>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle. Hi. I'm still Minuteman. And welcome back to the Cube on Cloud. Talking about really important topics is toe how developers we're changing how they build their applications where they live. Of course. Long discussion we've had for a number of years, you know? How do things change in hybrid environment? We've been talking for years. Public cloud and Private Cloud and really excited for this session. We're gonna talk about how edge environment and ai impact that. So happy to walk back. One of our cube alumni, Simon Crosby, is currently the chief technology officer with swim. Got plenty of viewpoints on AI the edge and knows the developer world. Well, Simon, welcome back. Thanks so much for joining us. >>Thank you, sir, for having me. >>All right. So let let let's start start for a second. Let's talk about developers, you know, used to be, you know, for for years we talked about, you know, what's the level of abstraction we get? Does it sit? You know, you know, do I put it on bare metal? Do I virtualized it? Do I contain Arise it. Do I make it serve? Ellis? Ah, lot of those things. You know that the app developer doesn't want to even think about. But location matters a whole lot when we're talking about things like a I where do I have all my data? That I could do my training? Where do I actually have to do the processing? And, of course, edge. Just changes by orders of magnitude, Some of the things like Leighton see, and where data lives and everything like that. So with that as a set up would love to get just your framework as to what you're hearing from developers and what will gettinto Some of the solutions that that you and your team are helping them toe do their jobs >>where you're up to lights to the data onslaught is very riel. Companies that I deal with are facing more and more real time data from products from their infrastructure from their partners, whatever it happens to be, and they need to make decisions rapidly. And the problem that they're facing is that traditional ways of processing that data or to so so perhaps the big data approach which by now is a bit old. It's been long in the tooth, Um, where you stored it and then you analyze it later is problematic. First of all, data streams of boundless so you don't really know winter analyze. But second, you can't store all. And so the story and analyze approach has to change and swim is trying to do something about this by adopting a process off. Analyze um, on the fly. So as dead is generate as you receive events, you don't bother Saw them. You you analyze them, and then if you have tow you still the data. But you you need to analyze as you receive data. Andre react immediately to be able to generate reasonable insights or predictions that can drive commerce and decisions in the real world. >>Yeah, absolutely. I remember back, you know, the early days of big data, you know, real time got thrown around a little, but it was usually I need to react fast enough toe. Make sure we don't, you know, lose the customer, we react toe something. But it was we gather all the data and let's move compute to the data. Uh, today is you talk about real time streams are so important. We've been talking about observe ability for last couple of years to just really understand the systems and the outputs More than, uh, looking back historically at where things were waiting for alerts. So could you give us some examples, if you would, Is toe You know that those streams, you know what is so important about being able to interact and leverage that data when you need it? And, boy, it's great if we can if we can use it then and not have to store it and think about it later. Obviously, there's some benefits there because >>every product nowadays has a CPU, right? And so there's more and more data and just let me give you an example. Um, swim processes real time data from more than 100 million mobile devices in real time, Um, in for a mobile operator. And what we're doing there is We're optimizing connection quality between devices and the network. Now that volume of data is more than four petabytes per day. Okay, now there is simply no way you could ever store that and analyze it later. The interesting thing about this is that if you adopt and analyze. And then if you really have to store architecture, you get to take advantage of Muslim. So you're running at CPU memory speeds instead of a disc speed, and so that gives you a million fold speed up. And it also means you don't have the Leighton see problem off reaching out to her boat storage, dead base or whatever. And so that reduces cost so we can do it all about 10% of the infrastructure that they previously had for her do style implementation. >>So maybe would help if we just explain when we say edge, people think of a lot of different things. Is it? You know, on I o. T device sitting out into the edge Are we talking about the telecom edge? We're watching a WS for years, you know, Spider out their services and into various environment. So what when you talk about the type of solutions you're doing and what your customers have is that the Telkom edges that the, you know, actual device edge, you know, where where does processing happen and where do these, you know, services that that work on it live? >>Uh, so I think the right way to think about edges. Where can you reasonably process the data? And it obviously makes sense to process data at the first opportunity you have. But much data is encrypted between the original device. Say Onda. The application and so edge as a place doesn't make as much sense as edge as an opportunity to decrypt and analyze data in the clear. So is computing is not so much a place in my view as the first opportunity you have to process state in the clear and to make sense of it. And then edge makes sense in terms of Leighton, see, by locating compute as close as possible to the sources of data, um, to reduce latency and maximize your ability to get insights. You know, Andre return to uses in, you know, quickly. So edge for me often is the cloud >>excellent. One of the other things I I think about back from, you know, the big data days or even earlier It was that how long it took to get from the raw data to processing that data, to be able to getting some insight and then being able to take action. Uh, it sure sounds like we're trying to collapse That completely. Is that you know, how do we do that? You know, Can we actually, you know, build the system so that we can, you know, in that real time continuous model that you talk about, You know? So what character movements? One >>of the wonderful things about cloud computing is that two major abstractions really served us on. Those are rest which expect this computing and databases and rest means in the old server can do the job for me. And then the database is just a napi I call away. The problem with that is that it's desperately slow. So when I say desperately slow, I mean, it's probably thrown away the last 10 years, Um, was law. Just think about this way. Your CPU runs at gigahertz and the network runs at milliseconds. So by definition, every time you reach out to a data store, you're going a million times slower than your Cebu. That's terrible. It's absolutely tragic. Okay, so a model which is much more effective is to have and in memory, computing architecture er in which you engage in state will computation. So instead of having to reach out to a database every time to update the database and whatever you know, store something and then fetch it again a few moments later when the next event arrives. You keep state in memory and you compute on the fly as data arrives and that way you get a million times speed up. You also end up with this tremendous cost direction because you don't end up with as many instances having to compute by comparison. So let me give you a quick example. If you go to a traffic dots from the AI, you can see, um, the real time state off the traffic infrastructure in Palo Alto. And, um, each one of those, um intersections is predicting its own future. Now, the volume of data from just a few 100 lights in Palo Alto is about four terabyte today. And sure, you can deal with this in AWS Lambda. There are lots and lots of servers up there. But the problem is that the end to end per event leighton see, is about 100 milliseconds. And you know, if I'm dealing with 30,000 events a second, that's just too much so solving that problem with a stateless architectures is extraordinarily expensive. You know, more than $5000 a month. Where is the staple architectural? Which you could think of as an evolution all for, uh, you know, something reactive or the actor model, Um, get you, You know, something like 1/10 of the cost. Okay, so cloud is fabulous for things that need to scale wide, but a state formal is required for dealing with things which update you rapidly or regularly about their changes in state. >>Yeah, absolutely. I You know, I think about if we were talking, I mentioned before AI training models often, if you look at something like autonomous vehicles, the massive amounts of data that it needs to process, you know, has to happen in the public cloud. Um, but then that gets pushed back down to the end device. In this case, it's a car because it needs to be able to react in real time and get fed at a regular update. The new training algorithms that that it has there. Um what are you saying? You know, we >>were reviews on on this training approach and the science in general, and that is that there aren't enough the scientists or no smart people to train these algorithms, deploy them to the edge and so on. And so there is an alternative worldview, which is a much simpler one, and that is that relatively simple algorithms deployed at scale to staple representatives. Their school, you know, digital twins off things, um, can deliver enormous improvements in behavior. Um, as things learn for themselves. So the way I think the at least this edge world gets smaller is that relatively simple models off things will learn for themselves for their own futures based on what they can see and and then react. And so this idea that we have lots and lots of very scientists dealing with vast amounts of information in the cloud, Um, it's suitable for certain algorithms, but it doesn't work for the vast majority of our applications. >>So where are we with the state of what the developers need to think about? You mentioned that there's compute in most devices. That's true, but you know they need some special in video chip set out there. Are there certain programming languages that that you're seeing more prevalent? Yeah, you know, interoperability. Give us a little bit of toe, you know, some tips and tricks for for those developing >>super so number one a staple architectures is fundamental and sure react is well known. Andi, there are, For example, on er lang swim is another. So I'm going to use some language. And I would encourage you to look at Cem O s or G to go from play there. A staple architecture, ER which allows actors small, concurrent objects to Stapley evolve their own state based on updates from the real world is fundamental. But the way in swim, we use data to build these models. So, um, these little agents for things we call them Web agents because the object I'd is a your I, um they staple evolved by processing their own real world data safely representing it. And then they do this wonderful thing, which is build a model on the fly, and they build a model by linking to things that they're related to. So a knit section would link to all of its sensors. But it would also licked all of its neighbors because the neighbors and linking is like a sub in pubs up and it allows that Web agent then to continually analyze, learn and predict on the fly. And so every one of these concurrent objects is doing this job off and analyzing its own raw data and then predicting from that and streaming the results so and swim you get stream board data in. And what streams out is predictions. Predictions about the future state off the infrastructure, and that's a very powerful staple approach, which can run all the memory. No stories required, by the way. It's still persistence. If you lose the no, you can just come back up and carry on. But there's no need to store huge amounts of raw data if you don't need it. And let me just be clear. The volumes of raw data from the real world are staggering, right? So for Porter by today from Palo Alto. But Las Vegas, about 60 terabytes today from the traffic lights, Um, no more than 100 million mobile devices is is tens of petabytes per day, which is just too much the store. >>Well, Simon, you'd mentioned that we we have a shortage when it comes to data scientists and the people that could be involved in those things. How about from the developer side? Do most enterprises that you're talking to? Do they have the skill set? Is the ecosystem mature enough for the company take involved? Or what do we need to do? Looking forward, toa help companies be able to take advantage of this opportunity. >>Yeah, So there is a huge change in terms of, I guess just cloud native skills. Um, and this is exacerbated. The more you get out into, I guess what you could think of as traditional kind of companies, all of whom have tons and tons of data sources. So we need to make it easy and swim tries to do this by effectively using skills of people already have Java or JavaScript and giving them easy ways to develop, deploy and then run applications without thinking about them. So instead of finding developers to notions of place and where databases are and all that sort of stuff, if they can write simple, object oriented programs about things like intersections and push buttons, a pedestrian lights, and in road loops and so on and simply relate basic objects in their world to each other, then we let data build the model by essentially creating these little concurrent objects for each thing, and they will then link to each other and solve the problem. We end up solving a huge problem for developers to which is that they don't need to acquire complicated cloud native skill sets to get to work. >>Well, absolutely. Simon, that's something we've been trying to do for a long time. Is to truly simplify things. I wanna let you have the final word. Uh, if you look out there, uh, the opportunity that challenge in the space, what final takeaways would would you get our audience? >>So very simple. If you adopt a staple competing Achter should like swim, you get to go a million times faster. The applications always have an answer. They analyze, learn and predict on the fly, and they go million times faster. They use 10% less. No. So 10% off the infrastructure of a store than analyze approach. And it's the way of the future. >>Simon Crosby. Thanks so much for sharing. Great having you on the program. >>Thank you too. >>And thank you for joining. I'm stew Minuteman. Thank you. As always for watching the cube. Yeah,

>>from around the globe. It's the Cube presenting adaptive data governance brought to you by Iota Ho. >>And we're back with the data automation. Siri's. In this episode, we're gonna learn more about what I owe Tahoe is doing in the field of adaptive data governance how it can help achieve business outcomes and mitigate data security risks. I'm Lisa Martin, and I'm joined by a J. Bihar on the CEO of Iot Tahoe and Lester Waters, the CEO of Bio Tahoe. Gentlemen, it's great to have you on the program. >>Thank you. Lisa is good to be back. >>Great. Staley's >>likewise very socially distant. Of course as we are. Listen, we're gonna start with you. What's going on? And I am Tahoe. What's name? Well, >>I've been with Iot Tahoe for a little over the year, and one thing I've learned is every customer needs air just a bit different. So we've been working on our next major release of the I O. Tahoe product. But to really try to address these customer concerns because, you know, we wanna we wanna be flexible enough in order to come in and not just profile the date and not just understand data quality and lineage, but also to address the unique needs of each and every customer that we have. And so that required a platform rewrite of our product so that we could, uh, extend the product without building a new version of the product. We wanted to be able to have plausible modules. We also focused a lot on performance. That's very important with the bulk of data that we deal with that we're able to pass through that data in a single pass and do the analytics that are needed, whether it's, uh, lineage, data quality or just identifying the underlying data. And we're incorporating all that we've learned. We're tuning up our machine learning we're analyzing on MAWR dimensions than we've ever done before. We're able to do data quality without doing a Nen initial rejects for, for example, just out of the box. So I think it's all of these things were coming together to form our next version of our product. We're really excited by it, >>So it's exciting a J from the CEO's level. What's going on? >>Wow, I think just building on that. But let's still just mentioned there. It's were growing pretty quickly with our partners. And today, here with Oracle are excited. Thio explain how that shaping up lots of collaboration already with Oracle in government, in insurance, on in banking and we're excited because we get to have an impact. It's real satisfying to see how we're able. Thio. Help businesses transform, Redefine what's possible with their data on bond. Having I recall there is a partner, uh, to lean in with is definitely helping. >>Excellent. We're gonna dig into that a little bit later. Let's let's go back over to you. Explain adaptive data governance. Help us understand that >>really adaptive data governance is about achieving business outcomes through automation. It's really also about establishing a data driven culture and pushing what's traditionally managed in I t out to the business. And to do that, you've got to you've got Thio. You've got to enable an environment where people can actually access and look at the information about the data, not necessarily access the underlying data because we've got privacy concerns itself. But they need to understand what kind of data they have, what shape it's in what's dependent on it upstream and downstream, and so that they could make their educated decisions on on what they need to do to achieve those business outcomes. >>Ah, >>lot of a lot of frameworks these days are hardwired, so you can set up a set of business rules, and that set of business rules works for a very specific database and a specific schema. But imagine a world where you could just >>say, you >>know, the start date of alone must always be before the end date of alone and having that generic rule, regardless of the underlying database and applying it even when a new database comes online and having those rules applied. That's what adaptive data governance about I like to think of. It is the intersection of three circles, Really. It's the technical metadata coming together with policies and rules and coming together with the business ontology ease that are that are unique to that particular business. And this all of this. Bringing this all together allows you to enable rapid change in your environment. So it's a mouthful, adaptive data governance. But that's what it kind of comes down to. >>So, Angie, help me understand this. Is this book enterprise companies are doing now? Are they not quite there yet. >>Well, you know, Lisa, I think every organization is is going at its pace. But, you know, markets are changing the economy and the speed at which, um, some of the changes in the economy happening is is compelling more businesses to look at being more digital in how they serve their own customers. Eh? So what we're seeing is a number of trends here from heads of data Chief Data Officers, CEO, stepping back from, ah, one size fits all approach because they've tried that before, and it it just hasn't worked. They've spent millions of dollars on I T programs China Dr Value from that data on Bennett. And they've ended up with large teams of manual processing around data to try and hardwire these policies to fit with the context and each line of business and on that hasn't worked. So the trends that we're seeing emerge really relate. Thio, How do I There's a chief data officer as a CEO. Inject more automation into a lot of these common tax. Andi, you know, we've been able toc that impact. I think the news here is you know, if you're trying to create a knowledge graph a data catalog or Ah, business glossary. And you're trying to do that manually will stop you. You don't have to do that manually anymore. I think best example I can give is Lester and I We we like Chinese food and Japanese food on. If you were sitting there with your chopsticks, you wouldn't eat the bowl of rice with the chopsticks, one grain at a time. What you'd want to do is to find a more productive way to to enjoy that meal before it gets cold. Andi, that's similar to how we're able to help the organizations to digest their data is to get through it faster, enjoy the benefits of putting that data to work. >>And if it was me eating that food with you guys, I would be not using chopsticks. I would be using a fork and probably a spoon. So eso Lester, how then does iota who go about doing this and enabling customers to achieve this? >>Let me, uh, let me show you a little story have here. So if you take a look at the challenges the most customers have, they're very similar, but every customers on a different data journey, so but it all starts with what data do I have? What questions or what shape is that data in? Uh, how is it structured? What's dependent on it? Upstream and downstream. Um, what insights can I derive from that data? And how can I answer all of those questions automatically? So if you look at the challenges for these data professionals, you know, they're either on a journey to the cloud. Maybe they're doing a migration oracle. Maybe they're doing some data governance changes on bits about enabling this. So if you look at these challenges and I'm gonna take you through a >>story here, E, >>I want to introduce Amanda. Man does not live like, uh, anyone in any large organization. She's looking around and she just sees stacks of data. I mean, different databases, the one she knows about, the one she doesn't know about what should know about various different kinds of databases. And a man is just tasking with understanding all of this so that they can embark on her data journey program. So So a man who goes through and she's great. I've got some handy tools. I can start looking at these databases and getting an idea of what we've got. Well, as she digs into the databases, she starts to see that not everything is as clear as she might have hoped it would be. You know, property names or column names, or have ambiguous names like Attribute one and attribute to or maybe date one and date to s Oh, man is starting to struggle, even though she's get tools to visualize. And look what look at these databases. She still No, she's got a long road ahead. And with 2000 databases in her large enterprise, yes, it's gonna be a long turkey but Amanda Smart. So she pulls out her trusty spreadsheet to track all of her findings on what she doesn't know about. She raises a ticket or maybe tries to track down the owner to find what the data means. And she's tracking all this information. Clearly, this doesn't scale that well for Amanda, you know? So maybe organization will get 10 Amanda's to sort of divide and conquer that work. But even that doesn't work that well because they're still ambiguities in the data with Iota ho. What we do is we actually profile the underlying data. By looking at the underlying data, we can quickly see that attribute. One looks very much like a U. S. Social Security number and attribute to looks like a I c D 10 medical code. And we do this by using anthologies and dictionaries and algorithms to help identify the underlying data and then tag it. Key Thio Doing, uh, this automation is really being able to normalize things across different databases, so that where there's differences in column names, I know that in fact, they contain contain the same data. And by going through this exercise with a Tahoe, not only can we identify the data, but we also could gain insights about the data. So, for example, we can see that 97% of that time that column named Attribute one that's got us Social Security numbers has something that looks like a Social Security number. But 3% of the time, it doesn't quite look right. Maybe there's a dash missing. Maybe there's a digit dropped. Or maybe there's even characters embedded in it. So there may be that may be indicative of a data quality issues, so we try to find those kind of things going a step further. We also try to identify data quality relationships. So, for example, we have two columns, one date, one date to through Ah, observation. We can see that date 1 99% of the time is less than date, too. 1% of the time. It's not probably indicative of a data quality issue, but going a step further, we can also build a business rule that says Day one is less than date to. And so then when it pops up again, we can quickly identify and re mediate that problem. So these are the kinds of things that we could do with with iota going even a step further. You could take your your favorite data science solution production ISAT and incorporated into our next version a zey what we call a worker process to do your own bespoke analytics. >>We spoke analytics. Excellent, Lester. Thank you. So a J talk us through some examples of where you're putting this to use. And also what is some of the feedback from >>some customers? But I think it helped do this Bring it to life a little bit. Lisa is just to talk through a case study way. Pull something together. I know it's available for download, but in ah, well known telecommunications media company, they had a lot of the issues that lasted. You spoke about lots of teams of Amanda's, um, super bright data practitioners, um, on baby looking to to get more productivity out of their day on, deliver a good result for their own customers for cell phone subscribers, Um, on broadband users. So you know that some of the examples that we can see here is how we went about auto generating a lot of that understanding off that data within hours. So Amanda had her data catalog populated automatically. A business class three built up on it. Really? Then start to see. Okay, where do I want Thio? Apply some policies to the data to to set in place some controls where they want to adapt, how different lines of business, maybe tax versus customer operations have different access or permissions to that data on What we've been able to do there is, is to build up that picture to see how does data move across the entire organization across the state. Andi on monitor that overtime for improvement, so have taken it from being a reactive. Let's do something Thio. Fix something. Thio, Now more proactive. We can see what's happening with our data. Who's using it? Who's accessing it, how it's being used, how it's being combined. Um, on from there. Taking a proactive approach is a real smart use of of the talents in in that telco organization Onda folks that worked there with data. >>Okay, Jason, dig into that a little bit deeper. And one of the things I was thinking when you were talking through some of those outcomes that you're helping customers achieve is our ally. How do customers measure are? Why? What are they seeing with iota host >>solution? Yeah, right now that the big ticket item is time to value on. And I think in data, a lot of the upfront investment cause quite expensive. They have been today with a lot of the larger vendors and technologies. So what a CEO and economic bio really needs to be certain of is how quickly can I get that are away. I think we've got something we can show. Just pull up a before and after, and it really comes down to hours, days and weeks. Um, where we've been able Thio have that impact on in this playbook that we pulled together before and after picture really shows. You know, those savings that committed a bit through providing data into some actionable form within hours and days to to drive agility, but at the same time being out and forced the controls to protect the use of that data who has access to it. So these are the number one thing I'd have to say. It's time on. We can see that on the the graphic that we've just pulled up here. >>We talk about achieving adaptive data governance. Lester, you guys talk about automation. You talk about machine learning. How are you seeing those technologies being a facilitator of organizations adopting adaptive data governance? Well, >>Azaz, we see Mitt Emmanuel day. The days of manual effort are so I think you know this >>is a >>multi step process. But the very first step is understanding what you have in normalizing that across your data estate. So you couple this with the ontology, that air unique to your business. There is no algorithms, and you basically go across and you identify and tag tag that data that allows for the next steps toe happen. So now I can write business rules not in terms of columns named columns, but I could write him in terms of the tags being able to automate. That is a huge time saver and the fact that we can suggest that as a rule, rather than waiting for a person to come along and say, Oh, wow. Okay, I need this rule. I need this will thes air steps that increased that are, I should say, decrease that time to value that A. J talked about and then, lastly, a couple of machine learning because even with even with great automation and being able to profile all of your data and getting a good understanding, that brings you to a certain point. But there's still ambiguities in the data. So, for example, I might have to columns date one and date to. I may have even observed the date. One should be less than day two, but I don't really know what date one and date to our other than a date. So this is where it comes in, and I might ask the user said, >>Can >>you help me identify what date? One and date You are in this in this table. Turns out they're a start date and an end date for alone That gets remembered, cycled into the machine learning. So if I start to see this pattern of date one day to elsewhere, I'm going to say, Is it start dating and date? And these Bringing all these things together with this all this automation is really what's key to enabling this This'll data governance. Yeah, >>great. Thanks. Lester and a j wanna wrap things up with something that you mentioned in the beginning about what you guys were doing with Oracle. Take us out by telling us what you're doing there. How are you guys working together? >>Yeah, I think those of us who worked in i t for many years we've We've learned Thio trust articles technology that they're shifting now to ah, hybrid on Prohm Cloud Generation to platform, which is exciting. Andi on their existing customers and new customers moving to article on a journey. So? So Oracle came to us and said, you know, we can see how quickly you're able to help us change mindsets Ondas mindsets are locked in a way of thinking around operating models of I t. That there may be no agile and what siloed on day wanting to break free of that and adopt a more agile A p I at driven approach. A lot of the work that we're doing with our recall no is around, uh, accelerating what customers conduce with understanding their data and to build digital APS by identifying the the underlying data that has value. Onda at the time were able to do that in in in hours, days and weeks. Rather many months. Is opening up the eyes to Chief Data Officers CEO to say, Well, maybe we can do this whole digital transformation this year. Maybe we can bring that forward and and transform who we are as a company on that's driving innovation, which we're excited about it. I know Oracle, a keen Thio to drive through and >>helping businesses transformed digitally is so incredibly important in this time as we look Thio things changing in 2021 a. J. Lester thank you so much for joining me on this segment explaining adaptive data governance, how organizations can use it benefit from it and achieve our Oi. Thanks so much, guys. >>Thank you. Thanks again, Lisa. >>In a moment, we'll look a adaptive data governance in banking. This is the Cube, your global leader in high tech coverage. >>Innovation, impact influence. Welcome to the Cube. Disruptors. Developers and practitioners learn from the voices of leaders who share their personal insights from the hottest digital events around the globe. Enjoy the best this community has to offer on the Cube, your global leader in high tech digital coverage. >>Our next segment here is an interesting panel you're gonna hear from three gentlemen about adaptive data. Governments want to talk a lot about that. Please welcome Yusuf Khan, the global director of data services for Iot Tahoe. We also have Santiago Castor, the chief data officer at the First Bank of Nigeria, and good John Vander Wal, Oracle's senior manager of digital transformation and industries. Gentlemen, it's great to have you joining us in this in this panel. Great >>to be >>tried for me. >>Alright, Santiago, we're going to start with you. Can you talk to the audience a little bit about the first Bank of Nigeria and its scale? This is beyond Nigeria. Talk to us about that. >>Yes, eso First Bank of Nigeria was created 125 years ago. One of the oldest ignored the old in Africa because of the history he grew everywhere in the region on beyond the region. I am calling based in London, where it's kind of the headquarters and it really promotes trade, finance, institutional banking, corporate banking, private banking around the world in particular, in relationship to Africa. We are also in Asia in in the Middle East. >>So, Sanjay, go talk to me about what adaptive data governance means to you. And how does it help the first Bank of Nigeria to be able to innovate faster with the data that you have? >>Yes, I like that concept off adaptive data governor, because it's kind of Ah, I would say an approach that can really happen today with the new technologies before it was much more difficult to implement. So just to give you a little bit of context, I I used to work in consulting for 16, 17 years before joining the president of Nigeria, and I saw many organizations trying to apply different type of approaches in the governance on by the beginning early days was really kind of a year. A Chicago A. A top down approach where data governance was seeing as implement a set of rules, policies and procedures. But really, from the top down on is important. It's important to have the battle off your sea level of your of your director. Whatever I saw, just the way it fails, you really need to have a complimentary approach. You can say bottom are actually as a CEO are really trying to decentralize the