>> Announcer: Live from Chicago, Illinois, it's theCUBE! Covering VeeamON 2018. Brought to you by Veeam. >> Welcome back to the Windy City, everybody, you're watching theCUBE, the leader in live tech coverage. This is day two coverage of VeeamON 2018. I'm Dave Vellante with Stu Miniman, my cohost. Peter McKay is here, he's the co-CEO of Veeam. Peter, great to see you again, >> Great to be here David, Stu. >> Thanks so much for making some time. Lovin' the show, we're watching the evolution of Veeam. You know, go from scrappy fighter, now movin' up the stack. We know from our research that data protection and orchestration are moving up the list on CXO priorities. You were brought in to really uplevel, top-level the company's messaging, the branding, the talent. How you feelin'? >> I'm feeling good, I think this was a major step, right. You know, a lot of work going in to just really understanding the market, for me at least. Coming out of VMware and coming into an availability market. So I became a student of the space, talking to a lot of customers, talking to a lot of partners, really pulling together what that business message is, versus a feature-function message. What we were doing to actually help drive the business, you know, especially now when more and more data is being accumulated, more and more companies are digitizing their organization. And for us, we're kind of the ones that keep that up and running. I think it was important for us to make sure that message gets out, to when we deliver it in the market, that people think of us as that strategic solution for their mission critical, always-on, which we call hyper-availability, for the enterprise. Any app, any data, any time. >> Very partner focused event, here. You can't walk anywhere without bumping into a partner. When, you were at VMware for a number of years, and VMware was famous for every dollar spent on a VMware, some number, $15, $17 was spent on the ecosystem. So that was sort of, probably ingrained, in the ethos of your career, right? >> Yeah, and you know, when coming here you recognize there was a lot of great discussions, a lot of good technology integration with, you know, companies like Cisco and HP and NetApp and others. But there wasn't this follow-on go-to market. Like, how can we make it easier for our customers? How can we make it easier for our customers to buy a combined solution versus a technology? And so to do that well, we recognized early that we had to uplevel the relationships we're having with Pure and Nutanix and all these other companies that were really getting in front of these enterprise and mid-market companies, but with multiple tracks. And we felt that if we can do more together with them, that we would have, the customers would have a better experience. And so, we started going down that path, we started to do things more together. Merging that value proposition together with these companies. And then merging our sales efforts together. It brought about a tremendous impact on just the customer success, their experience in leveraging our technology. And this is just kind of the start of it, because I think there's a lot more to come, that on the partner side that I think is going to be, you know that gets us to that two billion, three billion mark. >> Yeah, so I wanted to touch on that so, that combined with the expansion of your product portfolio, the move into cloud and multi-cloud and orchestration expands your TAM significantly. Talk about some of the numbers. Over $800 million in bookings-- >> 827, yes. >> 30 plus percent growth, >> 36. >> 36% growth. >> But who's countin'? (laughs) >> Oh that's good, and so, now, and of course currency as a Swiss based company, let me get this right, currency now is somewhat of a headwind for you guys, right? So you're blowing through that, or no, do you guys hedge or how do you handle it? >> Nope, we're US dollars, everything is US dollars. Everything is US dollars. >> So that's a tailwind then for you guys? >> That is, it is, you know, lookit. We've always operated as a long-term software company. A long term sustainable, we don't have the quarterly, we're not public, right? So we don't have to hit targets in earnings along, and you know currency's going to go up and down at various times. Some days, some times, you're going to have the benefits, the tailwinds and headwinds. So, for us, we just continue to make the right decisions based off of where we see what's the best interests of our customers, what's the best interests of our partners, and then let the dust settle. >> But you do pay attention to the months and the quarters internally? >> We do, yes, well in large part because our ecosystem does, right? When you're selling with Cisco you need to know when their quarter ends, and when their year ends, right? Or Nutanix, because they're all motivated by those quarters. And I've always been in, for the most part, public companies that had that quarter. So we still operate that way, but the way we make decisions is based on what's the long-term best interests of our customers. >> And there's not that external 90-day shot clock, Stu, as we talked about. >> No, yeah, no. Yeah, so Peter one of the things that's