>>from around the globe. It's the Cube presenting Cuban cloud brought to you by Silicon angle. Hello. We wanna welcome back to the Cuban cloud where we're talking to CEOs, C. E. O s, chief technology officers and investors. On the future of Cloud with me is Dave Humphrey, who is the managing director and co head of Private Equity North America at Bain Capital. They've welcome to the Cube. First time, I think. >>First time. Yeah, David, thanks very much for having so >>let's get right into it. As an investor, how are you thinking about the evolution of cloud? When you look back at the last decade, you know it's not gonna be the same, uh, in this coming decade, you know, Thio ironic 2020 is has thrown us into, you know, the accelerated digital transformation and cloud. But how do you look at the evolution of cloud from an investment perspective? What's your thesis? >>That's a great question, David. You know, for us, we're focused on investing in technology and really across the economy. And I'd say the cloud is the overarching trends and dynamic in the technology markets. And really, for two reasons, one is a major shift. Of course, that's going on. But the second and frankly, even more interesting one to us is all the growth that the cloud is creating in the technology marketplace. You know the ship. It has been well covered. But five years ago in 2015, by our analysis, two thirds of all computing workloads were done on premises and Onley. Five years later, that's that's flipped. So two thirds of all computing workloads now done done in the cloud. And, of course, that shift. There's a lot of ramifications as an investor. But even more interesting dust is the growth in technology and the usage of technology that the cloud is creating. So over that same period of time, the total number of computing workloads run has increased by 2.6 times just a five year period time, which is really a a dramatic thing. And it makes sense when you think about all the new software applications that could be created, all the data that could be used by new users and new segments, and the real time inside that could be gleaned from that is that growth that really were focused on investing behind a Z. Investors in technology. You >>know, it's interesting you just took share those numbers and you hear a lot of numbers. I I actually think you you know, you your even being conservative. You know, Ginny Rometty used to talk about 80% of workloads or are still on Prem. Andy Jassy it reinvent said that 96% of spending is still on premises. So that was kind of an interesting stat. And I guess the other thing that I would, I would note is it's not just a share shift. It is. It's not just, you know, the cloud eating away it on Prem. We've clearly seen that, but there's also incremental opportunity as well. If you look at snowflake, for example, and adding value on top of, you know across multiple clouds and creating new markets, so there's there's that, you know, double that 12 punch of stealing share from on Prem but also incremental growth, which is probably accelerated as a result of this, you know, compressed digital transformation. So when you look at the Big Three cloud players, I mean roughly speaking, they probably account for $80 billion in total revenue which I guess is a small portion of the overall I t. Market. So it has a a long way to go. But But what's the best way to get good returns from an investment standpoint without getting clobbered by their tendency to sometimes coop some of the best ideas and put them on their primary services? >>Yeah, absolutely. Well, you know, for us, uh, it really comes back to the same fundamental principles we look for in any investment, which is finding a business that solves a really important problem for its customers and does so in a way that's really advantaged vs competition can and do something that other competitors just can't do, whether those be the hyper scale is that you're describing or, you know, other specialized and focused competitors, and then finding a way that we can partner with those companies to help them to accelerate their growth. So surely the growth of the likes of AWS and Microsoft and Google, as you're describing, has been a profound competitive shift, along with the cloud shift that we've all talked about. And those companies, of course, can offer and do things that you past purveyors of computing couldn't. But fundamentally, they're selling and infrastructure layer, and there is room for all sorts of new competitors and new applications that can do something better than anybody else can. So any company that we're looking at, we're asking ourselves the question. Why are they the best ones to do what they're doing? How could they solve the most problem for their customers and do that in a way that's that's Brazilian and we see lots of those opportunities, >>and I wanna I wanna pick your brain about the Nutanix investment. But before we get there, I wonder if you could just talk about Bain Capital in their their history of investment in both cloud and infrastructure software and and how do those investments? How would they performed? And how do they inform your current thesis? >>Yeah, absolutely. So being Capital was started in in the mid eighties, 1984 actually has a spin out of being a company consulting, and the basic premise was that if we're good at advising and supporting businesses, we should partner with them and invest behind them, and if they do well, we'll do well. And, as I said, focusing on these businesses but do something really valuable for their customers in a riel advantaged way, with some discontinuous growth opportunity that's led us to grow a lot. You know, we started out actually in the venture business and grew into the private equity business. But now we invest across all life stages of companies and all over the world. So we're $105 billion in assets that we managed across 10 lines of business on were truly global. So I think we have about 470 investment professionals and 210 of those at this point are located outside the U. S. One of the really interesting things for us in investing in technology broadly and in infrastructure in the cloud more specifically is that we're able to do that all over the world. And we're able to do that across all the different life stages of companies. We have a thriving venture capital business that really we've been in since the origins of being capital has invested across countless cloud and security and infrastructure businesses taken successful companies public like like solar wind sold companies to strategic and grown businesses. You know, in really thriving ways we have a, um, growth mid market growth technology business that we launched last year. Called their Technology Opportunities Fund. They've made a really interesting cloud based investment in a company called the Cloud Gurus Cloud Guru Excuse me? That trains the next generation of I t professionals to be successful in the club on then, of course, in our private equity business, you know where I spend my time. We are highly focused on technology sector and the the impacts of the cloud in that sector. Broadly, we've invested in many infrastructure businesses, scale businesses like BMC software and Rockets software security businesses like blue coat systems and semantic. And of course, for those big businesses they've got both on premises solutions. They've got cloud solutions, and often we're focused on helping them continue to grow and innovate and take their solutions to the cloud. And then, uh, that's taking us to our most recent investment in Nutanix that we're very excited about it. We think it's truly a growth business in a large market that has an opportunity to capitalize on these trends we're talking about. >>I wonder if you could comment on some of the changes that have occurred. You guys have been in the private equity business for a long time. And if you look at what you know, kind of the early days of private equity, it was all you know, even, uh, suck as much cash out of the company is possible. You know, whatever's left over will figure out what to do with it. It it seems like you know, investors have realized Wow, we can actually, if we put a little investment in and do some engineering and some go to market, we can actually get better multiples. And so you've got the kind of rule of 30 35 40 where he made a plus. Growth is kind of the metric. How do you think about that? And look at that evolution. >>Yeah, you know, it's interesting because in many ways, being capital was started as the antithesis to what to what you're describing. So we started again, as as with a strategic lens and a focus on growth and a focus on if we got the long term and the lasting impact of our business is right, that the returns would would follow. And you're right that the market has evolved in that way. I mean, I think some of the some of the dynamics that we've seen has been certainly growth of the private equity business. It's It's become a much larger piece of the, you know, the capital markets than it was certainly 10 years ago in 20 years ago. Also, with that growth comes the globalization, that business all over the world and the specialization. So you certainly see technology focused firms and technology focused funds in a way that you didn't see, uh, 10 years ago, or certainly 20 years ago actually being capital. Interestingly enough, we had a technology focused fund in 1989 called called Being Information Partners. So we've been focused on the sector for a very long time. But you certainly see ah, lot more technology investors, uh, than than you did you know 10 or 20 years ago? >>How are you thinking about valuations? Thes days? I mean, that is good. It's good to be in tech. It's even better to be in the cloud. You know, Service officer, software Cloud. You know if if if you're looking at, you know some of the companies, especially the work from home pivot. But a lot of that appears to be. You know, many people believe it's going to be permanent. How are you feeling about the both public market and private market valuations in that dynamic? >>Yeah, well, you know, it's it's amazing, right? I don't think any of us in March, when the covert crisis was just emerging, would have anticipated that that come November, the markets, and certainly the technology markets would be even more robust and stronger than than they were say in January February. But I think it's a testament to the resilience of the technology on that just how intricate and intertwined technology has become with our daily lives and and how much companies depend on its use. And frankly, it's been the cove environments that an accelerant for many of the ways in which we depend on technology. So witnessed this interview, of course, through through the through the cloud, and you're seeing the way that we operate our business day to day the way cos they're accessing their data and information. It's only further accelerated the need for technology and the importance of that technology to how how businesses operate. So I think you're seeing that reflected in the market values out there. But, you know, frost work. We're focused on businesses that still have that catalytic opportunity ahead that can more than compensate for for the price of entry. >>So let's talk about this massive investment. You guys made a Nutanix 750 million, I guess, is a small piece of your 105 billion, but still a massive investment. How did that opportunity come to you? What was your thinking? You know, behind that that investment and what are you looking for in terms of the go forward plan and growth plan for 2021 really importantly, beyond. >>Yeah, absolutely. Well, we're thrilled to be partnered with and invested in Nutanix. We think is a terrific company. And, you know, our most recent technology investment and private equity business. It really came about through a proactive efforts that we had in in the spring. Um, you know, we've got a team focused on the technology sector, focused across infrastructure and applications, and, uh, internet and digital media businesses and financial technology. And, uh, you know, through those efforts, we were looking for businesses. Um, that we felt had faced some dislocation and their market values associated with the Koven environment that we're facing but that we thought were really attractive. Business is well positioned, had leading solutions and had substantial and discontinuous growth opportunities. And as we looked through that effort, we really felt that Nutanix stood out just as a core leader and in fact, really the innovator and the inventor of the market in which it competes with a substantial market share in position solving a really important problem for its customers with a big growth opportunity ahead. But, um, the stock price had had come down because the business has been undergoing ah transition, and we didn't think that that was fully understood by by the market. And so way saw an opportunity Thio partner with Nutanix to invest money into the business to help to fund its transition and its growth. Yeah, and Thio to be partners along for all the value the business will will continue to create. We think it's a terrific company, and we're excited to be to be invested >>Well, you and I have talked about this that transition, you know, from a traditional, you know, license model to one That's Anania recurring revenue model, which many companies have gone through. You know, Adobe certainly has done it. Tableau successfully did it. Splunk is kind of in the middle of that transition right now and maybe not well understood. You've got companies like like Data Dog that and snowflake again to doing consumption based pricing. So there's a lot of confusion in the marketplace, and I wonder if you could talk about that transition and why it It was attractive to you to actually, you know, place that bet now? >>Yeah, absolutely. And as you say, a number of companies at this point have been through various forms of this shift, from from selling their technology upfront to selling it over time on, we find that the model of selling the technology over time eyes one that could be powerful. It could be aligning for customers as well as for, uh, vendor of the software solutions. And in Nutanix in particular again, we saw all the ingredients that we think make this an opportunity for for the business again, market leading technology that customers love. That is solving really important problem. The technology, because Nutanix had been grown and bootstrapped under the leadership of, uh, you know of zeros when it was built and founded, had been selling its software together with an appliance, you know, often in a, um, upfront sale Andi has been undergoing under their own initiative transition from selling that software with an appliance to a software based model to one that s'more rattle over time. And, you know, we thought that there was the opportunity to continue that to continue that transition and by doing that, to be able to offer mawr growth and mawr innovation that we could bring to our customers Thio continue to fund the shift. So something that frankly was well underway before we invested. Um, you know, as a za business makes this transition from collecting upfront Thio, you know, thio more evenly. Over time, you know, we saw a potentially use for our capital to help to fund that growth. And we're just focused on being a good partner toe help the company keep investing in abating, as as it contains to do that. >>I was talking to somebody other day, David. I told him I was interviewing you, and I was mentioning the Nutanix investment. I said, I'm definitely gonna cover that as part of this. You know, Cuban Cloud program. And they said