>>Hello. I'm Professor Toru Suzuki Cherif cardiovascular medicine on associate dean of the College of Life Sciences at the University of Leicester in the United Kingdom, where I'm also director of the Lester Life Sciences accelerator. I'm also honorary consultant cardiologist within our university hospitals. It's part of the national health system NHS Trust. Today, I'd like to talk to you about our Lester Clinical Data Science Initiative. Now brief background on Lester. It's university in hospitals. Lester is in the center of England. The national health system is divided depending on the countries. The United Kingdom, which is comprised of, uh, England, Scotland to the north, whales to the west and Northern Ireland is another part in a different island. But national health system of England is what will be predominantly be discussed. Today has a history of about 70 years now, owing to the fact that we're basically in the center of England. Although this is only about one hour north of London, we have a catchment of about 100 miles, which takes us from the eastern coast of England, bordering with Birmingham to the west north just south of Liverpool, Manchester and just south to the tip of London. We have one of the busiest national health system trust in the United Kingdom, with a catchment about 100 miles and one million patients a year. Our main hospital, the General Hospital, which is actually called the Royal Infirmary, which can has an accident and emergency, which means Emergency Department is that has one of the busiest emergency departments in the nation. I work at Glen Field Hospital, which is one of the main cardiovascular hospitals of the United Kingdom and Europe. Academically, the Medical School of the University of Leicester is ranked 20th in the world on Lee, behind Cambridge, Oxford Imperial College and University College London. For the UK, this is very research. Waited, uh, ranking is Therefore we are very research focused universities as well for the cardiovascular research groups, with it mainly within Glenn Field Hospital, we are ranked as the 29th Independent research institution in the world which places us. A Suffield waited within our group. As you can see those their top ranked this is regardless of cardiology, include institutes like the Broad Institute and Whitehead Institute. Mitt Welcome Trust Sanger, Howard Hughes Medical Institute, Kemble, Cold Spring Harbor and as a hospital we rank within ah in this field in a relatively competitive manner as well. Therefore, we're very research focused. Hospital is well now to give you the unique selling points of Leicester. We're we're the largest and busiest national health system trust in the United Kingdom, but we also have a very large and stable as well as ethnically diverse population. The population ranges often into three generations, which allows us to do a lot of cohort based studies which allows us for the primary and secondary care cohorts, lot of which are well characterized and focused on genomics. In the past. We also have a biomedical research center focusing on chronic diseases, which is funded by the National Institutes of Health Research, which funds clinical research the hospitals of United Kingdom on we also have a very rich regional life science cluster, including med techs and small and medium sized enterprises. Now for this, the bottom line is that I am the director of the letter site left Sciences accelerator, >>which is tasked with industrial engagement in the local national sectors but not excluding the international sectors as well. Broadly, we have academics and clinicians with interest in health care, which includes science and engineering as well as non clinical researchers. And prior to the cove it outbreak, the government announced the £450 million investment into our university hospitals, which I hope will be going forward now to give you a brief background on where the scientific strategy the United Kingdom lies. Three industrial strategy was brought out a za part of the process which involved exiting the European Union, and part of that was the life science sector deal. And among this, as you will see, there were four grand challenges that were put in place a I and data economy, future of mobility, clean growth and aging society and as a medical research institute. A lot of the focus that we have been transitioning with within my group are projects are focused on using data and analytics using artificial intelligence, but also understanding how chronic diseases evolved as part of the aging society, and therefore we will be able to address these grand challenges for the country. Additionally, the national health system also has its long term plans, which we align to. One of those is digitally enabled care and that this hope you're going mainstream over the next 10 years. And to do this, what is envision will be The clinicians will be able to access and interact with patient records and care plants wherever they are with ready access to decision support and artificial intelligence, and that this will enable predictive techniques, which include linking with clinical genomic as well as other data supports, such as image ing a new medical breakthroughs. There has been what's called