governor's. Really, Instead of imposing a framework that some people in the business don't understand or don't care about it, it really needs to come from them. So what I'm trying to say is that data basically support business objectives on what you need to do is every business area needs information on the detector decisions toe actually be able to be more efficient or create value etcetera. Now, depending on the business questions they have to solve, they will need certain data set. So they need actually to be ableto have data quality for their own. For us now, when they understand that they become the stores naturally on their own data sets. And that is where my bottom line is meeting my top down. You can guide them from the top, but they need themselves to be also empower and be actually, in a way flexible to adapt the different questions that they have in orderto be able to respond to the business needs. Now I cannot impose at the finish for everyone. I need them to adapt and to bring their answers toe their own business questions. That is adaptive data governor and all That is possible because we have. And I was saying at the very beginning just to finalize the point, we have new technologies that allow you to do this method data classifications, uh, in a very sophisticated way that you can actually create analitico of your metadata. You can understand your different data sources in order to be able to create those classifications like nationalities, a way of classifying your customers, your products, etcetera. >>So one of the things that you just said Santa kind of struck me to enable the users to be adaptive. They probably don't want to be logging in support ticket. So how do you support that sort of self service to meet the demand of the users so that they can be adaptive. >>More and more business users wants autonomy, and they want to basically be ableto grab the data and answer their own question. Now when you have, that is great, because then you have demand of businesses asking for data. They're asking for the insight. Eso How do you actually support that? I would say there is a changing culture that is happening more and more. I would say even the current pandemic has helped a lot into that because you have had, in a way, off course, technology is one of the biggest winners without technology. We couldn't have been working remotely without these technologies where people can actually looking from their homes and still have a market data marketplaces where they self serve their their information. But even beyond that data is a big winner. Data because the pandemic has shown us that crisis happened, that we cannot predict everything and that we are actually facing a new kind of situation out of our comfort zone, where we need to explore that we need to adapt and we need to be flexible. How do we do that with data. Every single company either saw the revenue going down or the revenue going very up For those companies that are very digital already. Now it changed the reality, so they needed to adapt. But for that they needed information. In order to think on innovate, try toe, create responses So that type of, uh, self service off data Haider for data in order to be able to understand what's happening when the prospect is changing is something that is becoming more, uh, the topic today because off the condemning because of the new abilities, the technologies that allow that and then you then are allowed to basically help your data. Citizens that call them in the organization people that no other business and can actually start playing and an answer their own questions. Eso so these technologies that gives more accessibility to the data that is some cataloging so they can understand where to go or what to find lineage and relationships. All this is is basically the new type of platforms and tools that allow you to create what are called a data marketplace. I think these new tools are really strong because they are now allowing for people that are not technology or I t people to be able to play with data because it comes in the digital world There. Used to a given example without your who You have a very interesting search functionality. Where if you want to find your data you want to sell, Sir, you go there in that search and you actually go on book for your data. Everybody knows how to search in Google, everybody's searching Internet. So this is part of the data culture, the digital culture. They know how to use those schools. Now, similarly, that data marketplace is, uh, in you can, for example, see which data sources they're mostly used >>and enabling that speed that we're all demanding today during these unprecedented times. Goodwin, I wanted to go to you as we talk about in the spirit of evolution, technology is changing. Talk to us a little bit about Oracle Digital. What are you guys doing there? >>Yeah, Thank you. Um, well, Oracle Digital is a business unit that Oracle EMEA on. We focus on emerging countries as well as low and enterprises in the mid market, in more developed countries and four years ago. This started with the idea to engage digital with our customers. Fear Central helps across EMEA. That means engaging with video, having conference calls, having a wall, a green wall where we stand in front and engage with our customers. No one at that time could have foreseen how this is the situation today, and this helps us to engage with our customers in the way we were already doing and then about my team. The focus of my team is to have early stage conversations with our with our customers on digital transformation and innovation. And we also have a team off industry experts who engaged with our customers and share expertise across EMEA, and we inspire our customers. The outcome of these conversations for Oracle is a deep understanding of our customer needs, which is very important so we can help the customer and for the customer means that we will help them with our technology and our resource is to achieve their goals. >>It's all about outcomes, right? Good Ron. So in terms of automation, what are some of the things Oracle's doing there to help your clients leverage automation to improve agility? So that they can innovate faster, which in these interesting times it's demanded. >>Yeah, thank you. Well, traditionally, Oracle is known for their databases, which have bean innovated year over year. So here's the first lunch on the latest innovation is the autonomous database and autonomous data warehouse. For our customers, this means a reduction in operational costs by 90% with a multi medal converts, database and machine learning based automation for full life cycle management. Our databases self driving. This means we automate database provisioning, tuning and scaling. The database is self securing. This means ultimate data protection and security, and it's self repairing the automates failure, detection fail over and repair. And then the question is for our customers, What does it mean? It means they can focus on their on their business instead off maintaining their infrastructure and their operations. >>That's absolutely critical use if I want to go over to you now. Some of the things that we've talked about, just the massive progression and technology, the evolution of that. But we know that whether we're talking about beta management or digital transformation, a one size fits all approach doesn't work to address the challenges that the business has, um that the i t folks have, as you're looking through the industry with what Santiago told us about first Bank of Nigeria. What are some of the changes that you're seeing that I owe Tahoe seeing throughout the industry? >>Uh, well, Lisa, I think the first way I'd characterize it is to say, the traditional kind of top down approach to data where you have almost a data Policeman who tells you what you can and can't do, just doesn't work anymore. It's too slow. It's too resource intensive. Uh, data management data, governments, digital transformation itself. It has to be collaborative on. There has to be in a personalization to data users. Um, in the environment we find ourselves in. Now, it has to be about enabling self service as well. Um, a one size fits all model when it comes to those things around. Data doesn't work. As Santiago was saying, it needs to be adapted toe how the data is used. Andi, who is using it on in order to do this cos enterprises organizations really need to know their data. They need to understand what data they hold, where it is on what the sensitivity of it is they can then any more agile way apply appropriate controls on access so that people themselves are and groups within businesses are our job and could innovate. Otherwise, everything grinds to a halt, and you risk falling behind your competitors. >>Yeah, that one size fits all term just doesn't apply when you're talking about adaptive and agility. So we heard from Santiago about some of the impact that they're making with First Bank of Nigeria. Used to talk to us about some of the business outcomes that you're seeing other customers make leveraging automation that they could not do >>before it's it's automatically being able to classify terabytes, terabytes of data or even petabytes of data across different sources to find duplicates, which you can then re mediate on. Deletes now, with the capabilities that iota offers on the Oracle offers, you can do things not just where the five times or 10 times improvement, but it actually enables you to do projects for Stop that otherwise would fail or you would just not be able to dio I mean, uh, classifying multi terrible and multi petabytes states across different sources, formats very large volumes of data in many scenarios. You just can't do that manually. I mean, we've worked with government departments on the issues there is expect are the result of fragmented data. There's a lot of different sources. There's lot of different formats and without these newer technologies to address it with automation on machine learning, the project isn't durable. But now it is on that that could lead to a revolution in some of these businesses organizations >>to enable that revolution that there's got to be the right cultural mindset. And one of the when Santiago was talking about folks really kind of adapted that. The thing I always call that getting comfortably uncomfortable. But that's hard for organizations to. The technology is here to enable that. But well, you're talking with customers use. How do you help them build the trust in the confidence that the new technologies and a new approaches can deliver what they need? How do you help drive the kind of a tech in the culture? >>It's really good question is because it can be quite scary. I think the first thing we'd start with is to say, Look, the technology is here with businesses like I Tahoe. Unlike Oracle, it's already arrived. What you need to be comfortable doing is experimenting being agile around it, Andi trying new ways of doing things. Uh, if you don't wanna get less behind that Santiago on the team that fbn are a great example off embracing it, testing it on a small scale on, then scaling up a Toyota, we offer what we call a data health check, which can actually be done very quickly in a matter of a few weeks. So we'll work with a customer. Picky use case, install the application, uh, analyzed data. Drive out Cem Cem quick winds. So we worked in the last few weeks of a large entity energy supplier, and in about 20 days, we were able to give them an accurate understanding of their critical data. Elements apply. Helping apply data protection policies. Minimize copies of the data on work out what data they needed to delete to reduce their infrastructure. Spend eso. It's about experimenting on that small scale, being agile on, then scaling up in a kind of very modern way. >>Great advice. Uh, Santiago, I'd like to go back to Is we kind of look at again that that topic of culture and the need to get that mindset there to facilitate these rapid changes, I want to understand kind of last question for you about how you're doing that from a digital transformation perspective. We know everything is accelerating in 2020. So how are you building resilience into your data architecture and also driving that cultural change that can help everyone in this shift to remote working and a lot of the the digital challenges and changes that we're all going through? >>The new technologies allowed us to discover the dating anyway. Toe flawed and see very quickly Information toe. Have new models off over in the data on giving autonomy to our different data units. Now, from that autonomy, they can then compose an innovator own ways. So for me now, we're talking about resilience because in a way, autonomy and flexibility in a organization in a data structure with platform gives you resilience. The organizations and the business units that I have experienced in the pandemic are working well. Are those that actually because they're not physically present during more in the office, you need to give them their autonomy and let them actually engaged on their own side that do their own job and trust them in a way on as you give them, that they start innovating and they start having a really interesting ideas. So autonomy and flexibility. I think this is a key component off the new infrastructure. But even the new reality that on then it show us that, yes, we used to be very kind off structure, policies, procedures as very important. But now we learn flexibility and adaptability of the same side. Now, when you have that a key, other components of resiliency speed, because people want, you know, to access the data and access it fast and on the site fast, especially changes are changing so quickly nowadays that you need to be ableto do you know, interact. Reiterate with your information to answer your questions. Pretty, um, so technology that allows you toe be flexible iterating on in a very fast job way continue will allow you toe actually be resilient in that way, because you are flexible, you adapt your job and you continue answering questions as they come without having everything, setting a structure that is too hard. We also are a partner off Oracle and Oracle. Embodies is great. They have embedded within the transactional system many algorithms that are allowing us to calculate as the transactions happened. What happened there is that when our customers engaged with algorithms and again without your powers, well, the machine learning that is there for for speeding the automation of how you find your data allows you to create a new alliance with the machine. The machine is their toe, actually, in a way to your best friend to actually have more volume of data calculated faster. In a way, it's cover more variety. I mean, we couldn't hope without being connected to this algorithm on >>that engagement is absolutely critical. Santiago. Thank you for sharing that. I do wanna rap really quickly. Good On one last question for you, Santiago talked about Oracle. You've talked about a little bit. As we look at digital resilience, talk to us a little bit in the last minute about the evolution of Oracle. What you guys were doing there to help your customers get the resilience that they have toe have to be not just survive but thrive. >>Yeah. Oracle has a cloud offering for infrastructure, database, platform service and a complete solutions offered a South on Daz. As Santiago also mentioned, We are using AI across our entire portfolio and by this will help our customers to focus on their business innovation and capitalize on data by enabling new business models. Um, and Oracle has a global conference with our cloud regions. It's massively investing and innovating and expanding their clouds. And by offering clouds as public cloud in our data centers and also as private cloud with clouded customer, we can meet every sovereignty and security requirements. And in this way we help people to see data in new ways. We discover insights and unlock endless possibilities. And and maybe 11 of my takeaways is if I If I speak with customers, I always tell them you better start collecting your data. Now we enable this partners like Iota help us as well. If you collect your data now, you are ready for tomorrow. You can never collect your data backwards, So that is my take away for today. >>You can't collect your data backwards. Excellently, John. Gentlemen, thank you for sharing all of your insights. Very informative conversation in a moment, we'll address the question. Do you know your data? >>Are you interested in test driving the iota Ho platform kick Start the benefits of data automation for your business through the Iota Ho Data Health check program. Ah, flexible, scalable sandbox environment on the cloud of your choice with set up service and support provided by Iota ho. Look time with a data engineer to learn more and see Io Tahoe in action from around the globe. It's the Cube presenting adaptive data governance brought to you by Iota Ho. >>In this next segment, we're gonna be talking to you about getting to know your data. And specifically you're gonna hear from two folks at Io Tahoe. We've got enterprise account execs to be to Davis here, as well as Enterprise Data engineer Patrick Simon. They're gonna be sharing insights and tips and tricks for how you could get to know your data and quickly on. We also want to encourage you to engage with the media and Patrick, use the chat feature to the right, send comments, questions or feedback so you can participate. All right, Patrick Savita, take it away. Alright. >>Thankfully saw great to be here as Lisa mentioned guys, I'm the enterprise account executive here in Ohio. Tahoe you Pat? >>Yeah. Hey, everyone so great to be here. I said my name is Patrick Samit. I'm the enterprise data engineer here in Ohio Tahoe. And we're so excited to be here and talk about this topic as one thing we're really trying to perpetuate is that data is everyone's business. >>So, guys, what patent I got? I've actually had multiple discussions with clients from different organizations with different roles. So we spoke with both your technical and your non technical audience. So while they were interested in different aspects of our platform, we found that what they had in common was they wanted to make data easy to understand and usable. So that comes back. The pats point off to being everybody's business because no matter your role, we're all dependent on data. So what Pan I wanted to do today was wanted to walk you guys through some of those client questions, slash pain points that we're hearing from different industries and different rules and demo how our platform here, like Tahoe, is used for automating Dozier related tasks. So with that said are you ready for the first one, Pat? >>Yeah, Let's do it. >>Great. So I'm gonna put my technical hat on for this one. So I'm a data practitioner. I just started my job. ABC Bank. I have, like, over 100 different data sources. So I have data kept in Data Lakes, legacy data, sources, even the cloud. So my issue is I don't know what those data sources hold. I don't know what data sensitive, and I don't even understand how that data is connected. So how can I saw who help? >>Yeah, I think that's a very common experience many are facing and definitely something I've encountered in my past. Typically, the first step is to catalog the data and then start mapping the relationships between your various data stores. Now, more often than not, this has tackled through numerous meetings and a combination of excel and something similar to video which are too great tools in their own part. But they're very difficult to maintain. Just due to the rate that we are creating data in the modern world. It starts to beg for an idea that can scale with your business needs. And this is where a platform like Io Tahoe becomes so appealing, you can see here visualization of the data relationships created by the I. O. Tahoe service. Now, what is fantastic about this is it's not only laid out in a very human and digestible format in the same action of creating this view, the data catalog was constructed. >>Um so is the data catalog automatically populated? Correct. Okay, so So what I'm using Iota hope at what I'm getting is this complete, unified automated platform without the added cost? Of course. >>Exactly. And that's at the heart of Iota Ho. A great feature with that data catalog is that Iota Ho will also profile your data as it creates the catalog, assigning some meaning to those pesky column underscore ones and custom variable underscore tents. They're always such a joy to deal with. Now, by leveraging this interface, we can start to answer the first part of your question and understand where the core relationships within our data exists. Uh, personally, I'm a big fan of this view, as it really just helps the i b naturally John to these focal points that coincide with these key columns following that train of thought, Let's examine the customer I D column that seems to be at the center of a lot of these relationships. We can see that it's a fairly important column as it's maintaining the relationship between at least three other tables. >>Now you >>notice all the connectors are in this blue color. This means that their system defined relationships. But I hope Tahoe goes that extra mile and actually creates thes orange colored connectors as well. These air ones that are machine learning algorithms have predicted to be relationships on. You can leverage to try and make new and powerful relationships within your data. >>Eso So this is really cool, and I can see how this could be leverage quickly now. What if I added new data sources or your multiple data sources and need toe identify what data sensitive can iota who detect that? >>Yeah, definitely. Within the hotel platform. There, already over 300 pre defined policies such as hip for C, C, P. A and the like one can choose which of these policies to run against their data along for flexibility and efficiency and running the policies that affect organization. >>Okay, so so 300 is an exceptional number. I'll give you that. But what about internal policies that apply to my organization? Is there any ability for me to write custom policies? >>Yeah, that's no issue. And it's something that clients leverage fairly often to utilize this function when simply has to write a rejects that our team has helped many deploy. After that, the custom policy is stored for future use to profile sensitive data. One then selects the data sources they're interested in and select the policies that meet your particular needs. The interface will automatically take your data according to the policies of detects, after which you can review the discoveries confirming or rejecting the tagging. All of these insights are easily exported through the interface. Someone can work these into the action items within your project management systems, and I think this lends to the collaboration as a team can work through the discovery simultaneously, and as each item is confirmed or rejected, they can see it ni instantaneously. All this translates to a confidence that with iota hope, you can be sure you're in compliance. >>So I'm glad you mentioned compliance because that's extremely important to my organization. So what you're saying when I use the eye a Tahoe automated platform, we'd be 90% more compliant that before were other than if you were going to be using a human. >>Yeah, definitely the collaboration and documentation that the Iot Tahoe interface lends itself to really help you build that confidence that your compliance is sound. >>So we're planning a migration. Andi, I have a set of reports I need to migrate. But what I need to know is, uh well, what what data sources? Those report those reports are dependent on. And what's feeding those tables? >>Yeah, it's a fantastic questions to be toe identifying critical data elements, and the interdependencies within the various databases could be a time consuming but vital process and the migration initiative. Luckily, Iota Ho does have an answer, and again, it's presented in a very visual format. >>Eso So what I'm looking at here is my entire day landscape. >>Yes, exactly. >>Let's say I add another data source. I can still see that unified 3 60 view. >>Yeah, One future that is particularly helpful is the ability to add data sources after the data lineage. Discovery has finished alone for the flexibility and scope necessary for any data migration project. If you only need need to select a few databases or your entirety, this service will provide the answers. You're looking for things. Visual representation of the connectivity makes the identification of critical data elements a simple matter. The connections air driven by both system defined flows as well as those predicted by our algorithms, the confidence of which, uh, can actually be customized to make sure that they're meeting the needs of the initiative that you have in place. This also provides tabular output in case you needed for your own internal documentation or for your action items, which we can see right here. Uh, in this interface, you can actually also confirm or deny the pair rejection the pair directions, allowing to make sure that the data is as accurate as possible. Does that help with your data lineage needs? >>Definitely. So So, Pat, My next big question here is So now I know a little bit about my data. How do I know I can trust >>it? So >>what I'm interested in knowing, really is is it in a fit state for me to use it? Is it accurate? Does it conform to the right format? >>Yeah, that's a great question. And I think that is a pain point felt across the board, be it by data practitioners or data consumers alike. Another service that I owe Tahoe provides is the ability to write custom data quality rules and understand how well the data pertains to these rules. This dashboard gives a unified view of the strength of these rules, and your dad is overall quality. >>Okay, so Pat s o on on the accuracy scores there. So if my marketing team needs to run, a campaign can read dependent those accuracy scores to know what what tables have quality data to use for our marketing campaign. >>Yeah, this view would allow you to understand your overall accuracy as well as dive into the minutia to see which data elements are of the highest quality. So for that marketing campaign, if you need everything in a strong form, you'll be able to see very quickly with these high level numbers. But if you're only dependent on a few columns to get that information out the door, you can find that within this view, eso >>you >>no longer have to rely on reports about reports, but instead just come to this one platform to help drive conversations between stakeholders and data practitioners. >>So I get now the value of IATA who brings by automatically capturing all those technical metadata from sources. But how do we match that with the business glossary? >>Yeah, within the same data quality service that we just reviewed, one can actually add business rules detailing the definitions and the business domains that these fall into. What's more is that the data quality rules were just looking at can then be tied into these definitions. Allowing insight into the strength of these business rules is this service that empowers stakeholders across the business to be involved with the data life cycle and take ownership over the rules that fall within their domain. >>Okay, >>so those custom rules can I apply that across data sources? >>Yeah, you could bring in as many data sources as you need, so long as you could tie them to that unified definition. >>Okay, great. Thanks so much bad. And we just want to quickly say to everyone working in data, we understand your pain, so please feel free to reach out to us. we are Website the chapel. Oh, Arlington. And let's get a conversation started on how iota Who can help you guys automate all those manual task to help save you time and money. Thank you. Thank >>you. Your Honor, >>if I could ask you one quick question, how do you advise customers? You just walk in this great example this banking example that you instantly to talk through. How do you advise customers get started? >>Yeah, I think the number one thing that customers could do to get started with our platform is to just run the tag discovery and build up that data catalog. It lends itself very quickly to the other needs you might have, such as thes quality rules. A swell is identifying those kind of tricky columns that might exist in your data. Those custom variable underscore tens I mentioned before >>last questions to be to anything to add to what Pat just described as a starting place. >>I'm no, I think actually passed something that pretty well, I mean, just just by automating all those manual task. I mean, it definitely can save your company a lot of time and money, so we we encourage you just reach out to us. Let's get that conversation >>started. Excellent. So, Pete and Pat, thank you so much. We hope you have learned a lot from these folks about how to get to know your data. Make sure that it's quality, something you can maximize the value of it. Thanks >>for watching. Thanks again, Lisa, for that very insightful and useful deep dive into the world of adaptive data governance with Iota Ho Oracle First Bank of Nigeria This is Dave a lot You won't wanna mess Iota, whose fifth episode in the data automation Siri's in that we'll talk to experts from Red Hat and Happiest Minds about their best practices for managing data across hybrid cloud Inter Cloud multi Cloud I T environment So market calendar for Wednesday, January 27th That's Episode five. You're watching the Cube Global Leader digital event technique

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to You by Dell Technologies. >>Welcome to the Cubes Coverage of Dell Technologies World 2020. The digital coverage Find Lisa Martin And then we started to be talking with one of Dell Technologies customers. Earth Camp. Joining Me is built sharp, the senior VP of product development and strategy from Earth Camp Phil, Welcome to the Cube. >>Thank you so much. >>So talk to me a little bit. About what Earth Cam does this very interesting Web can technology? You guys have tens of thousands of cameras and sensors all over the globe give her audience and understanding of what you guys are all about. >>Sure thing. The world's leading provider of Webcam technologies and mentioned content services were leaders and live streaming time lapse imaging primary focus in the vertical construction. So a lot of these, the most ambitious, largest construction projects around the world, you see, these amazing time lapse movies were capturing all of that imagery. You know, basically, around the clock of these cameras are are sending all of that image content to us when we're generating these time lapse movies from it. >>You guys, you're headquartered in New Jersey and I was commenting before we went live about your great background. So you're actually getting to be on site today? >>Yes, Yes, that's where lives from our headquarters in Upper Saddle River, New Jersey. >>Excellent. So in terms of the types of information that you're capturing. So I was looking at the website and see from a construction perspective or some of the big projects you guys have done the Hudson Yards, the Panama Canal expansion, the 9 11 Museum. But you talked about one of the biggest focus is that you have is in the construction industry in terms of what type of data you're capturing from all of these thousands of edge devices give us a little bit of insight into how much data you're capturing high per day, how it gets from the edge, presumably back to your court data center for editing. >>Sure, and it's not just construction were also in travel, hospitality, tourism, security, architectural engineering, basically, any any industry that that need high resolution visualization of their their projects or their their performance or of their, you know, product flow. So it's it's high resolution documentation is basically our business. There are billions of files in the isil on system right now. We are ingesting millions of images a month. We are also creating very high resolution panoramic imagery where we're taking hundreds and sometimes multiple hundreds of images, very high resolution images and stitching these together to make panoramas that air up to 30 giga pixel, sometimes typically around 1 to 2 giga pixel. But that composite imagery Eyes represents millions of images per per month coming into the storage system and then being, uh, stitched together to those those composites >>the millions of images coming in every month. You mentioned Isil on talk to me a little bit about before you were working with Delhi, EMC and Power Scale. How are you managing this massive volume of data? >>Sure we had. We've used a number of other enterprise storage systems. It was really nothing was as easy to manage Azazel on really is there was there was a lot of a lot of problems with overhead, the amount of time necessary from a systems administrator resource standpoint, you to manage that, uh, and and it's interesting with the amount of data that we handle. This is being billions of relatively small files there there, you know, half a megabyte to a couple of megabytes each. It's an interesting data profile, which, which isil on really is well suited for. >>So if we think about some of the massive changes that we've all been through the last in 2020 what are some of the changes that that Earth Kemp has seen with respect to the needs for organizations? Or you mentioned other industries, like travel hospitality? Since none of us could get to these great travel destinations, Have you seen a big drive up in the demand and the need to process data more data faster? >>Yeah, that's an injury interesting point with with the Pandemic. Obviously we had to pivot and move a lot of people toe working from home, which we were able to do pretty quickly. But there's also an interesting opportunity that arose from this, where so many of our customers and other people also have to do the same. And there is an increased demand for our our technology so people can remotely collaborate. They can. They can work at a distance. They can stay at home and see what's going on in these projects sites. So we really so kind of an uptick in the in the need for our products and services. And we've also created Cem basically virtual travel applications. We have an application on the Amazon Fire TV, which is the number one app in the travel platform of people can kind of virtually travel when they can't really get out there. So it's, uh, we've been doing kind of giving back Thio to people that are having having some issues with being able to travel around. We've done the fireworks of the Washington Mall around the Statue of Liberty for the July 4th, and this year will be Webcasting and New Year's in Times Square for our 25th year, actually. So again, helping people travel virtually and be, uh, maintain can be collectivity with