Hit Nutanix. That's not cloud. I'm like, Wait a minute, What's cloud? So we heard Andy Jassy reinvent talking a lot about hybrid Antonio Neary, right after HP made its earnings last earnings announcement he came on on, said that well, we heard the big Cloud player talk about hybrid, and so the definition is changing. But so how are you looking at the market? Uh, certainly. There's this hyper converged infrastructure, but there's also this software play. There's this cloud play. Help us squint through how you see that >>absolutely so Nutanix, as you alluded to, pioneered the market for hyper converged infrastructure for bringing computing storage networking together. Uh, you know, often in private cloud environments in a way that was really powerful for for customers. Make, of course, continue to be the leaders in that marketplace. But they've continued to innovate and invest in ways that can solve problems for customers and related problems across the hybrid cloud. So combining both the public cloud with, you know, with that private cloud and across multiple public clouds with things like clusters and lots of innovation that business is doing in partnership with the likes of, um, Amazon and Microsoft and others. And so, yeah, we think that New Chance has a powerful role to play in that hyper cloud world in a multi cloud world. And we're excited toe back on them. >>Well, I think to what maybe people don't understand is that not only is Nutanix, you know, compatible with AWS and compatible with azure and G C. P. But it's actually kind of create a nabs traction layer across those those clouds. Now there's two sides of that debate. Some some will say, Well, that that that has Leighton see issues or yes, it reduces complexity. But at the same time, it doesn't give you that fine grained access. That's kind of the A W s narrative customers, you know, want simplicity. And we're seeing, you know, the uptake across clouds. I have a multipart question for you, Dave. So obviously being very strong and strategy I'm curious is toe how how much you get involved in the operational details. I mean, obviously 750 million u got a state there, but what are the 2 to 2 or three major strategic considerations for not just even just Nutanix but cloud and software infrastructure companies. And and how much focus do you put on the operational and one of the priorities There? >>Absolutely. Well, you know, we pride ourselves in being good partners to our businesses and in helping them to grow, not just with our capital, which I think is, of course, important, but also, you know, with our sweat equity and our and our human capital in our partnership that we could do that in lots of ways is fundamentally about, um, you know, supporting our businesses, however, is needed to help them thio grow. We've been investing in the technology sector, as I described for over over 30 years. And so we've built up a set of capabilities around things like helping toe partner with the sales force of our company is helping them toe, you know, think about the you know, the ways in which they they allocate their, uh their research and development and their in their innovation raised in which they, you know, continue Thio do acquisitions toe. You know, further that pipeline, we support our businesses in lots of ways, but you know we're not engineers were not. Developers, of course, were looking for businesses that are fundamentally great. They've got great technology. They solve problems for customers in a way, you know, that we could never replicate. That's what's the amazing but a business like Nutanix and just over a 10 year period of time, it literally has customer satisfaction levels that we haven't seen from any other. Infrastructures offer company that we've had the, you know, the pleasure of diligence ing over the last several years. So what we're focused on is how can we take those great products and offerings that Nutanix has and continue to support them through the further growth and expansion in areas like, um, you know, the further salesforce investment Thio expand into these new areas like clusters that we were talking about and thinking about, you know, things that they could do toe further expand the strategic hold. Um, And so, you know, we have, ah, large team of being capital. A zai mentioned 260 investment professionals in a private equity business alone. About a third of those are just available to our companies to help support them. Uh, you know, with various initiatives and efforts after after we invest. And we'll certainly, of course, make all of those available to new taxes. Well, somebody >>was asking me the other day, You know, what's hyper converged infrastructure? How did that come about? I was explaining what, Back in the day you had. You buy some servers and some storage and you have a network and you sort of have different teams and you put applicant, You figure out all out and put the applications on top, you know, test it, make sure it all works. And then and then the guys at V. C and VM Ware and Cisco and the M. C. They got together and said, Okay, we're gonna bolt together a bunch of different components and, you know, pre tested. Here you go. Here's a Here's a skew. And then what Nutanix did was actually really transformational and saying, Okay, look, we do this through software on DSO. And now that was what, Late, late two thousands. Now we're sort of entering this new era, this next generation of cloud cross clouds. So I wonder how you think about, you know, based on what you were just talking about the whole notion of M and A versus organic. There's a lot of organic development that needs to be done. But perhaps you could you could buy in or in organically through emanate toe, actually get there faster. How do you think about that balance? >>Look, I I think that that was an articulate, by the way explanation of I think that the origins of hyper converged infrastructure. So I enjoyed that very much. But, you know, I think that with any of our businesses and with Nutanix, we're of course, looking at where we trying to get to in several years and one of the best ways to support the business to get there, you know? Of course, they'll, um you know, primarily that will be through or continued organic investment in the company and all the innovation in the product. Um, that they've been doing will the company contemplate acquisitions toe further achieve the development goals and the objectives for solving pain points for customers to get, you know, to the strategic places they're trying to get to, of course. But you know, it all is a part of the package of of What's it a good fit company and its growth object. >>I mean, with the size of your portfolio, I mean your full stack investor, I would say, Is there any part of the so called tech stack that you won't touch that you would actually, you know, not not walk, but run away from, >>uh well, you know, I wouldn't say that we're running away from, you know, anything but the questions that we're asking ourselves. Our is the technology that we're investing in durable, ISAT advantaged and does have a growing role in the world. And, you know, if if we think that those things are true are absolutely, um, thrilled toe invest behind those things. You know, if if there are things that we feel like you, that's that's not the case, um, you know, then then we would tend toe to shy away from those investments. We've certainly found opportunities and businesses that people perceived as one. But you know, we believe to be another >>Well, so let me ask you specifically about about Nutanix. I mean, clearly, they achieved escape velocity. One of the few companies actually from last decade. It was Nutanix pure, not a whole lot of others. That actually, you know, were ableto maintain independence as a as a public company. What do you see is their durability. Uh, they're they're they're in their moat. If you if you will. >>Yeah, absolutely. Well, clearly, we think that it's a very durable and very advantage business. You know, that's that's the investment. Look, we think that Nutanix has been able to offer the best hyper converged infrastructure product on the market bar None. Um, one that has got the best ease of use Eyes is the most nimble and flexible for for customers. And you just see that, you know, recently and customer feedback And also that plays across very heterogeneous architectures in a way that, you know, it's really, really powerful because of that. You know, we think that their best position to be able to leverage that technology as they have been, uh, to continue to play across both public and private hybrid cloud environments. And so we're excited toe to back them and and that journey it really starts from solving and acute customer pain point, you know, better than anybody else can. And, you know, we're looking to to back them toe continue to expand that vision. >>Yeah, well, I've talked to a lot of Nutanix customers over the years, and that is the fundamental value. Proposition is it's really simple, very high, you know, customer satisfaction. So that makes a lot of sense. Well, Dave, thanks very much for coming on the Cube and participating in the Cuban cloud. Really? Appreciate your perspectives. Wish you best of luck. And hopefully we could do this again in the future. Maybe face to face >>now, face to face, maybe something even know. Dave, I really appreciate it's been a pleasure and good luck with with the rest of your interviews. >>All right. Thank you. We keep it right. Everybody from or Cuban Cloud, this is Dave Volonte. We'll be right back.

(soft music) >> Hello everyone and welcome back to theCUBE on Cloud, where we're talking to CEOs, CIOs, Chief Technology Officers, and investors on the future of Cloud, with me is Dave Humphrey. Who's the Managing Director, and co-head of private equity in North America at Bain Capital. Dave, welcome to theCUBE first time, I think. >> First time, yeah, Dave, thanks very much for having me. >> So, let's get right into it, as an investor, how are you thinking about the evolution of cloud, when you look back at the last decade? It's not going to be the same, in this coming decade it's ironic 2020 is thrown us into, the accelerated digital transformation and cloud. How do you look at the evolution of cloud, from an investment perspective? What's your thesis? >> That's a great question, David for us we're focused on investing, in technology and really across the economy. And I'd say ,the cloud is the overarching trend, and dynamic in the technology markets. It really affect two reasons. One is a major shift ,of course that's going on. But the second and frankly even more interesting one, just as all the growth, that the cloud is creating, in the technology marketplace. The shift, think is been well covered, but five years ago in 2015, by our analysis, 2/3 of all computing workloads were done on premises. And only five years later, that's that's split. So, 2/3 of all computing workloads now done in the cloud and of course that shift, there's a lot of ramifications, as an investor. But even more interesting to us, is the growth in technology and the usage of technology, that the cloud is creating. So, over that same period of time, the total number of computing workloads run has increased, by 2.6 times, in just a five-year period of time which is really a dramatic thing and it makes sense when you think about, all the new software applications that could be created, all the data that can be used by new users and new segments, and the real-time insight that can be gleaned from there cause that growth, that really were focused on investing behind, as investors in technology. >> It's interesting you share those numbers, and you hear a lot of numbers. I actually think you're even being conservative. Ginni Rometty, used to talk about 80% of workloads, are still on-prem. Andy Jassy at re:Invent said that, 96% of the spending is still on premises. So, that was kind of an interesting stat. And I guess the other thing that I would note is it's not just a share shift, it is, it's not just, the cloud eating away on-prem. We've clearly seen that. But there's also incremental opportunity as well. If you look at Snowflake, for example adding value across multiple clouds and creating new markets. So there's that one-two punch, of stealing share from on-prem (clears throat). Also incremental growth, which is probably accelerated as a result, of this compressed digital transformation. So when you look at the big three Cloud players. I mean, roughly speaking, there probably account for $80 billion in total revenue. Which I guess, is a small portion of the overall IT market. So, it has a long way to go, but what's the best way to get good returns, from an investment standpoint, without getting clobbered, by their tendency to sometimes co-opt some of the best ideas and put them on their primary services. >> Yeah, absolutely, well, for us, it really comes back to the same fundamental principles, we look for in any investment. Which is finding, a business that solves, a really important problem for its customers, and does so in a way that's really advantage, versus competition and can do something, that other competitors just can't do. Whether those be the hyperscalers that you're describing, or other specialized and focused competitors. And then finding a way ,that we can partner with those companies to help them to accelerate their growth. So, surely the growth of the likes of AWS and Microsoft and Google, as you were describing has been a profound, competitive shift, along with the cloud shift, that we've all talked about. And those companies of course can offer, and do things that you asked, purveyors of computing couldn't. But, fundamentally they're selling an infrastructure layer, and there is room for all sorts of new competitors, and new applications that can do something better than anybody else can. So, any company that we're looking at, we're asking ourselves the question, why are they the best ones, to do what they're doing? How can they solve the most problems, for their customers and do that, in a way that's resilient? And we see lots of those opportunities. >> And I want to pick your brain, about the Nutanix investment, but before we get there. I wonder if you could just talk, about Bain Capital their history of investment in both cloud and infrastructure software and how do those investments, how would they perform and how do they inform your current thesis? >> Yeah, absolutely. So, Bain Capital was started in the mid 80s, 1984. Actually, as a spin out Bain Company Consulting. And the basic premise was that, if we're good at advising and supporting businesses. We should partner with them and invest behind them and if they do well, we'll do well. And as I said, focusing on these businesses but do something really valuable for their customers in a real advantage way with some discontinuous growth opportunity. That's led us to grow a lot. We started out actually in the venture business, and grew into the private equity business, but now we invest across all life stages of company all over the world. So we're $105 billion in assets that we manage, across 10 lines of business and we're truly global. So I think we have about 470 investment professionals and 210 of those, at this point are located outside the US. One of the really interesting things for us in investing in technology broadly and in infrastructure and the Cloud more specifically is that we're able to do that all over the world and we're able to do that across all the different life stages of a company. So we have a thrive in venture capital business, that really we've been in, since the origins of Bain Capital has invested across countless cloud