the Topol Review that discusses the future of health care in the United Kingdom and preparing the health care workforce for the delivery of the digital future, which clearly discusses in the end that we would be using automated image interpretation. Is using artificial intelligence predictive analytics using artificial intelligence as mentioned in the long term plans. That is part of that. We will also be engaging natural language processing speech recognition. I'm reading the genome amusing. Genomic announced this as well. We are in what is called the Midland's. As I mentioned previously, the Midland's comprised the East Midlands, where we are as Lester, other places such as Nottingham. We're here. The West Midland involves Birmingham, and here is ah collective. We are the Midlands. Here we comprise what is called the Midlands engine on the Midland's engine focuses on transport, accelerating innovation, trading with the world as well as the ultra connected region. And therefore our work will also involve connectivity moving forward. And it's part of that. It's part of our health care plans. We hope to also enable total digital connectivity moving forward and that will allow us to embrace digital data as well as collectivity. These three key words will ah Linkous our health care systems for the future. Now, to give you a vision for the future of medicine vision that there will be a very complex data set that we will need to work on, which will involve genomics Phanom ICS image ing which will called, uh oh mix analysis. But this is just meaning that is, uh complex data sets that we need to work on. This will integrate with our clinical data Platforms are bioinformatics, and we'll also get real time information of physiology through interfaces and wearables. Important for this is that we have computing, uh, processes that will now allow this kind of complex data analysis in real time using artificial intelligence and machine learning based applications to allow visualization Analytics, which could be out, put it through various user interfaces to the clinician and others. One of the characteristics of the United Kingdom is that the NHS is that we embrace data and captured data from when most citizens have been born from the cradle toe when they die to the grave. And it's important that we were able to link this data up to understand the journey of that patient. Over time. When they come to hospital, which is secondary care data, we will get disease data when they go to their primary care general practitioner, we will be able to get early check up data is Paula's follow monitoring monitoring, but also social care data. If this could be linked, allow us to understand how aging and deterioration as well as frailty, uh, encompasses thes patients. And to do this, we have many, many numerous data sets available, including clinical letters, blood tests, more advanced tests, which is genetics and imaging, which we can possibly, um, integrate into a patient journey which will allow us to understand the digital journey of that patient. I have called this the digital twin patient cohort to do a digital simulation of patient health journeys using data integration and analytics. This is a technique that has often been used in industrial manufacturing to understand the maintenance and service points for hardware and instruments. But we would be using this to stratify predict diseases. This'll would also be monitored and refined, using wearables and other types of complex data analysis to allow for, in the end, preemptive intervention to allow paradigm shifting. How we undertake medicine at this time, which is more reactive rather than proactive as infrastructure we are presently working on putting together what's it called the Data Safe haven or trusted research environment? One which with in the clinical environment, the university hospitals and curated and data manner, which allows us to enable data mining off the databases or, I should say, the trusted research environment within the clinical environment. Hopefully, we will then be able to anonymous that to allow ah used by academics and possibly also, uh, partnering industry to do further data mining and tool development, which we could then further field test again using our real world data base of patients that will be continually, uh, updating in our system. In the cardiovascular group, we have what's called the bricks cohort, which means biomedical research. Informatics Center for Cardiovascular Science, which was done, started long time even before I joined, uh, in 2010 which has today almost captured about 10,000 patients arm or who come through to Glenn Field Hospital for various treatments or and even those who have not on. We asked for their consent to their blood for genetics, but also for blood tests, uh, genomics testing, but also image ing as well as other consent. Hable medical information s so far there about 10,000 patients and we've been trying to extract and curate their data accordingly. Again, a za reminder of what the strengths of Leicester are. We have one of the largest and busiest trust with the very large, uh, patient cohort Ah, focused dr at the university, which allows for chronic diseases such as heart disease. I