>> Male Voice: Live from Las Vegas, it's The Cube. Covering Adobe Summit 2019. Brought to you by Adobe. Well, welcome back everyone. Cube's live coverage here in Las Vegas for Adobe Summit 2019. I'm John Furrier my cohost Jeff Frick,. For these next two days our next guest is Cynthia Stoddard CIO Adobe, former CIO of NetApp. When you were on the cube last time we were on >> That's right. AT&T now called Oracle Field ironically. >> Wow. >> I mean that is a transformation in itself. Welcome to the cube. >> Yeah, I'm glad to be back. >> Thanks for coming on with you, appreciate it. So your keynote, you had an amazing conversation around with the CIO from Intuit. >> Yes. >> You guys talked about changing the culture of the company. Talk about that conversation. >> Yeah, so I, we have similar, I would say, our companies has similar paths and that we both used to be box software and now we're, you know, we're operating out of cloud SaaS providers. And you know, it's really interesting and actually Atticus and I were just on another panel talking about this. When you sell a box, you don't really know who your customer is, right? But when you sell through a SaaS or an e-commerce site, you know a lot about your customer. 'Cause you know first of all, who they are. Then as you go through the customer journey, you can understand the different touch points. You can understand, you know, what the pain points are, what they're using, what they're not using and really gear your product and your information to really make that experience a lot better for the customer. >> Yeah, and even even more than that 'cause when you ship the box, you ship the box. And bye bye box he has no idea how it's being used, when it's being, he's not only the who, but the how and the whats. Now that you're connected to all your users and the way they use their products, the amount data that you have to make continuous adjustments, to pick your feature prioritization. It's completely different ballgame. >> It's exactly right. So you really take an outside view and outside in view of the customer versus an inside out. And you know, the customer and their experience becomes front and center and you focus in on that. And then additionally, you know, that impacts all of your processes inside of the company because they were all geared for that. You know, we don't know who the customer was before. Now you have to gear to knowing who the customer is, providing that right level of information through a number of different, you know, different functions, consistent information so that everybody can operate to the, you know, the same level of knowledge and same level of understanding. And when you look at your IT infrastructure as well, it's gotta be geared for that experience. So what you used to do on a cycle, now becomes real time. So if you think about, you know, downtime or invoicing or you know, customer lookups whatever, you need to have that always on, experience for the customer. So your operational excellence, your resiliency again, changes dramatically with that customer view, the outside in. >> One of the things you mentioned in the keynote I thought was really an important point was about the cloud journey and the role that data plays in the integration of data. And you had a couple of key tenants. >> That's right. >> That you talked about. Can you just quickly explain that, 'cause I think that's a point that everyone's talking about right now and it's really hard to do. And you guys have an interesting angle on this. Can you share your a prospective on that? >> Absolutely. So the tenants are commonality of data, consistent measurement, actionable insights and I focus in on the actionable, you know, the action part and then data governance. And when you think about it, you know, you have all this data around the organization, you know, it can be in different data lakes, it could be under, you know, somebody's under somebody's PC, you know, under their desk or whatever. And when you start getting into looking at that customer journey, what initially happens is everybody brings their own data to the table. So my data is different than your data but of course my data is the one that is best and correct, right? So what you need to be able to do is really get that consistency and definition. So, you know, if we're going to have, you know, even just define what customer is, what is, you know, what does that term? But when you get that, then how do you measure it? And you know, you may have a term but, you know, you have to put the boundaries around how do you measure it? How are we going to look at it? You know, what's good, what's bad and that sort of thing. So that's the consistency of measurement. The actionable insights is, you know, you can do a lot with dashboards and I think a lot of IT organizations have a gazillion dashboards that they have. But I would ask how much of that is actually actionable. So what we focused on is let's get the insights, let's get the information into our data, you know, our data repository into these dashboards so that people could act on it proactively as opposed to just say, oh this is great. And then the fourth area is data governance. What we did is we made sure and working with our business people that the metrics that are selected to measure that are consistent have business owners and they are responsible for owning that definition. They're responsible for owning the quality and they're responsible for owning how they're used throughout the entire organization. >> We had for the first time, we have been doing the CUBE for 10 years. We had a guest on this event came on for the first time with a new title we've never seen before. >> Oh Wow. >> Marketing CIO. >> Marketing CIO. >> One of the customers, Metlife, talked about how marketing and IT are coming together and how the CIO has to be aligned with the marketing CMO if they wanted to serve the business unit. This was a criteria that he said is what organizations should look like, if they're ready to to be transformed. >> Yeah, yeah. Can you comment on that because you're looking at it from you're at Adobe, so you kind of have the inside view. There's a confluence of the worlds coming together. Business and tech. >> That's right. That is, and it is and it used to be, I would say an organization's that there was walls between departments, right? IT was behind this huge wall. And that can't be any more. Technology is pervasive and the organization and when I look at marketing, I would say that the marketing discipline probably has some of the most mature data and analytic skills of anybody in the company. That's what their roles are, right? Is to analyze the customer marketing campaigns, how can they bring this value into the organization? So they've got that skill. What IT has is the big data skills. We know how to process, we know how to govern, we know how to make sure that the data is there. So, you know, bringing the two worlds together is actually really a perfect marriage because you're bringing the big data discipline together with the people who know how to look and analyze that data and come together. You know, to really deliver those really great actionable, I'll use actionable, again, actionable insights. So when I look at how my team works with our marketing organization is blended. You go into a room, you would not know who is IT, you would not know who the marketing. You won't be able to tell. It's interdisciplinary. From the time, I mean from staff meetings, from the time of working on, you know, a new idea, all the way through to sprints of getting it done. They are hooked at the hip together and marketing and IT are working jointly. I mean we have joint sprint teams and things like that >> So I gotta ask you the kind of historical question. You look back, CIO roles evolving over time. You've seen a couple of key points. Obviously, security, cloud, data, big data these kinda changed a little bit of the direction trajectory of IT organizations. And now you've got Adobe with a platform and integrating data across of it is gonna yield some new capabilities. It's always hard to operationalize new. >> Yeah. >> Your customers, for Adobe's customers who have not just Adobe products, they might have other, other stuff. >> Right. >> So they have multivendors out there. A lot of different data, a lot of diversity data. So the kinda pull it all together. Is a really hard task. So how does a CIO have to deal with that now? Because you're gonna use first party data now we got privacy, you got GDPR kinds of things. You mentioned governance, so it sounds really hard. How does it get easier? >> It's not easy. It's not easy, that's for sure. But I would say, I mean a few different ways. I would say first and foremost the CIO has to be out there with their business partners, you know, with the CMO, with the CFO, with, you know, with everybody in the business. And you know, really understand, you know, what their business goals and objectives are so that they can bring their knowledge to the table. Relationships are really key. I mean or you can do so much for the relationships. So, you