and security and infrastructure businesses, taken successful companies public like SolarWinds sold companies to strategic and grown businesses in really thriving ways. We have a growth mid-market growth technology business, that we launched last year, called our Technology Opportunities Fund. They've made a really interesting, cloud-based investment in a company called the Cloud Gurus, Cloud Guru, excuse me. That trains, the next generation of IT professionals to be successful in the cloud. And then of course in our private equity business where I spend my time. We are highly focused on technologist sector. And the impacts of the cloud in that sector broadly, we have invested in many infrastructure businesses, scale businesses like, BMC Software and Rocket Software, security businesses like, Blue Coat Systems and Symantec. And of course, for those big businesses they've got both on premises solutions. They've got cloud solutions and often we're focused on helping them continue to grow and innovate and take their solutions to the cloud. And then, this taken us to our most recent investment in Nutanix that we're very excited about it. We think it's truly a growth business in a large market that has an opportunity to capitalize, on these trends we're talking about. >> I wonder if you could comment on some of the changes that have occurred, you guys have been in the private equity business, for a long time. And if you look at kind of the early days of private equity, it was all, EBITDA suck as much cash out of the company as possible and whatever's left over we'll figure out what to do with it. And it's, it seems like investors have realized, wow, we can actually, if we put a little investment in and do some engineering, and some go to market we can actually, get better multiples. And so you've got the kind of rule of 30, 35 and 40 where EBITDA plus growth is kind of the metric. How do you think about that and look at that evolution? >> Yeah, it's interesting because in many ways Bain Capital was started as the antithesis to what you're describing. >> Great. >> So we started again as, with a strategic lens and a focus on growth and a focus on, if we got the longterm and the lasting impact of our businesses right, that the returns would follow and you're right that the market has evolved in that way. I mean, I think some of the dynamics that we've seen, has been certainly growth of the private equity business. It's become a much larger piece of the capital markets than it was certainly 10 years ago and 20 years ago. Also with that growth comes the globalization of that business all over the world and the specialization. So you certainly see technology focused firms and technology focused funds in a way that you didn't see 10 years ago or certainly 20 years ago. Actually Bain Capital interestingly enough, we had a technology focused fund in 1989 called Bain Information Partners. So we've been focused on the sector for a very long time. But you certainly see a lot more technology investors, than you did in your 10 to 20 years ago. >> How are you thinking about valuations these days? I mean, it's good to be in tech, it's even better to be in the cloud, software, cloud, if you're looking at, some of the companies, especially the work from home pivot. But a lot of that appears to be, many people believe it's going to be permanent. How are you feeling about the both public market and private market valuations in that dynamic? >> Yeah, well, it's amazing, right? I don't think any of us in March when the COVID crisis was just emerging, would've anticipated that come November, the markets and certainly the technology markets, would be even more robust and stronger than they were say in January, February. But I think it's a testament to the resilience of the technology and just how intricate and intertwined technology has become with our daily lives. And how much companies depend on its use. And frankly, it's been, the COVID environment has been an accelerant, for many of the ways in which we depend on technology. So witness this interview, of course, through the cloud, and you're seeing the way that we operate our business day-to-day, the way companies are accessing their data and information it has only further, accelerated the need for technology, and the importance of that technology to how businesses operate. So I think you're seeing that, you're reflected in the market values out there, but for us we're focused on businesses, that still have that catalytic opportunity ahead that can, do more to compensate for the price of entry. >> Let's talk about ,this massive investment you guys made in Nutanix, $750 million. I guess it's a small piece of your 105 billion, but still massive investment. How did that opportunity come to you? What was your thinking behind that investment and what are you looking for in terms of the go-forward plan and growth plan for 2021 and really important beyond? >> Yeah, absolutely, we're thrilled to be partnered with and invested in Nutanix. We think is a terrific company and our most recent technology investment are private equity business. It really came about through a proactive efforts that we had in the spring. We've got a team focused on the technology sector, focused across infrastructure and applications and internet and digital media businesses and financial technology. And through those efforts, we were looking for businesses, that we felt had faced some dislocation in their market values, associated with the COVID environment that we're facing. But that we thought were really attractive businesses, well positioned have leading solutions, and had substantial and discontinuous growth opportunities. And as we look through that effort, we really felt that Nutanix stood out just as a core leader and in fact, really the innovator and the inventor of the market, in which it competes with a substantial market share and position, solving a really important problem for its customers, with a big growth opportunity ahead. But, the stock price had come down, because the business has been undergoing a transition. And we didn't think that was fully understood, by the market. And so, we saw an opportunity to partner with Nutanix, to invest money into the business, to help to fund its transition and its growth, and to be partners along for all the value of the business we'll continue to create, we think it's a terrific company and we're excited to be invested. >> Well, you and I have talked about this, that transition from a traditional license model, to one that's an annual recurring revenue model which many companies have gone through. Adobe certainly has done it, Tableau successfully did it. Splunk is kind of in the middle of that transition right now, and maybe not well understood. You've got companies like, Datadog and Snowflake again to doing consumption-based pricing. So there's a lot of confusion in the marketplace. And I wonder if you could talk about, that transition and why it was attractive to you, to actually place that bet now. >> Yeah, absolutely and as you say, number of companies at this point have been through, various forms of of this shift from selling their technology upfront to selling it over time. And we find that the model of selling the technology over time, is one that can be powerful. It can be aligning for customers, as well as for the vendor of the software solutions. And in Nutanix in particular, again, we saw all the ingredients that we think, make this an opportunity for the business. Again, market-leading technology that customers love that is solving a really important problem that technology because Nutanix had been grown, and bootstrapped under the leadership Dheeraj when it was built and founded. Had been selling its software together within appliance. Often in a upfront sale. And has been undergoing under their own initiative, transitioned from selling that software with an appliance to a software based model to one that's more rattle over time. And we thought that there was the opportunity to continue that transition and by doing that. To be able to offer more growth, and more innovation that we can bring to our customers to continue to fund their shifts. So, something that frankly was well underway before we invested. As the business makes this transition, from collecting upfront to more evenly over time. We saw a potential use for our capital, to help to fund that growth. And we're just focused on being a good partner, to help the company keep investing and innovating, as it continues to do that. >> As I was talking to somebody other day, Dave and I told him, I was interviewing you. And I was mentioning the Nutanix investment. And I said, I'm definitely going to cover that. As part of this Cube on Cloud program and they said, well, then Nutanix, that's not cloud. I'm like, well, wait a minute, what's cloud? So, we heard Andy Jassy at re:Invent, talking all lot about hybrid. Antonio Neri ,right after HPE, made its earning last earnings announcement. He came on and said that, well we heard the big cloud player talk about hybrid. And so the definition is changing. But so how are you looking at the market? Certainly, there's this hyper converged infrastructure, but there's also this software play, there's this cloud play. Help us squint through, how you see that. >> Absolutely, so, Nutanix as you alluded to pioneer the market for hyper converged infrastructure, for bringing compute and storage and networking together. Often in private Cloud environments, in a way that was really powerful for your customers and they can of course continue to be the leaders in that marketplace. But they've continued to innovate and invest in ways that can, solve problems for customers and related problems across the hybrid cloud. So, combining both the public cloud with that private cloud and across multiple public clouds, with things like clusters and lots of innovation, that the business is doing, in partnership with the likes of Amazon and Microsoft and others. And so we think that Nutanix has a powerful role to play, in that hybrid cloud world, in a multi-cloud world. And we're excited to back them in. >> Well, I think too, what maybe people don't understand, is that not only is Nutanix, compatible with AWS and compatible with Azure and GCP, but it's actually trying, to create an abstraction layer across those, those clouds. Now, there's two sides of that debate. Some will say, well, that has latency issues or yes it reduces complexity, but at the same time it doesn't give you, that fine-grained access that's kind of the AWS narrative customers, want simplicity and we're seeing the uptake across clouds. I have a multi-part question for you, Dave. So, obviously Bain very strong in strategy. I'm curious ,as to how much you get involved, in the operational details. I mean, obviously $750 million you've got a stake there. But what are the two or three major strategic considerations for not just even just Nutanix, but Cloud and software infrastructure companies? And how much focus do you put on the operational and what are the priorities there? >> Absolutely, well, we pride ourselves in being good partners to our businesses and in helping them to grow, not just with our capital, which I think is of course important, but also with our sweat equity and our human capital, and our partnership and we can do that in lots of ways. It's fundamentally about supporting our businesses, however, is needed to help them to grow. We've been investing in the technology sector, as I described over, over 30 years. And so, we've built up a set of capabilities around things like, helping to a partner with the Salesforce of a company is helping them to think about the ways in which they allocate their research and development and their innovation ways in which they, continue to do acquisitions, to further that pipeline. We support our businesses in lots of ways. But we're not engineers, we're not developers. Of course, we're looking for businesses that are fundamentally great. They've got great technology. They solve problems for customers in a way, we could never replicate. That's, what's all amazing about a business like Nutanix and just over a 10 year period of time, it literally has customer satisfaction levels, that we haven't seen from any other infrastructure software company that we've had the pleasure of diligencing over the last several years. So, what we're focused on, is how can we take those great products and offerings that Nutanix has, and continue to support them, through the further growth and expansion of areas like, the further Salesforce investment, to expand into these new areas like clusters, that we were talking about and thinking about, things that they can do, to further expand the strategic hold. And so, we have a large team of Bain Capital as I mentioned, 260 investment professionals, in our private equity business alone. About a third of those are just available to our companies to help support them, with various initiatives and efforts after we invest. And we'll certainly, of course make all of those available to Nutanix as well. >> Somebody was asking me the other day, what's hyper-converged infrastructure? How did that come about? And I was explaining, back in the day you had, you'd buy some servers and some storage, and you'd have a network. And you sort of have different teams. And you'd put applicant, you figure it out all out and put the applications on top, test it and make sure it all works and then the guys at VCE and VMware and Cisco and EMC, they got together and said, okay, we're going to bolt together a bunch of different components and pretest it here you go, here's a, here's a skew. And then, what Nutanix did was actually, really transformational and said, okay. Look, we can do this through software. And now that was what late 2000? Now, we're sort of entering this new era, this next generation of cloud, cross clouds. So, I wonder how you think about, based on what you were just talking about the whole notion of MA versus organic. There's a lot of organic development that needs to be done but perhaps you could buy in or inorganically through MA to actually get there faster. How do you think about that balance? >> Look I think that was an articulate by the way explanation of I think that the origins of a hyperconverged infrastructure, so I enjoyed that very much. But I think that with any of our businesses and with Nutanix we're of course looking at where are we trying to get to in several years and what are the best ways to support the business to get there? Of course, they'll primarily that will be through continuing organic investment in the company and all the innovation in the product, that they've been doing. Will the company contemplate acquisitions, to further achieve the development goals and the objectives for solving paying points for customers, to get to the strategic places they're trying to get to of course, but it all, is a part of the package of what's a good fit for the company and its growth objective. >> I mean, with the size of your portfolio, I mean, you're a full stack investor, I would say. Is there any part of the so-called tech stack that you won't touch that you would actually not walk, but run away from? (laughs) >> Well, I wouldn't say that we're running away from anything, but the questions that we're asking ourselves are, is the technology that we're investing endurable? Is it advantaged and does have a growing role in the world? And if we think that those things are true, we're absolutely, thrilled to invest behind those things. If there are things that we feel like, that's not the case. then we would tend to shy away from those investments. We've certainly found opportunities in businesses that people perceived as one, but we believe to be another. >> Well, so, let me ask you specifically about Nutanix. I mean, clearly they achieved escape velocity. One of the few companies actually, from last decade, it was Nutanix pure, not a whole lot of others that actually were able to maintain independence as a public company. What do you see as their durability? They're, moat if you will. >> Yeah, absolutely, well clearly we think that it's a very durable and very advantaged business. Yeah, thus the investment. Look, we think that Nutanix has been able to offer the best hyperconverged infrastructure product in the market bar none. One that is got the best ease of use is the most nimble and flexible for customers. And you just see that resulting customer feedback. And also that plays across very heterogeneous architectures in a way that it's really powerful. Because of that we think that they're best positioned to be able to leverage that technology as they have been, to continue to play across both public and private hybrid cloud environments. And so we're excited to back them in that journey. It really starts from solving an acute customer paying point, better than anybody else can. And we're looking to back them to continue to expand that vision. >> Yeah, well, I've talked to a lot of Nutanix customers, over the years and that is the fundamental value proposition it's really simple, very high, customer satisfaction. So, that makes a lot of sense. Well, Dave, thanks very much for coming on theCUBE and participating in theCUBE on Cloud. Really appreciate your perspectives, wish you best of luck. And hopefully we can do this again in the future. Maybe face to face >> Yeah, face to face maybe someday. Dave, I really appreciate it. It's been a pleasure and good luck with the rest of your interviews. >> All right, thank you. Well keep it right there, everybody for more Cube on Cloud. This is Dave Vellante, we'll be right back. (soft music)