with each other and with their projects, >>which is so essential during these times, where for the last 67 months everyone is trying to get a sense of community, and most of us just have the Internet. So I also heard you guys were available on Apple TV, someone to fire that up later and maybe virtually travel. Um, but tell me a little bit about how working in conjunction with Delta Technologies and Power Cell How is that enabled you to manage this massive volume change you've experienced this year? Because, as you said, it's also about facilitating collaboration, which is largely online these days. >>Yeah, I mean, the the great things they're working with Dell has been just our confidence in this infrastructure. Like I said, the other systems we worked with in the past we've always found ourselves kind of second guessing. Obviously, resolutions are increasing. The camera performance is increasing. Streaming video is everything is is constantly getting bigger and better, faster. Maurits And we're always innovating. We found ourselves on previous storage platforms having to really kind of go back and look at the second guess we're at with it With with this, this did L infrastructure. That's been it's been fantastic. We don't really have to think about that as much. We just continue innovating everything scales as we needed to dio. It's it's much easier to work with, >>so you've got power scale at your core data center in New Jersey. Tell me a little bit about how data gets from thes tens of thousands of devices at the edge, back to your editors for editing and how power scale facilitates faster editing, for example. >>Basically, you imagine every one of these cameras on It's not just camera. We have mobile applications. We have fixed position of robotic cameras. There's all these different data acquisition systems were integrating with weather sensors and different types of telemetry. All of that data is coming back to us over the Internet, so these are all endpoints in our network. Eso that's that's constantly being ingested into our network and say WTO. I salon the big the big thing that's really been a timesaver Working with the video editors is, instead of having to take that content, move it into an editing environment where we have we have a whole team of award winning video editors. Creating these time lapse is we don't need to keep moving that around. We're working natively on Iselin clusters. They're doing their editing, their subsequent edits. Anytime we have to update or change these movies as a project evolves, that's all it happened right there on that live environment on the retention. Is there if we have to go back later on all of our customers, data is really kept within that 11 area. It's consolidated, its secure. >>I was looking at the Del Tech website. There's a case study that you guys did earth campaign with Deltek saying that the video processing time has been reduced 20%. So that's a pretty significant increase. I could imagine what the volumes changing so much now but on Li not only is huge for your business, but to the demands that your customers have as well, depending on where there's demands are coming from >>absolutely and and just being able to do that a lot faster and be more nimble allows us to scale. We've added actually against speaking on this pandemic, we've actually added person who we've been hiring people. A lot of those people are working remotely, as as we've stated before on it's just with the increase in business. We have to continue to keep building on that on this storage environments been been great. >>Tell me about what you guys really kind of think about with respect to power scale in terms of data management, not storage management and what that difference means to your business. >>Well, again, I mean number number one was was really eliminating the amount of resource is amount of time we have to spend managing it. We've almost eliminated any downtime of any of any kind. We have greater storage density, were able to have better visualization on how our data is being used, how it's being access so as thes as thes things, a revolving. We really have good visibility on how the how the storage system is being used in both our production and our and also in our backup environments. It's really, really easy for us Thio to make our business decisions as we innovate and change processes, having that continual visibility and really knowing where we stand. >>And you mentioned hiring folks during the pandemic, which is fantastic but also being able to do things much in a much more streamlined way with respect to managing all of this data. But I am curious in terms of of innovation and new product development. What have you been able to achieve because you've got more resource is presumably to focus on being more innovative rather than managing storage >>well again? It's were always really pushing the envelope of what the technology can do. As I mentioned before, we're getting things into, you know, 20 and 30 Giga pixel. You know, people are talking about megapixel images were stitching hundreds of these together. We've we're just really changing the way imagery is used, uh, both in the time lapse and also just in archival process. Ah, lot of these things we've done with the interior. You know, we have this virtual reality product where you can you can walk through and see in the 3 60 bubble. We're taking that imagery, and we're combining it with with these been models who are actually taking the three D models of the construction site and combining it with the imagery. And we can start doing things to visualize progress and different things that are happening on the site. Look for clashes or things that aren't built like they're supposed to be built, things that maybe aren't done on the proper schedule or things that are maybe ahead of schedule, doing a lot of things to save people, time and money on these construction sites. We've also introduced a I machine learning applications into directly into the workflow in this in the storage environment. So we're detecting equipment and people and activities in the site where a lot of that would have been difficult with our previous infrastructure, it really is seamless and working with YSL on now. >>Imagine, by being able to infuse AI and machine learning, you're able to get insight faster to be ableto either respond faster to those construction customers, for example, or alert them. If perhaps something isn't going according to plan. >>A lot of it's about schedule. It's about saving money about saving time and again, with not as many people traveling to the sites, they really just have have constant visualization of what's going on. Day to day, we're detecting things like different types of construction equipment and things that are happening on the side. We're partnering with people that are doing safety analytics and things of that nature. So these these are all things that are very important to construction sites. >>What are some of the things as we are rounding out the calendar year 2020? What are some of the things that you're excited about going forward in 2021? That Earth cam is going to be able to get into and to deliver >>it, just MAWR and more people really, finally seeing the value. I mean, I've been doing this for 20 years, and it's just it's it's It's amazing how we're constantly seeing new applications and more people understanding how valuable these visual tools are. That's just a fantastic thing for us because we're really trying to create better lives through visual information. We're really helping people with things they can do with this imagery. That's what we're all about that's really exciting to us in a very challenging environment right now is that people are are recognizing the need for this technology and really starting to put it on a lot more projects. >>Well, it's You can kind of consider an essential service, whether or not it's a construction company that needs to manage and oversee their projects, making sure they're on budget on schedule, as you said, Or maybe even just the essential nous of helping folks from any country in the world connect with a favorite favorite travel location or sending the right to help. From an emotional perspective, I think the essential nous of what you guys are delivering is probably even more impactful now, don't you think? >>Absolutely and again about connecting people and when they're at home. And recently we we webcast the president's speech from the Flight 93 9 11 observation from the memorial. There was something where the only the immediate families were allowed to travel there. We webcast that so people could see that around the world we have documented again some of the biggest construction projects out there. The new rate years greater stadium was one of the recent ones, uh, is delivering this kind of flagship content. Wall Street Journal is to use some of our content recently to really show the things that have happened during the pandemic in Times Square's. We have these cameras around the world. So again, it's really bringing awareness of letting people virtually travel and share and really remain connected during this this challenging time on and again, we're seeing a really increase demand in the traffic in those areas as well. >>I can imagine some of these things that you're doing that you're achieving now are going to become permanent, not necessarily artifacts of Cove in 19 as you now have the opportunity to reach so many more people and probably the opportunity to help industries that might not have seen the value off this type of video to be able to reach consumers that they probably could never reach before. >>Yeah, I think the whole nature of business and communication and travel on everything is really going to be changed from this point forward. It's really people are looking at things very, very differently and again, seeing the technology really can help with so many different areas that, uh, that it's just it's gonna be a different kind of landscape out there we feel on that's really, you know, continuing to be seen on the uptick in our business and how many people are adopting this technology. We're developing a lot more. Partnerships with other companies were expanding into new industries on again. You know, we're confident that the current platform is going to keep up with us and help us, you know, really scale and evolved as thes needs air growing. >>It sounds to me like you have the foundation with Dell Technologies with power scale to be able to facilitate the massive growth that you're saying and the skill in the future like you've got that foundation. You're ready to go? >>Yeah, we've been We've been We've been using the system for five years already. We've already added capacity. We can add capacity on the fly, Really haven't hit any limits. And what we can do, It's It's almost infinitely scalable, highly redundant. Gives everyone a real sense of security on our side. And, you know, we could just keep innovating, which is what we do without hitting any any technological limits with with our partnership. >>Excellent. Well, Bill, I'm gonna let you get back to innovating for Earth camp. It's been a pleasure talking to you. Thank you so much for your time today. >>Thank you so much. It's been a pleasure >>for Bill Sharp and Lisa Martin. You're watching the cubes. Digital coverage of Dell Technologies World 2020. Thanks for watching. Yeah,

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital experience brought to you by Dell Technologies. Hello, everyone. And welcome back to the cubes coverage of Del Tech World 2020 the virtual del tech world. Of course, the virtual queue with me is Alison Do. She's the CMO and a member of the executive leadership team at Dell Technologies. Hey there, Alison. Good to see you. >>Hi, David. Good to see you too. I'm gonna see you alive, but it's so good to see on the feed. >>Yeah, I miss you, too. You know, it's been it's been tough, but we're getting through it and, you know, it's a least with technology. We're able to meet this way and, you know, for us continue the cube for you to continue del Tech world, reaching out to your to your customers. But, you know, maybe we could start there. It's like I said the other day else into somebody. I feel like everybody I know in the technology industry has also become a covert expert in the last six months. But but, you know, it changed so much. But I'm interested in well, first of all, you're a great communicator. I have met many, many members of your team. They're really motivated group. How did you handle the pandemic? Your communications. Uh, did you increase that? Did you? Did you have to change anything? Or maybe not. Because like I say, you've always been a great communicator with a strong team. What was your first move? >>Eso There's obviously there's many audiences that we serve through communications, but in this instance, the two most important our customers and our team members. So I'll take the customers first. You have likely seen the spoof Real's Going Around the Internet of Here's How Not to Talk to Customers, Right? So you saw early in February and March in April, all of these communications that started with in these troubled times We are here to help you and, you know, we're already in a crisis every single day, all day long. I don't think people needed to be reminded that there was a crisis happening. So you've got this one end where it's over crisis mongering and the other side where it was just ignoring the crisis. And so what we did was we really looked at all of our communications a new So, for example, in our small business space, we were just about I mean days away from launching a campaign that was about celebrating the success of small businesses. It's a beautiful piece of creative. I love it, and we made the very tough decision to put that work on the shelf and not launch it. Why? Because it would have been incredibly tone deaf in a moment where small businesses were going out of business and under incredible struggle to have a campaign that was celebrating their success. It just wouldn't have worked. And what we did very quickly was a new piece of creative that had our own small business advisers, lower production values, them working from home and talking about how they were helping customers. But frankly, even that then has a shelf life, because ultimately you have to get back to your original story. So as we thought about our own communications, my own leadership team and I went through every single piece of creative toe. Look for what's appropriate now what's tone deaf, and that was a very heavy lift and something that we had to continue to do and I'm really proud of the work. We did pivot quickly, then on the employee side. If you'd asked me in January, was Team member Communications the most important thing I was doing? I would have said It's an important thing I'm doing and I care deeply about it, But it's not the most important thing I'm doing. Where there was a period from probably February to June where I would have said it became the most important thing that I was doing because we had 120,000 people pivot over a weekend toe. Working from home, you had all of the demands of home schooling, the chaos that stress whilst also were obviously trying to keep a business running. So this engagement with our employees and connecting the connecting with them through more informal means, like zoom meetings with Michael and his leadership team, where once upon a time we would have had a more high value production became a key piece of what we did. So it sounds so easy, but this increase of the frequency with our own employees, while also being really honest with ourselves about the tone of those communications, so that's what we did and continue to dio >>Well, you've done a good job and you struck a nice balance. I mean, you weren't did see some folks ambulance chasing and it was a real turn off. Or like you said, sometimes tone deaf. And we can all look back over history and see, you know, so many communications disasters like you say, people being tone deaf or ignoring something. It was sloughing it off, and then it really comes back to bite them. Sometimes security breaches air like that. So it seems like Dell has I don't know, there's a methodology. I don't know if you use data or it's just a lot of good good experience. How have you been able to sort of nail it? I guess I would say is it is. >>But there's some secret method that I'm cautiously optimistic. And the superstitious part of me is like, Don't say that, Okay, I'm not gonna would alright eso so that it's it's both it z experience, obviously. And then what? I What I talk a lot about is this intersection of data versus did data and creativity, and you spend a lot of time in marketing circles. Those two things can be sometimes pitched is competing with each other. Oh, it's all about the creativity, or it's all about the data. And I think that's a silly non argument. And it should be both things And this this time like this. This point that I make about ambulance chasing and not re traumatizing people every single day by talking about in these troubled times is actually from a piece of research that we did, if you believe it or not. In 2008 during the middle of the global financial crisis, when we started to research some of our creative, we found that some of the people who have seen our creative were actually less inclined to buy Dell and less positive about Dell. Why? Because we started with those really hackneyed lines of in these troubled times. And then we went on to talk about how we could take out I t costs and were targeted at I T makers, who basically we first played to their fear function and they said, and now we're going to put you out of a job, right? So there's this years of learning around where you get this sweet spot from a messaging perspective to talk about customer outcomes while also talking about what you do is a company, and keeping the institutional knowledge is knowledge of those lessons and building and refining over time. And so that's why I think we've been able to pivot as quickly as we have is because we've been data driven and had a creative voice for a very long time. The other piece that has helped us be fast is that we've spent the last 2.5 3 years working on bringing our own data, our own customer data internally after many, many years of having that with the third party agency. So all the work we had to do to retarget to re pivot based on which verticals were being successful in this time and which were not we were able to now due in a matter of hours, something that would have taken us weeks before. So there's places where it's about the voice of who we are as a brand, and that's a lot of that is creative judgment. And then there's places about institutional knowledge of the data, and then riel getting too real time data analysis where we're on the cusp of doing that. >>Yeah, so I like the way you phrase that it's not just looking at the data and going with some robotic fashion. It reminds me of, you know the book. Michael Lewis, Moneyball, the famous movie, You know, it's like for a while it was it was in baseball, like whoever had the best nerds they thought we were gonna win. But it really is a balance of art and science, and it seems like you're on this journey with your customers together. I mean, how much how much? I mean, I know there's a lot of interaction, but but it seems like you guys are all learning together and evolving together in that regard. >>Absolutely. David, One of the things that has been really interesting to watch is we have had a connected workplace program for 10 years, so we've had flexible work arrangements for a very long time, and one of the things that we have learned from that is a combination of three key factors. The technology, obviously, can you do it? The three culture, and then the process is right. So when you have a the ability to work from home doesn't mean you should work from home 22 out of 24 hours. And that's where culture comes in. And I frankly, that's where this moment of cumulative global stress is so important to realize as a leader and to bring out to the Open and to talk about it. I mean, Michael's talked a lot about this is a marathon. This is not a sprint. We've done a lot of things to support our employees. And so if you think about those three factors and what we've learned, one of the things that we found as we got into the pipe pandemic was on the technology side. Even customers who thought they had business continuity plans in place or thought that they had worked from home infrastructure in place found that they didn't really so there was actually a very quick move to help our customers get the technology that would enable them to keep their businesses running and then on the other two fronts around processes and culture and leadership. We've been ableto have smaller, more intimate conversations with our customers than we would have historically, because frankly, we can bring Michael, Jeff. Other parts of the leadership team me together to have a conversation and one of the benefits of the fact that those of us who've been road warriors for many, many, many years as I know you have a swell suddenly found yourself actually staying in one place. You have time to have that conversation so that we continue to obviously help our customers on the technology front, but also have been able to lean in in a different way on what we've learned over 10 years and what we've learned over this incredibly dramatic eight months, >>you know, and you guys actually have some work from Home Street cred? I think, Del, you're the percentage of folks that were working from home Pre Koven was higher than the norm, significantly higher than normal. Wasn't that long ago that there were a couple of really high profile companies that were mandating come into the office and clear that they were on the wrong side of history? I mean, that surprised me actually on. Do you know what also surprised me? I don't know. I'm just gonna say it is There were two companies run by women, and I would have thought there was more empathy there. Uh, but Dal has always had this culture of Yeah, we were, You know, we could work. We could be productive no matter where. Maybe that's because of the the heritage or your founders. Still still chairman and CEO. I don't know. >>You know those companies and obviously we know who they are. Even at the time, what I thought about them was You don't have a location problem. You have a culture problem and you have a productivity problem and you a trust problem with your employees. And so, yes, I think they are going to be proven to be on the wrong side of history. And I think in those instances they've been on the wrong side of history on many things, sadly, and I hope that will never be us. I don't wanna be mean about that, but but the truth of the matter is one of the other benefits of being more flexible about where and how you work is. It opens up access to different talent pools who may or may not want to live in Austin, Texas, as an example, and that gives you a different way to get a more diverse workforce to get a younger workforce. And I think lots of companies are starting to have that really ization. And, you know, as I said, we've been doing this for 10 years. Even with that context, this is a quantum leap in. Now we're all basically not 100% but mainly all working from home, and we're still learning. So there's an interesting, ongoing lifelong learning that I think is very, very court of the Dell culture. >>I want to ask you about the virtual events you had you had a choice to make. You could have done what many did and said, Okay, we're going to run the event as scheduled, and you would have got a covert Mulligan. I mean, we saw Cem some pretty bad productions, frankly, but that was okay because they had to move fast and they got it done. So in a way, you kind of put more pressure on your yourselves. Andi, I guess you know, we saw this with VM Ware. I guess Was, you know, just recently last >>few >>weeks. Yeah, and so but they kind of raise the bar had great, you know, action with John Legend. So that was really kind of interesting, but, you know, kind of what went into that decision? A Zeiss A. You put more pressure on yourself because now you But you also had compares what? Your thoughts on >>that. So there was a moment in about March where I felt like I was making a multimillion dollar decision every single day. And that was on a personal note, somewhat stressful to kind of wake up and think, What? What? Not just on the events front. But as I said on the creative front, What work that my team has been working on for the last two years? I am I going to destroy today was sort of. I mean, I'm kind of joking, but not entirely how that felt for me personally at the moment. And we had about we made the decision early on to cancel events. We also made the decision quite early on that when we call that, we said we're not going to do any in person events until the end of this calendar year. So I felt good about the definitiveness there. We had about a week where we were still planning to do the virtual world in May and what I did together with my head of communications and head of event is we really sat and looked at the trajectory in the United States, and we thought, this is not gonna be a great moment for the U. S. The week we were supposed to run in May, if you looked at the trajectory of diseases, you would have news be dominated by the fact that we had an increasing spike in number of cases and subsequent deaths. And we just thought that don't just gonna care about our launches. So we had to really, very quickly re pivot that and what I was trying to do was not turn my own organization. So make the decisions start to plan and move on. And at the same time, though, what that then meant is we still have to get product launches out the door. So we did nine virtual launches in nine weeks. That was a big learning learning her for my team. I feel really good about that, and hopefully it helps us. And what I think will be a hybrid future going forward. >>Yeah, so not to generalize, but I've been generalizing about the following. So I've been saying for a while now that a lot >>of the >>marketing people have always wanted to have a greater component of virtual. But, you know, sales guys love the belly. The belly closed the deals, you know? But so where do you land on that? How do you see? You know, the future of events we do, you expect to continue to have ah, strong virtual component. >>I think it's gonna be a hybrid. I think we will never go back to what we did before. I think the same time people do need that human connection. Honestly, I miss seeing the people that I work with face to face. I said at the beginning of this conversation, I would like to be having this discussion with you live and I hate Las Vegas. So I never thought I'd be that interested in, like, let's go to Las Vegas, you know, who knew? But but so I think you'll see a hybrid future going forward. And then we will figure out what those smaller, more direct personal relationship moments are that over the next couple of years you could do more safely and then also frankly give you the opportunity to have those conversations that are more meaningful. So I'm not entirely sure what that looks like. Obviously, we're gonna learn a lot this year with this event, and we're going to continue to build on it. But there's places in the world if you look at what we've done in China for many, many, many years, we have held on over abundance of digital events because of frankly, just the size of the population and the the geographic complexity. And so there are places that even early into this, we could say, Well, we've already done this in China. How do we take that and apply it to the rest of the world? So that's what we're working through now. That's actually really exciting, >>You know, when you look at startups, it's like two things matter the engineering and sales and that's all anything else is a waste of money in their minds when you and and all they talk about is Legion Legion Legion. You don't hear that from a company like Dell because you have so many other channels on ways Thio communicate with your customers and engage with your customers. But of course, legions important demand. Gen. Is important. Do you feel like virtual events can be a Z effective? Maybe it's a longer tail, but can they be as productive as the physical events? >>So one thing that I've always been a little bit cantankerous on within marketing circles is I refuse to talk about it in terms of Brand versus Li Jen, because I think that's a false argument. And the way I've talked about it with my own team is there are things that we do that yield short term business results, maybe even in corridor in half for a year. And there are things that we do that lead to long term business results. First one is demand, and the second one is more traditional brand. But we have to do both. We have to think about our legacy as a known primarily for many, many years as a PC maker. In order for us to be successful in the business businesses that we are in now, we love our PC heritage. I grew up in that business, but we also want to embrace the other parts of their business and educate people about the things that we do that they may not even know, right? So that's a little bit of context in terms of you got to do both. You got to tell your story. You've got to change perceptions and you got to drive demand in quarter. So the interesting things about digital events is we can actually reach more people than we ever could in an in person world. So I think that expands the pie for both the perceptions and long term and short term. And I hope what we are more able to do effectively because of that point that I made about our own internal marketing digital transformation is connect those opportunities to lead and pass them off to sales more effectively. We've done a lot of work on the plumbing on the back end of that for the last couple of years, and I feel really fortunate that we did that because I don't think we'd be able to do what we're doing now. If we hadn't invested there, >>Well, it's interesting. You're right. I mean, Del of course, renowned during the PC era and rode that wave. And then, of course, the AMC acquisition one of the most amazing transformations, if not the most amazing transformation in the history of the computer industry. But when you when you look to the future and of course, we're hearing this week about as a service and you new pricing models, just new mindsets I look at and I wonder if you could comment, I look at Dell's futures, you know, not really a product company. You're becoming a platform. Essentially, for for digital transformation is how I look atyou. Well, how do you see the brand message going forward? >>Absolutely. I think that one of the things that's really interesting about Dell is that we have proven our ability to constantly and consistently reinvent ourselves, and I won't go through the whole thing. But if you look at started as a direct to consumer company, then went into servers then and started to go into small business meeting business a little bit about when private acquired e. M. C. I mean, we are a company who is always moving forward and always thinking about what's next. Oftentimes, people don't even realize the breadth and depth of what we do and who we are now so as even with all of that context in place, the horizon that we're facing into now is, I believe, the most important transformation that we've done, which is, as you see, historical, I t models change and it becomes, yes, about customer choice. We know that many of our customers will continue to want to buy hardware the way they always have. But we also know that we're going to see a very significant change in consumption models. And the way we stay on top of our game going forward is we lean into that huge transformation. And that's what we're announcing this week with Project Apex, which is that commitment to the entire company's transformation around as a service. And that's super exciting for us. >>Well, I was saying Before, you're sort of in lockstep with your customers. Or maybe you could we could. We could close by talking a little bit about Dell's digital transformation and what you guys have going on internally, and maybe some of the cultural impacts that you've seen. >>So you, you you touched on it. It's so easy to make it about just the I t. Work, and in fact, you actually have to make it about the i t. The business process. Change in the culture change. So if you look at what we did with the AMC acquisition and the fact that you know that there's a lot of skepticism about that at the time, they're not gonna be able to absorb that. Keep the business running. And in fact, we have really shown huge strides forward in the business. One of the reasons we've been able to do that is because we've been so thoughtful about all of those things. The technology, the culture and the business process change, and you'll see us continue to do that. As I said in my own organization, just to use the data driven transformation of marketing. Historically, we would have hired a certain type of person who was more of a creative Brett bent. Well, now, increasingly, we're hiring quants who are going to come into a career in marketing, and they never would have seen themselves doing that a couple of years ago. And so my team has to think about okay, these don't look like our historical marketing profile. How do we hire them? How do we do performance evaluations for them. And how do we make sure that we're not putting the parameters of old on a very new type of talent? And so when we talk about diversity, it's not just age, gender, etcetera. It's also of skills. And that's where I think the future of digital transformation is so interesting. There has been so much hype on this topic, and I think now is when we're really starting to see those big leaps forward and peoples in companies. Riel transformation. That's the benefit of this cookie year we got here, Dave. >>Well, I think I do think the culture comes through, especially in conversations like this. I mean, you're obviously a very clear thinker and good communicator, but I think your executive team is in lockstep. It gets down, toe the middle management into the into the field and and, you know, congratulations on how far you've come. And, uh, and and also I'm really impressed that you guys have such a huge ambitions in so many ways. Changing society obviously focused on customers and building great companies. So, Alison, thanks so much for >>thank you, Dave. You virtually I'm very >>great to see it. Hopefully hopefully see Assumes. Hopefully next year we could be together. Until then, virtually you'll >>see virtual, >>huh? Thank you for watching everybody. This is Dave Volonte for the Cube. Keep it right there. Our coverage of Del Tech World 2020. We'll be right back right after this short break.