know, being that collaborative agent I think is really key. In order to solve the hard technology issues, I would say that architecture is absolutely the first and foremost thing CIOs could think about. Is you should have your architecture in place, know what that data with that common data model is going to look like. Figure that out. Know how you're going to operate it. And then, you know, as I said this morning, you can't do it alone. So figure out who your key partners are and then bring them into the fold. With the right architecture and the right partners and the right relationships internally, you're going to overcome those issues. >> An the operating model dashboards that Shannon was mentioning earlier can be a key point but also people could, you know, see too many dashboards and not see the real issues. >> That's right. >> So the dashboard is not the silver bullet per se but it's an instrumentation panel. >> That's right. The dashboard is not a solution. The solution is really the insights that you're providing. And then getting people on board with the insights and then getting alignment across different disciplines that need to action the insights. Now, they may action them in different ways. So finance may action different than marketing, than different than sales. But it's important to have that common definition and really look at how I'm gonna use this in my day-to-day operations. >> John and I thought you were going down a different path. I'll ask a question. You're gonna bring up the new fun toy, which is AI and machine learning. >> Yes. So how are you, you know, it's gonna solve all, you know, peace in the Middle East and hunger in Africa. As you look at, you know, why some of these new technologies? You know, how are you trying to get kind past the hype and really find great places to get great value return on applying AI machine learning. >> Yeah, there is hype for sure but there is a lot of value to when you apply a correctly. And you know, when I look at what I do within my organization, we use the techniques for actually using it in some of our data-driven operating model to look at abnormalities and how data moves through the cycle and point those out because it'd be, you know, in some respects like finding a needle in a haystack. So we're using, you know, some AI techniques there but we're also using it in core IT and how we run IT. So I'm in our operations we've used a lot of automation but automation supplemented by artificial intelligence and machine learning. So if a problem occurs and it can be fixed by human, then it goes into a knowledge base and the next time around that problem occurs it could be fixed programmatically. So, and that has saved us a tremendous amount of time and you know, our return to service statistics have improved considerably. >> One of the exciting things in covering the tech industry for so long and seeing the cloud has done, >> Yeah, >> You have the whole Dev ops movement infrastructures code >> Infrastructure, really key. >> Very good point. It makes the infrastructure programmable versus the old model. I remember back when I was working at HP back in the late 80s, early 90s you were limited by what you could provision and deploy as tech networking, compute and storage and you kinda had to operate that, okay. Now, it's other way around. So what I see when I see the slides up on this keynote today and the architecture slides, I look at it, I'm like, it looks like Amazon to me. But it's marketing provisioning. So it's content developers, it's creative developers, it's the user not programmers. So when you start to get down that road, you (mumbles) about large scale. So the question I have for you is as workloads and use cases become the determinant of the architecture, having that dynamic of versatility and that ability to provision either other services becomes an interesting part of the architecture. That's where I think we're data I see fitting in. Can you just kinda react how you see that world? Because if this continues to happen, the terms being dictated down will be coming from the use cases and the workloads. >> They will be coming from the use cases and the workloads. And it's interesting that you mentioned your days at HP because I just actually gave a little talk about operational excellence. And the analogy that I used is people used to come to me and say, I want a server, right? Or I need additional space. And I would say, no, you're not efficient. Go back and clean up the stuff. And you know, then maybe I'll give you additional capacity. Well now that infrastructure is absolutely in the code, it sitting in the hands of the developer, it's in the hands of the engineer. And they need to understand how the decisions that they make, you know, impact, you know, performance, impact costs, impact a lot of different things. Impact data, right? So, it's a whole different world. And I think that part of it is really education and awareness, working with the engineering teams so that they understand that, you know, having your ops embedded in your code is a lot of responsibility, a lot of responsibility. And we need to understand how we're making decisions and how they affect, not only what I'm doing here in my piece of code, but actually the whole into end, right? The whole into end flow. It certainly changes your role because now you're not saying no, you're saying yes but you're not even saying yes. You just saying do it. >> That's right. So we, I think our roles changed to, yeah, we're not saying yes or no, we're saying you can go do it. >> With policy. >> Yeah. With policy and then also with, you know, the right level of information so that they can, you know, the right standards, the right architecture so that you can use the standards and architecture to make the right decisions in the code. >> My final question before we break for the day, you interviewed on stage Atticus decent from intuit and you were asking some questions. I could see you wanting to answer them yourself. I'm gonna ask you the questions you asked him since you know the questions coming. >> Oh Wow. >> Acceleration, transformation doesn't happen in the silo. I think it was your comment. >> Yeah. >> The specific questions are how do you build a team to accelerate? How do you increase the velocity of change and how does it impact culture? >> Yeah. So that's yeah, that was one of my favorite questions actually to talk to Atticus about 'cause he's done a tremendous amount of work within Intuit to kinda revamp. And actually, you know, within Adobe and other places, you know, I've gone through a culture change with my team and it's really getting them to take the customer view. One of the things we've done within Adobe is we've said we wanted to have cloud-like characteristics in our DNA. And people kinda looked at me and said, you know, what does that really mean? Cloud-like characteristics, is it a set of cloud. It was easy to use. It's extensible. And the way that I describe it to them is we really want to take IT out of the equation. So when you build, think about self service, think about APIs, think about the right architecture and then also, you know, organize around not a project because projects has start and finishes and then, you know, things never get taken care of but organize around the concept of products and life cycles. And that's what we're doing. So, and that's a lot of fun. >> And now with the Adobe platform, you can stand up solutions, >> That's right. >> very quickly. Sounds like cloud. It's easy to use. >> It is cloud and it is easy to use. >> Easy to buy, you can buy it all at once. You can buy a Juco. >> You can. >> This is the new business model. >> That's right. That's right. >> Thank you for coming on the cube and sharing. >> Thank you so much. Always my pleasure. >> Great insights, great data on the queue. Thanks for sharing the data. >> Thank you. Bringing all the dated insights here at Adobe Summit 2019 I'm John and Jeff Frick. Thanks for watching. Day Two is tomorrow. (gentle music)