>> Narrator: From theCUBE Studios in Palo Alto, in Boston bringing you data-driven insights from theCUBE and ETR. This is "Breaking Analysis" with Dave Vellante. >> The next 10 years of cloud, they're going to differ dramatically from the past decade. The early days of cloud, deployed virtualization of standard off-the-shelf components, X86 microprocessors, disk drives et cetera, to then scale out and build a large distributed system. The coming decade is going to see a much more data-centric, real-time, intelligent, call it even hyper-decentralized cloud that will comprise on-prem, hybrid, cross-cloud and edge workloads with a services layer that will obstruct the underlying complexity of the infrastructure which will also comprise much more custom and varied components. This was a key takeaway of the guests from theCUBE on Cloud, an event hosted by SiliconANGLE on theCUBE. Welcome to this week's Wikibon CUBE Insights Powered by ETR. In this episode, we'll summarize the findings of our recent event and extract the signal from our great guests with a couple of series and comments and clips from the show. CUBE on Cloud is our very first virtual editorial event. It was designed to bring together our community in an open forum. We ran the day on our 365 software platform and had a great lineup of CEOs, CIOs, data practitioners technologists. We had cloud experts, analysts and many opinion leaders all brought together in a day long series of sessions that we developed in order to unpack the future of cloud computing in the coming decade. Let me briefly frame up the conversation and then turn it over to some of our guests. First, we put forth our view of how modern cloud has evolved and where it's headed. This graphic that we're showing here, talks about the progression of cloud innovation over time. A cloud like many innovations, it started as a novelty. When AWS announced S3 in March of 2006, nobody in the vendor or user communities really even in the trade press really paid too much attention to it. Then later that year, Amazon announced EC2 and people started to think about a new model of computing. But it was largely tire kickers, bleeding-edge developers that took notice and really leaned in. Now the financial crisis of 2007 to 2009, really created what we call a cloud awakening and it put cloud on the radar of many CFOs. Shadow IT emerged within departments that wanted to take IT in bite-sized chunks and along with the CFO wanted to take it as OPEX versus CAPEX. And then I teach transformation that really took hold. We came out of the financial crisis and we've been on an 11-year cloud boom. And it doesn't look like it's going to stop anytime soon, cloud has really disrupted the on-prem model as we've reported and completely transformed IT. Ironically, the pandemic hit at the beginning of this decade, and created a mandate to go digital. And so it accelerated the industry transformation that we're highlighting here, which probably would have taken several more years to mature but overnight the forced March to digital happened. And it looks like it's here to stay. Now the next wave, we think we'll be much more about business or industry transformation. We're seeing the first glimpses of that. Holger Mueller of Constellation Research summed it up at our event very well I thought, he basically said the cloud is the big winner of COVID. Of course we know that now normally we talk about seven-year economic cycles. He said he was talking about for planning and investment cycles. Now we operate in seven-day cycles. The examples he gave where do we open or close the store? How do we pivot to support remote workers without the burden of CAPEX? And we think that the things listed on this chart are going to be front and center in the coming years, data AI, a fully digitized and intelligence stack that will support next gen disruptions in autos, manufacturing, finance, farming and virtually every industry where the system will expand to the edge. And the underlying infrastructure across physical locations will be hidden. Many issues remain, not the least of which is latency which we talked about at the event in quite some detail. So let's talk about how the Big 3 cloud players are going to participate in this next era. Well, in short, the consensus from the event was that the rich get richer. Let's take a look at some data. This chart shows our most recent estimates of IaaS and PaaS spending for the Big 3. And we're going to update this after earning season but there's a couple of points stand out. First, we want to make the point that combined the Big 3 now account for almost $80 billion of infrastructure spend last year. That $80 billion, was not all incremental (laughs) No it's caused consolidation and disruption in the on-prem data center business and within IT shops companies like Dell, HPE, IBM, Oracle many others have felt the heat and have had to respond with hybrid and cross cloud strategies. Second while it's true that Azure and GCP they appear to be growing faster than AWS. We don't know really the exact numbers, of course because only AWS provides a clean view of IaaS and passwords, Microsoft and Google. They kind of hide them all ball on their numbers which by the way, I don't blame them but they do leave breadcrumbs and clues on growth rates. And we have other means of estimating through surveys and the like, but it's undeniable Azure is closing the revenue gap on AWS. The third is that I like the fact that Azure and Google are growing faster than AWS. AWS is the only company by our estimates to grow its business sequentially last quarter. And in and of itself, that's not really enough important. What is significant is that because AWS is so large now at 45 billion, even at their slower growth rates it grows much more in absolute terms than its competitors. So we think AWS is going to keep its lead for some time. We think Microsoft and AWS will continue to lead the pack. You know, they might converge maybe it will be a 200 just race in terms of who's first who's second in terms of cloud revenue and how it's counted depending on what they count in their numbers. And Google look with its balance sheet and global network. It's going to play the long game and virtually everyone else with the exception of perhaps Alibaba is going to be secondary players on these platforms. Now this next graphic underscores that reality and kind of lays out the competitive landscape. What we're showing here is survey data from ETR of more than 1400 CIOs and IT buyers and on the vertical axis is Net Score which measures spending momentum on the horizontal axis is so-called Market Share which is a measure of pervasiveness in the data set. The key points are AWS and Microsoft look at it. They stand alone so far ahead of the pack. I mean, they really literally, it would have to fall down to lose their lead high spending velocity and large share of the market or the hallmarks of these two companies. And we don't think that's going to change anytime soon. Now, Google, even though it's far behind they have the financial strength to continue to position themselves as an alternative to AWS. And of course, an analytics specialist. So it will continue to grow, but it will be challenged. We think to catch up to the leaders. Now take a look at the hybrid zone where the field is playing. These are companies that have a large on-prem presence and have been forced to initiate a coherent cloud strategy. And of course, including multicloud. And we include Google in this so pack because they're behind and they have to take a differentiated approach relative to AWS, and maybe cozy up to some of these traditional enterprise vendors to help Google get to the enterprise. And you can see from the on-prem crowd, VMware Cloud on AWS is stands out as having some, some momentum as does Red Hat OpenShift, which is it's cloudy, but it's really sort of an ingredient it's not really broad IaaS specifically but it's a component of cloud VMware cloud which includes VCF or VMware Cloud Foundation. And even Dell's cloud. We would expect HPE with its GreenLake strategy. Its financials is shoring up, should be picking up momentum in the future in terms of what the customers of this survey consider cloud. And then of course you could see IBM and Oracle you're in the game, but they don't have the spending momentum and they don't have the CAPEX chops to compete with the hyperscalers IBM's cloud revenue actually dropped 7% last quarter. So that highlights the challenges that that company facing Oracle's cloud business is growing in the single digits. It's kind of up and down, but again underscores these two companies are really about migrating their software install basis to their captive clouds and as well for IBM, for example it's launched a financial cloud as a way to differentiate and not take AWS head-on an infrastructure as a service. The bottom line is that other than the Big 3 in Alibaba the rest of the pack will be plugging into hybridizing and cross-clouding those platforms. And there are definitely opportunities there specifically related to creating that abstraction layer that we talked about earlier and hiding that underlying complexity and importantly creating incremental value good examples, snowfallLike what snowflake is doing with its data cloud, what the data protection guys are doing. A company like Loomio is headed in that direction as are others. So, you keep an eye on that and think about where the white space is and where the value can be across-clouds. That's where the opportunity is. So let's see, what is this all going to look like? How does the cube community think it's going to unfold? Let's hear from theCUBE Guests and theCUBE on Cloud speakers and some of those highlights. Now, unfortunately we don't have time to show you clips from every speaker. We are like 10-plus hours of video content but we've tried to pull together some comments that summarize the sentiment from the community. So I'm going to have John Furrier briefly explain what theCUBE on Cloud is all about and then let the guests speak for themselves. After John, Pradeep Sindhu is going to give a nice technical overview of how the cloud was built out and what's changing in the future. I'll give you a hint it has to do with data. And then speaking of data, Mai-Lan Bukovec, who heads up AWS is storage portfolio. She'll explain how she views the coming changes in cloud and how they look at storage. Again, no surprise, it's all about data. Now, one of the themes that you'll hear from guests is the notion of a distributed cloud model. And Zhamak Deghani, he was a data architect. She'll explain her view of the future of data architectures. We also have thoughts from analysts like Zeus Karavalla and Maribel Lopez, and some comments from both Microsoft and Google to compliment AWS's view of the world. In fact, we asked JG Chirapurath from Microsoft to comment on the common narrative that Microsoft products are not best-to-breed. They put out a one dot O and then they get better, or sometimes people say, well, they're just good enough. So we'll see what his response is to that. And Paul Gillin asks, Amit Zavery of Google his thoughts on the cloud leaderboard and how Google thinks about their third-place position. Dheeraj Pandey gives his perspective on how technology has progressed and been miniaturized over time. And what's coming in the future. And then Simon Crosby gives us a framework to think about the edge as the most logical opportunity to process data not necessarily a physical place. And this was echoed by John Roese, and Chris Wolf to experience CTOs who went into some great depth on this topic. Unfortunately, I don't have the clips of those two but their comments can be found on the CTO power panel the technical edge it's called that's the segment at theCUBE on Cloud events site which we'll share the URL later. Now, the highlight reel ends with CEO Joni Klippert she talks about the changes in securing the cloud from a developer angle. And finally, we wrap up with a CIO perspective, Dan Sheehan. He provides some practical advice on building on his experience as a CIO, COO and CTO specifically how do you as a business technology leader deal with the rapid pace of change and still be able to drive business results? Okay, so let's now hear from the community please run the highlights. >> Well, I think one of the things we talked about COVID is the personal impact to me but other people as well one of the things that people are craving right now is information, factual information, truth, textures that we call it. But here this event for us Dave is our first inaugural editorial event. Rob, both Kristen Nicole the entire cube team, SiliconANGLE on theCUBE we're really trying to put together more of a cadence. We're going to do more of these events where we can put out and feature the best people in our community that have great fresh voices. You know, we do interview the big names Andy Jassy, Michael Dell, the billionaires of people making things happen, but it's often the people under them that are the real Newsmakers. >> If you look at the architecture of cloud data centers the single most important invention was scale-out. Scale-out of identical or near identical servers all connected to a standard IP ethernet network. That's the architecture. Now the building blocks of this architecture is ethernet switches which make up the network, IP ethernet switches. And then the server is all built using general purpose x86 CPU's with DRAM, with SSD, with hard drives all connected to inside the CPU. Now, the fact that you scale these server nodes as they're called out was very, very important in addressing the problem of how do you build very large scale infrastructure using general purpose compute but