>>live from San Diego, California It's the Q covering Koopa and Cloud Native Cot brought to you by Red Cloud. Native Computing Pounding and its ecosystem >>Welcome back. This is the cubes. Fourth year of coverage at Q. Khan Cloud, Native Con. We're here in San Diego. It's 2019. I'm stewed. Minutemen, my host for this afternoon is Justin Warren and happy to welcome to guests from the newly minted platinum member of the CNC F Net Up. Sitting to my right is that Baldwin, who is the director of Cloud Native and Communities Engineering and sitting to his right is Rob Bhaskar, who's the product product strategy for Kubernetes. And it's also a board member on the CME CF, thank you both for joining us. Thank you. All right, s O, you know, maybe start with you. You know, uh, you know, companies that No, I've got plenty of history with net up there. What I've been hearing from that up last few years is you know, the Corvette has always been software, and it is a multi cloud world. I've been hearing this message before. Kind of the cloud native Trinity's piece was going, Of course, there's been some acquisitions and met up continuing to go through its transformations if you will s o help us understand kind of net ops positioning in this ecosystem >>in communities. Yes. Okay, so what we're doing is we're building a product that large manage cloud native workloads on top of community. So we've solved the infrastructure problem. And that's kind of the old problem. We're bored to death. Talking about that problem, but we try to do is try to provide a single painting class to manage on premise. Workloads and off permits were close. So that's what we're trying to do. We're trying to say it's now more about the AP taxonomy in communities. And then what type of tooling do you build to manage that that application and communities and says what we're building right now? That's where we're headed with hybrid. >>There's a piece of it, though, that does draw from the historical strength of map, Of course. So we're building way have, essentially already in marketing capability that allows you to deploy communities an agnostic way, using pure, open unmodified kubernetes on all of the major public clouds, but also on trump. But over time and some of this is already evident. You'll see it married to the storage and data management capabilities that we draw from the historical NetApp and that we're starting to deploy into those public clouds >>with the idea that you should be able to take a project. So project being the name space, new space, having a certain application in it. So you have multiple deployments. I should be able to protect that name space or that project. I feel to move that and the data goes with it. So they were very data where that's what we're trying to do with our. Our software is, you know, make it very data. Where have that aligned with APS inside of communities, >>So maybe step back for a second. What? One of the one of things we've heard a few times at this show before and was talking about the keynote this morning is it is project over company when it comes to the C N C F Project Project over company. So it's about the ecosystem. The C in C F tries not to be opinionated, so it's okay for multiple projects to fitness face not moving up to a platinum a sponsor level. You know, participant here, Ned. It's got lots of history's in participating and driving standards, helping move where the industry's going. Where doesn't it up? See its position in, you know, the participating in the foundation and participating in this ecosystem? >>Yeah, So great question, actually. Love it. It's for my favorite topic. So I think the way we look at it is oftentimes, project to the extent they become ubiquitous, define a standard a de facto standard, so not necessarily ratified by some standards body. And so we're very interested in making sure that in a scenario where you would employ the standard from a technology integration perspective, our capabilities can can operate as an implementation behind the standard. So you get the distinguishing qualities of our capabilities. Our products in our service is Visa VI or in the context of the standard. We're not trying to take you down a walled garden path in a proprietary, uh, journey, if you will weigh, would rather actually compel you to work with us on the basis of the value, not necessarily operating off a proprietary set of interface. Kubernetes broadly perceive it as a defacto standard at this point, there's still some work to be done on running out the edges a lot of underway this week. It's definitely the case that there's a new appeal to making this more off herbal by pardon the expression mere mortals way. Think we can offer Cem, Cem, Cem help in that respect as well? >>Yeah, for us, its usability, right? I mean, that's the reason I started stacking. Cloud was that there was usability problem with kubernetes. I had a usability problem. That's what we're trying. That's how I'm looking at the landscape. And I look at kind of all the projects inside the C N c f. And I look at my role is our role is to How do we tie these together? How do we make these? So they're very, very usable to the users. How were engaging with the community is to try to like a line like this, basically pure upstream projects, and create a usability layer on top of that. But we're not gonna we don't want ever say we're gonna fork into these projects what we're gonna contribute back into these. >>That's one concern that I have heard from. Customers were speaking with some of them yesterday. One of the concerns I had was that when you add that manageability onto the base kubernetes layer, that often very spenders become rather opinionated about which way we think this is a good way to do that. And when you're trying to maintain that compatibility across the ecosystem. So some customers saying, Well, I actually don't want to have to be too closely welded to anyone. Vendor was part of the benefit of Kubernetes. I can move my workloads around. So how do you navigate What? What is the right level of opinion? Tohave and which part should actually just be part of a common sense >>should be along the lines of best practices is how we do it. So like, Let's take a number policy, for example, like applying a sane default network policy to every name space defying a saying default pod security policy. You know, building a cluster in the best practices fashion with security turned on hardening done where you would have done this already as a user. So we're not looking you in any way there, so that's we're not trying. I'm not trying to carry any type of opinion in the product we're trying to do is urbanize your experience across all of this ecosystem so that you don't ever have to think about time now building a cluster on top of Amazon. So I gotta worry about how do I manage this on Amazon? I don't want you to think about those providers anymore, right? And then on top of those on top of that infrastructure, I wanna have a way that you're thinking about managing the applications on those environments in the exact same way. So I'm scaling protecting an application on premise in the identical way I'm doing it in the cloud. >>So if it's the same everywhere, what's the value that you're providing? That means that I should choose your option than something else. >>So wait, do have This is where we have controllers and live inside of the clusters that manage this stuff for the user's so you could rebuild what we're doing, But you would have to roll it all by hands, but you could, you know, we don't stand in the way of your operations either. So, like if we go down, you don't go down that idea, but we do have controllers we have. We're using charities. And so, like our management technology, our controllers are just watching for workload to come into the environment. And then we show that in the interface. But you could just walk away as well if you wanted to. >>There's also a constellation of other service is that we're building around this experience, you know, they do draw again from some of the storage and management capabilities. So staple sets your traditional workloads that want to interact with or transact data against a block or a shared file system. We're providing capabilities for sophisticated qualities of persistence that can be can exist in all of those same public clouds. But moreover, over time, we're gonna be in on premises. Well, we're gonna be able to actually move migrate, place, cash her policy. Your put your persistent data with your workload as you move migrate scale burst would repatriate whatever the model is as you move across in between clouds. >>Okay, How how far down that pathway do you think we are? Because 11 criticism of proven it is is that a lot of the tooling that were used to from more traditional ways of operating this kind of infrastructure isn't really there yet. Hence into the question about we actually need to make this easy to use. How far down that pathway away? >>Why would argue that tooling that I've built has already solved some of those problems. So I think we're pretty far down. The people ride down the path. Now what we haven't done is open sourced. You know all my tools, right? To make it easier on everybody else. >>Get up, Scott. Strong partnerships across the cloud platforms. I had a chance to interview George at the Google Cloud event. New partner of the year. I believe some of the stuff help us understand how you know something about the team building. Interact with the public cloud. You look at anthems and azure Arkin. Of course, Amazon has many different ways. You can do your container and management piece there, you know, to talk a little bit of that relationship and how both with those partners and then across those partners, you know, work. >>Yeah, it's a wow. So how much time we have? So so there's certainly a lot of facets to to that, But drawing from the Google experience. We just announced the general availability of cloud volumes on top. So the ability to stand up and manage your own on top instance and Google's cloud. Likewise, we've announced the general availability of the cloud volume service, which gives you manage put fun as a service experience of shared file system on demand. Google, I believe, is either today or yesterday in London. I guess maybe I'll blame that on the time zone covers, not knowing what what day it was. But the point is that's now generally available. Some of those capabilities are going to be able to be connected to our ability from an ks to deploy, uh on demand kubernetes cluster and deploy applications from a market marketplace experience in a common way, not just with Google, but has your with Amazon. And so, you know, frankly, the story doesn't differ a little bit from one cloud to the next, but the the Endeavour is to provide common capabilities across all of them. It's also the case that we do have people that are very opinionated about I want to live only in the Google or that Microsoft of the Amazon, because we're trying to deliver a rich experience for those folks as well, even if you don't value the agnostic multi cloud expert. >>Yeah and Matt, You know, I'm sure you have a viewpoint on this, but you know, it's that skill set that that's really challenging. And I was at the Microsoft show and you've got people you know. It's not just about dot net, there's all that. They're they're embracing and opened all of these environment. But people tend to have the environment that you used to and for multi cloud to be a reality, it needs to be a little bit easier for me to go between them, but it's still we're still we're making progress. But there's work to do. Yeah, s so I just, you know, you know, I know you're building tools and everything, but what what more do we didn't need to do? What were some of the areas that you know you're hopeful for about a >>year before I need to go for the supreme? It's down. It's coming down to the data side like I need to be able to say that on when I turn on data service is inside of kubernetes. I need be able to have that work would go anywhere, right? And because it is a developer. So I have I'm running a production. I'm running an Amazon. But maybe I'm doing test locally on my bare metal environments. Right? I need I want to be able to maybe sink down some of my data. I'm working with a production down to my test environment. That stuff's missing. There's no one doing that right now, and that's where we're headed. That's the path that's where we're headed. >>Yeah. I'm glad you brought that up, actually, because one of the things that I feel like I heard a little bit last year, but it is violated more this year is we're talking a little bit more to the application to the application developer because, you know, communities is a piece of the infrastructure, But it's about the Colonel. Yeah, yeah, yeah. It's the colonel there. So, you know, how do we make sure you know, we're standing between what the APP developer needs and still making sure that, you know, infrastructure is taken care of because storage and networking they're still hard. >>It is. Yeah. Yeah. I mean, I'm I'm approaching. I'm thinking more along the lines of I'm trying to work about app developers personally than infrastructure This point on for me, you know, like so I have I give you a cluster in three minutes, right? So I don't really have to worry about that problem, you know, way also put Theo on top of the clusters. So it's like we're trying to create this whole narrative that you can manage that environment on day one day, two versions. But and that's for like, an I T manager, right? And society instead of our product. How I'm addressing this is you have personas and so you have this concept. You have an I T manager. They do these things that could set limits for the developer who's building the applications or the service's and pushing those up into the environment. They need to have a sense of freedom, right? And said on that side of the house, you know, I'm trying not to break them out of their tooling. So, like wait part of our product ties in to get s o. We have CD, you know? So you just get push, get commit to a branch and weaken target multiple clusters, Right? But no point to the developer, actually, drafty animal or anything. We make way basically create the container for you. Read the deployment, bring it online. And I feel like there's these lines and that I t guys need to be able to say I need to create the guard rails for the Debs. I don't want to make it seem like I'm creating guardrails for the deaths caused the deaths. Don't like that. That's how I'm balancing it. >>Okay, Because that has always been the tension and that there's a lot of talk about Dev ops, but you don't talkto application developers, and they don't wanna have anything to do with infrastructure. They just want a program to an A p I and get things done. They would like this infrastructure to be seamless. Yeah, >>and what we did, like also what I'm giving them is like service dashboards. Because as a developer, you know, because now you're in charge of your cue, eh? You're writing your tests you're pushing. If your c I is going to ct you on your service in production, right? And so we're delivering dashboards as well for service Is that the developers are running, so they dig in and say, Oh, here's an issue or here's where the issue is probably gonna be at I'm gonna go fix this. Yeah, and we're trying to create that type of like scenario for developer and for an I T manager, >>slightly different angle on it, by understanding that question correctly is part of the complexity of infrastructure is something we're also turned Friday deterministic sort of easy button capability, for perhaps you're familiar with them. That's nice. And a C I product, which we we kind of expand that as hybrid cloud infrastructure. If the intention is to make it a simple private cloud capability and indeed are not, a community service operates directly off of it. It's a big part of actually how we deliver Cloud Service is from it. The point is, is that if you're that application developer, if you want the effective and CASS on prom thing, Endeavor with are not a PhD. I product is to give you that sort of easy button extremes because you didn't really want to be a storage admin network at you didn't want to get into the be mired in the details of infra. So So you know, that's obviously work in progress. But we think we're definitely headed down the right direction >>for him. >>Yeah, it just seemed that a lot of enterprises wanna have the cloud like experience, but they want to be able to bring it home that we're seeing a lot more. Yeah. >>So this is like, this turn cheon from this turnkey cloud on premise and played with think has weaken like the same auto scaling. So take so take the dynamic nature of opportunities. Right. So I have a base cluster size of four worker notes, right? But my work, let's gonna maybe maybe need to have more notes. So my out of scale is gonna increase the size my cluster and decrease the size right Pretty much everybody only do that in the public cloud. I could do that in public and on premise now and so that's That's what we're trying to deliver. And that's nickel stuff. I think >>that there's a lot of advantages thio enterprises operating in that way because I have I people that here I can I can go and buy them, hire them and say way, need you to operate this gear and you, you've already done elsewhere. You can do it in cloud. You can do it on side. I could know run my operations the same across no matter where my applications leave, Which saves me a lot of money on training costs on development costs on generally makes for a much more smooth and seamless experience. So, Rob, if you could just love >>your takeaway on, you know, kind of net up participation here at the event and what you want people to take away off from the show this year. >>So it's certainly the case that we're doing a lot of great work. We, like people toe become aware of it. Not up, of course, is not. I think we talked about this and perhaps other context, not strictly a storage and data management company. Only way do draw from the strength of that as we're providing full stack capabilities in a way that are interconnected with public cloud things like are not a Cuban. Any service is really the foundational glue in many ways how we deliver the application run time, but over time will build a consolation of data centric capabilities around that as well. >>I would just love to get your viewpoint Is someone that you know built a company in this ecosystem. There's so many start ups here. Give us kind of that founder viewpoint of being in. They're so sort of ecosystem of the >>ecosystem. So this is how I came into the ecosystem at the beginning. I would have to say that it does feel different. Att This point, I'm gonna speak as Matt, not as now. And so my my thinking has always been It feels a lot like kind of your really your big fan of that rock bands, right? And you go to a local club way all get to know each other at that local club. There's, like maybe 500 of us or 1000 of us. And then that band gets signed a Warner Brothers and goes to the top it. Now there's 20,000 people or 12,000 people. That's how it feels to me right now, I think. But what I like about it is that just shows the power of the community is now at a point where is drawing in like cities now, not just a small collection of a tribe of people, right? And I think that's a very powerful thing with this community. And like all the where they called the kubernetes summits that they're doing way, didn't have any of those back when we first got going. I mean, it was tough to fill the room, you know, Now, now we can fill the room and it's amazing. And what I like seeing is is people moving past the problem with kubernetes itself and moving into, like, what other problems can I solve on top of kubernetes, you know? So you're starting to see that all these really exciting startups doing really need things, you know, and I really likes it like this vendor hall I really like, you know, because you get to see all the new guys. But there's a lot of stuff going on, and I'm excited to see where the community goes in the next five years. But it's we've gone from 0 to 60 insanely because you guys were at the original coupon. I think, Well, >>it's our fourth year doing the Cube at this show, but absolutely we've watched the early days, You know, I'm not supposed to mention open stack of this show, but we remember talking T o J j. And some of the early people there and wait interviewed Chris McCloskey back into Google days, right? So, yeah, we've been fortunate to be on here, really? Day zero here and definitely great energy. So much. Congrats. So much on the progress. Really appreciate the updates, Everything going. As you said, right, we've reached a certain estate and just adding more value on top of this whole >>environment. We're now like we're in, like, Junior high now. Right on were in grade school for a few years. >>All right, Matt. Rob, Thank you so much for the update. Hopefully not an awkward dance tonight for the junior people. For Justin Warren. I'm stupid and back with more coverage here from Q Khan Cloud native 2019. Diego, Thank you for watching Cute

>>live from Orlando, Florida It's the cue covering Microsoft Ignite Brought to you by Cohee City. >>Welcome back, everyone to the Cubes Live coverage of Microsoft IC night here at the Orange County Convention Center in Orlando, Florida I'm your host, Rebecca Knight, coasting along side of stew. Minutemen >>were joined by Patrick Moorehead. He is the founder and principal principal analyst. Atmore Insights and strategy Thank you so much for returning to the Cube. You're a good friend of the queue. >>Thanks for having me on. I mean, it's a great show, and I literally look for the Cube everywhere. >>Very nice. You >>do about 40 events year, and I'm pretty sure you're in >>about exactly, exactly. >>We've got a few more for you to cut. Come Thio. Yeah, in the other place. Year is >>not over. So so many announcements. Today, an 87 page book from From the Microsoft comes team. One of the things that is getting a lot of attention is azure arc. Satya Nadella himself said, I am so excited about this. This marks the beginning of hybrid computing. What are your first impressions of it, and are you able to see the immediate of differences between Stack and an arc >>S o. I think I would say completely expected. Uh, we're out of this drunken sailor mode where everything's going to the public cloud. Oh, my gosh. And everybody is toast. Who's not doing this? Okay, And now we're in this somewhat sober right where 80% of the workloads are still on Prem. And 20 of those have gone on to either SAS or I as or pass, but it's expected now. Microsoft already had a full stack i e azure stack, but this takes it up a notch because you been deployed arc anywhere on anybody's cloud. They even showed a demo of doing backups to eight of us. So whether it's on Prem, and I'm sure they're gonna show it running on GC, Pia's well >>so Patrick, For for a number years we've been saying, When you line up the big hyper scale er's and say who's doing well, a hybrid. Microsoft's been at the top of the list there because they have a strong footprint in my data center. Microsoft gave everyone the green light to go. Do sass is much you can because they're pushing everybody toe. 03 65. And, of course, Azure is growing in, You know, one of the leaders in Public Cloud. The announcements this week were compelling, but it may be kind of rethink is that I think you laid it out well and said, But we've been talking about hybrid cloud your number years, but we're not really there. So you are. It's a first piece. It's only in tech preview. I think you're saying for a singular application, which is databases. That's right. When you look out there and you see you know the VM wear on AWS Azure, Google, Oracle, IBM, you look a AWS with outposts and those things. How is Microsoft doing today at delivering for what customers need, you know today and moving forward on their cloud journey? >>So Microsoft was first out of the gate with azure stack, right? They were doing hybrid before it was cool. It was interesting for about two years when they were rolling in outer building it they weren't talking about it. So I was thinking, Wait a second, is it not catching on, or do they want to put more on the big cloud azure? But in fact they have been diligently working behind the scenes. And while they had to show Wall Street this Hayward, the public cloud, they were actively building out their hybrid opportunities. And I do believe that when it comes to the slice of hybrid they are leading right now. Now it depends on where you start. I guess where I do is their leading if you have a major public cloud. Okay, eight of us, obviously there were the outposts, and everybody in the audience were all in the audience. We gasped when Andy Jassy brought that out. We kind of knew something was being worked on and focus a CZ well. And I think to be a credible player you have tohave both implementations, going one way and going the other, being able to work with other people's clouds but also noticed everybody has their single pane of glass strategy. If you want to go all in on Microsoft, you have arc on dhe. That's really the classic Microsoft embrace and extend. >>Yeah, Patrick, you said, all in on Microsoft. And if I if I look at the enterprise, you've obviously got some Microsoft. There's probably some things you're doing. An azure right, You're you're running. 