just mentioned our efforts on heart disease, uh which are about 10,000 patients ongoing right now. But we would wish thio include further chronic diseases such as diabetes, respiratory diseases, renal disease and further to understand the multi modality between these diseases so that we can understand how they >>interact as well. Finally, I like to talk about the lesser life science accelerator as well. This is a new project that was funded by >>the U started this January for three years. I'm the director for this and all the groups within the College of Life Sciences that are involved with healthcare but also clinical work are involved. And through this we hope to support innovative industrial partnerships and collaborations in the region, a swells nationally and further on into internationally as well. I realized that today is a talked to um, or business and commercial oriented audience. And we would welcome interest from your companies and partners to come to Leicester toe work with us on, uh, clinical health care data and to drive our agenda forward for this so that we can enable innovative research but also product development in partnership with you moving forward. Thank you for your time.

>> Announcer: From the Computer History Museum in the heart of Silicon Valley, it's the Cube, covering Food It, Fork to Farm. Brought to you by Western Digital. >> Hey, welcome back everybody. Jeff Frick here at the Cube. We're in Silicon Valley at the Computer History Museum which celebrates history but we're talking about tech in the food and agricultural space. Here at the Food IT Convention, about 350 people, somebody came all the way from New Zealand, got food manufacturers. We've got tech people, we've got big companies, start-ups and we have a lot of represents from academe which is always excited to have them on, so our next guest is Dr. Andy Thulin, he's the Dean of the College of Agriculture, Food and Environmental Sciences at Cal Poly, San Luis Obispo, or SLO as we like to call them. Welcome. >> That's right. >> And all the way from Iowa, we have Dr. Wendy Wintersteen. She's the Dean of College of Agricultural and Life Sciences at Iowa State. Welcome. >> Thank you, it's great to be here. >> Absolutely, so first off, just kind of your impressions of this event? Small, intimate affair, one actually introduced everyone this morning, which I thought was a pretty interesting thing. Kind of your first impressions. >> It's a great environment. We have this mix of technology and a few production people here, but people thinking about the future. That's always an exciting place to be. >> Really, the environment, having the little set of exhibits, where people can go around, visit with entrepreneurs. It really, a great setting, I think for the discussion. >> So, Wendy, when you introduced your portion on the panel, you talked about the scale on which Iowa produces a lot of things. Pigs, and corns, and eggs, and chickens, and, so, you've been watchin' this space for a while. How do you see, from your perspective, kind of this technology wave, as it hits. Is it new, have we just not been payin' attention? Or is there something different now? >> Well, I think the speed of adoption, the speed of innovation is increasing, clearly. But, it's been a long time now that we've had power drive tractors so the farmers can sit and work on the technology in the cab related to their soil mapping, or yield monitors and the tractor's driving itself. So, we've had that sort of thing in Iowa for a long time and that continues to be improved upon, but that'd be just one example of what we're seeing. And, obviously, California has a huge agricultural presence, again, some people know, some people don't, the valley from top to bottom is something on the order of 500 miles of a whole lot of agriculture, so again, does this, do you see things changing? Is this more of the same? >> No, absolutely changing. I mean California produces some, a little over 400 different products. A lot of 'em, about a 100 of 'em, lead the country, in terms of marketplace. So, there's a lot of technology with the issues of water, lack thereof, or cleaning it up, or the labor challenges that we have for harvesting products. It's really turned into quite a challenge, so challenge drives innovation, you know, when you have your back against the wall, For example, in the strawberry fields I think, a year ago they had $800 million worth of labor to produce $2.4 million, billion dollars worth of strawberries. When you think about that, that's a lot of labor. When you can't get that labor in, you're drivin' by it, you got $300 million, wherever, they just weren't able to harvest it all 'cuz there was nobody to pick 'em. So, when you think about that, it's a billion dollars. It's a billion dollars that they couldn't get to. That drives innovation, so there's a lot of innovation goin' in these products. >> Pretty interesting, 'cuz, obviously, the water one jumps out, especially here in California, you know we had a really wet winter. The reservoirs are full. In fact, they're lettin' water out of the things. I would say we don't have a water problem, we have a water storage problem. This came up earlier today. The points of emphasis change, the