this architecture, Dave is a compute centric architecture. And the reason it's a compute centric architecture is if you open this, is server node. What you see is a connection to the network typically with a simple network interface card. And then you have CPU's which are in the middle of the action. Not only are the CPU's processing the application workload but they're processing all of the IO workload what we call data centric workload. And so when you connect SSDs and hard drives and GPU is everything to the CPU, as well as to the network you can now imagine that the CPU is doing two functions. It's running the applications but it's also playing traffic cop for the IO. So every IO has to go to the CPU and you're executing instructions typically in the operating system. And you're interrupting the CPU many many millions of times a second. Now general purpose CPU and the architecture of the CPU's was never designed to play traffic cop because the traffic cop function is a function that requires you to be interrupted very, very frequently. So it's critical that in this new architecture where does a lot of data, a lot of these stress traffic the percentage of workload, which is data centric has gone from maybe one to 2% to 30 to 40%. >> The path to innovation is paved by data. If you don't have data, you don't have machine learning you don't have the next generation of analytics applications that helps you chart a path forward into a world that seems to be changing every week. And so in order to have that insight in order to have that predictive forecasting that every company needs, regardless of what industry that you're in today, it all starts from data. And I think the key shift that I've seen is how customers are thinking about that data, about being instantly usable. Whereas in the past, it might've been a backup. Now it's part of a data Lake. And if you can bring that data into a data lake you can have not just analytics or machine learning or auditing applications it's really what does your application do for your business and how can it take advantage of that vast amount of shared data set in your business? >> We are actually moving towards decentralization if we think today, like if it let's move data aside if we said is the only way web would work the only way we get access to various applications on the web or pages to centralize it We would laugh at that idea. But for some reason we don't question that when it comes to data, right? So I think it's time to embrace the complexity that comes with the growth of number of sources, the proliferation of sources and consumptions models, embrace the distribution of sources of data that they're not just within one part of organization. They're not just within even bounds of organizations that are beyond the bounds of organization. And then look back and say, okay, if that's the trend of our industry in general, given the fabric of compensation and data that we put in, you know, globally in place then how the architecture and technology and organizational structure incentives need to move to embrace that complexity. And to me that requires a paradigm shift a full stack from how we organize our organizations how we organize our teams, how we put a technology in place to look at it from a decentralized angle. >> I actually think we're in the midst of the transition to what's called a distributed cloud, where if you look at modernized cloud apps today they're actually made up of services from different clouds. And also distributed edge locations. And that's going to have a pretty profound impact on the way we go vast. >> We wake up every day, worrying about our customer and worrying about the customer condition and to absolutely make sure we dealt with the best in the first attempt that we do. So when you take the plethora of products we've dealt with in Azure, be it Azure SQL be it Azure cosmos DB, Synapse, Azure Databricks, which we did in partnership with Databricks Azure machine learning. And recently when we sort of offered the world's first comprehensive data governance solution and Azure overview, I would, I would humbly submit to you that we are leading the way. >> How important are rankings within the Google cloud team or are you focused mainly more on growth and just consistency? >> No, I don't think again, I'm not worried about we are not focused on ranking or any of that stuff. Typically I think we are worried about making sure customers are satisfied and the adding more and more customers. So if you look at the volume of customers we are signing up a lot of the large deals we did doing. If you look at the announcement we've made over the last year has been tremendous momentum around that. >> The thing that is really interesting about where we have been versus where we're going is we spend a lot of time talking about virtualizing hardware and moving that around. And what does that look like? And creating that as more of a software paradigm. And the thing we're talking about now is what does cloud as an operating model look like? What is the manageability of that? What is the security of that? What, you know, we've talked a lot about containers and moving into different, DevSecOps and all those different trends that we've been talking about. Like now we're doing them. So we've only gotten to the first crank of that. And I think every technology vendor we talked to now has to address how are they are going to do a highly distributed management insecurity landscape? Like, what are they going to layer on top of that? Because it's not just about, oh, I've taken a rack of something, server storage, compute, and virtualized it. I know have to create a new operating model around it in a way we're almost redoing what the OSI stack looks like and what the software and solutions are for that. >> And the whole idea of we in every recession we make things smaller. You know, in 91 we said we're going to go away from mainframes into Unix servers. And we made the unit of compute smaller. Then in the year, 2000 windows the next bubble burst and the recession afterwards we moved from Unix servers to Wintel windows and Intel x86 and eventually Linux as well. Again, we made things smaller going from million dollar servers to $5,000 servers, shorter lib servers. And that's what we did in 2008, 2009. I said, look, we don't even need to buy servers. We can do things with virtual machines which are servers that are an incarnation in the digital world. There's nothing in the physical world that actually even lives but we made it even smaller. And now with cloud in the last three, four years and what will happen in this coming decade. They're going to make it even smaller not just in space, which is size, with functions and containers and virtual machines, but also in time. >> So I think the right way to think about edges where can you reasonably process the data? And it obviously makes sense to process data at the first opportunity you have but much data is encrypted between the original device say and the application. And so edge as a place doesn't make as much sense as edge as an opportunity to decrypt and analyze it in the care. >> When I think of Shift-left, I think of that Mobius that we all look at all of the time and how we deliver and like plan, write code, deliver software, and then manage it, monitor it, right like that entire DevOps workflow. And today, when we think about where security lives, it either is a blocker to deploying production or most commonly it lives long after code has been deployed to production. And there's a security team constantly playing catch up trying to ensure that the development team whose job is to deliver value to their customers quickly, right? Deploy as fast as we can as many great customer facing features. They're then looking at it months after software has been deployed and then hurrying and trying to assess where the bugs are and trying to get that information back to software developers so that they can fix those issues. Shifting left to me means software engineers are finding those bugs as they're writing code or in the CIC CD pipeline long before code has been deployed to production. >> During this for quite a while now, it still comes down to the people. I can get the technology to do what it needs to do as long as they have the right requirements. So that goes back to people making sure we have the partnership that goes back to leadership and the people and then the change management aspects right out of the gate, you should be worrying about how this change is going to be how it's going to affect, and then the adoption and an engagement, because adoption is critical because you can go create the best thing you think from a technology perspective. But if it doesn't get used correctly, it's not worth the investment. So I agree, what is a digital transformation or innovation? It still comes down to understand the business model and injecting and utilizing technology to grow our reduce costs, grow the business or reduce costs. >> Okay, so look, there's so much other content on theCUBE on Cloud events site we'll put the link in the description below. We have other CEOs like Kathy Southwick and Ellen Nance. We have the CIO of UI path. Daniel Dienes talks about automation in the cloud and Appenzell from Anaplan. And a plan is not her company. By the way, Dave Humphrey from Bain also talks about his $750 million investment in Nutanix. Interesting, Rachel Stevens from red monk talks about the future of software development in the cloud and CTO, Hillary Hunter talks about the cloud going vertical into financial services. And of course, John Furrier and I along with special guests like Sergeant Joe Hall share our take on key trends, data and perspectives. So right here, you see the coupon cloud. There's a URL, check it out again. We'll, we'll pop this URL in the description of the video. So there's some great content there. I want to thank everybody who participated and thank you for watching this special episode of theCUBE Insights Powered by ETR. This is Dave Vellante and I'd appreciate any feedback you might have on how we can deliver better event content for you in the future. We'll be doing a number of these and we look forward to your participation and feedback. Thank you, all right, take care, we'll see you next time. (upbeat music)

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle, everybody to Cuban cloud. My name is Dave Volonte, and I'll be here throughout the day with my co host, John Ferrier, who was quarantined in an undisclosed location in California. He's all good. Don't worry. Just precautionary. John, how are you doing? >>Hey, great to see you. John. Quarantine. My youngest daughter had covitz, so contact tracing. I was negative in quarantine at a friend's location. All good. >>Well, we wish you the best. Yeah, well, right. I mean, you know what's it like, John? I mean, you're away from your family. Your basically shut in, right? I mean, you go out for a walk, but you're really not in any contact with anybody. >>Correct? Yeah. I mean, basically just isolation, Um, pretty much what everyone's been kind of living on, kind of suffering through, but hopefully the vaccines are being distributed. You know, one of the things we talked about it reinvent the Amazon's cloud conference. Was the vaccine on, but just the whole workflow around that it's gonna get better. It's kind of really sucky. Here in the California area, they haven't done a good job, a lot of criticism around, how that's rolling out. And, you know, Amazon is now offering to help now that there's a new regime in the U. S. Government S o. You know, something to talk about, But certainly this has been a terrible time for Cove it and everyone in the deaths involved. But it's it's essentially pulled back the covers, if you will, on technology and you're seeing everything. Society. In fact, um, well, that's big tech MIT disinformation campaigns. All these vulnerabilities and cyber, um, accelerated digital transformation. We'll talk about a lot today, but yeah, it's totally changed the world. And I think we're in a new generation. I think this is a real inflection point, Dave. You know, modern society and the geo political impact of this is significant. You know, one of the benefits of being quarantined you'd be hanging out on these clubhouse APS, uh, late at night, listening to experts talk about what's going on, and it's interesting what's happening with with things like water and, you know, the island of Taiwan and China and U. S. Sovereignty, data, sovereignty, misinformation. So much going on to talk about. And, uh, meanwhile, companies like Mark injuries in BC firm starting a media company. What's going on? Hell freezing over. So >>we're gonna be talking about a lot of that stuff today. I mean, Cuba on cloud. It's our very first virtual editorial event we're trying to do is bring together our community. It's a it's an open forum and we're we're running the day on our 3 65 software platform. So we got a great lineup. We got CEO Seo's data Practitioners. We got a hard core technologies coming in, cloud experts, investors. We got some analysts coming in and we're creating this day long Siri's. And we've got a number of sessions that we've developed and we're gonna unpack. The future of Cloud computing in the coming decade is, John said, we're gonna talk about some of the public policy new administration. What does that mean for tech and for big tech in General? John, what can you add to that? >>Well, I think one of the things that we talked about Cove in this personal impact to me but other people as well. One of the things that people are craving right now is information factual information, truth texture that we call it. But hear this event for us, Davis, our first inaugural editorial event. Robbo, Kristen, Nicole, the entire Cube team Silicon angle, really trying to put together Morva cadence we're gonna doom or of these events where we can put out feature the best people in our community that have great fresh voices. You know, we do interview the big names Andy Jassy, Michael Dell, the billionaires with people making things happen. But it's often the people under there that are the rial newsmakers amid savory, for instance, that Google one of the most impressive technical people, he's gotta talk. He's gonna present democratization of software development in many Mawr riel people making things happen. And I think there's a communal element. We're going to do more of these. Obviously, we have, uh, no events to go to with the Cube. So we have the cube virtual software that we have been building and over years and now perfecting and we're gonna introduce that we're gonna put it to work, their dog footing it. We're gonna put that software toe work. We're gonna do a lot mawr virtual events like this Cuban cloud Cuban startup Cuban raising money. Cuban healthcare, Cuban venture capital. Always think we could do anything. Question is, what's the right story? What's the most important stories? Who's telling it and increase the aperture of the lens of the industry that we have and and expose that and fastest possible. That's what this software, you'll see more of it. So it's super exciting. We're gonna add new features like pulling people up on stage, Um, kind of bring on the clubhouse vibe and more of a community interaction with people to meet each other, and we'll roll those out. But the goal here is to just showcase it's cloud story in a way from people that are living it and providing value. So enjoy the day is gonna be chock full of presentations. We're gonna have moderated chat in these sessions, so it's an all day event so people can come in, drop out, and also that's everything's on demand immediately after