03 65. You know, there's lots of pieces in the more Microsoft portfolio, but most people aren't all in on anything today. That's right, The same thing. I looked at Antos and said in Google Cloud or in my data center shore. But anthros on AWS And >>no Veum no, no virtualized applications on Antos either. >>So the same question for Microsoft is if I'm in a W s, you know, have a big footprint of AWS. Is this gonna fly or you know what? What? What's your what's your take >>s? So it's funny where I've wound up after 30 years of doing this stuff is there's always gonna be a lock in. You just have to pick the lock and that you want. Some people are comfortable with an A p. I lock in. Some are comfortable with a hardware lock. In some people are comfortable with a development environment, and you're gonna pick one. Just what is it gonna be? The reality is in a Fortune 500. You're gonna have multiple panes of glass using to determine which two or which three are you comfortable with? Maybe all the panic last for deployment. Maybe we'll have a panic glass for ops. The interesting thing that I'm really looking for, though, is where this heads with multi cloud. Because I believe at least to my definition, multi cloud is kind of fiction if you talk about actually managing it because Dev ops are cool. But you know, when you got a multi cloud, you break Dev and you break ups. So this is a way Arc is a way to keep. If you buy into their Dev and the Rapps and their security, you would go all in on our. >>So I'm actually interested in what you were talking about with Microsoft going sort of working behind the scenes to Wall Street, presenting this one thing but really working behind the scenes and then talking about being at the conference in everyone, gasping at Andy Jassy how much our company's really paying attention to every birth of these companies in terms of their competition with each other to to be number one. >>Oh, they'll all say that they don't track the competition, but they all say they all have these massive competitive teams that are operating in a real time and I guarantee you all of Microsoft's competitors Aire watching all these are are here on doing that. Now I think the best companies are looking forward trying to change the game if they have to change the game. Trench vendors are really have been playing catch up mode, right? If you were 100% on Prem and you were talking about the public cloud, you're gonna be in trouble. I think, actually, oracles a great example of they're in trouble, particularly with I s I c databases of service. But it's like too little, too late. And I think they're paying the price right >>now. Patrick A Thanks for teeing up the Oracle piece because one of one of the topics that saga repeatedly talked about in the keynote was trust. It's actually the exponential t to the environment. If you talk about the ecosystem. Microsoft. If you look at the hyper scale, er's is probably more trust in others. We talk about people wanting to break up cos well, you know, we tried to break up Microsoft back years ago way know what happened there, and Oracle was up on stage it Oracle openworld saying you want to run or go on the cloud. Here's Azure. There are partner. We actually think that was a keep east of the jet ideal eyes enabling that environment. So the question I have for you is first, Do you agree that the ecosystem believes that Microsoft is more trusted? But what about customers? I think you actually made a tweet about it, right? Because I wonder, you know, historically speaking, Microsoft was not the most trusted. It was the one that, you know, I was right behind Oracle esta who I spent the most. Licensing money to Microsoft has changed. Are they trusted partner for companies building their strategy? >>I have to say, based on the last, we'll call it five years level of Microsoft Trust has raised. And there are other players who make Microsoft look like the super trust zone. Okay, I mean, in what they're maybe what they're doing in a breaking consumer privacy, Let's say, 95% of your businesses advertising right. >>Let's just say what you imagine this right? >>Having commercial offerings that are SAS offerings out there. I think you do have to ask the question, but But listen, I think, um, nobody's mother Theresa here. Okay, Everybody's trying to get business, but I do believe particularly Cincinnati has been here. Level has trust has has gone up, and I hear it from clients that I that I meet with all the time other people are on the naughty list for sure. Even those 95% advertising companies who haven't, let's say, done something. That's horrible. But it's just the notion that something could go wrong. I mean, enterprises, they're slow to adopt their very conservative and makes great fun. >>Exactly So. Well, one of the other big announcement is power platform, not water. What are you What are your impressions of this? I mean, is it is it just semantics? I mean, is this just really the umbrella of a lot of things we've seen before? Or is it something new and different? >>So we wait, did see some brand changes of name changes, but we did did see Cem Cem riel movement here. I like to put even though they're different. I like to put a B I dynamics 3 65 and power kind of in the same region because it's Hey, I'm teeing up. Um, hr at for you or C R Ram, But then you're gonna build APS on top of that. And that's what where power comes into play, I think the r p a portion was relatively new and what they brought out. But I wouldn't say this was the big news rollout for, uh, for power. I do think, interestingly enough, is it is it is their largest growth area. If you think about what? Let's a sales force tracking up. What s a P is doing out there? Even a work day? That is, if I look at the cubic dollars that are available, that is their first or second business driver. So I was expecting a little bit more news here. How about you? >>Well, I mean, I I'm I'm just the host here. You're the analyst. You know what you're talking about? I think that how I mean, what do you think? Do? >>Yeah. No, Patrick, you know, from people I've been talking to, there's a mixture of some of it was pulling everything together, but there is a rapid movement. You know, when I talked to the r p. A vendor's out there, it's not right. It's not like they're all quaking in their boots. They're still partner with Microsoft shirt. We see IBM in S A p. Everybody's going after that environment. Come on. Our P a is the gateway drug to a I ITT. It's Rebecca was at exactly show recently talking about that so back to that trust. Their Microsoft is not usually making announcements that you walk across the booth and there's a few people you know saying, Can we roll out the beer early? Because we think our business is ruined. That's where some of that trust isn't Microsoft. But that being said, you know, it was curious to me that they didn't have any big partnerships announcement last year. McDermott was up on stage on Dhe. You know he's changed companies since then, but there was a couple of small open source announcements, but not any large partnership announcement. So ecosystem majorly important. Any commentary from you how Microsoft is doing in that grand battle for you? >>So if I look the past couple of years when some of the biggest players CEOs were on stage right, it was about OD I Hey, let's share our data s a P, probably one of the bigger one even though they're doing with Salesforce's. Well, and I think that was a giant giant leap for folks and second of all way, working to see Larry on stage. Because by the way, that I agree with you on Jen. I That was a huge deal to me. Was Oracle outsourcing? I asked Asher, right, That would have been newsworthy. Okay, if I look at what could have been up here, not that there aren't more strategic deals that could be done. I think they're I think people are busy executing at this point. But if you look at who's gonna share the data without the eye that was the biggest. Working with different clouds. Well, we're not gonna get eight of us to get up on stage here, right? We're not gonna get G c. P here on stage, although, although we could have gotten WebEx up stage because apparently WebEx at a Cisco and teams are becoming friends. And maybe we'll see that on a slightly smaller stage >>enterprise connect kind of launch than it is a Microsoft show. >>Exactly. But I was surprised, you know, and I think it's a testament to how powerful teams actually is on. It's funny when, um um teams, which everybody thought was dead after Slack was announced and hang out with Google has actually ended up being the darling off the enterprise. And not just because it comes free with your M one subscription, right? It's really it's a good product. It's a shockingly good product. You don't have to do any of the any security. If you have any security challenges of anything in Microsoft, you'll avenues you here. But that's not the case. It all uses the back and of Microsoft for security and and regulatory. So anyways, I know I'm veering off here. But there was one partner announcement that I saw. It was Cisco WebEx being friends with teams. >>Can't we all just get along? I mean, there we go. When there's money, everybody exactly every continually we can't. It's too >>expensive to go out on your own. >>Patrick always so much fun to have you and I should having you. I'm Rebecca Knight. For Sue Mittleman, >>stay tuned For more of the cubes, live coverage of Microsoft ignite

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the cue now Here's your host Day Volonte. >> Hello, everyone, this is David lot. They fresh fresh off the red eye from VM World 2019. And what I wanted to do was share with you some analysis that I've done with our friends at E. T. R. Enterprise Technology Research. We've begun introducing you to some of their data. They have this awesome database 4500 panel, a panel of 4500 end users end customers, and they periodically go out and do spending surveys. They've given me access to that spending data and what I wanted to do because because you had a number of companies announced this this quarter, I wanted to do a storage drill down so pure. Announced in late July, Del just announced yesterday late August. Netapp was mid August. HP was last week again late August, and IBM was mid July. So you have all these companies, some of which are pure plays like pure netapp. Others of you know, big systems companies on DSO. But nonetheless, I wanted to squint through the data and share with you the storage spending snapshot for the second half of 2019. So let's start with the macro. >> What you heard on the conference calls was some concern about the economy. There's no question that the tariffs are on people's minds, particularly those with large exposure exposure in China. I mean, Del obviously sells a lot of PCs in China, so they're very much concerned about that. IBM does a lot of business there, pure, really. 70% appears business roughly is North America, so they're not as exposed so But the macro is probably looks like about 2% GDP growth for the quarter i. D. C. Has the overall tech market growing at two ex GDP. Interestingly, a Gartner analyst told me in May on the Cube that there is no correlation between GDP and I t spend, which surprised me. Some people disagree with that, but But that surprised me. But nonetheless, we we still look at GDP and look at that ratio. Sometimes the other macro is component costs for years. For the storage business the last several years, NAND pricing has been a headwind. Supply has been down, it's kept prices up. It has kept all flash arrays more expensive relative to some of the spinning disc spread the brethren something that we thought would attenuate sooner. It finally has. Nan pricing is now a tailwind, so prices air coming down. What that does is it opens up new workloads that we're really kind of the domain of spinning disk before big data kind of workloads is an example. Not exclusively big data, but it just opens up more workloads for storage companies, particularly Flash Cos The other big macro we're seeing is people shifting to subscription models. They want to bring that cloud like model to the data wherever two lives on Prem in ah, hybrid environment in a public cloud and company storage companies trying to be that that data management plane across clouds, whether on prime it. And that's a That's a big deal for a lot of these companies. I'll talk a little bit more about that, so you're seeing this vision of a massively parallel, scalable distributed system play out >> where >> data stays where it lives. Edge on Prem Public Cloud and storage is really a key part of that. Obviously, that's where the data lives, but you're not seeing data move across clouds so much. What you are seeing is metadata, move and compute. Move to the data so that type of architecture is being set up. It's supported by architecture's, not the least of which are all flash, and so I want to get into it. >> Now I want to share with you some data on this slide. If you wouldn't mind bringing it up. Alex on spending momentum. So the title size spending moment of pure leads, the storage packs and what this shows is the vendor on the left hand side. And it essentially looks at the breakdown of the spending survey where e t r ask the buyers of the different companies products. What percent of the spending is going to go toward replacing? They're gonna replace the vendor. Are they gonna decrease? Spend. That's the bright red is replace. The sort of pinkish is decreased, the spending. The gray is flat. The sort of evergreen forest green is increase in the lime. Green is ad, so if you take the lime green in the forest, green ad and the grow on you subtract the rest. You get the net score, so the higher the net score, the better. you can see here that pure storage has the highest net score by far 48%. I'll show you some data later. That correlates to that when we pull out some of the data from the income statements. >> So this is Ah, the >> July 2019 spending intention surveys specifically asking relative to the second half what the spending intentions are. So this looks good for pure on again. I'll show you Cem, Cem Cem Income State income statement data that really affirms this Hewlett Packard Enterprise actually was pretty strong in the spending survey. Particularly nimble is growing HP Overall, the storage business was was down a little bit, I think, three points, but nimble was up 28%. So you're seeing some spending activity there. Netapp did not have a great quarter. They were down substantially. I'll show you that in a minute. On dhe, it looks like they've got some work to do. Deli M. C. I had a flat quarter. Dell has a such a huge install base. They're everywhere on DSO. Everybody wants a piece of their pie. Del. After the merger of the acquisition of the emcee, their storage share declined. They then bounce back. They had a much, much stronger year last year, and now it's sort of a dogfight with the rest. IBM IBM is in a major cycle shift. IBM storage businesses is heavily tied to its mainframe businesses. Mainframe business was way, way down, its overall systems. Business was down, even though power was up a little bit. But the mainframe is what drives the systems business, and it drags along a lot of storage. IBM has got a new mainframe announcement that it's got to get out. It's got a new high end storage announcement that it's got to get out, and it's really relying on that. So you can see here from the E T. R data, you know, pure way out ahead of the pack continues to gain share about over 1000 respondents to this. So a lot of shared accounts by shared accounts mean the number of accounts that that actually have some combination of multiple storage vendors. And so they were able to answer this 1068 respondents pure the clear winner here. Now let's put this into context. So the next slide I want to show you some of the key performance indicators from the June quarter off the income statements. >> So again you see, I get the vendor. The revenue for the quarter of the year to year growth for that quarter relative to last year. The gross margin in the free cash flow, just some of the key performance indicators that I'd like to look at. So look at pure Let's go, Let's go to the third column Look at growth pure 28% growth. Del flat 0% for this is just for storage. There's a storage growth. NETAPP down 16% end up in a bad quarter, HP down 3%. IBM down 21% Do due to the cycle that I discussed, You see the revenue, um, pure, growing very, very fast. But you know, from a small base or at 396 million versus compared that to Dell's 4.2 billion net APs 1,000,000,000 plus H p e. Almost a billion in IBM not nearly as large. And then look at the gross margin line. Pure is the industry's leading gross margin. It's just slightly above 69%. Dell is a blended that Asterix is a blended gross margin, so it includes PCs, servers, service's of V M wear, everything and, of course, storage. So now, when dehl was a public company before it went private, it's gross. Margins were in the high teens. So Del is in gross margin heaven with with both E, M C and V M wear now as part of its portfolio NetApp high gross margins of 67%. But that gross margin is largely driven by its gross margins from software and maintenance. And so that's a screen considerable contributor. Their product gross margins air in the mid fifties, kind of where I think E. M. C. Probably is these days. And when the emcee was a public company, it's gross. Margins were in the mid sixties, but then, as it was before, went private. I think it was dipping into the high fifties as I recall you CHP again, that's a blended gross margin, just roughly around 34%. I don't have as much visibility on their their storage gross margins. I would I would say they are below, in my view, what DMC and net out well below what Netapp would be on then IBM. That's again blended gross margin includes hardware. Software service is 47.4% probably half or more of IBM businesses. Professional service is on. IBM has, of course, a large software business as well. So and then the free cash flow you can see pure crushing it from the standpoint of of gaining share, I mean way, way ahead of the other market players, but only 14 million in free cash flow. So coming from a much, much smaller base, however pure, is purely focused on storage. So there are Andy. All their R and D is going into that storage space. DEL. Free cash flow very large. 3.4 billion that again is across the entire company. Net App. You can see 278 million h p e 648 million great quarter for HP from a free cash flow standpoint, I think year to date they're probably 838 140 million. So big Big quarter. For them. An IBM A 2.4 billion again. Dell, HP, IBM. That's across the company, as is the gross margin. So the the spending data from E. T. R. Really shows us that pure, strong Aziz showed you that very high net score and the intentions look strong, so I would suspect pure is going to continue to lead in the market share game. I don't see that changing. Certainly there's no evidence in the data. I think I think everybody else is in a sort of a dogfight del holding firm, you know, 0%. You'd like to see a little bit of growth out of that, but I think Del is actually, you know, Dell's key metric is, Are we growing faster than the market? That's that's they're sort of a primary criterion in metric for Dell is to grow faster than the overall market because that means you're growing some share. I think Del is comfortable with that. Della's gross margins actually were helped this this quarter by the fact that Dell server business was down 12%. There was a higher storage mix, so it propped up the margin a little bit. But again, generally speaking, it looks like pure is the market share winner here, but much, much smaller than the other guys. HB limbo very strong, and it shows up in the survey data from E T. R. And an IBM just needs to get a new product cycle out. So we'll come back. >> We'll take a look at this in in in in January and see how you know what it looked like and will continue to fall. Obviously, the income statement and the public reporting pure accelerate is coming up next month. Justin in mid September. I have no doubt, you know, pure has been first in a lot of different areas, right? They were first really all flash Ray. The only all flash. You're a company that ever reached escape velocity. They were they in Nutanix for the first kind of new $1,000,000,000 companies that people said would never have a billion dollar company. Pure is a pure play storage company, you know? Well, over a billion. Now, you know, they were first with that evergreen model. They made a lot of play there. You know, the first with envy, Emmy and first with the Nvidia relationships with Superior likes to be first. I have no doubt and accelerate next month down in Austin, curious that they picked Austin in Dell's backyard. I have no doubt that they're gonna have some other firsts at that show. Cuba be there watching just off of the emerald, the other big player here. Of course, that I'm not showing his v. San visa is very, very strong. You know, the D. E. T. Our data shows that, and certainly the data from the income statement shows of'em were NSX, the networking products, their cell phone to find network in their self defined storage of the the the V San. Very, very strong Pat Girl singer on the Cube. We asked him last week, Thio, take us through. So if someone has big memories and one of them was sort of East san, Excuse me. One of them was V San, and the board meeting at with Joe Tucci was on the Vienna where board really put a lot of pressure on Pat's and you can't do this to me. It's funny. Emcee had the shackles on the M, where for a number of years, but the shackles are off and visa is very, very strong. So these are some of the things we're keeping an eye on. Thanks for watching everybody busy day Volante, Cuban sites. We'll see you next time

>> live from Boston, Massachusetts. It's the you covering your red have some twenty nineteen rots. You buy bread hat. >> Good to have you back here on the Cube as we continue our coverage. Live at the Red Had Summit twenty nineteen, Day three of our coverage with you since Tuesday. And now it's just fresh off the keynote stage, joining stew, Minutemen and myself. Chris. Right? VP and chief technology officer at Red Hat. Good job there, Chris. Thanks for being with us this morning. Yeah. >> Thank you. Glad to be here. >> Great. Right? Among your central things, you talked about this, this new cycle of innovation and those components and how they're integrating to create all these great opportunities. So if you would just share for those with those at home who didn't have an opportunity to see the keynote this morning, it's what you were talking about. I don't think they play together. And where that lies with red hat. Yeah, you bet. >> So, I think an important first kind of concept is a lot of what we're doing. Is lane a foundation or a platform? Mean red hats focuses in the platform space. So we think of it as building this platform upon which you build an innovate. And so what we're seeing is a critical part of the future is data. So we're calling it a Kino data centric. It's the data centric economy. Along with that is machine learning. So all the intelligence that comes, what do you dividing? The insights you're grabbing from that data. It introduces some interesting challenges data and privacy and what we do with that data, I mean, we're all personally aware of this. You see the Cambridge Analytica stuff, and you know, we all have concerns about our own data when you combine all of us together techniques for how we can create insights from data without compromising privacy. We're really pushing the envelope into full distributed systems, EJ deployments, data coming from everywhere and the insights that go along with that. So it's really exciting time built on a consistent platform like lycopene shift. >> So, Chris, I always loved getting to dig in with you because that big trend of distributed systems is something that you know we've been working on for quite a long time. But, you know, we fully agree. You said data at the center of everything and that roll of even more distributed system. You know, the multi cloud world. You know, customers have their stuff everywhere and getting their arms around that, managing it, being about leverage and take advantage. That data is super challenging. So you know where where, you know, help us understand some of the areas that red hat in the communities are looking to solve those problems, you know, where are we and what's going well and what's still left to work on. >> Well, there's a couple of different aspect. So number one we're building these big, complex systems. Distributed systems are challenging distribute systems, engineers, air really solving harder problems. And we have to make that accessible to everybody operations teams. And it's one of the things that I think the cloud taught us when you sort of outsource your operations is somebody else. You get this encapsulated operational excellence. We need to bring that to wherever your work clothes are running. And so we talked a lot about a I ops, how you harness the value of data that's coming out of this complex infrastructure, feed it through models and gain insights, and then predict and really Ultimately, we're looking at autonomic computing how we can create autonomous clouds, things that really are operating themselves as much as possible with minimal human intervention. So we get massive scale. I think that's one of the key pieces. The other one really talking about a different audience. The developers. So developers air trying to incorporate similar types of intelligence into their applications were making recommendations. You're tryingto personalize applications for end users. They need easy access to that data. They need easy access to train models. So how do we do that? How do we make that challenging data scientist centric workflow accessible to developers? >> Yeah, just some of the challenges out there. I think about, you know, ten, fifteen years ago, you talk to people, it was like, Well, I had my central source of truth and it was a database. And you talk to most companies now and it's like, Well, I've got a least a dozen different database and you know, my all my different flavors of them and whether in the cloud or whether I have them in my environment, you know, things like a ops trying to help people get involved with them. You talked a little bit in your keynote about some of the partners that you're working on. So how do you, you know, bring these together and simplify them when they're getting, you know, even more and more fragmented? >> Well, it's part of the >> challenge of innovation. I mean, I think there's a there's a natural cycle. Creativity spawns new ideas. New ideas are encapsulated in projects, so there's a wave of expansion in any kind of new technology time frame. And then there's ultimately, you see some contraction as we get really clear winners and the best ideas and in the container orchestration space communities is a great example of that. We had a lot of proliferation of different ways of doing it. Today we're consolidating as an industry around Cooper Netease. So what we're doing is building a platform, building a rich ecosystem around that platform and bringing our partners in who have specific solutions. They look at whether it's the top side of the house, talking to the operations teams or whether it's giving developers easy access to data and training models through some partners that we had today, like perceptive labs and each to a A I this partnership. Bringing it to a common platform, I think, is a critical part of helping the industry move forward and ultimately will see where these best of breed tools come into play. >> Here, uh, you know, maybe help a little bit with with in terms of practical application, you got, you know, open source where you've got this community development going on and then people customized based on their individual needs all well, great, right? How does the inverse happen? Where somebody who does some custom ization and comes up with a revelation of some kind and that applies back to the general community. And we can think of a time where maybe something I'm thinking like Boston children, their imaging, that hospital we saw actually related to another industry somehow and gave them an ah ha moment that maybe they weren't expecting