points of pain change, and labor came up earlier. The number of people, the minimum wage laws, and the immigration stuff that's going on. Again, that's a real concern if you've got a billion dollars worth of strawberries sittin' in a field that you can't get to. >> Yeah, it's a real challenge. California faces a couple of shortages. We've got a water shortage, we've got a labor shortage, but we also have a talent shortage. We were talking this morning about the number of young people going to Ag colleges. It's up dramatically and we need all that talent and more. Everyone needs, all the grain industry, if you will, across the country, all the people that run these farms and ranches, and all, they're getting older. Who's coming back behind them? It's a technology driven industry today. It's not something that you can just go out and pick it up and start doing. It takes talent and science and technology to manage these operations. >> So, it's interesting. There's been science on kind of the genetic engineering if you will, genetically modified foods for a long time. Monsanto is always in the newspaper. But I asked something that's kind of funny, right, 'cuz we've been genetically modifying our food for a long time. Again, drive up and down I-5 and you'll see the funny looking walnut trees, that clearly didn't grow that way with a solid base on the bottom and a high-yield top. So, talk about attitudes, about this and people want it all. They want organic, but they also want it to look beautiful and perfect, be priced right and delivered from a local farmer. There's no simple solution to these problems. There's a lot of trade-offs that people have to make based on value so I wonder if you could talk about how that's evolving, Wendy, from your point of view. >> Well, certainly as we think about the products we produce in Iowa, we know that producers are willing to produce whatever the consumer would like. But they really want to be assured they have a market, so, right now in Iowa, we have cage-free eggs being produced, and those are being produced because there's a contract with a buyer, and, so I think producers are willing to adapt and address different opportunities in the big markets, different segments of that market, if they can see that profit opportunity that will allow them to continue in their business. From the producer's point of view, the subtheme of this show is Fork to Farm, as opposed to Farm to Fork which you think is the logical way, but it's come up and it's been discussed here quite a bit. It's the consumer, again, like they're doing in every business, is demanding what they want, they're willing to pay, and they're very specific in what they want. Was this like a sudden wave that hit from the producer point of view, or is this an opportunity? Is this a challenge? How is that kind of shifting market dynamics, impacting the producers? >> Well, I think it's all being driven by technology. We're talkin' this morning, years ago, it was the expert, you know, Wendy's of the world they had all the knowledge and then you had all the consumers listening to 'em and trusting 'em. Today, you have, as I call it, the mama tribe, or the soccer tribe, or that sort of thing, where they're listening to other parents, other mothers in that group, they're listening to the blogs, they're listening to their friends, that's driving the conversation and there's less science and technology behind it. They don't trust and the transparency thing comes up constantly. Technology has allowed this just wide open space where now they got so much information, how do they process that. What's real, what's not real, in terms of biotech, or is it this, or is it that? Is it wholesome, you know, all these factors. >> It's funny 'cuz you brought up the transparency earlier today as well, so people know what they're getting, they want to know, they really care. They just don't want to just get whatever generic ABC, like they used to. >> Right, and I think, again, there's a certain segment of the market that is very interested in that and companies are responding. I give the example of Nestles, and so, you get on their web page and you can see the ability to scan the code on a particular product and go and get a lot of information about that product back on the web page of that company. I think that for certain groups of consumers that's going to become even more important, and we have to be prepared to meet that demand. >> So, in terms of what's going on at your academic institutions, how is the environment changing because of technology, we've got these huge macro trends happening, right, cloud is a big thing, Edge Computing, which is obviously important, got to get the cloud to the edge (laughs) of the farm, sensors, big data, being able to collect all this data, I think somebody earlier said it went from no data to now a flood of data, how are you managing that? Better analytics and then, of course, there's fun stuff like drones and some of these other things that can now be applied. How's that workin' it's way into what you're doing in terms of training the next generation of entrepreneurs as well as the kind of traditional farmers in this space? >> Well, I think, first of all, we're seeing a lot