the time slot. But you >>want to >>participate, come into the time slot into the cube room or breakout session. Whatever you wanna call it, it's a cube room, and the people in there chatting and having a watch party. So >>when you're in that home page when you're watching, there's a hero video there. Beneath that, there's a calendar, and you'll see that red line is that red horizontal line of vertical line is rather, it's a linear clock that will show you where we are in the day. If you click on any one of those sessions that will take you into the chat, we'll take you through those in a moment and share with you some of the guests that we have upcoming and and take you through the day what I wanted to do. John is trying to set the stage for the conversations that folks are gonna here today. And to do that, I wanna ask the guys to bring up a graphic. And I want to talk to you, John, about the progression of cloud over time and maybe go back to the beginning and review the evolution of cloud and then really talk a little bit about where we think it Z headed. So, guys, if you bring up that graphic when a W S announced s three, it was March of 2000 and six. And as you recall, John you know, nobody really. In the vendor and user community. They didn't really pay too much attention to that. And then later that year, in August, it announced E C two people really started. They started to think about a new model of computing, but they were largely, you know, chicken tires. And it was kind of bleeding edge developers that really leaned in. Um what? What were you thinking at the time? When when you saw, uh, s three e c to this retail company coming into the tech world? >>I mean, I thought it was totally crap. I'm like, this is terrible. But then at that time, I was thinking working on I was in between kind of start ups and I didn't have a lot of seed funding. And then I realized the C two was freaking awesome. But I'm like, Holy shit, this is really great because I don't need to pay a lot of cash, the Provisional Data center, or get a server. Or, you know, at that time, state of the art startup move was to buy a super micro box or some sort of power server. Um, it was well past the whole proprietary thing. But you have to assemble probably anyone with 5 to 8 grand box and go in, and we'll put a couple ghetto rack, which is basically, uh, you know, you put it into some coasting location. It's like with everybody else in the tech ghetto of hosting, still paying monthly fees and then maintaining it and provisioning that's just to get started. And then Amazon was just really easy. And then from there you just It was just awesome. I just knew Amazon would be great. They had a lot of things that they had to fix. You know, custom domains and user interface Council got better and better, but it was awesome. >>Well, what we really saw the cloud take hold from my perspective anyway, was the financial crisis in, you know, 709 It put cloud on the radar of a number of CFOs and, of course, shadow I T departments. They wanted to get stuff done and and take I t in in in, ah, pecs, bite sized chunks. So it really was. There's cloud awakening and we came out of that financial crisis, and this we're now in this 10 year plus boom um, you know, notwithstanding obviously the economic crisis with cove it. But much of it was powered by the cloud in the decade. I would say it was really about I t transformation. And it kind of ironic, if you will, because the pandemic it hits at the beginning of this decade, >>and it >>creates this mandate to go digital. So you've you've said a lot. John has pulled forward. It's accelerated this industry transformation. Everybody talks about that, but and we've highlighted it here in this graphic. It probably would have taken several more years to mature. But overnight you had this forced march to digital. And if you weren't a digital business, you were kind of out of business. And and so it's sort of here to stay. How do you see >>You >>know what this evolution and what we can expect in the coming decades? E think it's safe to say the last 10 years defined by you know, I t transformation. That's not gonna be the same in the coming years. How do you see it? >>It's interesting. I think the big tech companies are on, but I think this past election, the United States shows um, the power that technology has. And if you look at some of the main trends in the enterprise specifically around what clouds accelerating, I call the second wave of innovations coming where, um, it's different. It's not what people expect. Its edge edge computing, for instance, has talked about a lot. But industrial i o t. Is really where we've had a lot of problems lately in terms of hacks and malware and just just overall vulnerabilities, whether it's supply chain vulnerabilities, toe actual disinformation, you know, you know, vulnerabilities inside these networks s I think this network effects, it's gonna be a huge thing. I think the impact that tech will have on society and global society geopolitical things gonna be also another one. Um, I think the modern application development of how applications were written with data, you know, we always been saying this day from the beginning of the Cube data is his integral part of the development process. And I think more than ever, when you think about cloud and edge and this distributed computing paradigm, that cloud is now going next level with is the software and how it's written will be different. You gotta handle things like, where's the compute component? Is it gonna be at the edge with all the server chips, innovations that Amazon apple intel of doing, you're gonna have compute right at the edge, industrial and kind of human edge. How does that work? What's Leighton see to that? It's it really is an edge game. So to me, software has to be written holistically in a system's impact on the way. Now that's not necessarily nude in the computer science and in the tech field, it's just gonna be deployed differently. So that's a complete rewrite, in my opinion of the software applications. Which is why you're seeing Amazon Google VM Ware really pushing Cooper Netease and these service messes in the micro Services because super critical of this technology become smarter, automated, autonomous. And that's completely different paradigm in the old full stack developer, you know, kind of model. You know, the full stack developer, his ancient. There's no such thing as a full stack developer anymore, in my opinion, because it's a half a stack because the cloud takes up the other half. But no one wants to be called the half stack developer because it doesn't sound as good as Full Stack, but really Cloud has eliminated the technology complexity of what a full stack developer used to dio. Now you can manage it and do things with it, so you know, there's some work to done, but the heavy lifting but taking care of it's the top of the stack that I think is gonna be a really critical component. >>Yeah, and that that sort of automation and machine intelligence layer is really at the top of the stack. This this thing becomes ubiquitous, and we now start to build businesses and new processes on top of it. I wanna I wanna take a look at the Big Three and guys, Can we bring up the other The next graphic, which is an estimate of what the revenue looks like for the for the Big three. And John, this is I asked and past spend for the Big Three Cloud players. And it's It's an estimate that we're gonna update after earning seasons, and I wanna point a couple things out here. First is if you look at the combined revenue production of the Big Three last year, it's almost 80 billion in infrastructure spend. I mean, think about that. That Z was that incremental spend? No. It really has caused a lot of consolidation in the on Prem data center business for guys like Dell. And, you know, um, see, now, part of the LHP split up IBM Oracle. I mean, it's etcetera. They've all felt this sea change, and they had to respond to it. I think the second thing is you can see on this data. Um, it's true that azure and G C P they seem to be growing faster than a W s. We don't know the exact numbers >>because >>A W S is the only company that really provides a clean view of i s and pass. Whereas Microsoft and Google, they kind of hide the ball in their numbers. I mean, I don't blame them because they're behind, but they do leave breadcrumbs and clues about growth rates and so forth. And so we have other means of estimating, but it's it's undeniable that azure is catching up. I mean, it's still quite distance the third thing, and before I want to get your input here, John is this is nuanced. But despite the fact that Azure and Google the growing faster than a W s. You can see those growth rates. A W s I'll call this out is the only company by our estimates that grew its business sequentially last quarter. Now, in and of itself, that's not significant. But what is significant is because AWS is so large there $45 billion last year, even if the slower growth rates it's able to grow mawr and absolute terms than its competitors, who are basically flat to down sequentially by our estimates. Eso So that's something that I think is important to point out. Everybody focuses on the growth rates, but it's you gotta look at also the absolute dollars and, well, nonetheless, Microsoft in particular, they're they're closing the gap steadily, and and we should talk more about the competitive dynamics. But I'd love to get your take on on all this, John. >>Well, I mean, the clouds are gonna win right now. Big time with the one the political climate is gonna be favoring Big check. But more importantly, with just talking about covert impact and celebrating the digital transformation is gonna create a massive rising tide. It's already happening. It's happening it's happening. And again, this shift in programming, uh, models are gonna really kinda accelerating, create new great growth. So there's no doubt in my mind of all three you're gonna win big, uh, in the future, they're just different, You know, the way they're going to market position themselves, they have to be. Google has to be a little bit different than Amazon because they're smaller and they also have different capabilities, then trying to catch up. So if you're Google or Microsoft, you have to have a competitive strategy to decide. How do I wanna ride the tide If you will put the rising tide? Well, if I'm Amazon, I mean, if I'm Microsoft and Google, I'm not going to try to go frontal and try to copy Amazon because Amazon is just pounding lead of features and scale and they're different. They were, I would say, take advantage of the first mover of pure public cloud. They really awesome. It passed and I, as they've integrated in Gardner, now reports and integrated I as and passed components. So Gardner finally got their act together and said, Hey, this is really one thing. SAS is completely different animal now Microsoft Super Smart because they I think they played the right card. They have a huge installed base converted to keep office 3 65 and move sequel server and all their core jewels into the cloud as fast as possible, clarified while filling in the gaps on the product side to be cloud. So you know, as you're doing trends job, they're just it's just pedal as fast as you can. But Microsoft is really in. The strategy is just go faster trying. Keep pedaling fast, get the features, feature velocity and try to make it high quality. Google is a little bit different. They have a little power base in terms of their network of strong, and they have a lot of other big data capabilities, so they have to use those to their advantage. So there is. There is there is competitive strategy game application happening with these companies. It's not like apples, the apples, In my opinion, it never has been, and I think that's funny that people talk about it that way. >>Well, you're bringing up some great points. I want guys bring up the next graphic because a lot of things that John just said are really relevant here. And what we're showing is that's a survey. Data from E. T. R R Data partners, like 1400 plus CEOs and I T buyers and on the vertical axis is this thing called Net score, which is a measure of spending momentum. And the horizontal axis is is what's called market share. It's a measure of the pervasiveness or, you know, number of mentions in the data set. There's a couple of key points I wanna I wanna pick up on relative to what John just said. So you see A W S and Microsoft? They stand alone. I mean, they're the hyper scale er's. They're far ahead of the pack and frankly, they have fall down, toe, lose their lead. They spend a lot on Capex. They got the flywheel effects going. They got both spending velocity and large market shares, and so, but they're taking a different approach. John, you're right there living off of their SAS, the state, their software state, Andi, they're they're building that in to their cloud. So they got their sort of a captive base of Microsoft customers. So they've got that advantage. They also as we'll hear from from Microsoft today. They they're building mawr abstraction layers. Andy Jassy has said We don't wanna be in that abstraction layer business. We wanna have access to those, you know, fine grain primitives and eso at an AP level. So so we can move fast with the market. But but But so those air sort of different philosophies, John? >>Yeah. I mean, you know, people who know me know that I love Amazon. I think their product is superior at many levels on in its way that that has advantages again. They have a great sass and ecosystem. They don't really have their own SAS play, although they're trying to add some stuff on. I've been kind of critical of Microsoft in the past, but one thing I'm not critical of Microsoft, and people can get this wrong in the marketplace. Actually, in the journalism world and also in just some other analysts, Microsoft has always had large scale eso to say that Microsoft never had scale on that Amazon owned the monopoly on our franchise on scales wrong. Microsoft had scale from day one. Their business was always large scale global. They've always had infrastructure with MSN and their search and the distributive how they distribute browsers and multiple countries. Remember they had the lock on the operating system and the browser for until the government stepped in in 1997. And since 1997 Microsoft never ever not invested in infrastructure and scale. So that whole premise that they don't compete well there is wrong. And I think that chart demonstrates that there, in there in the hyper scale leadership category, hands down the question that I have. Is that there not as good and making that scale integrate in because they have that legacy cards. This is the classic innovator's dilemma. Clay Christensen, right? So I think they're doing a good job. I think their strategy sound. They're moving as fast as they can. But then you know they're not gonna come out and say We don't have the best cloud. Um, that's not a marketing strategy. Have to kind of hide in this and get better and then double down on where they're winning, which is. Clients are converting from their legacy at the speed of Microsoft, and they have a huge client base, So that's why they're stopping so high That's why they're so good. >>Well, I'm gonna I'm gonna give you a little preview. I talked to gear up your f Who's gonna come on today and you'll see I I asked him because the criticism of Microsoft is they're, you know, they're just good enough. And so I asked him, Are you better than good enough? You know, those are fighting words if you're inside of Microsoft, but so you'll you'll have to wait to see his answer. Now, if you guys, if you