an open source. Roy was the driver that >> Yeah, I think what we showed today were some examples of what If you distill it down to the core, there's some common patterns. There's data, they're streaming data. There's the data processing, and there's a connection of that processed data or train model to an application. So we've been building an open source project called Open Data Hub, where we can bring people together to collaborate on what are the tools that we need to be in this stack of this kind of framework or stack And and then, as we do, that we're talking to banks. They're looking at any money laundering and fraud detection. We're talking to these hospitals that were looking at completely different use cases like HC Healthcare, which is taking data to reduce the amount of time nurses need to spend, gathering information from patients and clearly identify Septus sepsis concerns totally different applications, similar framework. And so getting that industry level collaboration, I think is the key, and that having common platforms and common tools and a place to rally around these bigger problems is exactly how we do that through open source. >> So Lynn exits and an interesting place in the stack is you talked about the one commonality and everything like that. But we're actually at a time where the proliferation of what's happen to get the hardware level is something that you know of an infrastructure and harbor guy by background, and it was like, Oh, I thought We're going to homogenize everything, standardize everything, and it's like, Oh, you're showing off Colin video stuff. And when we're doing all these pieces there, there's all these. You know, new things, Every been things you know you work from the mainframe through the latest armed processors. Give us a little insight as to how your team's geeking out, making sure that they provide that commonality yet can take advantage of some of the cool, awesome stuff that's out there that's enabling that next wave of innovation. >> Yeah, so I share that infrastructure geek nous with you. So I'm so stoked the word that we're in this cycle of harbor innovation, I'll say something that maybe you sounds controversial if we go back in time just five years or a little, a little more. The focus was around cloud computing and bringing massive number of APS to the cloud, and the cloud had kind of a T shirt size, small, medium, large view of the world of computer. It created this notion that Khun computers homogenous. It's a lie. If you go today to a cloud provider and count the number of different machine types they have or instance types it's It's not just three, it's a big number. And those air all specialized. It's for Io throughput. It's for storage acceleration. It's big memory, you know. It's all these different use cases that are required for the full set of applications. Maybe you get the eighty percent in a common core, but there's a whole bunch of specific use cases that require performance optimization that are unique. And what we're seeing, I think, is Moore's law. The laws of physics are kind of colliding a little bit, and the way to get increased acceleration is through specialized hardware. So we see things like TP use from Google. We see until doing deal boost. We've got GPS and even F p G A s and the operating system is there TIO give a consistent application run time while enabling all those hardware components and bringing it all together so the applications can leverage the performance acceleration without having to be tied directly to it. >> Yeah, you actually think you wrote about that right now, one of your a block post that came about how hardware plays this hugely important role. You also talked about innovation and change happening incrementally and And that's not how we kind of think about like big Banks, right? Yeah. Wow, this is But you pointed out in the open source, it really is step by step by step. Which way? Think about disruption is being very dramatic. And there's nothing sexy about step by step. Yeah, that's how we get to Yeah, disruption. I kind of >> hate this innovation, disruption and their buzz words. On the one hand, that's what captures attention. It's not necessarily clear what they mean. I like the idea that, you know, in open source, we do every day, incremental improvements. And it's the culmination of all these improvements over time that unlock new opportunities. And people ask me all the time, where is the future? What do we do and what's going on? You know, we're kind of doing the same thing we've been doing for a long time. You think about micro services as a way to encapsulate functionality, share and reuse with other developers. Well, object oriented programming decades ago was really tryingto tryingto established that same capability for developers. So, you know, the technologies change we're building on our history were always incrementally improving. You bring it all together. And yes, occasionally you can apply that in a business case that totally disrupts an industry and changes the game. But I really wanted encourage people to think about what are the incremental changes you can make to create something fundamentally new. >> All right, I need to poke it that a little bit, Chris, because there's one thing you know, I looked back in my career and look back a decade or two decades. We used to talk about things like intelligence and automation. Those have been around my entire career. Yeah, you look it today, though, you talk about intelligence and talk about automation, it's not what we were doing, you know, just the amount of degrees, what we're having there. It is like if we'd looked at it before, it was like, Oh, my gosh, science fiction's here so, you know, way sometimes lose when we're doing step by step, that something's there making step function, improvements. And now the massive compact, massive changes. So love your opinions there. >> Yeah, well, I think it's a combination, so I talk about the perpetual pursuit of excellence. So you pick up, pick a field, you know, we're talking about management. We got data and how you apply that data. We've been working towards autonomic computing for decades. Concepts and research are old, the details and the technologies and the tools that we have today are quite different. But I'm not. You know, I'm not sure that that's always a major step function. I think part of that is this incremental change. And you look at the number for the amount of kind of processing power and in the GPU today No, this is a problem that that industry has been working on for quite a long time. At some point, we realize, Hey, the vector processing capabilities in the GPU really, really suit the machine learning matrix multiplication world real world news case. So that was a fundamental shift which unlocked a whole bunch of opportunity in terms of how we harness data and turn it into knowledge. >> Yes. So are there any areas that you look at? Now that we've been working at that, you feel we're kind of getting to those tipping points or the thie waves of technology or coming together to really enable Cem Cem massive change? >> I do think our ability to move data around, like generate data. For one thing, move data around efficiently, have access to it from a processing capability. And turning that into ah, >> model >> has so fundamentally changed in the past couple of decades that we are tapping into the next generation of what's possible and things like having this. This holy grail of a self healing, self optimizing, self driving cluster is not as science fiction as it felt twenty years ago. It's >> kind of exciting. You talk about you've been there in the past, the president, but there is very much a place in the future, right? And how would that future looks like just from from again? That aye aye perspective. It's a little scary, sometimes through to some people. So how are you going about, I guess, working with your partners to bring them along and accept certain notions that maybe five six years ago I've been a little tough to swallow or Teo feel comfortable with? >> Yeah, well, there's a couple of different dimensions there. One is, uh, finding tasks that air computers are great at that augment tasks that humans were great at and the example we had today. I love the example, which was, Let's have computers, crunch numbers and nurses do what they do best, which is provide care and empathy for the patients. So it's not taking the nurse's job away. In fact, is taking the part that is drudgery ITT's computation >> and you forget what was the >> call it machine enhanced human intelligence right on a couple of different ways of looking at that, with the idea that we're not necessarily trying to eliminate humans out of the loop. We're trying to get humans to do what they do best and take away the drudgery that computers air awesome at repetitive tasks. Big number crunching. I think that's one piece. The other pieces really, from that developer point of view, how do you make it easily accessible? And then the one step that needs to come after that is understanding the black box. What happens inside the machine learning model? How is it creating the insights that it's creating and there's definitely work to be done there? There's work that's already underway. Tto help understand? Uh, the that's really what's behind the inside so that we don't just trust, which can create some problems when we're introducing data that itself might already be biased. Then we assumed because we gave data to a computer which is seemingly unbiased, it's going to give us an unbiased result, right? Garbage in garbage out. >> So we got really thoughtful >> about what the models are and what the data is that we're feeding >> It makes perfect sense it. Thanks for the time. Good job on the keynote stage again this morning. I know you've got a busy afternoon scheduled as well, so yeah, I will let you. We'Ll cut you loose. But thank you again. Always good to see you. >> Yeah. I always enjoy being here >> right at that's right. Joining us from red hat back with Wharton Red Hat Summit forty nineteen. You're watching live here on the Cube?

>> live from Anaheim, California. It's the queue covering nutanix dot next twenty nineteen. Brought to you by Nutanix. >> Welcome back, everyone to the cubes. Live coverage of nutanix dot Next here in Anaheim, California. I'm your host, Rebecca Night, along with my co host, John Furrier. We have two guests for this next segment. We have Stephanie Scare Aldi. She is the director of operations and support for Electra. Thank you so much for coming on the cues. And we have James Ellery, director innovation and governance at Electra. Thank you, James. >> Thanks for having us. >> So I want to start with you, James. Tell our viewers a little bit about electorates. Ontario, based for our viewers who are not familiar. What do what do you do? What do you about? >> So we are a energy solutions provider in Ontario, Canada. Basically, we are an ldc a local distribution company, but we're trying to transition from the poles and wires into really energy solutions provider. We We're about a million customers are approaching a million customers right now and wear actually four utility companies that came together to form Electra. And we just recently emerged with a fifth now, so We're rapidly growing in the in Ontario, and we have very much more growth to come. >> It's all those mergers. How does I t all fit together? Different systems, all kind of legacy. Mishmash. What's what's What's the environment like? >> So the environment Right now there is a tremendous amount of data center Stephanie's actually leading our data center consolidation project. There are tremendous amount of data centers across a fast geographical location, and we're using NUTANIX actually to consolidate everything onto a single platform right now. So there's a lot of work to be done. Definitely a lot of integration to be done, but we're confident that we'LL get it all done and we want to move to new tanks by phone. >> So right now we have about, I think, eleven data centers and we've been mandated to get down to two. So we're use up utilizing technology like nutanix too kind of, you know, get down and scale ability. So wait >> here for a lot of customs from nutanix around, how it's been a great system for manageability and also getting rid of some older gear, whether it's old GMC Cem Dale stuff. So we're seeing a lot of, you know, go from twenty four racks to six. This is kind of the ratios pushing stuff from eight weeks. Tow two hours, new operational benefits. How close are you guys up to that now? Because you get all this stuff you consolidating down the merger's makes a lot of sense. What's some of the operational benefits you seeing with nutanix That you could share, >> I think, is a per example that you just gave. We're working on a front office consolidation project and we're moving. We're doubling our VD i environment, and we actually just got three new nodes in a few weeks ago and it took a matter of two hours to get everything spun up and ready. So traditionally, it would take us weeks of planning and getting someone in and specialized technicians and now make a phone call a few hours and it's done. So you see, like already the benefits of you know growing are our infrastructure, and it's enabling us to merge faster with different utilities. >> I want to actually back up now and talk about the journey to Nutanix and talk about life before nutanix and now life after it. What was that what were sort of the problems that you were trying to solve? And why was Nutanix the answer >> So I could speak to that way back in twenty fifteen? We're looking at video, and we're implementing it across organization. And we're running its issues on three tier architecture where whenever there was a performance issue, we would talk to the sand guy and we'LL talk to the server guy and we talked to the networking guy. And although everyone's trying to help everyone sort of looking at each other, saying, Okay, where is this problem? Really, really land? And the issue with that is, as you guys know what VD I I mean, user performance and user experience is key, right? That's King. So you know, when you're trying to take away someone's physical desktop and give him a virtual desktop, they want the same or better performance. And anytime we had an issue, we had to resolve it rapidly. So when we look at everything we said, Okay, this is okay, but it's not sustainable for the scale, ability in the growth that we had, especially because with, you know, ah media environment, its scales very rapidly and If the application scares wrapped scales rapidly, you need the infrastructure to scale as rapidly as your application and perform just as good. So what happened was we looked at nutanix. We said, You know what? If we can look at a single pane of glass to figure out where any performance issues lie, that makes operations much more operations, that management administration much easier for us. And that's really where we started our journey with nutanix. We went from a three note cluster to start and we're up to fourteen nodes now, just in our VD I cluster alone. >> And what about about the future? What? What is the future hold in terms of this partnership, >> I think for us were really hoping to go to fully H V in the next six or twelve months. Uh, I know, James. We're really pushing it and trying to get that in because, you know, way want to simplify our technologies. And I think by moving to a Chevy, I think, you know, we'LL save some money. >> So what we're looking to do with Nutanix isn't you know, there's been a lot of wins for us moving to NUTANIX, especially with regards to support Support's been fantastic. I mean, you know, although we don't like to call support because I mean something's probably wrong way love calling you guys because every time we call support, it's, you know, everyone's always there to help. And I'm not only the support from the support team, but also through our venders or a vendor are counts, you know, I've or who we love way love the whole team because they're there for you to help me. We run into some pretty significant issues. One of the things that happened to us was we had some changing workloads in our media environment. Through no fault of nutanix is you know when when we introduce some additional workloads, we didn't anticipate some of the challenges that would come along with introducing those workloads. And what happened was we filled up our hot storage rather rapidly. Nutanix came in right away because we call them up and said, You know, we're having big performance issues. We need some help and they brought in P E O. C notes to help us get over the hump. They were there for us. I mean, within a week, they got us right back up and running and fully operational and even better performance than we had before. So until we could get our own notes procured and in house, which was fantastic, I've never seen that levels from another organization. So we love the support from Nutanix on DH. Since then, we've grown. So we've actually looked at nutanix for General server computer platform as well. And we're doing Christ Cross hyper visor Support across high provides a replication Sorry from production to D. R. So we're actually running Acropolis. Indy are running GM. Where in production. But has Stephanie alluded to? We're trying to get off of'Em were completely, you know, everyone talks about the attacks. We don't like the V attacks with Phil on a baby anywhere for something that's commodity. And we're looking to repurpose that money so we can look at other things such as you ten exciting way very much. Want to move to the cloud for D R. And that's sort of our direction. >> OK, so you guys have the m we're now, not you Not yet off the anywhere, but you plan to be >> playing to be Yes. >> Okay, So what's it going to look like How long is that gonna take or what is that? We're >> really hoping at the next six to twelve months. So I think we're really gonna push hard at. We've been talking to some people and it seems like it's gonna be a pretty smooth transition, So looking forward to it. And I think our team is really looking for true as well. That's >> one of the challenges right. That the team is really is one of the challenges because we've merged and there's a lot of change going on organization. It's difficult to throw more change at people, right? There's a whole human component, Teo everything that we do. So you know Well, that's why we moved GHB into d. R. To start because we said, You know what, give the operations folks time to look at it, timeto play with it, time to get familiar with it. And then we'LL make the change in production. But like we said, you know, moving over age, he's going to save us a ton of money like a ton of money that we can repurpose elsewhere to really start moving the business forward >> about operations for second. Because one of the things you told earlier is that consolidation? You're leading the project at the VD. I think we're new workloads. There's always gonna be problems. Always speed bumps and hot spots, as they say. But what has changed with the advent of software and Dev ops and automation starts to come into it. How do you see that playing out? Because you tell this is a software company. So you guys knew them when they were five years ago Now, But this is the trend in I t. Operations have clean program ability for the infrastructure. What's your view on that? What's your reaction to that? And you guys getting theirs at the goal >> that is >> like part of our road map. And we're gonna be working with our NUTANIX partners t build a roll map, actually, the next coming few weeks. So because we are emerging all these utilities, we'd love to get automation and orchestration, and we actually have another budget in three years. So it is on our road map. We want to get there right, because we want to have her staff work on business strategy. We don't want their fingers to keyboards. We want them actually working with the business and solution ing and not, you know, changing tapes or working on supporting a system when we don't have to do that anymore. Because now there's so it's so much simpler running any tennis environment. I know James is saying a lot of change for employees. There used to be M where Nutanix is new to a lot of them. I think they're quickly seeing the benefit of managing it because now they get to do things that are a little bit more fun than just managing an environment. >> And this is point cost to repurpose what you're paying for a commodity for free. And if you can repurpose and automata way the manual labor that's boring and repetitive, moving people to a higher value activity. >> Exactly. And we love the message we heard today about being invisible. >> Yeah, I love that >> way, Lovett. I mean, that's essentially we wanted. The business doesn't really care what you're doing behind the scenes, right? They just want their applications to work. They want everything to work seamlessly. So that's what we want to get, too. We want to get to that invisibility where we're moving the business, Ford. We're enabling them through technology, but they don't need to worry about the back end of what's actually going on. >> Stephanie, I want to ask you about both a personal and professional passion of yours, and that is about bringing more women into technology. You are a senior woman in technology, and we know we know the numbers. There is a dearth of female leaders. There is a dearth of underrepresented minorities, particularly in in high level management roles. So I want to hear from you both from a personal standpoint in terms of what your thoughts are on this problem and why, why we have this problem and then also what you, an elector are doing to remedy it. >> Yeah, I think you know, I'm really lucky to work at Electra because we actually have a diversion inclusion committee that I'm part of with a lot of stem organizations. But I think you know, there's all these great programs going on, and but I still don't see enough women in this in this industry, and I think a lot of it stems from you walk into a room, and if you're the only one of you it's really intimidating. So I think we really need to work on making people feel more welcome. You know, getting more women in cedar senior leadership positions and kind of bring them to events like this, gaming them on the Internet. Going to the university is going to the schools and talking to education and talking to, you know, CEOs and seals that don't have sea level women executives and saying, You know, there's a business benefit toe having diversity of all kinds in an organization, you know, you know, strength lies in differences, not in similarities. And I think we can really grow businesses and have that value if we have different types of opinions. And I think there's, you know, statistic shows when you have more diversity, your business is more successful. So I think senior leaders should pay attention and, you know, purposely try to hire more a more diverse workforce >> and what do you have anything to add to that? I mean, I know that it that it's maybe tougher for a man to weigh in on this issue, but at the same time it is one that affects all of us. >> Absolutely. And I think seventy, said it best right when you bring in, you know, multiple bill from different ethnicities from different genders. I mean, it's it's that wealth of knowledge and everyone brings from the different experiences they have in life, and I think that's what you need. You don't want to know the collective all thinking the same way you want the collective that bring the diversity into your organization. And I think you know, when I was in school, we had one woman in my entire computer engineering class, and you know that you wanted to see that change, right? I love to see more of that disease. More women being in the work force, especially within technology. >> I >> think that's Ah, it's fantastic for technology. >> Stephanie, What's your advice for young girls out there? Maybe in high school college, who are having gravitating towards either it's computer science or some sort of stem related field that might be intimidated? >> I think the one important thing you can do is like really rely on your family and friends for encouragement, cause I think sometimes it is gonna be intimidating, you know, For me I'd walk into a course and I was the only female my computer networking class. But I had, like my father, always encouraged me to push me to say, like, Don't ever be intimately. Don't ever be scared and you need a little bit of a fix. Came because for a little bit it is going to be just you in a room. But I think the more you speak up and the more you just kind of push yourself, I think it is going to get better. And I think it's almost kind of cool when you're the only female. Because you feel that pride. I want to do better. I want to do better for all of us to say like we can be. Not just a good, even better. >> Great. So great advice. Yeah. Stephanie James. Thank you both. So much for coming on. Thanks for having us. Pleasure talking, Teo. Thanks. I'm Rebecca Knight for John Furrier. We will have so much more of nutanix dot Next coming up in just a little bit