>> Hello everyone. Welcome to theCUBEs coverage of Compute Engineered for your Hybrid World sponsored by HPE and Intel. Today we're going to dive into advanced performance of VDI with the fourth gen Intel Zion scalable processors. Hello I'm John Furrier, the host of theCUBE. My guests today are Alan Chu, Director of Data Center Performance and Competition for Intel as well as Denis Kondakov who's the VDI product manager at HPE, and also joining us is Cynthia Sustiva, CAD/CAM product manager at HPE. Thanks for coming on, really appreciate you guys taking the time. >> Thank you. >> So accelerating VDI to the Edge. That's the topic of this topic here today. Let's get into it, Dennis, tell us about the new HPE ProLiant DL321 Gen 11 server. >> Okay, absolutely. Hello everybody. So HP ProLiant DL320 Gen 11 server is the new age center CCO and density optimized compact server, compact form factor server. It enables to modernize and power at the next generation of workloads in the diverse rec environment at the Edge in an industry standard designed with flexible scale for advanced graphics and compute. So it is one unit, one processor rec optimized server that can be deployed in the enterprise data center as well as at the remote office at end age. >> Cynthia HPE has announced another server, the ProLiant ML350. What can you tell us about that? >> Yeah, so the HPE ProLiant ML350 Gen 11 server is a powerful tower solution for a wide range of workloads. It is ideal for remote office compute with NextGen performance and expandability with two processors in tower form factor. This enables the server to be used not only in the data center environment, but also in the open office space as a powerful workstation use case. >> Dennis mentioned both servers are empowered by the fourth gen Intel Zion scale of process. Can you talk about the relationship between Intel HPE to get this done? How do you guys come together, what's behind the scenes? Share as much as you can. >> Yeah, thanks a lot John. So without a doubt it takes a lot to put all this together and I think the partnership that HPE and Intel bring together is a little bit of a critical point for us to be able to deliver to our customers. And I'm really thrilled to say that these leading Edge solutions that Dennis and Cynthia just talked about, they're built on the foundation of our fourth Gen Z on scalable platform that's trying to meet a wide variety of deployments for today and into the future. So I think the key point of it is we're together trying to drive leading performance with built-in acceleration and in order to deliver a lot of the business values to our customers, both HP and Intels, look to scale, drive down costs and deliver new services. >> You got the fourth Gen Z on, you got the Gen 11 and multiple ProLiants, a lot of action going on. Again, I love when these next gens come out. Can each of you guys comment and share what are the use cases for each of the systems? Because I think what we're looking at here is the next level innovation. What are some of the use cases on the systems? >> Yeah, so for the ML350, in the modern world where more and more data are generated at the Edge, we need to deploy computer infrastructure where the data is generated. So smaller form factor service will satisfy the requirements of S&B customers or remote and branch offices to deliver required performance redundancy where we're needed. This type of locations can be lacking dedicated facilities with strict humidity, temperature and noise isolation control. The server, the ML350 Gen 11 can be used as a powerful workstation sitting under a desk in the office or open space as well as the server for visualized workloads. It is a productivity workhorse with the ability to scale and adapt to any environment. One of the use cases can be for hosting digital workplace for manufacturing CAD/CAM engineering or oil and gas customers industry. So this server can be used as a high end bare metal workstation for local end users or it can be virtualized desktop solution environments for local and remote users. And talk about the DL320 Gen 11, I will pass it on to Dennis. >> Okay. >> Sure. So when we are talking about age of location we are talking about very specific requirements. So we need to provide solution building blocks that will empower and performance efficient, secure available for scaling up and down in a smaller increments than compared to the enterprise data center and of course redundant. So DL 320 Gen 11 server is the perfect server to satisfy all of those requirements. So for example, S&B customers can build a video solution, for example starting with just two HP ProLiant TL320 Gen 11 servers that will provide sufficient performance for high density video solution and at the same time be redundant and enable it for scaling up as required. So for VGI use cases it can be used for high density general VDI without GP acceleration or for a high performance VDI with virtual VGPU. So thanks to the modern modular architecture that is used on the server, it can be tailored for GPU or high density storage deployment with software defined compute and storage environment and to provide greater details on your Intel view I'm going to pass to Alan. >> Thanks a lot Dennis and I loved how you're both seeing the importance of how we scale and the applicability of the use cases of both the ML350 and DL320 solutions. So scalability is certainly a key tenant towards how we're delivering Intel's Zion scalable platform. It is called Zion scalable after all. And we know that deployments are happening in all different sorts of environments. And I think Cynthia you talked a little bit about kind of a environmental factors that go into how we're designing and I think a lot of people think of a traditional data center with all the bells and whistles and cooling technology where it sometimes might just be a dusty closet in the Edge. So we're defining fortunes you see on scalable to kind of tackle all those different environments and keep that in mind. Our SKUs range from low to high power, general purpose to segment optimize. We're supporting long life use cases so that all goes into account in delivering value to our customers. A lot of the latency sensitive nature of these Edge deployments also benefit greatly from monolithic architectures. And with our latest CPUs we do maintain quite a bit of that with many of our SKUs and delivering higher frequencies along with those SKUs optimized for those specific workloads in networking. So in the end we're looking to drive scalability. We're looking to drive value in a lot of our end users most important KPIs, whether it's latency throughput or efficiency and 4th Gen Z on scalable is looking to deliver that with 60 cores up to 60 cores, the most builtin accelerators of any CPUs in the market. And really the true technology transitions of the platform with DDR5, PCIE, Gen five and CXL. >> Love the scalability story, love the performance. We're going to take a break. Thanks Cynthia, Dennis. Now we're going to come back on our next segment after a quick break to discuss the performance and the benefits of the fourth Gen Intel Zion Scalable. You're watching theCUBE, the leader in high tech coverage, be right back. Welcome back around. We're continuing theCUBE's coverage of compute engineer for your hybrid world. I'm John Furrier, I'm joined by Alan Chu from Intel and Denis Konikoff and Cynthia Sistia from HPE. Welcome back. Cynthia, let's start with you. Can you tell us the benefits of the fourth Gen Intel Zion scale process for the HP Gen 11 server? >> Yeah, so HP ProLiant Gen 11 servers support DDR five memory which delivers increased bandwidth and lower power consumption. There are 32 DDR five dim slots with up to eight terabyte total on ML350 and 16 DDR five dim slots with up to two terabytes total on DL320. So we deliver more memory at a greater bandwidth. Also PCIE 5.0 delivers an increased bandwidth and greater number of lanes. So when we say increased number of lanes we need to remember that each lane delivers more bandwidth than lanes of the previous generation plus. Also a flexible storage configuration on HPDO 320 Gen 11 makes it an ideal server for establishing software defined compute and storage solution at the Edge. When we consider a server for VDI workloads, we need to keep the right balance between the number of cords and CPU frequency in order to deliver the desire environment density and noncompromised user experience. So the new server generation supports a greater number of single wide and global wide GPU use to deliver more graphic accelerated virtual desktops per server unit than ever before. HPE ProLiant ML 350 Gen 11 server supports up to four double wide GPUs or up to eight single wide GPUs. When the signing GPU accelerated solutions the number of GPUs available in the system and consistently the number of BGPUs that can be provisioned for VMs in the binding factor rather than CPU course or memory. So HPE ProLiant Gen 11 servers with Intel fourth generation science scalable processors enable us to deliver more virtual desktops per server than ever before. And with that I will pass it on to Alan to provide more details on the new Gen CPU performance. >> Thanks Cynthia. So you brought up I think a really great point earlier about the importance of achieving the right balance. So between the both of us, Intel and HPE, I'm sure we've heard countless feedback about how we should be optimizing efficiency for our customers and with four Gen Z and scalable in HP ProLiant Gen 11 servers I think we achieved just that with our built-in accelerator. So built-in acceleration delivers not only the revolutionary performance, but enables significant offload from valuable core execution. That offload unlocks a lot of previously unrealized execution efficiency. So for example, with quick assist technology built in, running engine X, TLS encryption to drive 65,000 connections per second we can offload up to 47% of the course that do other work. Accelerating AI inferences with AMX, that's 10X higher performance and we're now unlocking realtime inferencing. It's becoming an element in every workload from the data center to the Edge. And lastly, so with faster and more efficient