more integration between what we do in engineering, and what we do in computer science, and what we do in agriculture and business. The overlap and the connection across those disciplines is occurring not just with our faculty but also with our students. We had a group of students at Iowa State before they graduated from the college, able to start a company called ScoutPro that was based on using technology to help farmers identify pests in the field, and that became a company using the technology to do that. Of course, that relied on software development, as well as clear understanding of agronomic and pest management strategy. I think those integrated approaches are occurring more and more. >> I think at Cal Poly it's, our motto has been for over a hundred years Learn by Doing, hands-on learning. That's key to us, as you have a lecture class, you have a lab that goes along with it so they're forced to. We have over 45 to 50 classes, enterprise classes, where you can come in and you can raise, let's say marigolds and then you can provide that whole value train, chain and sell it. You can raise broiler chicks every quarter, for 35 days you can raise 'em up, 7,000 birds and there's teams of students in these classes, they can do it, then they manage the whole process. A winery, for example, it's a bonded winery. They do the whole process. They know how to change the pumps and all that, so it's hands-on but you take that from there up to where those students go out into the industry. Our university just signed an agreement with Amazon for the cloud, so we're moving the whole complex, our IT, to the cloud through that organization. Is that right or wrong, I don't know, but we've got to do things faster, quicker, and just our infrastructure, would a cost us millions to do that, but that allowed the students, what is it, Apple is only, the iPhone is 10 years old tomorrow. Tomorrow. These kids, that's all they grew up with. So, we're constantly having to change our faculty, our leadership teams, constantly have to change to keep up and stay side-by-side with the technology, so it's changed our Center for Innovation and Entrepreneurship. Cal Poly has a partnership with the community, with the university, it started in College of Business and we have a whole floor of a building in downtown San Luis Obispo and across the street we've got 60 apartments for students that are involved in these start-ups to live there so they can walk across the street, get right engaged. So, we're trying to do everything we can, every university is trying to do everything they can to kind of keep this space flowing, and this enthusiasm with these young people. That's where the change is going to occur. >> Right, right. Exciting times. >> It is exciting. >> It is. >> Alright, well, unfortunately, we are out of time. So, we're going to have to leave it there, but I really want to thank you for stopping by and wish you both safe travels home. >> Thank you very much. >> Thank you. >> Dr. Thulin, Dr. Winterston, I'm Jeff Frick. You're watching the Cube. It's Food IT in Mountain View, California. Thanks for watching. We'll be right back after this short break. (electronic music)

(upbeat pop music) >> Announcer: Live from Las Vegas, it's theCUBE covering HPE Discover 2017, brought to you by Hewlett Packard Enterprise. (synthesizer music ticking) >> Okay, welcome back everyone. We're here live in Las Vegas for SiliconANGLE Media. It's theCUBE. This is our coverage of HPE Discover 2017, our seventh year covering HP Discover, now HPE Discover. I'm John Furrier with my Cohost, Dave Vellante. Our next two guests, Paul Miller, Vice President, Software Defined and Cloud Group Marketing at HPE, welcome back to theCUBE, CUBE alumni, Danny Yeo, System Administrator at BYU, Brigham Young University, guys, welcome to theCUBE. Welcome back. >> Thank you. >> Welcome to theCUBE. >> Hey, guys. >> So, tell us-- >> Glad to be here. >> So, tell us, what's your experience in Vegas, so far? What's the take, here, from your perspective on what's happening at the show, your takeaway? >> A lot of exciting technology, with HPE, some things that I wasn't aware what they were doing and I'm very impressed, really impressed. >> John: Like what, what are the things that-- >> One of the things, I was just telling Paul, is their memory driven computing with genomic research. I'm with the College of Life Sciences, specifically, at Brigham Young University and we have people doing research in that area, mapping the human genome, for example. We've got people doing DNA analysis and so forth, so that, that was really fascinating. >> About computing, the Meg Whitman keynote, really, >> Yes. >> redefining compute, it's the vision, >> Yeah. >> and the messaging, hybrid cloud, obviously the center of the action. How does that fit into the portfolio with hyperconverged still on fire? I mean, IT is just getting more automated in a way, but it's more scalable infrastructure. >> Yeah, so we see, you know, our mission in our organization is to drive software defined everything, right, and hyperconverge is all about software defining and making virtualization environments easy and the SimpliVity and the SimpliVity architecture, which is built on rich data