could bring that that graphic back up I wanted to get into the hybrid zone. You know where the field is. Always got >>some questions coming in on chat, Dave. So we'll get to those >>great Awesome. So just just real quick Here you see this hybrid zone, this the field is bunched up, and the other companies who have a large on Prem presence and have been forced to initiate some kind of coherent cloud strategy included. There is Michael Michael, multi Cloud, and Google's there, too, because they're far behind and they got to take a different approach than a W s. But as you can see, so there's some real progress here. VM ware cloud on AWS stands out, as does red hat open shift. You got VM Ware Cloud, which is a VCF Cloud Foundation, even Dell's cloud. And you'd expect HP with Green Lake to be picking up momentum in the future quarters. And you've got IBM and Oracle, which there you go with the innovator's dilemma. But there, at least in the cloud game, and we can talk about that. But so, John, you know, to your point, you've gotta have different strategies. You're you're not going to take out the big too. So you gotta play, connect your print your on Prem to your cloud, your hybrid multi cloud and try to create new opportunities and new value there. >>Yeah, I mean, I think we'll get to the question, but just that point. I think this Zeri Chen's come on the Cube many times. We're trying to get him to come on lunch today with Features startup, but he's always said on the Q B is a V C at Greylock great firm. Jerry's Cloud genius. He's been there, but he made a point many, many years ago. It's not a winner. Take all the winner. Take most, and the Big Three maybe put four or five in there. We'll take most of the markets here. But I think one of the things that people are missing and aren't talking about Dave is that there's going to be a second tier cloud, large scale model. I don't want to say tear to cloud. It's coming to sound like a sub sub cloud, but a new category of cloud on cloud, right? So meaning if you get a snowflake, did I think this is a tale? Sign to what's coming. VM Ware Cloud is a native has had huge success, mainly because Amazon is essentially enabling them to be successful. So I think is going to be a wave of a more of a channel model of indirect cloud build out where companies like the Cube, potentially for media or others, will build clouds on top of the cloud. So if Google, Microsoft and Amazon, whoever is the first one to really enable that okay, we'll do extremely well because that means you can compete with their scale and create differentiation on top. So what snowflake did is all on Amazon now. They kind of should go to azure because it's, you know, politically correct that have multiple clouds and distribution and business model shifts. But to get that kind of performance they just wrote on Amazon. So there's nothing wrong with that. Because you're getting paid is variable. It's cap ex op X nice categorization. So I think that's the way that we're watching. I think it's super valuable, I think will create some surprises in terms of who might come out of the woodwork on be a leader in a category. Well, >>your timing is perfect, John and we do have some questions in the chat. But before we get to that, I want to bring in Sargi Joe Hall, who's a contributor to to our community. Sargi. Can you hear us? All right, so we got, uh, while >>bringing in Sarpy. Let's go down from the questions. So the first question, Um, we'll still we'll get the student second. The first question. But Ronald ask, Can a vendor in 2021 exist without a hybrid cloud story? Well, story and capabilities. Yes, they could live with. They have to have a story. >>Well, And if they don't own a public cloud? No. No, they absolutely cannot. Uh hey, Sergey. How you doing, man? Good to see you. So, folks, let me let me bring in Sergeant Kohala. He's a He's a cloud architect. He's a practitioner, He's worked in as a technologist. And there's a frequent guest on on the Cube. Good to see you, my friend. Thanks for taking the time with us. >>And good to see you guys to >>us. So we were kind of riffing on the competitive landscape we got. We got so much to talk about this, like, it's a number of questions coming in. Um, but Sargi we wanna talk about you know, what's happening here in Cloud Land? Let's get right into it. I mean, what do you guys see? I mean, we got yesterday. New regime, new inaug inauguration. Do you do you expect public policy? You'll start with you Sargi to have What kind of effect do you think public policy will have on, you know, cloud generally specifically, the big tech companies, the tech lash. Is it gonna be more of the same? Or do you see a big difference coming? >>I think that there will be some changing narrative. I believe on that. is mainly, um, from the regulators side. A lot has happened in one month, right? So people, I think are losing faith in high tech in a certain way. I mean, it doesn't, uh, e think it matters with camp. You belong to left or right kind of thing. Right? But parlor getting booted out from Italy s. I think that was huge. Um, like, how do you know that if a cloud provider will not boot you out? Um, like, what is that line where you draw the line? What are the rules? I think that discussion has to take place. Another thing which has happened in the last 23 months is is the solar winds hack, right? So not us not sort acknowledging that I was Russia and then wish you watching it now, new administration might have a different sort of Boston on that. I think that's huge. I think public public private partnership in security arena will emerge this year. We have to address that. Yeah, I think it's not changing. Uh, >>economics economy >>will change gradually. You know, we're coming out off pandemic. The money is still cheap on debt will not be cheap. for long. I think m and a activity really will pick up. So those are my sort of high level, Uh, >>thank you. I wanna come back to them. And because there's a question that chat about him in a But, John, how do you see it? Do you think Amazon and Google on a slippery slope booting parlor off? I mean, how do they adjudicate between? Well, what's happening in parlor? Uh, anything could happen on clubhouse. Who knows? I mean, can you use a I to find that stuff? >>Well, that's I mean, the Amazons, right? Hiding right there bunkered in right now from that bad, bad situation. Because again, like people we said Amazon, these all three cloud players win in the current environment. Okay, Who wins with the U. S. With the way we are China, Russia, cloud players. Okay, let's face it, that's the reality. So if I wanted to reset the world stage, you know what better way than the, you know, change over the United States economy, put people out of work, make people scared, and then reset the entire global landscape and control all with cash? That's, you know, conspiracy theory. >>So you see the riches, you see the riches, get the rich, get richer. >>Yeah, well, that's well, that's that. That's kind of what's happening, right? So if you start getting into this idea that you can't actually have an app on site because the reason now I'm not gonna I don't know the particular parlor, but apparently there was a reason. But this is dangerous, right? So what? What that's gonna do is and whether it's right or wrong or not, whether political opinion is it means that they were essentially taken offline by people that weren't voted for that. Weren't that when people didn't vote for So that's not a democracy, right? So that's that's a different kind of regime. What it's also going to do is you also have this groundswell of decentralized thinking, right. So you have a whole wave of crypto and decentralized, um, cyber punks out there who want to decentralize it. So all of this stuff in January has created a huge counterculture, and I had predicted this so many times in the Cube. David counterculture is coming and and you already have this kind of counterculture between centralized and decentralized thinking and so I think the Amazon's move is dangerous at a fundamental level. Because if you can't get it, if you can't get buy domain names and you're completely blackballed by by organized players, that's a Mafia, in my opinion. So, uh, and that and it's also fuels the decentralized move because people say, Hey, if that could be done to them, it could be done to me. Just the fact that it could be done will promote a swing in the other direction. I >>mean, independent of of, you know, again, somebody said your political views. I mean Parlor would say, Hey, we're trying to clean this stuff up now. Maybe they didn't do it fast enough, but you think about how new parlor is. You think about the early days of Twitter and Facebook, so they were sort of at a disadvantage. Trying to >>have it was it was partly was what it was. It was a right wing stand up job of standing up something quick. Their security was terrible. If you look at me and Cory Quinn on be great to have him, and he did a great analysis on this, because if you look the lawsuit was just terrible. Security was just a half, asshole. >>Well, and the experience was horrible. I mean, it's not It was not a great app, but But, like you said, it was a quick stew. Hand up, you know, for an agenda. But nonetheless, you know, to start, get to your point earlier. It's like, you know, Are they gonna, you know, shut me down? If I say something that's, you know, out of line, or how do I control that? >>Yeah, I remember, like, 2019, we involved closing sort of remarks. I was there. I was saying that these companies are gonna be too big to fail. And also, they're too big for other nations to do business with. In a way, I think MNCs are running the show worldwide. They're running the government's. They are way. Have seen the proof of that in us this year. Late last year and this year, um, Twitter last night blocked Chinese Ambassador E in us. Um, from there, you know, platform last night and I was like, What? What's going on? So, like, we used to we used to say, like the Chinese company, tech companies are in bed with the Chinese government. Right. Remember that? And now and now, Actually, I think Chinese people can say the same thing about us companies. Uh, it's not a good thing. >>Well, let's >>get some question. >>Let's get some questions from the chat. Yeah. Thank you. One is on M and a subject you mentioned them in a Who do you see is possible emanate targets. I mean, I could throw a couple out there. Um, you know, some of the cdn players, maybe aka my You know, I like I like Hashi Corp. I think they're doing some really interesting things. What do you see? >>Nothing. Hashi Corp. And anybody who's doing things in the periphery is a candidate for many by the big guys, you know, by the hyper scholars and number two tier two or five hyper scholars. Right. Uh, that's why sales forces of the world and stuff like that. Um, some some companies, which I thought there will be a target, Sort of. I mean, they target they're getting too big, because off their evaluations, I think how she Corpuz one, um, >>and >>their bunch in the networking space. Uh, well, Tara, if I say the right that was acquired by at five this week, this week or last week, Actually, last week for $500 million. Um, I know they're founder. So, like I found that, Yeah, there's a lot going on on the on the network side on the anything to do with data. Uh, that those air too hard areas in the cloud arena >>data, data protection, John, any any anything you could adhere. >>And I think I mean, I think ej ej is gonna be where the gaps are. And I think m and a activity is gonna be where again, the bigger too big to fail would agree with you on that one. But we're gonna look at white Spaces and say a white space for Amazon is like a monster space for a start up. Right? So you're gonna have these huge white spaces opportunities, and I think it's gonna be an M and a opportunity big time start ups to get bought in. Given the speed on, I think you're gonna see it around databases and around some of these new service meshes and micro services. I mean, >>they there's a There's a question here, somebody's that dons asking why is Google who has the most pervasive tech infrastructure on the planet. Not at the same level of other to hyper scale is I'll give you my two cents is because it took him a long time to get their heads out of their ads. I wrote a piece of around that a while ago on they just they figured out how to learn the enterprise. I mean, John, you've made this point a number of times, but they just and I got a late start. >>Yeah, they're adding a lot of people. If you look at their who their hiring on the Google Cloud, they're adding a lot of enterprise chops in there. They realized this years ago, and we've talked to many of the top leaders, although Curry and hasn't yet sit down with us. Um, don't know what he's hiding or waiting for, but they're clearly not geared up to chicken Pete. You can see it with some some of the things that they're doing, but I mean competed the level of Amazon, but they have strength and they're playing their strength, but they definitely recognize that they didn't have the enterprise motions and people in the DNA and that David takes time people in the enterprise. It's not for the faint of heart. It's unique details that are different. You can't just, you know, swing the Google playbook and saying We're gonna home The enterprises are text grade. They knew that years ago. So I think you're going to see a good year for Google. I think you'll see a lot of change. Um, they got great people in there. On the product marketing side is Dev Solution Architects, and then the SRE model that they have perfected has been strong. And I think security is an area that they could really had a lot of value it. So, um always been a big fan of their huge network and all the intelligence they have that they could bring to bear on security. >>Yeah, I think Google's problem main problem that to actually there many, but one is that they don't They don't have the boots on the ground as compared to um, Microsoft, especially an Amazon actually had a similar problem, but they had a wide breath off their product portfolio. I always talk about feature proximity in cloud context, like if you're doing one thing. You wanna do another thing? And how do you go get that feature? Do you go to another cloud writer or it's right there where you are. So I think Amazon has the feature proximity and they also have, uh, aske Compared to Google, there's skills gravity. Larger people are trained on AWS. I think Google is trying there. So second problem Google is having is that that they're they're more focused on, I believe, um, on the data science part on their sort of skipping the cool components sort of off the cloud, if you will. The where the workloads needs, you know, basic stuff, right? That's like your compute storage and network. And that has to be well, talk through e think e think they will do good. >>Well, so later today, Paul Dillon sits down with Mids Avery of Google used to be in Oracle. He's with Google now, and he's gonna push him on on the numbers. You know, you're a distant third. Does that matter? And of course, you know, you're just a preview of it's gonna say, Well, no, we don't really pay attention to that stuff. But, John, you said something earlier that. I think Jerry Chen made this comment that, you know, Is it a winner? Take all? No, but it's a winner. Take a lot. You know the number two is going to get a big chunk of the pie. It appears that the markets big enough for three. But do you? Does Google have to really dramatically close the gap on be a much, much closer, you know, to the to the leaders in orderto to compete in this