database performance with RocksDB, we're executing with Intel in-memory analytics accelerator we're able to deliver 2X the performance per watt than prior gen. So I'll say it's that kind of offload that is really going to enable more and more virtualized desktops or users for any given deployment. >> Thanks everyone. We still got a lot more to discuss with Cynthia, Dennis and Allen, but we're going to take a break. Quick break before wrapping things up. You're watching theCUBE, the leader in tech coverage. We'll be right back. Okay, welcome back everyone to theCUBEs coverage of Compute Engineered for your Hybrid World. I'm John Furrier. We'll be wrapping up our discussion on advanced performance of VDI with the fourth gen Intel Zion scalable processers. Welcome back everyone. Dennis, we'll start with you. Let's continue our conversation and turn our attention to security. Obviously security is baked in from day zero as they say. What are some of the new security features or the key security features for the HP ProLiant Gen 11 server? >> Sure, I would like to start with the balance, right? We were talking about performance, we were talking about density, but Alan mentioned about the balance. So what about the security? The security is really important aspect especially if we're talking about solutions deployed at the H. When the security is not active but other aspects of the environment become non-important. And HP is uniquely positioned to deliver the best in class security solution on the market starting with the trusted supply chain and factories and silicon route of trust implemented from the factory. So the new ISO6 supports added protection leveraging SPDM for component authorization and not only enabled for the embedded server management, but also it is integrated with HP GreenLake compute ops manager that enables environment for secure and optimized configuration deployment and even lifecycle management starting from the single server deployed on the Edge and all the way up to the full scale distributed data center. So it brings uncompromised and trusted solution to customers fully protected at all tiers, hardware, firmware, hypervisor, operational system application and data. And the new intel CPUs play an important role in the securing of the platform. So Alan- >> Yeah, thanks. So Intel, I think our zero trust strategy toward security is a really great and a really strong parallel to all the focus that HPE is also bringing to that segment and market. We have even invested in a lot of hardware enabled security technologies like SGX designed to enhance data protection at rest in motion and in use. SGX'S application isolation is the most deployed, researched and battle tested confidential computing technology for the data center market and with the smallest trust boundary of any solution in market. So as we've talked about a little bit about virtualized use cases a lot of virtualized applications rely also on encryption whether bulk or specific ciphers. And this is again an area where we've seen the opportunity for offload to Intel's quick assist technology to encrypt within a single data flow. I think Intel and HP together, we are really providing security at all facets of execution today. >> I love that Software Guard Extension, SGX, also silicon root of trust. We've heard a lot about great stuff. Congratulations, security's very critical as we see more and more. Got to be embedded, got to be completely zero trust. Final question for you guys. Can you share any messages you'd like to share with the audience each of you, what should they walk away from this? What's in it for them? What does all this mean? >> Yeah, so I'll start. Yes, so to wrap it up, HPR Proliant Gen 11 servers are built on four generation science scalable processors to enable high density and extreme performance with high performance CDR five memory and PCI 5.0 plus HP engine engineered and validated workload solutions provide better ROI in any consumption model and prefer by a customer from Edge to Cloud. >> Dennis? >> And yeah, so you are talking about all of the great features that the new generation servers are bringing to our customers, but at the same time, customer IT organization should be ready to enable, configure, support, and fine tune all of these great features for the new server generation. And this is not an obvious task. It requires investments, skills, knowledge and experience. And HP is ready to step up and help customers at any desired skill with the HP Greenlake H2 cloud platform that enables customers for cloud like experience and convenience and the flexibility with the security of the infrastructure deployed in the private data center or in the Edge. So while consuming all of the HP solutions, customer have flexibility to choose the right level of the service delivered from HP GreenLake, starting from hardwares as a service and scale up or down is required to consume the full stack of the hardwares and software as a service with an option to paper use. >> Awesome. Alan, final word. >> Yeah. What should we walk away with? >> Yeah, thanks. So I'd say that we've talked a lot about the systems here in question with HP ProLiant Gen 11 and they're delivering on a lot of the business outcomes that our customers require in order to optimize for operational efficiency or to optimize for just to, well maybe just to enable what they want to do in, with their customers enabling new features, enabling new capabilities. Underpinning all of that is our fourth Gen Zion scalable platform. Whether it's the technology transitions that we're driving with DDR5 PCIA Gen 5 or the raw performance efficiency and scalability of the platform in CPU, I think we're here for our customers in delivering to it. >> That's great stuff. Alan, Dennis, Cynthia, thank you so much for taking the time to do a deep dive in the advanced performance of VDI with the fourth Gen Intel Zion scalable process. And congratulations on Gen 11 ProLiant. You get some great servers there and again next Gen's here. Thanks for taking the time. >> Thank you so much for having us here. >> Okay, this is theCUBEs keeps coverage of Compute Engineered for your Hybrid World sponsored by HP and Intel. I'm John Furrier for theCUBE. Accelerate VDI at the Edge. Thanks for watching.

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you >> by Adobe. >> Well, Brian, welcome to the Cube Lives Conversations here. Recovering Adobe summat twenty nineteen in Las Vegas. I'm tougher with Jeff Frick co hosting for the next two days wall to wall coverage around Adobe Summit, a company that is transformed from some making software to being a full blown cloud and data provider. Changing the user experience That's our Kino revue. Jeff, this morning was the keynote. The CEO Sean Tom knew no. Ryan took over in two thousand seven. Bruce Chizen Cube alumni, right. What a transformation. They actually did it. They kind of kept down low. But over those years absolutely changed the face of Adobe. We're seeing it now with a slew of acquisitions. Now seventeen thousand people attending this conference. This is kind of interesting story, your thoughts >> a lot of interesting stuff going on here, John and I think fundamentally they they took the risk right. They change your business from a by a news buying new license every year for eight hundred bucks. Nine hundred bucks, whatever used to be for Creative Cloud to go to an online model. And I think what was interesting about what Johnson, who said, is when you are when you're collecting money monthly, you have to deliver value monthly. And it completely changed the way that they paste their company the way they deliver products the way their product development works. And they moved to as we talked about all the time, instead of a sample of data that's old and making decisions. Now you can make decisions based on real time data in the way people are actually using the product. And so they've driven that transformation. And then now, by putting your whole sweet and with these gargantuan acquisitions of Mar Keto, now they're helping their customers really make that transition to a really time dynamic, digitally driven, data driven enterprise to drive this customer experience. >> It's interesting. Adobes, transformations, realist, legit It happened. It's happening. It's interesting, Jeff, you and I both live in Palo Alto, and I was looking through my Lincoln and my Facebook. There's literally dozens of friends and your colleagues over the years that I've interfaced with that all work at Adobe but feed all the acquisitions. They've built quite a huge company, and they brought a different set of experiences, and this is the to be the big story. That hasn't been told yet. Adobe again. This our first time covering Adobe Summit and excited to be here and continue to cover this. But here's what's going on That's really important. They transformed and are continuing Transformer. They did it in a way that was clever, smart and very predictive in their mind. They took a slow, slow approach to getting it right, and we heard the CEO talk about this. They had an old software model that