services, will enable us to take software defined storage to the next level to make it super, super scalable and extensible and give customers that resilience that they need, the inline dedupe, compression, all those great technologies. You'll see us, you know, push really hard in the hyperconverge space. As you say, it's on fire and I can tell you the sales are on fire. The sessions, here, are on fire, standing-room-only for every SimpliVity session, hands-on labs booked beyond capacity with people loving and learning the technology, but we're not stopping there. We're going to take that same technology and embed it in our Synergy offering. So, just think about the ability to compose and recompose highly scalable software defined storage for enterprise applications and enterprise scale and then you'll also see it be a key part of our technology on the new stack, so, a lot of cool things. The sessions are really hot and on fire, as you say. >> So, Paul, if we go back to the 2009 timeframe, it was converged infrastructure, >> Yeah. >> HP, at the time, kind of coined the term and then it, but essentially, it was some compute, some storage and some networking kind of screwed together >> Yeah. >> and, you know, pre-tested and pre-engineered. >> Yeah. >> That's all good, but it's really evolved dramatically and when you think hyperconverged, you think software defined, software defined everything. >> Yeah. >> It's kind of what Synergy was all about, fluid pools of infrastructure, >> Yeah. >> we heard you guys talking about that, last Discover. So, tell us, help us understand SimpliVity and how that fits in that portfolio. >> Okay, so, yeah, so the whole convergence thing was all about static building blocks, right? You built 'em, you deployed 'em, but they were really static. What we're trying to go to is fluid pools of everything. So, think about SimpliVity being a fluid pool of storage other you could compose and recompose for different workloads. And, in our overall portfolio, the biggest advantage we have, like with the Synergy product, is the ability for a customer who has, needs the scalability and resilience of SAN, today, to be able to on the time you're deploying an application, compose it for that workload, but now I want software defined because I may need some, a lower cost basis, be able to, at time of deployment, at time of provisioning, deploy it there. So, we see this being a very complimentary strategy, where, now, we have composability from software defined all the way up to the largest SAN type software architectures. >> All right, Danny, let's get into this, sort of your situation. So, can you help us? Paint a picture of what's going on in your shop. You know, what are the challenges that you're having? What are the drivers that are affecting your IT decisions and take us through, sort of, what you're doing with infrastructure. >> Absolutely, so, before we got into hyperconverge, we were essentially like everybody else who had not been exposed to hyperconverge. We have the traditional service stack. You got compute nodes, you got fabric, you got storage nodes and then you got the fabric for them to communicate. And, you know, when you have problems, you get the finger pointing, right? (hosts laughing) And so, that was really frustrating and then, of course, you got a hypervisor and all that put in place in the mix. It was frustrating and supporting that, the outbacks was (object banging) a little bit challenging because, you know, for example, my systems engineer would have to stay, sometimes after hours, after five and he'd start doing things and, you know, patching, upgrading, you name it and sometimes to way after midnight. That was problem. We were trying to minimize that. The other challenge that I had in my shop was backup. We had a backup window, during the weekend, that we cannot meet. At some point in time, the RTO and RPO weren't sufficient and, so, we had to look at a different strategy. Disaster recovery, that was like something unachievable. It's like out there, somewhere, right? >> You can't even meet your backup windows. >> Right, sure. >> Dave: I mean, forget about disaster recovery, right. >> So, summer of 2014, I went to a VMware user conference, stopped by the SimpliVity booth and they asked me if I knew about the technology; I didn't, so they spent some time explaining that to me and after that, they asked me if I just had a little bit more time so that they can do a demo for me, a demonstration. During the demonstration, the engineer basically did a failover from California to either Boston or New York. It was in seconds, 22 seconds if I remember correctly. And then, he says, "Well, that simulated a disaster. "And so, you failover and if the disaster is "now all over and averted, you want to failback, right, "to your primary location, " and he did that, again, in seconds. I was blown away. I was sold. It reminded me of when in 2005, I saw VMotion from VMware. >> Yeah right. >> Yeah (laughs). >> John: Right, everybody went, "Wow." >> Game, game changer isn't it? >> Game change, yes! >> Yeah. >> Right. >> And so, I thought to myself, I need, you know, it was like that movie, I got to get me one of these (laughing). And so, I asked them to come over and