>> From Gillette Stadium in Foxboro, Massachusetts, if the queue recovering Vita Winter warmer, twenty nineteen Brought to you by Silicon Angle media. >> Hi. I'm stupid men. And this is the cubes coverage of V tug Winter warmer. Twenty nineteen here. A Gillette Stadium, home of the New England Patriots. Happy to welcome to the program. A community member, Someone I've known for many years at this point. Jonathan Frappe here. Who's with V Brown bag? Thanks so much for joining us from >> Thanks for having me. >> All right, so, you know, I watched this event, and when it started, it was, you know, originally the V mug for New England. And then it became vey tug And one, there's some of the politics stuff which we don't need to go into, but part of it was virtual ization and cloud. And what's the interaction there and what will users have to do? Different. And part of that is jobs. And one of the reasons I really wanted to bring you on is, you know, you started out heavy in that virtual ization base and you've been going through those machinations. So maybe just give our audience a little bit about, you know, your background, some of the things skill sets. You've got lots of acronyms on your on your you know, resume as it is for certification. You've done. So let's start there. >> Sure. So my background. I started this help desk. I did Windows two thousand Active Directory, administration and Exchange Administration all on site and moved into Mohr server administration. And when the empire started to become a thing, I was like, Wow, this is This is a game changer and I need to sort of shift my skill set. I understand the applications of music. I've been supporting him. But virtualization is going to change change That so started to shift there and saw a similar thing with Public Cloud and automation a cz, That same sort of next step beyond infrastructure management. >> All right. And you've had a bunch of certification. The real off a few. You know what? Where are you today? What? What have you added gives a little bit of a timeline. >> My first certification was a plus which come to you seemingly has come around and joined the ranks of posting toe linked in for everybody. So a plus was my first one. EMC PM, CSC on Windows two thousand. Took a little bit of a break in back into it. Bcp five era so four, five years ago. Cem Cem. Other of'em were Certs NSX Cloud see Emma and most recently, the solution's architect associate for a Ws. >> OK, great, in when you look at the kind of virtual ization and cloud, it's not like you thirst, which one day and said, Okay, I no longer need the VM were stuff. I'm going to do the cloud tell us a little bit about you know what led you to start doing the cloud and you know how you you know how your roles that you've had and you know the skill set that you want to have for your career. You know how you look at those. >> So for me, it is about being able to support what my business is doing. And sometimes the right answer's going to be VM, where sometimes it's going to be physical. Sometimes it's going to be containers or public cloud, or, you know, new fancy buzzwords like server lists. And I've always in my career tried to support what where, what application we're delivering to get the business, the information they need. So for me to do that properly, I need to be well versed across all of that infrastructure so that when when it's time to deliver something in public cloud or time to deliver something in the container, I'm ready to go when you do that. >> Yeah. What? What? What's the push and pull for some of the training bin? Is this something that you've seen? You said, like Veum, where you saw it, like, Oh, my gosh, I need to hop on that. You know, I remember back to those early days I remember engineers I worked with that were just like, this thing is amazing. That was like preview motion, even. Yeah, but you know, just what? That that impact we've seen over the last, you know, ten to fifteen years of that growth has there been times where the business is coming said, Hey, can you go learn this? Kaixian orders have been you driving most about yourself. Uh, >> it's it's been both. There are times when the business has come and said, Hey, we would really like to take advantage of virtual ization or public cloud. And it from a technology perspective, there may have been other factors that would impact the ability to do that. So that's why for me. I tried to sort of stay ahead of it when, you know virtual ization was taking off and everything I had was on physical servers. I knew I needed to have the VM where peace in my pocket so that when the business was ready and when other things like compliance, we're ready for it. We could move forward and sort of advanced that same thing with Public Cloud. Now that that's Mohr prevalent and sort of accepted in the industry a lot more cos they're moving in that direction. >> Yeah, and you know, what tips would you give your Pierre if they're a virtual ization person? You know, how are the waters in the cloud world is there are a lot of similarities. Is it? You know, do I have to go relearn and, oh, my gosh, I need to go learn coding for two years before I understand how to do any of this stuff. >> I think it's helpful. Tto learn some level of coding, but do it in an environment that you're comfortable in today. So if you're of'em were admin today, you know there's power, see Ally and be realized orchestrator and and even if you're on via Mars Cloud platform there's there's some basic power shell on bass scripting you could do in the cloud Automation. Get comfortable with the environment, you know. And then as that comfort grows when you move Oh, look, there's power shell commandments for a ws. If that's the route, you go so oh, already understand the format and how I how I glue those things together so you could get comfortable in the environment you're in today and sort of get ready for whatever that next step is. >> Yeah, I've always found I find it interesting. Look at these ecosystems and see where the overlaps and where two things come together. You know, I actually worked with Lennox for about twenty years. So I you know, back when I worked at Emcee the storage company and I supported the Lenox Group and Lennox was kind of this side thing. And then you kind of saw that grow over time and Lennox and virtual ization. We're kind of parallel, but didn't overlap is much. And then when we get to the cloud, it feels like everybody ended up in that space and there were certain skill sets that clinics people had that made it easy to do cloud in certain things that the fertilization people had that made it easy do there. But we're kind of all swimming in the same pools. We see that now in the, you know, core bernetti space. Now I see people I know from all of those communities on, but it's kind of interesting. Curious if you have anything you've seen in kind of the different domains and overlapping careers. >> Yes, you. For me. I think what's help is focusing on how the applications the business uses consumed, what some of the trends are around, how you know whether finance or marketing teams are interacting with those applications. If I know how the application works and what I need to do something to support it, the concepts aren't going to be vastly different. If I know how Exchange's install their sequel servers install, there's some custom application is insult. I could do that across the VM, where environment native US environment and should it supported into Docker by leveraging Cooper Netease. >> All right, so you've mentioned about the time the application, can you? How has it changed your relationship with kind of the application owners as you go from, you know, physical, virtual, the cloud. >> I don't think it should change much. The problem probably the biggest shift that you have is that at some point now, things are out of your control. So when I've got a server sitting in my data center that I can walk down the hallway to if something's not working, I have access to it. If there's an application down in the public cloud, or there's an A Ws outage or any public cloud provider outage, I have to wait. And that sort of I think the thing that I've seen business struggle with the most like, well, it's down, go fix it. It's like, I can't get to it right now, and I'm probably not driving to Virginia, Oregon to go reboot that server for Amazon. >> Whoever absolutely big shift we've seen right is, you know a lot of what I is. It I am managing is now things that aren't in my environment. You know, there was my data centers. My might have had hosted data centers where I'd call somebody up, you know, you know, tell the Rex paper person to reboot the servers or it's right, it's in the public cloud. In which case it's like, OK, what tools. What can I trouble shoot myself? Or is there some, you know, out of that I'm not aware of, you know, is affecting me. Yeah, >> it's Ah, it's a good shift to have for a infrastructure person because we're really getting to the point now. I think the tails, the scales have tipped to focusing more on delivering business value versus delivering infrastructure. The CFO doesn't necessarily think or care that spinning up a new V m faster is cool. They care about getting their application to their team so that they could do their work. So I think taking, you know, going to public cloud or going to other platforms where that's removed it sort of forces you to move to supporting supporting those business applications. >> So I'm curious it every time we have one of these generational shift time. Time is like, Oh, my gosh, I'm going to be out of a job on the server ID men Virtualization is going to get rid of me. I'm a virtual ization Had been cloud's going to get rid of me. This whole server listing will probably just get rid of all the infrastructure people I've read article yesterday was called the Creeping Apocalypse a CZ what they called it. But, you know, you know what you saying is there general fear in your peers or, you know, do you just, you know, dive in and understand it and learn it? If you could stay, you know, up with or a little bit ahead of the curve, you know you're going to keep employed. >> I would say that there's a mix there. Some people, even just a few months ago, some some folks I talked to and they were just sort of breaking into automation and like how they can automate deploying their applications in their legitimate concern, was I won't have a job anymore and sort of the way I looked at that was my job's going to change. I don't spend my entire day administering Windows two thousand active directory boxes any more. So I need Yes, I need to shift that and start thinking about what's next. If I can automate the routine task, you know, deploying an application, patching and application, bringing things up and down when there's some sort of failure than I, uh, I'm going to naturally grow my career in that way by getting rid of the boring stuff. >> Yeah, and I've been here in this argument against automation for decades now, and the question I always put two people is like, Look, if I could give you an extra hour a day or an extra day a week, do you have other projects that you could be doing or things that the business is asking for? That would be better. And I've yet to find somebody that didn't say, Yeah, of course, on DH. What are the things that you're doing that it would be nice to get rid of, You know, other people is like I love the serenity of racking and stacking cabling stuff. And nothing gets people more excited than beautiful cables in Iraq. I thought yesterday I saw people like going off about here's this data center with these beautiful, you know, rack, you know? So with the cable ties and everything, but I'm like, really, you know, there's more value you can add absolutely out there. So >> automate yourself into your next job. It is sort of the way I think I like to think about it. It's not a meeting, >> so let's you know, just look forward a little bit, you know? There's all these waves, you know, Cloud been a decade data was talking to keep downs in this morning on the Cube on we said, you know, when he talks to users, it's their data that super important applications absolutely is what drives, uh, you know, my infrastructure, but it's the data that's the super important piece. So you know, whether it be, you know, you're a I or, you know, you figure various buzz word of the day I ot You know, data is in the center. So what do you looking forward to is? Are there new search or new training that that are exciting? You are areas that you think you're Pierre should be poking out to help try to stay ahead of the curve. >> Yeah, and back to my earlier point about leveraging the thing you know today and how to sort of grow your career. And that next skill set is how I can look at data and make. I understand what's going on around that. So maybe maybe today that's taking some stats from any SX. I hosted an application and correlating that data together on help. You underst Yes. And you know what that means for the applicator action before or use their calls in. And that's going to help you grow into sort of this new realm of like, machine learning and big data. And in analytics, which I think is really the next thing that we're going to need to start doing as Mohr and more of that infrastructure shifted away into surveillance platforms and things that were not worried about How can I understand? How can I take that data? Transform it, use it, correlated together to, you know, help make decisions. >> Alright, on final thing, give us update on our friends at V Brown bag. So, you know, we talked Well, I always say, you know, when we go to V m world, it's like we're there. I'm trying to help kind of balance between the business and the technology. You want to go a little deeper and really geek out and understand some of these things. That's where you know the V brown bag. You know, people are going to be able to dig in with the community in the ecosystem. There was the V and V brown bag for virtual ization. But he brown bags doing much more than just traditional virtualization today. You know what? What? What's on the docket? >> Eso upcoming This year, we're gonna have some episodes around Python so helping add men's get to know Python start to get comfortable with it, Which would be a great language to a automate things that maybe you're doing today in your application, but also to be able to take data and and use Python, too. Manage that data extract value out of that data so that you can help make decisions. So look for the throughout this year and, you know, learn new things. >> All right, Jonathan, from pure pleasure to talk with you on camera after talking to off camera for many years. Thanks so much for joining us. All right. And we appreciate you joining us at this virtual ization and cloud user event. Ve tug Winter warmer. Twenty nineteen on student a minute. Thanks for watching the cue

>> From Seattle. Washington. It's the key you covering Goob Khan and Cloud Native Con North America. Twenty eighteen. Brought to you by Red Hat, the Cloud Native Computing Foundation and its ecosystem partner. >> Okay. Welcome back. It runs the cubes. Live coverage of three days Wall to wall here at Koop Khan and Cloud Native Khan, twenty eighteen in Seattle, where day three only actions happening. Mr Keep John for was to Minuteman where you have bread. French Compton, Tina. Director, Technical Market had read, had breaking down the container storage trends and directions. Costly containers are super important. That's happened. Communities has happened. Now. New things were happening around a lot of innovation. Thanks for coming on the Q. Appreciate it. >> Thanks for having me back. >> So what's the state of the art of containers of trends? Some of the market directions? What's going on around containers? >> Well, here at this show, of course, it's been all about service mesh. Right is Theo. Service mesh, dynamically dynamic discovery, dynamic invocation of services. But all of those things Well, a certain percentage of those things, according to Keynote, require some type of persistent so eso yet service message, service meshes and persistence. >> So storage is a big part of the networking and compute all working together. The cloud that's been a big part of it. What's what's important here in this show? What's going on this week. That's really impacting that piece of it. That container in storage you mentioned state versus stateless work area stateless is to find people from persistence in state become important and applications. How much conversation's been here this week on that piece >> we'll talk about this week, and then I'll talk about the last couple of weeks this week. There, there. Couple of significant thing is going on. They're going to sort of unleash innovation in persistence as it pertains to the coup bernetti subsystem. First, of course, is a container storage inter. See, you know, today, all the all of the volume plug ins have been entry. You want to change. You know, some vendor wants to change their their storage capabilities. They need to re compile the binaries. Very slow. Very, very non agile. Of course, with the advent of the container storage interface, it's okay. Here's the common interface. All the all the volume plugging providers right to that interface so they could. Then they Khun Iterated to their heart's content without having to change the the entry >> source. So the impact is what? Speed, agility, >> agility of innovation, allowing all those guys t innovate Kind of the second thing. That's so that's man of discussion this week. Another thing's been a discussion you've seen in the in some of the sessions and stuff is the operator framework, you know, coming a champion by the Coral West guys, of course. Now part of Red hat, the operator framework in terms of effectively automating things that human operators would do for complex subsystems. Such a CZ storage. Eso basic installation based basic upgrades, you know, monitoring those services. So when you know something falls over, what do you do with that type of stuff? So I'd say C s I container storage interface as well as operator from me. Those are some of the things have been talked about this week. I still want to go back. Talk about last week, but go ahead. >> I wonder if you could tease this out a little before. So, you know, lost five years. You know, container ization, Cooper Netease. You know, massive change the way we think about architectures. Things like networking in storage. I have often been the anchor to kind of hold us down to be ableto make changes faster. Virtual ization helped some, but you know, container ization. We're gonna have to fix some of these same things. What conversations you're having with customers, You know, give us the latest on the, you know, the state versus state falls we heard in the keynote. It was They said forty percent of deployments have, you know, st full applications out there spending on numbers. And, you know, it's definitely has been growing. And at least I can do it as opposed to, you know, two years ago, it was like, Okay, we're doing containers, but we're just going to stateless for now, and we'll try to figure out what architectures goingto work. Even a year ago at this show, I heard in the back rooms there were lots of arguments as to which one of the storage projects was going to lead and seems seems like we're getting some maturity. I hope we hope to give us some visibility is where we are, and you know what's working and what still needs to be done. >> So although the industry talks about serve earless there, not yet talking about data lists, the or storage lists. I mean, you know, if we threw out the basic principle of data gravity data is the sun around which applications services rotate And so even I mean, even stateless aps stateless app Still do I owe frequently? The io of stateless apse is, you know, be arrest Will puts and gets to an object store that actually brings me. So let's let's talk about let's unpack the stateless and then let's go to St ful. So I'm gonna come back. Tio some of the conversations. A couple of weeks ago, Red had announced the acquisition of Nuba and Israeli Company. So when you think about what new Bob Plus sef due to provide stateless aps with a common set of Davis, a common set of David data services across the hybrid and multi cloud so those stateless app saying, Okay, I'm going to do I'm going to rest well puts and gets. But, man, it's complicated. If I'm gonna have to develop to various proprietary protocols I've got, you know, the is your blob protocol. I've got a W. S s three. I'm talking Teo Google persistent disc. And then if I want to run hybrid, I'm also talking to SEF objects storage on premises. And if I'm a developer I'm thinking, man, Wouldn't it be nice if I had a common set of David data services, including common protocol to talkto all of those different cloud storage back end? So, Nuba some people kind of call it a cloud storage controller provides that kind of common data services. So things like common FBI protocol? Um, things like mirroring. So you you want to write, right Once you're uprights once and it smeared across the various cloud object storage back ends to facilitate easy migration. The second one I wanna uproot to move over here. Your data is already there. So that's, uh that's a couple of reasons. And some of the conversation from a couple weeks ago about how Nuba plus self are helping stateless aps get Teo hybrid and multi cloud >> this. I think that is a great point. You have a hybrid cloud and multi cloud coming around the corner, which is about choice, Right? But see, I CD pipe lining of having a consistent developer environment clearly is one of the main benefits we're seeing in this community here. Okay, I got some sulfur developers with crank teams move around that consistency, no matter where were the environment is just really good goodness. Their storage is interesting and data is that because you're right, the sun is the data and every is orbiting around it. That's the Holy Grail. This is what people want. They want addressable data. They wanted real time. They wanna have an access. They don't want to do all this code to configure manage data, and it's complicate. Got data warehouses? You got time. Siri's data so date is getting more complicated, but it needs to be simple. So this is kind of challenge of the industry. How are you guys seeing that with open ship? How is your container piece fit in? How do you guys make that easy for customers to say? Look, I want to have that data like I wanted intelligent, that brick of access to data. So my abs don't have to do all the heavy lifting almost like Dev ops for data. It's like day tops, like I need to have programmable data on the absolutely which, which have thoughts on that. >> So first I wanna I wanna address that in two ways. The first is about open shipped itself that what you described is in fact, the sweet spot of what open shift is providing a common set of Cooper Nettie Services. Plus. See, I see the pipeline services for developers and operation staff independent of your cloud infrastructures. So whether open shift is running on top of a heavy west, whether it's running on top of his your whether it's running on top of the G, C. P. Whether it's running on premises on bare metal, you know, common set of cou bernetti services and CD pipeline services. Okay, that so what you described there's wanted to just highlight that That is open ship hybrid multi >> valuable check. That's awesome data >> now coming down. Coming down to data. So, in fact, open shift container storage is the mirror analog to open shift for that, providing a common set of Cooper Netease volume services. Independent of what? The storage substrate. ID. So think about it. If you're If you're inside of eight of us, you've got CBS is what's you know? When in Rome, act as the Romans. You've got E. B s there when you're inside of eight of us. Well, the type of communities volumes service of the CBS provides natively differed them for instance, when you're on premises and it's surfacing via and NFS plug in, maybe different. Likewise. We're inside of a CZ. You're with your persistent disco, so open shift container storage device the same type of abstraction Lee are providing a common set of cou bernetti communities volumes services independent of what? The storage server layer is so >> cool you guys was tracked away the complexity. So the APP developer doesn't do anything about storage on those discreet platforms, >> doesn't know anything about storage and provides a common set of services instead of Well, let's see, this is running on this cloud. I don't have the have a different set of services, so common set of services. >> So one of things I love about talking right out of the shows is you actually have a lot of customers that are doing this way. Actually, we spoke to one of your customers yesterday. Talk about how you know communities is helping them create sustainable data centers over in Europe. In the Nordics, especially so communities is awesome. But what's really awesome is the things that we can do on top of it. I wonder if you've got, you know, help connect some of this toe. You know, your customers really things, you know? How does this, you know, change the game? How does it change their teams? You know, what can you share with us? >> One of things that I can't. What's what's top of mind. So what's not top of mind for me at the moment is you know what kind of knew how their reinventing the world what is top of mind with me right now? We've just been studying. Our our results is we look back and this is a little bit of a A Okay? It's a trend, but it's a different kind of friend you're talking about. In the last six quarters, we've had six hundred percent growth with open ship container storage. Um, so And now we send last six quarters were also at a point. Now we're seeing some of those same folks from the Nordics here. You're describing that are coming back now, you know, they have experimented on, So there are some There are Cem Cem cruise ship. There's a cruise ship company that is deployed this on on ships. What we're now seeing. What's very gratifying for us is they're coming back now for a second pass. Now, a year into it, it's okay. Clearly, it must be providing enough value that you come back. Okay. I want to buy this for another ship or more shifts. That's gratifying for us. The first year was, let's see. Let's try this uber Netease, this open ship container store stuff out. But, you know, coming back to the trough for another take, It's good for us. >> And what's going around the corner? He opens shifting, doing great. I love this abstraction layer we're seeing for the first time in the industry, clear visibility and a real value proposition. When I were joking yesterday, you know, we were at open stack years ago, or even Cube con three years ago. We would ask the question If you had a magic wand, what would you hope to have happened? It's actually some of the things that are actually happening. I mean, clean, heavy lifting is gone, and all the developer side consistency, productivity, better advantage on the application development side and then taking away all the hassles of having that she trained people on multiple clouds. So this is kind of happening. What's next? So what's the next next, uh, bowling pin to fall down? What's the, you know, Hit the front ten. What's next? What's going on? How do you guys see the next innovation around Open ship and storage containers, >> cloud independent data services and mobility. So independent of the clouds. And again, it's hybrid, too. So you don't want to be locked into your own cloud either. So cloud independent data services and mobility. So he said, Listen, I want to be I want to have a common de doop compression mirroring, but I want to sit in the layer above my clouds back to the data gravity thing. I want to ensure that my data is where I need it on different clouds. So I'm elevating to a new layer this this cloud storage controller, this this cloud independent set of data services way. Think that's where the pucks going? >> Yeah, I think the data date is critical, I think. Way said years ago. Data ops. There's a Dev ops model for data. You look at that way's not just putting into a data lake actually making it useful. Yeah, Thanks. Come on. Cuba. Here. Bringing all the data here. The Cube. We're sharing it here. Live in Seattle. Is our third year coop coming there from the beginning? That's the cubes coverage of Cloud Native Khan and Coop gone. Bring all the action here. Was red hot on the Cube. Back with more live coverage. Stay with us. Day three, three days ago off the wall. Coverage will be back after this short break.