was too slow. They want to attract the next generation of users, and they wanted to reimagine their product and the ecosystem changed their business model and change their engagement with customers. Very targeted in its approach, very specific to their business model. And their goals were innovate faster, moved to the cloud moved to a subscription based business model. But that's not it. Here the story is, the data equation was some kind of nuances in the keynote, like we didn't get the data right. Initially, we got cloud right, but data is super important, and then they got it right, and that's the big story. Here is the data driven and this is the playbook. I mean, you can almost substitute Adobe for your company. If someone's looking to do Tracy, pick your spots, execute, don't just talk about >> it, right? Right? Yeah. They call it the DDO in the data driven operating model, and he pulled up the dash board with some fake data talked about The management team runs off of this data, and when you know it's everything from marketing spend and direct campaigns and where people are sampling, there was a large conversation, too, about the buyer journey. But to me, the most important part is the buying act is not the end of the story, right. You want to continue to engage with that customer wherever and however, and whenever they want you. There was an interesting stat that came out during the keynote, where you know the more platforms your customer engages with you, the much higher the likelihood that they're goingto that they're going to renew, that they're going to retain so to me. I think you know, we talk a lot about community and engagement and this experience concept where the product is a piece of the puzzle, but it's not. It's not the most important piece that might be the piece Well, what she experiences built around, but it's It's just a simple piece. I think the guy from Best Buy was phenomenal. The story, the transformation, that company. But they want to be your trusted. A provider of all these services of two hundred dollars a year. They'LL come take care of everything in your home so you know they don't just want to ship a box. Say, say goodbye. They want to stay. >> Well, let's talk. Let's talk about that use case. I think the best bike Kino Best Buy was on the Kino with CEO. But I think that what I what? I was teasing out of that interview and you just brought it up. I want to expand on that They actually had massive competition from Amazon. So you think, Oh my God, they're going to be out of business? No, they match the price. They took price off the table so they don't lose their customers who want to buy it on Amazon. You can still come in the story of experience, right? They shifted the game to their advantage where they said, we're not going to be a product sales company. We're going to sell whatever the client want customers want and match Amazons pricing and then provide that level of personalization. That then brought up the keys CEOs personalization piece, which I'd like to get your thoughts on because you made a stat around their emails, right, he said, Quote personalization at scale, Right? That's what they're >> that's that they're doing right? And he talked about, you know, they used to do an e mail blast and it was an email blast. Now they have forty million versions of that e mail that go out forty million version. So it is this kind of personalization at scale. And you know, the three sixty view of the customer has been thrown around. We could go in the archives. We've been talking about that forever. But it seems that now you know the technology is finally getting to where, where needs to be. The cloud based architectures allow people to engage in this Army Channel way that they could never do it before. And you're seeing As you said, the most important thing is a data architecture that can pull from disparate sources they talked about in the Kenya. The show does they actually built their customer profile as the person was engaging with the website as they gave more information so that they can customize all this stuff for that person. Of course, then they always mentioned, But don't be creepy about it. I >> don't have too >> far so really delivering this mask mask, personalization at scale. >> I think one of the lessons that's coming out a lot of our interviews in the Cube is Get the cloud equation right first, then the data one. And I think Adobe validates that here in my mind when it continue investigating, report that dynamic the hard news. Jeff The show was Adobe Cloud experiences generally available, and I thought that was pretty interesting. They have a multiple clouds because a member they bought Magenta and Marquette on a variety of other acquisitions. So they have a full on advertising cloud analytics, cloud marketing cloud and a commerce cloud. And underneath those key cloud elements, they have Adobe, sensi and Adobe Experience platform, and we have a couple of night coming on to talk about that, and that's making up. They're kind of the new new platform. Cloud platforms experience Cloud. They're calling it, but the CEO at Incheon quote. I want to get your reaction to that. This, he said, quote people by experiences, not products. That's why they're calling it the experience cloud. I hear you in the office all the time talking about this, Jeff. So it's about to experience the product anymore, >> right? It is the passion that you can build around a community in that experience. My favorite examples from the old days is Harley Davidson. How many people would give you know they're left pinkie toe, have their customers tattoo their brand on their body? Right in The Harley Davidson brand is a very special, a special connotation, and the people that associate with that really feel like a part of a community. The other piece of it is the ecosystem. They talk about ecosystem of developers and open source. If you can get other people building their business on the back of your platform again, it's just deepens the hook of engagements that opens up your innovation cycle. And I think it's such a winning formula, John, that we see over and over again. Nobody can do by themselves. Nobody's got all the smartest people in the room, so get unengaged community. Get unengaged, developer ecosystem, more talk of developers and really open it up and let the creativity of your whole community drive the engagement and the experience. >> We will be following the personalization of scale Cube alumni former keep alumni who is not at the show. I wanted to get opinion. Satya Krishna Swami. He's head of persuasion. Adobe had pinned them on linked him. We'LL get him on the Cuban studio so keep on, we're going to follow that story. I think that's huge. This notion of personalization of scale is key, and that brings us to the next big news. The next big news was from our friend former CEO of Marquette. Oh, Steve Lucas. Keep alumni. They launched a account based experience initiative with Adobe, Microsoft and Lincoln, and I find that very interesting. And I'd start with Ron Miller TechCrunch on Twitter about this. Lincoln's involved, but they're keeping in Lincoln again. The problem of data is you have these silos, but you have to figure out how to make it work. So I'm really curious to see how that works, so that brings up that. But I think Steve Lucas it was it was very aggressive on stage, but he brought up a point that I want to get your thoughts on, He said. Were B to B company, but we're doing B to seeing metrics the numbers that they were doing at Marquette. Oh, we're in the B to see rain. So is this notion of B to B B to see kind of blurring? I mean, everyone is a B to C company these days. If everything's direct to consumer, which essentially what cloud is, it's a B to see. >> Yeah, well, it's interesting records. We've talked about the consumer ization of again. Check the tapes for years and years and years, and the expectations of our engagement with applications is driven by how we interact with Amazon. How we interact with Facebook, how we interact with these big platforms. And so you're seeing it more and more. The thing that we talked about in studio the other day with Guy is that now, too, you have all these connected devices, so no longer is distribution. This this buffer between the manufacturing, the ultimate consumer, their products. Now they're all connected. Now they phone home. Now the Tesla's says, Hey, people are breaking in the back window. Let's reconfigure the software tohave a security system that we didn't have yesterday that wasn't on our road map. But people want, and now we have it today. So I think Steve's perception is right on. The other thing is that you know, there's so much information out there. So how do you add value when that person finally visits you in their journey? And let's face it, most of the time, a predominant portion of their engagement is going to be Elektronik, right? They're going to fill out a form. They're going to explore things. How are you collecting that data? How are you magic? How are you moving them along? Not only to the purchase but again, is that it was like to