networking security level on all those things have to be understood and accomplished, solved at the same time >> and quickly. They don't have the luxury of time to really sit and battled this, you know, swan it back and forth like a tennis match. >> They don't I will say that >> majority the industry right now, this is a big play for them. You can't push all of your chips in without having a lot of this information. So what we're seeing is a lot of I would call crawl, walk, run where they are starting with modeling techniques. Then they're going with proof of concepts to test out. What does this mean from a non pecked standpoint? What does this mean from a Catholics? How much I'm going have to spend visit scale, you know, from one to a thousand or ten thousand? And so getting this data and helping them build the models to help them understand that allows him to plan big and understand what they need to do at a higher level? >> Wow. So much to dig into it, just like the edge dot dot dot to be continued. Ty, Thank you so much for joining David Lee on the queue next year. Can't wait to hear all the more stories should be more stories. Awesome. Ty, Thank you very much for Dave Volonte. I Lisa Martin. You're watching us on the Cube Live in Las Vegas. Day two of the Cubes coverage. Abd el Technology, World twenty nineteen. Thanks for watching