>> live from the Mandalay Bay Convention Center in Las Vegas. It's the king covering via World 2016 brought to you by IBM Wear and its ecosystem sponsors. Now here's your host stool minimum, >> including I Welcome back to the Q bomb stew. Minuteman here with my co host for this segment, Mark Farley, and we'll get the emerald 2016 here in Las Vegas. It's been five years since we've been in Vegas, and a lot of changes in five years back Elsa do this morning was talking about five years from now. They expect that to be kind of a crossover between public Cloud becomes majority from our research. We think that flash, you know, capacities. You know, you really are outstripping, You know, traditional hard disk drives within five years from now. So the two guests I have for this program, Brian Vials, is the CEO of Day Tree. Um, it's been a year since we had you on when you came out of stealth on really excited cause your customer along. We love having customers on down from Alaska, you know, within sight view of of of Russia. Maybe on Did you know Ben Craig, who's the c i O of Northern Bank. Thank you so much for coming. All right, so we want to talk a lot to you, but real quick. Ryan, why do you give us kind of the update on the company? What's happened in the last year where you are with the product in customer deployments? >> Sure. Last year, when we talked, daydream was just coming out of stealth mode. So we were introducing the notion of what we're doing. Starting in kind of mid Q. One of this year, we started shipping and deploying. Thankfully, one of our first customers was Ben. And, uh, you know, our our model of, ah, sort of convergence is different from anything else that you'll see a v m world. I think hearing Ben tell about his experience in deployment philosophy. What changed for him is probably the best way to understand what we do. >> All right, so and great leading. Start with first. Can you tell us a little bit about north from bank? How many locations you have your role there. How long you've been there? Kind of a quick synopsis. >> Sure. Where we're growing. Bank one of three publicly traded publicly held companies in the state of Alaska. We recently acquired residential mortgage after acquiring the last Pacific Bank. And so we have locations all the way from Fairbanks, Alaska, where it gets down to negative 50 negative, 60 below Fahrenheit down to Bellevue, Washington. And to be perfectly candid, what's helped propel some of that growth has been our virtual infrastructure and our virtual desktop infrastructure, which is predicated on us being able to grow our storage, which kind of ties directly into what we've got going on with a tree and >> that that that's great. Can you talk to you know what we're using before what led you to day tree? Um, you know, going with the startup is you know, it's a little risky, right? I thought, Cee Io's you buy on risk >> Well, and as a very conservative bank that serves a commercial market, risk is not something that way by into a lot. But it's also what propels some of our best customers to grow with us. And in this case, way had a lot of faith in the people that joined the company. From an early start, I personally knew a lot of the team from sales from engineering from leadership on That got us interested. Once we kind of got the hook way learned about the technology and found out that it was really the I dare say we're unicorn of storage that we've been looking for. And the reason is because way came from a ray based systems and we have the same revolution that a lot of customers did. We started out with a nice, cosy, equal logic system. We evolved into a nimble solution the hybrid era, if you will, of a raise. And we found that as we grew, we ran into scalability problems. A soon as we started tackling beady eye, we found that we immediately needed to segregate our workloads. Obviously, because servers and production beauty, I have a completely different read right profile. As we started looking at some of the limitations as we grew our video structure, we had to consider upgrading all our processors, all of our solid state drives, all of the things that helped make that hybrid array support our VD infrastructure, and it's costly. And so we did that once and then we grew again because maybe I was so darn popular. within our organization. At that time, we kind of caught wind of what was going on with the atrium, and it totally turned the paradigm on top of its head for what we were looking for. >> How did it? Well, I just heard that up, sir. How did the date Reum solution impact the or what did you talk about? The reed, Right balance? What was it about the day trim solution that solved what was the reed right? Balance you there for the >> young when we ran out of capacity with our equal logic, we had to go out and buy a whole new member when he ran out of capacity with are nimble, had to go out and buy a whole new controller. When we run out of capacity with day tree, um, solution, we literally could go out and get commoditized solid state drives one more into our local storage and end up literally impacting our performance by a magnifier. That's huge. So the big difference between day trim and these >> are >> my words I'm probably gonna screw this up, Bryant, So feel free to jump in, and in my opinion day trip starts out with a really good storage area network appliance, and then they basically take away all of you. I interface to it and stick it out on the network for durable rights. Then they move all of the logic, all of the compression, all of the D duplication. Even the raid calculations on to software that I call a hyper driver that runs the hyper visor level on each host. So instead of being bound by the controller doing all the heavy lifting, you now have it being done by a few extra processors, a few extra big of memory out on their servers. That puts the data as close as humanly possible, which is what hyper converging. But it also has this very durable back end that ensures that your rights are protected. So instead of having to span my storage across all of my hosts, I still have all the best parts of a durable sand on all the best parts of high performance. By bringing that that data closer to where the host. So that's why Atrium enabled us to be able to grow our VD I infrastructure literally overnight. Whenever we ran out of performance, we just pop in another drive and go and the performances is insane. We just finished writing a 72 page white paper for VM, where we did our own benchmarking. Um, using my OMETER sprayers could be using our secondary data center Resource is because they were, frankly, somewhat stagnant, and we knew that we'd be able to get with most level test impossible. And we found that we were getting insane amounts of performance, insane amounts of compression. And by that I can quantify we're getting 132,000 I ops at a little bit over a gig a sec running with two 0.94 milliseconds of late and see that's huge. And one of the things that we always used to compare when it came to performance was I ops and throughput. Whenever we talk to any storage vendor, they're always comparing. But we never talked about lately because Leighton See was really network bound and their storage bender could do anything about that. But by bringing the the brain's closer to the hosts, it solves that problem. And so now our latent C that was like a 25 minutes seconds using a completely unused, nimble storage sand was 2.94 milliseconds. What that translated into was about re X performance increase. So when we went from equal logic to nimble, we saw a multiplier. There we went from nimble toed D atrium. We saw three Export Supplier, and that translated directly into me being able to send our night processors home earlier. Which means less FT. Larger maintenance window times, faster performance for all of our branches. So it went on for a little bit there. But that's what daydreams done for us, >> right? And just to just to amplify that part of the the approached atrium Staking is to assume that host memory of some kind or another flash for now is going to become so big and so cheap that reads will just never leave the host at some point. And we're trying to make that point today. So we've increased our host density, for example, since last year, flash to 16 terabytes per host. Raw within line di Dupin compression. That could be 50 a 100 terabytes. So we have customers doing fairly big data warehouse operations where the reeds never leave the host. It's all host Flash Leighton see and they can go from an eight hour job to, ah, one hour job. It's, you know, and in our model, we sell a system that includes a protected repositories where the rights go. That's on a 10 big network. You buy hosts that have flash that you provisions from your server vendor? Um, we don't charge extra for the software that we load on the host. That does all the heavy lifting. It does the raid compression d do cloning. What have you It does all the local cashing. So we encourage people to put as much flash and as many hosts as possible against that repositories, and we make it financially attractive to do that. >> So how is the storage provisioned? Is it a They're not ones. How? >> So It all shows up, and this is one of the other big parts that is awesome for us. It shows up his one gigantic NFS datastore. Now it doesn't actually use NFS. Itjust presents that way to be anywhere. But previously we had about 34 different volumes. And like everybody else on the planet who thin provisions, we had to leave a buffer zone because we'd have developers that would put a bm where snapshot on something patches. Then forget about it, Philip. The volume bring the volume off lying panic ensues. So you imagine that 30 to 40% of buffer space times each one of those different volumes. Now we have one gigantic volume and each VM has its performance and all of its protection managed individually at the bm level. And that's huge because no longer do you have to set protection performance of the volume level. You can set it right in the B m. Um, >> so you don't even see storage. >> You don't ever have to log into the appliance that all you >> do serve earless storage lists. Rather, this is what we're having. It's >> all through the place. >> And because because all the rights go off, host the rights, don't interrupt each other the host on interrupt together. So we actually going to a lot of links to make sure that happens. So there's an isolation host, a host. That means if you want a provisional particular host for a particular set of demands, you can you could have VD I next door to data warehouse and you know the level of intensity doesn't matter to each other. So it's very specifically enforceable by host configuration or by managing the VM itself. Justus, you would do with the M where >> it gets a lot more flexibility than we would typically get with a hyper converge solution that has a very static growth and performance requirements. >> So when you talk about hyper convergence, the you know, number one, number two and number three things that we usually talk about is, you know, simplicity. So you're a pretty technical guy. You obviously understand this. Well, can you speak to beyond the, you know, kind of ecological nimble and how you scale that house kind of the day's your experience. How's the ongoing, how much you after, you know, test and tweak and adjust things? And how much is it? Just work? >> Well, this is one of the reasons that we went with the atrium is well, you know, when it comes down to it with a hyper converge solution, you're spanning all of your storage across your host, right? We're trying to make use of those. Resource is, but we just recently had one of our server's down because it had a problem with his bios for a little over 10 days. Troubleshooting it. It just doesn't want to stay up. If we're in a full hyper converged infrastructure and that was part of the cluster, that means that our data would've had to been migrated off of that hostess. Well, which is kind of a big deal. I love the idea of having a rock solid, purpose built, highly available device that make sure that my rights are there for me, but allows me to have the elastic configuration that I need on my host to be able to grow them as I see fit. And also to be able to work directly with my vendors to get the pricing points that I need for each. My resource is so our Oracle Servers Exchange Server sequel servers. We could put in some envy Emmy drives. It'll screen like a scalded dog, and for all of our file print servers, I t monitoring servers. We can go with Cem Samsung 8 50 e b o. Drives pop him in a couple of empty days, and we're still able to crank out the number of I ops that we need to be able. Thio appreciate between those at a very low cost point, but with a maximum amount of protection on that data. So that was a big song. Points >> are using both envy. Emmy and Block. >> We actually going through a server? Refresh. Right now, it's all part of the white paper that way. Just felt we decided to go with Internal in Vienna drives to start with two two terabyte internal PC cards. And then we have 2.5 inch in Vienna ready on the front load. But we also plumbed it to be able to use solid state drive so that we have that flexibility in the future to be able to use those servers as we see fit. So again, very elastic architecture and allows us to be kind of a control of what performance is assigned to each individual host. >> So what APS beyond VD? I Do you expect to use this for? Are you already deploying it further? >> VD I is our biggest consumer of resource is our users have come to expect that instant access to all of their applications eventually way have the ability to move the entire data center onto the day trim and so One of the things that we're currently completing this year is the rollout of beady eye to the remaining 40% of our branches. 60% of them are already running through the eye. And then after that, we're probably gonna end up taking our core servers and migrating them off and kind of through attrition, using some of our older array based technology for testing death. All >> right, so I can't let you go without asking you a bit. Just you're in a relationship with GM Ware House Veum. We're meeting your needs. Is there anything from GM wear or the storage ecosystem around them that would kind of make your job easier? >> Yes. If they got rid of the the Sphere Web client, that would be great. I am not a fan of the V Sphere Web client at all, and I wish they'd bring back the C Sharp client like to get that on the record because I tried to every single chance I could get. No, the truth is the integration between the day tree, um and being where is it's super tight. It's something I don't have to think about. It makes it easy for me to be able to do my job at the end of the day. That's what we're looking for. So I think the biggest focus that a lot of the constituents that air the Anchorage being where user group leader of said group are looking for stability and product releases and trying to make sure that there's more attention given to que es on some of the recent updates that they have. Hyper visor Weber >> Brian, I'll give you the final word takeaways that you want people to know about your company, your customers coming out. >> Of'em World. We're thrilled to be here for the second year, thrilled to be here with Ben. It's a It's a great, you know, exciting period for us. As a vendor, we're just moving into sort of nationwide deployment. So check us out of here at the show. If you're not, check us out on the Web. There's a lot of exciting things happening in convergence in general and atriums leading the way in a couple of interesting ways. All >> right, Brian and Ben, thank you so much for joining us. You know, I don't think we've done a cube segment in Alaska yet. so maybe we'll have to talk to you off camera about that. Recommended. All right. We'll be back with lots more coverage here from the emerald 2016. Thanks for watching the Cube. >> You're good at this. >> Oh, you're good.

>> live from Las Vegas. It's the cute covering knowledge sixteen Brought to you by service. Now here your host, Dave Alon and Jeffrey >> College sixteen everybody hashtag no. Sixteen. Check out crowd chat dot net slash No. Sixteen. Gonna crowd check going on. Frank's Luminous here is the president and CEO and not so invisible Hand of service now at the helm. Frank, it's great to see you again. Always looked so nice. Job on the keynote this morning. Eleven thousand plus right, actually closer to twelve thousand. About twenty registrations tweeted out again today. M c world was ten thousand this year. So you're bigger than the M C world, at least in attendance. Imagine what it's going to be when you're a twenty four billion dollars company with. But anyway, congratulations. Thank you. Great to see you again. So yeah. So you must feel good about where you were at the financial analyst meeting yesterday. You laid out the vision you guys were on track for sixteen. Still focused on four billion dollars by twenty twenty. We know a lot can happen between now and twenty twenty, but you gotta be feeling pretty good about the tam expansion the product portfolio. The customer acceptance. Give us the update. >> Yeah, way to feel good. I laid out yesterday for the capital markets. Folk folks are framework. Phase one was R R R zero to one hundred. Uh, that was really when we were startup, Fred Laddie was CEO of the company. It was reaching escape velocity. The night came in in two thousand eleven that was faced to, and we're really focused on scale on discipline and really delivering on the promise that have been created. And the company went from one hundred million two billion dollars last year. But now you know, we're we've entered phase three and face tree is a billion to four billion and we're changing. We're changing from a single product single mark, a single channel company to one that's multi products, multi channel and multi market. And it's a transition. We're not assuming that lather rinse repeat is going to take care of it. So we're raising ourselves to another level. We're questioning what we're doing just to keep things, keep everybody on their tell us >> and your keynote this morning to talk about the states. The first greatest yaar pcrm oracle ASAP. and the second greatest state popularized the course by by sales force. Others before salesforce boost sales force Really one and you guys are laying out a vision for a service management across the enterprise, and you touch deeply into those other estates described that strategy and how it's going to affect customers going forward. >> Yeah, our deep belief is that the way we made its work is going to change under the influence ofthe technology. And what's possible? Has it been that long that we sort of got wire to our in boxes and email became our reactive reflects of way off doing things right? There was a time before e mail. Well, there will be a time after e mail as well. A lot of work is going to be defined into work flows. And then the reason is we don't need to reinvent the wheel over and over and over again. Every single time we do something you know when we define work flows, we had the opportunity Teo plant for work. We have the opportunity to motto Orc, we can analyze work. We can figure out what it cost. We can figure out how well we're doing These are This is where efficiency comes from. Essentially, companies will become clouds. They will all becomes, offer companies right, and they all are going to start to manage themselves like that. So the future of rolls and enterprises and institution and jobs, it's less about being into processes that will be in terms of defining and building the process and then managed in the process. These are these are profound fundamental transformations how we >> work. And you spoke on the Kino to about kind of the different point of view within engagement model when you come from and some type of background versus some of the other interaction. Specifically contrast ing serum, Um, in the way that engagement method works. Versace somewhere. Yeah. You solved the problem. Help a person get up off the floor. I love your I followed that. I can't get up example, but then really get to the root cause. And now you know the good position you're in. As that methodology moves beyond just the chorus people, two people doing it functions in all different roles. >> This this this, this our heritage. We've always taking the service management model. It's basically an engagement model an engineering model because we need to do recalls analysis. Why are we talking in the first place and then to fix and change model? It's a holistic process if you just haven't engaged a model that's not that satisfying because we're just trying to relieve the pain of the moment. But we're not prosecuting general line cost. And even if we knew the underlying cause, we're doing nothing about it. And people keep coming back with the same problem over and over again. So it's not so much about just managing the quality, the service. It's about managing the underlying quality off the core product that we're providing, whether that probably product for that product is in service. >> So a few years ago, I said, I thought you were on a collision course with sales force, and you kind of bristled at that and say, I know we're just doing our thing, but you're Tam is now so large. I mean, you're good, becoming a very large software company. You're in rarified air, so essentially everybody's, you know, I'm gonna have you in their line of sites. That's good. In the other hand, you know, it's an interesting position to be in. So what? Your thoughts on that from >> industry landscape. It's a huge market. You know, we're not super fixated on a confrontation with this player, that player. But we have philosophical conviction that doing customer service, you know our way is the right way to do that. And with things moving to Coyote Internet Oh, thanks, it's becoming way more important. It's not enough to say, Hey, my device is not working, you know? Can I reset the device? Can I see what's going on by straight? People have to become way smarter a za function off the software technology that we have just saying Well, you know, take you call and try to figure out what's going on right? And these days, you're already when you have a conductivity problem with tea for your WiFi service and so on, they can already already tell you, you know, what the hell thiss off your device and what what the problem domain really is. We're going to go way further in that direction. I mean, somebody shows of the refrigerators busted somebody shows up at your door. That person knows nothing, right until they literally open the door and they start looking around right. That's going to change because they will already know. And they'LL have to write parts with them, right if parts are actually involved or they can fix it remotely. So that's desk for service models are moving >> well, your tent, You're celebrating your tent in tenth year anniversary now, and the interesting thing about service now is used. You started in it. You call them your peeps. Your fundamental assumption is that it is touching everything in making that bet That has been a tailwind fear. It's quite a bit different than some of the other software companies that you see going >> down. So he's not just touching everything. It is everything that >> sass cos a cloud of Takeda mean more sass Company's coming out of general business. Then there is the technology business. Do you see that trend? >> I think, by the way, salesforce. I commend them for this vision. They've always said every company becomes this offer company that is absolutely and profoundly true. We're all becoming clouds, Um, and we're literally, you know, running as hard as we can, uh, to catch that ball downfield. You know what? This is about >> you guys have built an incredibly viable business now with riel mo mentum. So as you look forward to next ten years, talk about sort of that vision that you see of service management going beyond I t into other functions of the company as well as growing the ecosystem. >> Yeah, so no, our vision and our approach is about looking at work, right? We're not managing records. Whether it's HR or financial records. It's not about the record. It's about the work. If you take a company like sales first, they're focused on the customer. We're focused on the service. The service is the unit of work. So we have a unique focus on zooming in on that unit of work and structuring, defining and managing that. So to us, everything looks like a service at every application, every task, every request. Everything we do has a beginning and an end. And as an opportunity for structuring, automating, analyzing, monitoring all those candle thanks. So our future world, you know, we'll still have email, but so much of what we do in the day to day basis will be structured in systems and by the way, our life is consumers were already living that way. He just don't notice it because that's natural. I mean, uber is a structure of workflow. Even Facebook, in many ways, is that way. Making a reservation is the structural work flow. Ordering something at Amazon structure workflow and it's lights out lightspeed sort of world is trying to go. >> And if you think about growing this company to the to the next phase lots going on, you making acquisitions, you're bringing in a new town. The ecosystem is really an interesting item here because we saw Accenture Pickup Cloud Sherpas this year. We saw fruition and CSC And so you're seeing the big guys now take notice. That's gotta make you feel great. Talk about the ecosystem a little bit, >> Yeah, it's definitely in on inflection in our world when people are not just saying put me in coach, you know I can do this, but they're starting to, you know, put out real capital on buying companies. Now. There's numbers behind service now, and we're not just on an opportunistic thing in their business, but we're an ongoing business on dare doubling down. They're not. There will be many acquisitions off a lot of our service partners and also our technology partner. So we have a hundred seventy partners here. This is really good because we don't want our customers to sort of feel like I'm dependent on service now for everything. We want them to have many choices, not just in deployment partners, but also technology integrations. No value at its offer products. They shouldn't be depending on you for everything on us. >> In terms of emanate, it's been selective. I mean, you know, you know, we see these larger legacy cos they live off of ebony because they can't innovate you guys doing a lot of innovation internally. But But take a minute to talk about Emma and the particular we're interested in how you integrate cos you don't bolt on to the platform, you essentially re platform. You rewrite talk about that a little bit? >> Yes. Are our eminent strategy has been focused on talent and technology. Tellem builds the technology. Technology without the talent is not very useful. You know, in the short time you'LL run out of gas on that so it's always the combination of the people and what they have built that you correct We don't integrate technology that we acquire, we take it apart and we re implement it on our platform. That is a core core commitment that we make to our customer base, that we are not going to saddle you with the problems you've had for the last thirty years, where you are constantly testing and retesting integrations between this assets versus that assets and have whole steps dedicated to sort of keep the patchwork operable. We take that on right. You don't have to worry about it. You turn on the service, it will work with everything else on. Our customers early on, recognized that we were different in that regard. It's very expensive. It's very time consuming. But when we go to buy an asset and a talent pool, we first look at Cannes, where you re platform it's and secondly, does the technical team that comes with it. I want to do that because if somehow there they're not bought in on that strategy, we don't want to go there >> right. I want to shift gears a little bit and talk about your customers. You guys have a very special relationship with your customers and David on the Q. We go to a lot of shows, and there are few people at that elicit the excitement within the room like Fred does when he comes on stage, you know, and we talk a lot about when the founder's still involved in the company. It's really important that I still remember the first time I saw the cakes and twenty thirteen like, What does it do with the cakes and still Crispo post on lengthen five cakes a day? I think he just doesn't follow him. You'LL see cakes from all OVER the WORLD What do you are hearing from your customers? As you guys go to this next phase because you've had a really special relationship, we've gone beyond just when when Fred was running it, you've taken it to a billion. Now you're going to four. What kind of feedback and engagement we haven't out in the field. Don't talk to customers all, >> you know. Yeah, I do a lot. We're very intensely customer phasing company, just just culturally, but we're incredibly dedicated to their success, the way we believe that the value of our company is sort of summed up in the aggregate in terms of how strongly a customers feel about us. Forget all the financial metro. It's how strongly customers feel about you is the ultimate value off your your franchise. The cakes. It's a celebration. One service now goals life. It is. People feel like we let him out of jail. I mean, they have. Pignon goes with the name of the product that they're replacing. Haven't >> seen the >> way, So it's it's what they go from one generation or two generations ago into, Ah, very modern, transformational, empowering, platform. Empowering thing is really important because they are now in charge, right? They're able to make changes on a daily basis. Before they could do nothing. They were dependent on bunch of people that they could never get access to, to make changes for them. It all goes away right, that that's the essence off. But what service now provides >> thiss concept of love, this customer discussion? Because I love initiatives that born in the customer, I think Siam was one of those. I think it came out of Europe. I'm not exactly sure talk about Siam what it is and how it relates to your business. >> Siam feels to us a little bit like the next installment on my tail, sort of the evolution ofthe vital because it's not just service management. It's service, integration and management. But they had a very, very precise definition and framework around what we did. What I till. It's also what we're doing. The Siam were really expanding the scope and sort of adapting it to a much broader context because we think Siam you take its narrow definition very useful, very productive. And we have lots of customers that are pursuing a Siam strategy. But we're saying what semen says, which is now we're going to reorganize our entire enterprise in terms ofthe our service assets, anything that produces the service. But it's an organization or a system or a group of people, whatever it is, as well as everybody that has toe have access to the service. And those were not just people. They're also systems. So they re conceptualize one of this to be an enterprise, very visionary and very, very transformational. You won't recognize enterprise is an institution in the future. There'll be so different that people won't no longer be on in the inside of the process. They will be on the outside of the process, right? Jobs are changing. It's gonna have profound. If one says there will be lots of jobs, well, there will be new jobs and a lot of the old jobs. You know, they're going to go by the wayside >> and, you know, you're obviously in Silicon Valley, and I know there's a lot of work being done about. This is probably not the way we're going to communicate in the future. You guys, this theme of a new way to work today in your keynote, you talked about I ot You threw that buzz word out there and you said, I know before you start rolling your eyes and you guys have a play actually, in I o t again As Jeff said, we go to a lot of these conferences. You hear the similar thing? Digital transformation. I ot your play on aisle is around wearables and really driving some platform innovation to your wrist you have the watch on is that I had guys announced a wearable today, I said, I think I just I tweeted. I think that service now just announced Well, I watch aware a bone some things that we did. And so what's that all about? >> Well, we we've been able Teo, deliver services on watch ever since. Yeah, watch came out because we're a platform. We've been able to do this literally from day one. We're just tryingto inspire our customers to figure out How do you really use a watch? Right? Warm of the struggles that Apple has where the watch is, What's the killer app? It's not replacing Fitbit. You know that that z not enough, right? What's the most killer app for a wearable? And we think you're really time and predictive business metrics. You know, at a glance, because that's where this gramophone you really have to, you know, work to device. This is at a glance, right? And we are really tryingto get to this real time predictive mode off doing things because it's just so much more productive. But as I said in the rap over the keynote right, there's a lot of sizzle people lost watches and *** bang stuff. What enables toe watch. And that's really what we think Apple needs. You know, Forest tries used what enables that watch to become a productive business device, and it's the underlying repository of data that's continually being updated. That's what makes the watch powerful. >> So how did this come about you guys? You obviously like you said you had apse for the watch Your you enable that. But it wasn't good enough for you just didn't fit the use case well enough. But he said, Hey, let's go build it. >> Yeah, there is. There is a design aspect to it. And, you know, it is you heard during the keynote whether people do typically, you know, we're just shrink down to you. I from the bigger form factor to watch. And that's always the first generation >> and my phone on a watch. And >> everybody goes like, Well, that's not it. So and then we go back to the drawing board and we really, really think through the usability off that form factor, which is so tiny >> one of things about knowledge is the content from the customers. So I want to ask you how you spend your time here. Yesterday was a financial analyst meeting. Today you're in the general session and the keynotes. You got a CEO event going on. You had a partner event going on. How do you know. Is there there three francs? >> No, it's, uh it's it's no I I couldn't be more thrilled. We have so much going on at this conference in in years to come. You know that we'LL be vertical Industry conference is going on because we see that as the next evolution next phase of our evolution is that vertical ization is happening already because we have someone e big customers and single verticals. Whether it's financials and pharma retail, those folks can get so much benefit from associating with their counterparts in the same line of business, especially when the value of moves from it to broader enterprise that becomes very pertinent. So we're worked over in the middle of figuring out how to sort of enable ourselves We've enabled ourselves as a multi product organization. That was the whole face three transition. But the vertical ization is something that sort of next in our revolution. >> I mentioned my last question for eventual Silicon Valley. Obviously you're part of of of really set of rising stars and your butchery. You know, Scott decent and saw him the other day seen Cem Riel innovations coming at the same time, hearing a lot of these Caesar. Real nervous. You don't sound nervous. You sound really hopeful. What's your What's your outlook for? >> You know, your situation. We had our financial analyst yesterday, and you know that the capital markets crowd is very nervous. All of us are trying to decide on my in or out, and some things they do both before noon. Uh, I can't run a company that way. Most of the decisions that we make on a daily basis are not with a quarterly oriented. They go on for years and years, so I can't get that excited. You know, about the second floor of the business on a very short term basis, we know were lashed to the mast. We're going to go down with the ship. Were committed, were not interrupt. We're in. We're completely in. So our mindset is that we're just We're fine to be on the ship in running us, right? In January, the capital market sold is off. And in April that came back in were the same company, right? There was no reason to be that excited either to the downside or the upside. Right? This this a marathon companies get billed over long periods of time. >> Yeah, you don't seem like you're on that ninety days shot. Claws clock. Of course, it helps when you have a great customer base together. You got a great team. Frank's Lumen. Thanks so much for first of all, for having us at knowledge, we love this event. It's one of our favorites. And thanks for coming. It's >> great beer. Thank you. >> Alright, keep right, everybody. We'Ll be back with our next guest right after this is the cue. We're alive. Service now. Knowledge. Sixteen. Right back. It's always fun to come back to the cube because