say, is never the orders, the reorder in this ongoing engagement. >> And that's their journey. They want to have this whole life cycle of customer experience. But the thing that that got that caught me off guard by McKeen against first time I went satin Aquino for an adobe on event was with me. All these parts coming together with the platform. This is a cloud show. Let's plain and simple. This is Cloud Technologies, the data show we've gone to all the cloud shows Amazon, Google, Microsoft, you name it CNC Athletics Foundation. This is a show about the application of being creative in a variety of use cases. But the underpinnings of the conversations are all cloud >> right, And they had, you know, to show their their commitments of data and the data message right? They had another cube alumni on Jewell of police have rounded to dupe some it all the time, and she talked about the data architecture and again, some really interesting facts goes right to cloud, she said. You know, most people, if you don't have cloud's been too much time baby sitting your architecture, baby sitting your infrastructure Get out of the way Let the cloud babe sit your infrastructure and talk. And she talked about a modern big data pipe, and she's been involved with Duke. She's been involved with Spark has been involved in all this progression, and she said, You know, every engagement creates more data. So how are you collecting that data? How are you analyzing that data and how are you doing it in real time with new real time so you could actually act on it. So it's It's very much kind of pulling together many of the scenes that we've uncovered >> in the last two parts of a Kino wass. You had a CEO discussion between Cynthia Stoddard and >> Atticus Atticus, other kind. Both of them >> run into it again. Both big Amazon customs, by the way, who have been very successful with the cloud. Then you had and you're talking engineering, that's all. They're my takeaway from the CEO. One chef I want to get your thoughts on because it can be long in the tooth, sometimes the CEO conversation. But they highlighted that cloud journey is is there for Adobe Inn into it? But the data is has to be integrated, totally felt like data. Variables come out the commonality of date, and she mentioned three or four other things. And then they made a point and said, quote data architectures are valuable for the experience and the workload. This is critical with hearing us over and over again. The date is not about which cloud you're using. It's about what the workload, right, right? The workloads are determining cloud selection, so if you need one cloud. That's good. You need to write. It's all depending on the workload, not some predetermined risk management. Multi cloud procurement decision. This is a big shift. This is going to change the game in the landscape because that changes how people buy and that is going to be radical. And I think they're they're adobes right on the right wave. Here they're focusing on the user experience, customer experience, building the platform for the needs of the experience. I think it's very clever. I think it's a brilliant architecture. >> Yeah, she said that the data archive data strategy lagged. Right? The reporting lag. They're trying to do this ddo m >> um, >> they didn't have commonality of data. They didn't have really a date. Architecture's so again. You can't build the house unless you put in the rebar. You build the foundation, you get some cement. But once you get that, that enabled you to build something big and something beautiful, and you've got to pay attention. But really, we talk about data driven. We talk about real time data, they're executing it and really forcing themselves by moving into the subscription business model. >> Alright, Final question I want to get one more thought from you before I weigh in on my my answer to my question, which is What do you mean your opinion? What was the most important story that came out of the keynote one or two >> or well or again? You know, John, I was in the TV business for years and years before getting into tech, and I know the best buy story on what came before them and what came before them and what came before them. So what really impressed me was the digital transformation story that the CEO shared first, to basically try to get even with their number one competitors with which was Amazon in terms of pricing and delivery. And then really rethink who they are Is a company around using technology to improve people's lives. They happen to play in laundry. They play in kitchen, they play in home entertainment. They play in computers and education, so they have a broad footprint and to really refocus. And as he said, To be successful, you need to align your corporate strategy and mission with people's strategy and mission. Sounds like they've been very successful in that and they continue to change the company. >> I agree. And I would just kind of level it up and say the top story, in my opinion, wass the fact that Adobe is winning their innovating. If you look at who's on stage like best buy into it, the people around them are actually executing with Cloud with Dae that at a whole another level that they've gone the next level. I think the big story here is Adobe has transferred, has transformed and continues to do transformation. And they just had a whole nother level. And I think the story is Oracle will be eating their dust because I think they're going to tow. You know, I think sales force should be watching Adobe. This is a big move. I think Oracle is gonna be twisting in the wind from adobes success. >> Well, like he said, you know, they tie the whole thing together from the creativity, which is what creative cloud is to the delivery to them, the monetization in the measuring. So now they you know, they put those pieces together, so it's a pretty complete suite. So now you can tie back. How has my conversion based on What type of creative How is my conversion based on what type of campaigns? And again the forty million email number just blows me away. It's not the same game anymore. You have to do this and you can't do by yourself. You gotta have automation. You got have good analytics and you got a date infrastructure that will support your ability to do that. >> So just a little report card in adobe old suffer model that's over. They have the new model, and it's growing revenues supporting it. They are attracting new generation of users. You look at the demographics here, Jeff. This is not, you know, a bunch of forty something pluses here. This is a young generation new creative model and the products on the customer testimonials standing on this stage represent, in my opinion, a modern architecture, a modern practice, modern cloud kind of capabilities. So, you know, Adobe Certainly looking good from this keynote. I'm impressed, you know. Okay, >> good. Line up all the >> days of live cube coverage here in Las Vegas for Doby summit. I'm John for Jeff. Rick, Thanks for watching. We'll be back with a short break

>> wait. >> Okay, We're back. Live a V M. World twenty twelve. I'm John for the founder's silicon angle dot com. This is the Cube silicon angle dot TV's flagship telecast. We go out to the events and extracted signal from the noise CEOs, entrepreneurs, analysts, marketing people, developers, whoever has the signal, we want extract that share that with you. We have a special guest today. Frank's Leutnant is a sea of service. Now again, I'm John Furry. I'm joined my co host >> of Dave Alonso, a wicked bond dog. Frank, Last time we saw Europe on the stage, you had these glasses on the hat. Remember that, Elwood? So, uh, welcome to the Cube. First time on Thank you. Too many of'Em worlds. I'm sure. A little different angle now. Yeah, Service now. Very exciting. Just went public solving a big problem on DH. Added again? Yes. So tell us. How do you feel? >> That's interesting. A lot of people ask me, how did you end up in, you know, in a in an application software tap a category you spent all this time in storage. The reality is that most of my life, you know, being in the application, development, dusting and system management. So this is actually close to my wheelhouse. Stories was actually a pretty good diversion for me. Careerwise >> service now, relatively, you know, not not a household name but solving that problem. Really, There's no system of record for i t. What activities air doing? Whether it's finance, it's whether it's application portfolio project portfolio. You guys were attacking that whole nut with a software service model. I mean, it used to be a lot of point tools to do that. And you guys seem to be having a lot of success bringing that all to the cloud. >> Yeah, the irony is, is that you look at all the corporate functions, you know, finance, sales, marketing HR, I sort of ranks, you know, last or near last in terms of management sophistication, right compared to the other functional areas, because the most mighty organization have to show for themselves. They helped US management system for their work. For right now, they are to keep track of what's running in