really interesting to look at at your company, you're at 133 customers a day. That's 10,000 a quarter. Very different when you talk about the enterprise, it's not just how many customers, but there's, at least traditionally been more, it's more belly-to-belly. You have to be deeper engaged. You've got this partner? Bring us inside a little bit, some of the challengers there are about going from the scale and simplicity that built Veeam, to deeper in to these enterprises. >> That's a really good question, and you know there is two elements of that. The first one is first, do no harm. Your SNB business is cranking double digits, your mid-market is cranking double digits, and invest heavily in this massive opportunity we have in front of us in the enterprise. But make no mistake, that's a major effort that we've embarked on two and a half, three years ago. Our technology, as you mentioned it, is broadening. Our messaging is upleveled. Our focused marketing efforts are very much targeted to very specific customers. Our support is different, I mean everything we do. The ecosystem is different to go into that enterprise space. So it's a massive investment that we're doing around the globe, to get much closer to those companies. But, we're not losing what made us great. Which, get in the door, just get in the door to any of these companies. You're going in, you're going to Coca-Cola, just get in the door and then do a really good job and expand from there, which is really what we've been doing since the beginning. >> On that, you know I heard like, AIX support is coming. All the enterprises like, well but I have this other application that you're not certified. You go down the SAP HANA route, and Oracle and everything else, you can just get bogged down in so much red tape. >> And that's changing, it used to be that we're, not used to be we are the number one VMware backup. We're the number one virtual backup. And we're the best in the world at virtual. But, and Ratmir would always say, we're just going to do virtual, virtual. Well in the enterprise, that can't be, right? You need to be, obviously virtual, cloud, 'cause every conversation you're having is multi-cloud, right? And you need physical, because there's 10, 15, 20% of all these enterprises that are going to stay physical. And so for us, we needed to do that. Now we've done, now we can do virtual, physical, and cloud for our enterprise customer, for everybody, but we see it more in the enterprise. >> When Veeam first started, it saw an opportunity to help with the virtualization problem. Backup had to change with virtualization. Veeam, right place, right time, right product and right attitude, boom. What's more straightforward than what's going on now, what's happening now, and I wonder if you could comment, from our perspective is, there's a dichotomy between what the businesses expect in terms of the levels of data protection, the levels of orchestration and automation that exist, and what IT can deliver. And it seems like Veeam is trying to fill that gap. Which says a couple things, it's a jump ball, to use the basketball analogy, which we'll be talking about later. And the second thing is that there's a lot of potential for customer churn. Which is good news for you guys. >> First off, there's a lot of churn going on. Anybody that bought a solution two, three, four, five, 10 years down the road, the game has changed, right? We kind of track three things. One, it's all about the data, right, and the data today is becoming much more critical for businesses, right? Our business, every business, it's all making better decisions with more critical data and at the right time. The second is it's massive data growth. It's exponential, it's, what did they say? 2x every, every, 10x every five years? And so we're seeing this massive increase in growth of data that if you use the same methods you used in the past, it's really expensive and really difficult to be able to manage that and keep it running and available. And the last is sprawl, it's everywhere. I mean data is on devices, from thermostats to automobiles to everywhere. And so, used to have it sitting in an easy data center, and now the data is everywhere. And so, you have the criticality of data, you have the massive growth in data, and you have a massive sprawl of data. And what we believe is we want to be that hyper-availability solution. That we're protecting that data, we're helping you manage that data, we're helping you orchestrate that data, and be able to protect it for companies who need it in real time because it's becoming so critical today. >> The other change that we would observe, is you're really kind of going from what was a product company, to a platform company. You showed that platform slide. Talk about the importance of platform in the enterprise to sustain growth. >> Yeah, I think there's, in the enterprise obviously it's more complicated. And you know, because of the sprawl, because of all the things I mentioned, it needs a bigger, broader solution that can be able to handle backup, backup and recovery, replication, failover. You need to be able to have a single pane of glass, whether it's in the cloud or on premise. You need