visit us on campus, do a deeper dive of the technology and so that way we can ask questions back and forth. They did and then we decided to do a Proof of Concept, so we did that late 2014 and after the Proof of Concept, we were convinced that was the technology to acquire. >> So, you had to make sure it was real? >> Yes, now-- >> You did the proofs, Proof of Concept? >> I have, sorry, go ahead. >> No, please, continue. >> So, I had the unique situation where after I have acquired SimpliVity and was running it in production, a competitor, I'll just put it that way, came in and asked us if we would consider doing a POC with their product. And, we're like, "You know, well, I've already bought this," and they said, "Not a problem, we would like you "to try our product and if our product is superior, "we want to swap out those SimpliVity boxes." So, I thought, well, what do I have to lose? (Paul laughing) So, I had the opportunity to run both hyperconverged technologies, side-by-side. >> Okay. >> As we were thinking how best to really test which one works, which one's superior or if they're essentially the same thing, we had an engineer suggest, "Why don't we simulate a drive failure, "start pulling out drives?" And so, we did, we started pulling out drives and I had three nodes on, with SimpliVity and on the other I had four nodes and a box. As we pulled out the, after we pulled out the sixth drive, the other technology failed. We couldn't recover data, basically. We would have to send it to a data recovery center. SimpliVity was just, you know, it was business as usual. It was going, no sweat. >> Dave: Because you had it replicated? Is that right, or-- >> Not yet. We haven't had it replicated, >> Oh, okay. >> but it was an evaluation. >> Dave: Just all synchronous, that's what happened. >> So, it's their technology, right, it's the RAIN and RAIN architecture. >> Yeah. >> and, that's the thing, the RAIN architecture that protected us, so we were able to pull the sixth drive. It was still continue, it threw up a lot of flags, >> Yeah. >> alerts and we knew that-- >> Redundance with the nodes, redundancy at the node level >> Yes. >> as opposed to just the drive level? >> But, that little experiment basically proved to us that we bought the right thing. It validated our acquisition. >> John: So you did the bake-off. That's awesome, right? >> Yes. >> John: So, what did you say to the other guys when they came back and said, yo, your stuff's not working? >> Well, we asked them first. We asked them first, "Help. "Your box is not responding, help." They threw up their hands in the air. >> It's your fault. (hosts laughing) >> Yeah, here's the answer. >> John: You got finger pointing? >> Here's the answer, >> Come on. >> you'll love this, right, the answer is, "You know, you can't just pull out the drives. "You've got to time 'em. "You know, you can't just, willy nilly, you just yank 'em. "You've got to time them." >> Say that to the tornado that's coming down or the earthquake >> Yeah, yeah, sure. >> that's happening or floods, I mean, you? >> Yeah, how do you time those? >> It's a disaster. >> Yeah, how do you time those, yeah? >> So, we decided, look take your product back. We're happy with SimpliVity. We'll keep it. >> This is a huge issue. I mean, Hurricane Sandy, which happened in New York, >> Oh, yeah. >> that was a game changer for a lot of the folks we talk to on theCUBE. You don't know when this is going to come and, literally, this disaster recovery thing is, has to be part of the plan and that's really the key. Now that you have SimpliVity, now that it's part of HPE, what's your world like now with HPE with the SimpliVity? >> It's too soon to tell. (all laughing) No, really, honestly, but after the keynote yesterday, I'm pretty convinced other SimpliVity has, is in good hands. >> John: Yeah. >> And, only time will tell, right? >> So, I want to just sort of summarize the story 'cause we were throwing in all kinds of buzz, RPO, RTO, so, but basically you had a problem with your backup window. That's where this all started. You weren't meeting >> That's where it started. >> your backup window? >> Yes. >> You really didn't even have a disaster recovery, an adequate disaster recovery plan. >> Danny: Not at all. >> So, RPO is a Recovery Point Objective, essentially a measure of how much data you're going to lose, right, >> Yeah. >> and then RTO is Recovery Time Objective, the time it takes you to get your applications back up and running. >> Right. >> And, of course, nobody wants to lose any data, but there's always some exposure. If you want to spend a billion dollars, maybe you can minimize that to near zero, but, and I presume, you didn't spend a billion dollars on this, >> No (laughs). >> but those are the drivers. So, you essentially solved your backup window problem and, at the same time, >> Right. >> you got disaster recovery out-of-the-box, is that correct? >> Yes, so backup is in seconds, right? It's, you know, to do a backup, takes us only a few seconds, like six seconds and so forth. We bought an additional node, put it in a remote site and replicated to it and now we can failover to that node and run only mission-critical apps and when everything's good in the primary location, we