their their operation, and that service model is typical of infrastructure providers. Right? You see it, you know, with tell coast like looking t you see it with power. You tell these, like PG and E their infrastructure providers first and the service model. It is not particularly compelling, right? So what we tried to dio it's really take it from a D M V style service model standing in line waiting to be helped. Do you want this more like amazon dot com, where I help myself, It's into it. If it's online, it's productive. It's where I want to go. Teo to make requests as well. Let's receive service >> So you're selling primarily to the organization. Who you sell to in the theory is that the CEO is that the project management offices all the above >> as the servicers management is a very well defined center of responsibility in i t organization. So there's always a group of people who is in charge of that that disciplined. They're easy to find, But CEOs are always involved, and the reason is these air very high profile system rollout because everybody in it is an actor or participant, the workflow as well as the broader employee population, the enterprise, touchy systems, So you better believe that people are sensitive about this being a successful practical and it looks more like a neo system. Dan. It does an infrastructure type system >> without the AARP complexity of it. >> Yes, it's it's a mixed >> metaphor, but so So here are your roughly a hundred fifty million dollar company, you know, annualized, you nice market. >> Either way, we've we've guided to about two. Thirty five, >> thirty five this year. Okay, Great. That's >> want to make sure that their investors don't get >> background. We're sorry about that. Es to thirty five, which is why your market cap about three point six billion. I think >> way had about ninety eight percent growth and buildings in the last quarter. So the high growth, obviously it's what drives >> what's driving that. So how big is the business that you guys playing? What's your tan? >> So we think that the tam just for the narrow definition around service management is a is a multi billion dollar opportunity Because of the nature ofthe work flows, we're also expanding into the operations management area. Right? This is this is where HP lives and BMC and IBM and CIA with these very large open view Tivoli Well, because their work flows between services system management are all becoming integrator that used to be suffered spheres. Not anymore. >> And that's an enormous market. >> It i d. C. Thanks. It's about a thirteen fourteen doing dollar market, and then you have the platform is a service opportunity because our customers have just gone wild, building all kinds of spoke applications on a platform just because they could. So >> you kind of betting on the intersection of systems management, operations, management >> and the platform. >> Okay, and it's kind of jump ball, really, with the dynamic of the cloud coming in, isn't it? In terms of the competitive, it's >> Ah, it's interesting because we look another assassin categories like HR marketing. You see a whole host of players you're looking in our category on the only breakout play there has been serviced now way have predominately compete against legacy vendors, people that I just mentioned. So >> you've got some experience doing that I want >> I want to ask you about the discipline side of the market. You guys are public companies, so yeah, you're out there is all exposed and then talk about some of the product directions because out yesterday they were really showcasing the vision within VM where old way a new way, a access APS infrastructure. You know the classic in the old way. New Way, Modern era. We've been calling it in your world. You're actually replacing some pretty old stuff. I mean, I remember back in the late eighties, early nineties health testing people had that's headsets on and, you know, homegrown software developers and quit a lot of this legacy kind of mindset. So first question is, Is that true? Is there still that much baggage in that services business? From an infrastructure standpoint? And the second part, the question is, what's the new stuff that's really disrupting the market? So in the new way, what is the key features that that's happening in the services industry? >> So, you know, I already started to allude to it, right. So you want to evolve that service model from that help death centric DNP style of service experience to one that's on the line looks more consumer style. You know, the way we've learned from Apple and Yahoo and Google and people like that help yourself. If you have a problem at home with your apple TV, you're really gonna try and call Apple know you're going to go online and you find years of communities you get Teo answers ten times faster, that weight and then following these needy old models the way you reference there is an awful lot of that still living in the world off because they're focuses infrastructure, not service. That's change it, right? I mean, CEOs, I read somewhere, have a shelf life of about eighteen months, right? There's incredible impatience and dissatisfaction with how that function is running. It's costing too much money in the service is not exactly to to write home about. People are really ready to move their service malls. >> The largest answer was, Just hire someone else to do it. That was the outsourcing boom, right? So that's still brought problems, right? Legacy. So how is that still in play? So if the notion is okay, outsource it, and then the outsources has some warts on it that's got to be tweaked. What's the new version? Because you know amazon dot com and you know this new environment availability, instant access, the information we don't service etcetera is that changing it >> way believed that the move to cloud computing is really going to change the role of the CIA, all right, because infrastructure is going to become something that's behind Courtney, and it's becoming less of an infrastructure centric job. CEOs and T organizations become Mohr service engineering organizations, people that understand work flows. People understand how to automate work, flows right out. And, you know, I know how to run a database or a network or, you know, all the security dimensions and so on because we're just breaking as an industry. There just isn't enough competency and skill sets for everybody to be confident at the level that we need to be at structure. It's not scaling, right. It's sort of the way telephone switching centers were in the nineteen fifties >> means one of those things to with the CIA. Attention, I'LL get to that later. But now, with big data in real time analytics is more pressure on the service delivery side. As a business driver, you seeing that pressure as well, or is it more? We just gotta fix it now. I got to do it >> Well, nighty organizations in the lift from one crisis to the next, completely event driven, you know we haven't out its were all over it. Trying to restore service on DH. You know, we sort of live that life day in, day out. But I've never changes right So waken get ahead of this game. You know, if we start structuring, you know, the interaction model that we have with our users how we communicate with them. I mean, simple things, right when you were, you haven't out it. It would be helpful if we were able to pull status. You know, every twenty minutes us to what? What we're doing, What's going on. Right? But having infrastructure be ableto push data out? No, like that. Most organizations don't do that. They live pretty much in the dark, >> so share with our audience out there. That's watching. We have a lot of professionals and data scientists and analyst type audience that we've that we've that follows. Looking angle with Yvonne on DH. Some CEOs as well on early adopters share the folks out there. The pitch, How bad is it that their environment and how easy is it to change? It is just a norther. A magnitude sense of is a turnkey. How do you guys roll in? What's he engagement look like? It's not as hard as the things that most people might have the opinion. I don't want to get just ugly. It's painful or is it not painful? Is it quick pop now? Is it like how fast a roll in and out the infrastructure that you >> the's are extraordinarily sticky systems the system that were that we replace >> your systems of the old systems. >> The old systems are on the reason that they've been around for ten, fifteen years. They're very difficult to replace. And if you look at our girls, that's certainly testament to our compelling. The value proposition has been people have said, you know, a pain is becoming unbearable and be the view of the promised Land is looking pretty good, right? So there's both an incentive to change and to move, and secondly, there is something to move towards that is this compelling inspiring. And it really is going to change my game right, because now we tell people said, Look, if you just tryingto get to a snazzier, more modern help desk, we're not your guy, okay? Because we don't find out a compelling vision of the world. We wantto