to be able to manage and orchestrate workloads, from on premise, I want to put it in Azure, or I want to put it in Service Provider, and so the ability to be able to automate and orchestrate that movement requires a platform to be able to do that. With us, but also the ecosystem, right? I mean do it with the hardware providers, people who have a component for security, to make sure that if we detect ransomware, to kick off a backup, a clean backup. And so, this orchestration and automation is going to be a critical part of that platform. >> Peter, I wonder if we could step away from the technology for a second, talk a little bit about culture. We've been noting you come on board, Veeam's always had a good team, but been bringing on some key pieces, especially help focused on the enterprise. It's a challenge for a lot of companies to get into that space. Why is Veeam positioned well, talk to us about your methodology on how you bring these type of people in. >> We have, we've grown a thousand people over the last 12 months and that's on top of what we did the year before, and we're probably going to add another seven, eight, a thousand people this year. And the key is to do two things. One, we're investing heavily in our team, today, right? Because we're growing at 36% year over year, you're doubling almost every three years, less than three years. So you need to have that investment in the existing team, married with skillsets from outside, and bring in the best talent I can get to blend with that culture. So marry the culture of old with the culture of new, and that's, you know we look for hungry, humble, and smart. People who fit that description, that's what we look for, that's what we check for when we're recruiting top talent, whether an executive or you know, a front line sales rep or customer support. >> So, we only got a couple minutes, I got a question. If you were Robert Kraft, would you have traded Tom Brady? >> Oh, you saved that question! (laughs) >> What do you think? We're going to chime in, Stu and I have an opinion. >> If I was Robert Kraft, no, I would not have traded Tom Brady, Tom Brady has earned the right to plan his future with the Patriots. I think this needs to be a happy ending for Tom Brady, and I think it would be a happy ending for Robert Kraft, I would have proactively figured out how to handle Garoppolo far better than they did, I thought they handled that poorly, but no I would not have traded Tom Brady. >> So you mean, you would have wanted to get more for Garoppolo? >> Definitely. >> Yeah obviously, right, okay. >> If you were going to get rid of him, you should have done it sooner, or you should have done it, you should have figured out, how you'd be able to do it later. >> And got more value. Okay, so you're on the side that basically, Brady should be allowed to cash his chit for all these years taking haircuts, okay. (all chattering) >> Most importantly, performance. There's nobody who performed better. >> And Dave, Brady's performance, it's not like he's fallen off a cliff or he's some old man. >> He was MVP! >> Come on Dave, didn't you hear the note today? The reason Tom Brady's staying in there, is he hasn't gotten a thousand yards of rushing yet. I think he's 36 yards off, you know, >> That could take another three more years! >> He's way more mobile now than he was 10 years ago. >> Oh, so you guys are both optimists for the coming year? >> Oh, yeah. Well you know-- >> As long as we don't play the NFC East in the Super Bowl, we're okay. (speaking quietly) >> Okay, how about the Celts? Up two-zip, LeBron really, he showed up in the first quarter last night. I know you couldn't watch the game, because you were hosting a bunch of different events, but do you think LeBron's going to come back at home, a little home cooking? You know, can the Celts make it to the finals? >> I think Brad Stevens has exposed the Cleveland Cavaliers for the team that they are. Which is LeBron and a bunch of other guys. And so I think, yes LeBron's going to have, I mean he had 45 points, so it's like we're waiting for him to break out, hit 45 points and they still lost. So I'm not so sure you're going to see that massive resurgence, I think they'll get one game in Cleveland, I think the Celts will have one game, they'll win one game in Cleveland. >> I mean, I think you're right, I think Brad Stevens has exposed the supporting cast. Now unfortunately, if the Celtics make it that far, the Warriors aren't going to be exposed, 'cause their supporting cast is pretty strong. But it'll be great to get there, to compete. >> How about getting there, with your two top players are out. >> And what do you think, Gordon Hayward comes off the bench next year, he's your sixth man, I mean wow. >> Yeah, who do you trade to get even, and what would you trade for, to make the team better? I mean it's already in great shape. >> It's good to be a Boston sports fan isn't it? >> Peter: It's great to be a Boston sports fan. >> Peter thanks so much for coming to theCUBE, always a pleasure seeing you. >> Dave, Stuart, good to see you. >> Alright, keep right there, everybody, we'll be back with our next guest. VeeamON 2018, from Chicago, you're watching theCUBE.