can just failback. >> And, that gives you your disaster recovery. Now, and your RPO, is what? I mean, what's the-- >> Seconds. >> Oh, seconds? >> Seconds, yeah, seconds. >> Okay. >> Yes. >> Your RPO is down to seconds? >> Danny: It is that impressive, yeah. >> Okay, so you're at risk of losing seconds of data, which is not the end of the world, necessarily, in your world. And your RTO is minutes? >> About there. >> Yeah. >> Tens of minutes kind of thing? >> No, no. >> No. >> Minutes? >> Just minutes. >> Minutes. >> Minutes, yeah. >> Under 10 minutes? >> Danny: Under 10 minutes, yes. >> Oh, yes. >> Okay. >> Yeah, we're not as huge as some other data center, in the College of Life Sciences, so, so-- >> Dave: Well, you know, and you're not financial services. >> Right. >> So, now, when you, what has been the reaction from your user base? I mean, do they even know? >> They have no clue. >> They don't know. >> It is completely transparent, too. We are now able to do maintenance work during the work day, business hours. We can upgrade. We can patch. They have no clue that this is all going on in the background, which is great because, now, my systems engineer does not have to work after five, hardly ever. >> Dave: So, is this why you bought the company? >> Absolutely, we looked at 'em all, right, and I mean all of 'em and we did similarly. We brought 'em into our labs, we did failover, we did scalability. and that's another huge advantage of the SimpliVity platform built and designed for scalability, compression, because system utilization is very, very, important. And, you know, SimpliVity had a really great marketing tool that we're continuing: it was their guarantees. Guaranteed 90% capacity savings, guaranteed the failover time, a terabyte of VMs in under three minutes, so we're carrying on those guarantees, but what those guarantees actually did was really highlight the architectural advantages that SimpliVity designed in. They took a different approach, right. A lot of people started at, I'm going to simplify the VM management layer. They said, "No, I'm going to make "the most robust virtualization data services platform "in the world," and that's where we really see the core advantage and, again, we looked at 'em all. We put 'em through paces and nobody came close on scalability, availability, disaster tolerance than SimpliVity. >> Paul, what does this mean for your other customers, now, extending out through your portfolio? Obviously, there's different categories, campus and the different use case, but for the other use cases with the composability vision, how does this fit into the hyperconverging, overall? >> Yeah, so we have multiple customers, now, who are running a hyperconverged and composable in their same shop, where they want to have just virtualization and a simple easy deployment, whether it for robo sites or for different work groups. Drop in SimpliVity, up and running in minutes. There are other use cases where they need the high performance of bare-metal or they want to move into containers on bare-metal and that's where Synergy plays out. We have people like you saw, Dreamworks, using Synergy for rendering. >> Right. >> You need bare-metal, you need the power. They can compose and recompose for different movies that they do, different animations. They really love that. We were talking about a genomics research company we're working with. They're using it for bare-metal as well. HudsonAlpha, they're driving bare-metal, but they also have hyperconvergence where the developer community says, I just need to do a few, build a new couple applications. Log in, self service, get your work done on a few VMs and then, when they're done, then they'll move that research into bare-metal, so a lot of different use cases across the board. >> Right, what I love about that, John, is it's horizontal infrastructure >> Yeah. >> that can support multiple workloads and multiple applications, which is kind of infrastructure nirvana for a pro, you know, a practitioner, right, I mean >> Sure. >> having that single platform that you can throw multiple apps and workloads at is, I mean, we've not had that in the industry before, right? >> Paul: No. >> No. >> No. >> So-- >> And building it on one view makes things easy for our customers to manage across the board, so, yeah, we're seeing, I mean, what's interesting about, I think, where we're heading is not only working with, you know, IT leads, but now, developers are starting to become part of our core customers who we're talking to. >> Now, you guys are really, really checking the boxes on making IT easier and as it shifts to the cloud and hybrid, you know, this is the kind of thing; you want out-of-the-box experiences, literally, here and then recovery, this is a good trend. >> Yeah. >> Paul, thanks so much. I know you guys got >> Yeah. a hard stop and you've got to roll to another appointment. Danny, thanks so much for sharing your story. >> Thank you. >> Yeah. >> Love that story, real practitioner, you know, on the ground, on the front lines, doing the bake-off, SimpliVity story, great, great job, thanks so much for sharing. It's theCUBE with more live coverage from HPE Discover after this short break Stay with us. (upbeat pop music)