wholesale transform how you deliver service just >> take us to some of those cats you were talking before you came on about your growth tripling inside. But talk about a zoo company, which is a whole nother conversation. We could talk about it yet you have expertise in, but talk more about the customer deployments. You got some fresh funding with the AIPO. You're geared up. You go out to the market place. What are the conversations like, What are some of the stats and one of the conversation with the CIA? >> Well, the CIA is obviously are interested, first and foremost of the transformation of the service model, right? I mean, we have to get Teo service experience that's more reminiscent of people experience on the consumer side. Now we typically have to do that, that an economic equation that's very similar to what they're having right now. They're not interested in spend more. They just want to get completely refreshed, you know, platform for similar amounts of money that they're already spending because Versace, you know, we're not just taking the software, not off the after after table. We're also taking the entire infrastructure, all the operating staff, everything it takes to run that environment becomes ours, right? It's no longer in the I T department, so that looks pretty compelling to them. >> How about some of the numbers in terms of uptake with customers recently? What's the growth rate was? Can you share some numbers? >> Way have about twelve hundred price customers? We had about one hundred twenty seven the last quarter. That's that is a huge number of customers. Tio Tio ad we have. Most of our focus is on global two thousand enterprises. We have about two hundred thirty global two thousand enterprises, and they're all you know who's who names that, that people recognize Starting up Ticket's been been strong. We're running very, very hard to make sure that we have two services infrastructure. Both there's people and infrastructure to be able to accommodate that. >> Well, I'm excited to interview you because I want to ask you kind of more of a personal question. And although we just met for the first time here, your name's been kicked around as kind of a maverick operational executive who knows how to scale organization. So we're in kind of living in an era where the business value focused, whether startups and has been a lot of talk about, you know, the Facebook idea, the young kids under thirty running a billion dollar market gap, companies trying to actually move from hyped to real scale. And Palmer. It's made a comment yesterday kind of dissing Facebook of in terms of the value proposition relative to say, you know, bm where. But the question I want to ask you is, um, what's your success model for scaling an organization on DH for the younger execs out there? And for people who don't know you just chairs up on the camera? What's your philosophy as the repeatable sales, lower cost leverage model? I mean variety of different kind of ingredients. What's the Franks Lukman formula for success and scaling? Bringing a product to market and growing it? >> Well, the first order of business for for a start up venture of any sort is growth. I find that a lot of people come on a business school in trying to balance girl for profitability. Um, that mentality makes no sense to me, right? It's economics. Before accounting, accounting becomes the bastardization of economics, we run our ventures cash on booking their economic concepts, not accounting constructs, right people are trying to show profit prematurely when they can invest that money to grow. We tripled our head count over the last year. We got very far over our skis. No, we're burning a hole in our gas pals but were very clear with investors that look, we are still increasing our productivity for head. Why, when we apply to resource is to grow this franchise Growth expands our multiples, expands valuation. That's what everybody is in the business for, so so sort of summarize. Knowing your question. Most people hold back on growth, and they don't really know why they're not all out trying to drive growth and the reason that growth is so important. You need to be a breakout player. Nobody wants to be the in between player. That's neither fish nor fowl and doesn't become a dominant entity into space that it wants to be in >> and have the financing in the dry powder behind you that you were a venture capital Greylock, which no something into about investing. So that's also important part right? >> Well, you don't. That's why I said to you manage on cash you managed on bookings. Those are the economics in the business essentially, >> and you've been looking up, have some really good finances behind you, trust you who get the concepts and that's key well, continue in the right >> way went public. We also explain to investors Look, this is what we're trying to do, and this is what we need you to buy into. Otherwise, find somebody else's talk. So >> what is the going public affect? You know the perception amongst the CEO's when you chose to list on the way we had them on earlier this week? But how is that affected? The brand perception? >> That was the whole reason for us to go public, right? We didn't need to cash liquidity. Obviously, it's good for employees and investors when I pose fundamentally a branding event. You know, I used the analogy. We went from playing on Saturday to playing on Sunday. You know, all of a sudden you know you're transparent, you know, all the all the thud that gets spread about you by competition. People cannot punch you up on Iand. See what the truth is around your balance sheet. You know how abot your last quarter was? It's been three. I po was tremendous for us from a branding standpoint, >> and you've been known Teo have a reputation of really getting the product in this case, the service, right? And then really getting aggressive on the sales side. Can you talk about what you've done in the sales side? I know you've aggressively hired. >> Yeah, we You know, as I said, we tripled our head count. We went from three shells. Reasons to twelve insight. One year we spread out all over Europe today. This is a ground war. You need an army to fight it. This is not Facebook. We cannot sign up annoying people in a week. It is a business that runs over the ground so you cannot scale and drive growth business unless you have two people to run it. >> And you're selling belly to belly. That right? Absolutely. So you know, >> we're going through the front door of the elevator >> way. Okay, We're getting the hook here. We're getting hooked, but I have to quit final questions. One is just put a plug out there for service's angle dot com that Silicon Angles separate publication. We launched last year, thanks to E m. C. For helping us sponsor that but really dedicated to the new era of services. And there is some disruption. We're excited to cover you guys, so I just wanted to say Go, go check out sources angle. So Franklin asked two questions. One. What's the big disruption in the services business that most people aren't getting right now? General, you know, man and tech on the street, not the insider inside the ropes. So that's the first question. The second question. What's your goals for the year? For the business? >> Well, the interesting thing about the services business is how it's one of these areas that is sort of the least automated. Write. It runs on the concept of institutional knowledge. Phone conversations, informal communications, email and the frontier in service management is that those become software automated structure processes that is not just happening in I t able sticks. It's happening everywhere, right? What do you want to request? Food. You know, from the hotel you knew what a Virgin America, right? You know, request from your seat, something that's just, you know, on an example of how >> that's the story, you know, debate about that. >> That's how it's gonna go, right? So services it's going to become, really that I call the service fabric right? Essentially how thes processes get conducted. So we're super excited because our platform sits right in the middle of that trend and we're going to try and make that trend. >> It's eleven. Platform to the economics are fantastic and no real customs agents were brought up exactly so good margins. >> And it's just >> like the stock immediately. >> It's much more scalable in the district. Disintermediation. You know, all the all the manual effort goes into this. >> Okay, so now I know your public CEO and everything now, so you really can't be as wild as you could have you a private. But what's the outlook for year? Your personal goals for the year >> Wait, given guns from or get one quarter for years. So check with your favorite analysts. >> Okay? Growth is on the horizon. Congratulations. Frank's been great to have your leadership in the Cube. Thank you. Time Cuban great to have you. This is silicon angle dot coms. The cube will be right back with our next guest, Cynthia Stoddard from Netapp CIA, Another CIA. We're gonna get into the trenches and hear about the transformation again. We'LL be right back