race? Or can they just kind of continue to bump along, siphon off the ad revenue? Put it out there? I mean, I >>definitely can compete. I think that's like Google's in it. Then it they're not. They're not caving, right? >>So But But I wrote I wrote recently that I thought they should even even put mawr oven emphasis on the cloud. I mean, maybe maybe they're already, you know, doubling down triple down. I just I think that is a multi trillion dollar, you know, future for the industry. And, you know, I think Google, believe it or not, could even do more. Now. Maybe there's just so much you could dio. >>There's a lot of challenges with these company, especially Google. They're in Silicon Valley. We have a big Social Justice warrior mentality. Um, there's a big debate going on the in the back channels of the tech scene here, and that is that if you want to be successful in cloud, you have to have a good edge strategy, and that involves surveillance, use of data and pushing the privacy limits. Right? So you know, Google has people within the country that will protest contract because AI is being used for war. Yet we have the most unstable geopolitical seen that I've ever witnessed in my lifetime going on right now. So, um, don't >>you think that's what happened with parlor? I mean, Rob Hope said, Hey, bar is pretty high to kick somebody off your platform. The parlor went over the line, but I would also think that a lot of the employees, whether it's Google AWS as well, said, Hey, why are we supporting you know this and so to your point about social justice, I mean, that's not something. That >>parlor was not just social justice. They were trying to throw the government. That's Rob e. I think they were in there to get selfies and being protesters. But apparently there was evidence from what I heard in some of these clubhouse, uh, private chats. Waas. There was overwhelming evidence on parlor. >>Yeah, but my point is that the employee backlash was also a factor. That's that's all I'm saying. >>Well, we have Google is your Google and you have employees to say we will boycott and walk out if you bid on that jet I contract for instance, right, But Microsoft one from maybe >>so. I mean, that's well, >>I think I think Tom Poole's making a really good point here, which is a Google is an alternative. Thio aws. The last Google cloud next that we were asked at they had is all virtual issue. But I saw a lot of I T practitioners in the audience looking around for an alternative to a W s just seeing, though, we could talk about Mano Cloud or Multi Cloud, and Andy Jassy has his his narrative around, and he's true when somebody goes multiple clouds, they put you know most of their eggs in one basket. Nonetheless, I think you know, Google's got a lot of people interested in, particularly in the analytic side, um, in in an alternative, hedging their bets eso and particularly use cases, so they should be able to do so. I guess my the bottom line here is the markets big enough to have Really? You don't have to be the Jack Welch. I gotta be number one and number two in the market. Is that the conclusion here? >>I think so. But the data gravity and the skills gravity are playing against them. Another problem, which I didn't want a couple of earlier was Google Eyes is that they have to boot out AWS wherever they go. Right? That is a huge challenge. Um, most off the most off the Fortune 2000 companies are already using AWS in one way or another. Right? So they are the multi cloud kind of player. Another one, you know, and just pure purely somebody going 200% Google Cloud. Uh, those cases are kind of pure, if you will. >>I think it's gonna be absolutely multi cloud. I think it's gonna be a time where you looked at the marketplace and you're gonna think in terms of disaster recovery, model of cloud or just fault tolerant capabilities or, you know, look at the parlor, the next parlor. Or what if Amazon wakes up one day and said, Hey, I don't like the cubes commentary on their virtual events, so shut them down. We should have a fail over to Google Cloud should Microsoft and Option. And one of people in Microsoft ecosystem wants to buy services from us. We have toe kind of co locate there. So these are all open questions that are gonna be the that will become certain pretty quickly, which is, you know, can a company diversify their computing An i t. In a way that works. And I think the momentum around Cooper Netease you're seeing as a great connective tissue between, you know, having applications work between clouds. Right? Well, directionally correct, in my opinion, because if I'm a company, why wouldn't I wanna have choice? So >>let's talk about this. The data is mixed on that. I'll share some data, meaty our data with you. About half the companies will say Yeah, we're spreading the wealth around to multiple clouds. Okay, That's one thing will come back to that. About the other half were saying, Yeah, we're predominantly mono cloud we didn't have. The resource is. But what I think going forward is that that what multi cloud really becomes. And I think John, you mentioned Snowflake before. I think that's an indicator of what what true multi cloud is going to look like. And what Snowflake is doing is they're building abstraction, layer across clouds. Ed Walsh would say, I'm standing on the shoulders of Giants, so they're basically following points of presence around the globe and building their own cloud. They call it a data cloud with a global mesh. We'll hear more about that later today, but you sign on to that cloud. So they're saying, Hey, we're gonna build value because so many of Amazon's not gonna build that abstraction layer across multi clouds, at least not in the near term. So that's a really opportunity for >>people. I mean, I don't want to sound like I'm dating myself, but you know the date ourselves, David. I remember back in the eighties, when you had open systems movement, right? The part of the whole Revolution OS I open systems interconnect model. At that time, the networking stacks for S N A. For IBM, decadent for deck we all know that was a proprietary stack and then incomes TCP I p Now os I never really happened on all seven layers, but the bottom layers standardized. Okay, that was huge. So I think if you look at a W s or some of the comments in the chat AWS is could be the s n a. Depends how you're looking at it, right? And you could say they're open. But in a way, they want more Amazon. So Amazon's not out there saying we love multi cloud. Why would they promote multi cloud? They are a one of the clouds they want. >>That's interesting, John. And then subject is a cloud architect. I mean, it's it is not trivial to make You're a data cloud. If you're snowflake, work on AWS work on Google. Work on Azure. Be seamless. I mean, certainly the marketing says that, but technically, that's not trivial. You know, there are latent see issues. Uh, you know, So that's gonna take a while to develop. What? Do your thoughts there? >>I think that multi cloud for for same workload and multi cloud for different workloads are two different things. Like we usually put multiple er in one bucket, right? So I think you're right. If you're trying to do multi cloud for the same workload, that's it. That's Ah, complex, uh, problem to solve architecturally, right. You have to have a common ap ice and common, you know, control playing, if you will. And we don't have that yet, and then we will not have that for a for at least one other couple of years. So, uh, if you if you want to do that, then you have to go to the lower, lowest common denominator in technical sort of stock, if you will. And then you're not leveraging the best of the breed technology off their from different vendors, right? I believe that's a hard problem to solve. And in another thing, is that that that I always say this? I'm always on the death side, you know, developer side, I think, uh, two deaths. Public cloud is a proxy for innovative culture. Right. So there's a catch phrase I have come up with today during shower eso. I think that is true. And then people who are companies who use the best of the breed technologies, they can attract the these developers and developers are the Mazen's off This digital sort of empires, amazingly, is happening there. Right there they are the Mazen's right. They head on the bricks. I think if you don't appeal to developers, if you don't but extensive for, like, force behind educating the market, you can't you can't >>put off. It's the same game Stepping story was seeing some check comments. Uh, guard. She's, uh, linked in friend of mine. She said, Microsoft, If you go back and look at the Microsoft early days to the developer Point they were, they made their phones with developers. They were a software company s Oh, hey, >>forget developers, developers, developers. >>You were if you were in the developer ecosystem, you were treated his gold. You were part of the family. If you were outside that world, you were competitors, and that was ruthless times back then. But they again they had. That was where it was today. Look at where the software defined businesses and starve it, saying it's all about being developer lead in this new way to program, right? So the cloud next Gen Cloud is going to look a lot like next Gen Developer and all the different tools and techniques they're gonna change. So I think, yes, this kind of developer ecosystem will be harnessed, and that's the power source. It's just gonna look different. So, >>Justin, Justin in the chat has a comment. I just want to answer the question about elastic thoughts on elastic. Um, I tell you, elastic has momentum uh, doing doing very well in the market place. Thea Elk Stack is a great alternative that people are looking thio relative to Splunk. Who people complain about the pricing. Of course it's plunks got the easy button, but it is getting increasingly expensive. The problem with elk stack is you know, it's open source. It gets complicated. You got a shard, the databases you gotta manage. It s Oh, that's what Ed Walsh's company chaos searches is all about. But elastic has some riel mo mentum in the marketplace right now. >>Yeah, you know, other things that coming on the chat understands what I was saying about the open systems is kubernetes. I always felt was that is a bad metaphor. But they're with me. That was the TCP I peep In this modern era, C t c p I p created that that the disruptor to the S N A s and the network protocols that were proprietary. So what KUBERNETES is doing is creating a connective tissue between clouds and letting the open source community fill in the gaps in the middle, where kind of way kind of probably a bad analogy. But that's where the disruption is. And if you look at what's happened since Kubernetes was put out there, what it's become kind of de facto and standard in the sense that everyone's rallying around it. Same exact thing happened with TCP was people were trashing it. It is terrible, you know it's not. Of course they were trashed because it was open. So I find that to be very interesting. >>Yeah, that's a good >>analogy. E. Thinks the R C a cable. I used the R C. A cable analogy like the VCRs. When they started, they, every VC had had their own cable, and they will work on Lee with that sort of plan of TV and the R C. A cable came and then now you can put any TV with any VCR, and the VCR industry took off. There's so many examples out there around, uh, standards And how standards can, you know, flair that fire, if you will, on dio for an industry to go sort of wild. And another trend guys I'm seeing is that from the consumer side. And let's talk a little bit on the consuming side. Um, is that the The difference wouldn't be to B and B to C is blood blurred because even the physical products are connected to the end user Like my door lock, the August door lock I didn't just put got get the door lock and forget about that. Like I I value the expedience it gives me or problems that gives me on daily basis. So I'm close to that vendor, right? So So the middle men, uh, middle people are getting removed from from the producer off the technology or the product to the consumer. Even even the sort of big grocery players they have their APs now, uh, how do you buy stuff and how it's delivered and all that stuff that experience matters in that context, I think, um, having, uh, to be able to sell to thes enterprises from the Cloud writer Breuder's. They have to have these case studies or all these sample sort off reference architectures and stuff like that. I think whoever has that mawr pushed that way, they are doing better like that. Amazon is Amazon. Because of that reason, I think they have lot off sort off use cases about on top of them. And they themselves do retail like crazy. Right? So and other things at all s. So I think that's a big trend. >>Great. Great points are being one of things. There's a question in there about from, uh, Yaden. Who says, uh, I like the developer Lead cloud movement, But what is the criticality of the executive audience when educating the marketplace? Um, this comes up a lot in some of my conversations around automation. So automation has been a big wave to automate this automate everything. And then everything is a service has become kind of kind of the the executive suite. Kind of like conversation we need to make everything is a service in our business. You seeing people move to that cloud model. Okay, so the executives think everything is a services business strategy, which it is on some level, but then, when they say Take that hill, do it. Developers. It's not that easy. And this is where a lot of our cube conversations over the past few months have been, especially during the cova with cute virtual. This has come up a lot, Dave this idea, and start being around. It's easy to say everything is a service but will implement it. It's really hard, and I think that's where the developer lead Connection is where the executive have to understand that in order to just say it and do it are two different things. That digital transformation. That's a big part of it. So I think that you're gonna see a lot of education this year around what it means to actually do that and how to implement it. >>I'd like to comment on the as a service and subject. Get your take on it. I mean, I think you're seeing, for instance, with HP Green Lake, Dell's come out with Apex. You know IBM as its utility model. These companies were basically taking a page out of what I what I would call a flawed SAS model. If you look at the SAS players, whether it's salesforce or workday, service now s a P oracle. These models are They're really They're not cloud pricing models. They're they're basically you got to commit to a term one year, two year, three year. We'll give you a discount if you commit to the longer term. But you're locked in on you. You probably pay upfront. Or maybe you pay quarterly. That's not a cloud pricing model. And that's why I mean, they're flawed. You're seeing companies like Data Dog, for example. Snowflake is another one, and they're beginning to price on a consumption basis. And that is, I think, one of the big changes that we're going to see this decade is that true cloud? You know, pay by the drink pricing model and to your point, john toe, actually implement. That is, you're gonna need a whole new layer across your company on it is quite complicated it not even to mention how you compensate salespeople, etcetera. The a p. I s of your product. I mean, it is that, but that is a big sea change that I see coming. Subject your >>thoughts. Yeah, I think like you couldn't see it. And like some things for this big tech exacts are hidden in the plain >>sight, right? >>They don't see it. They they have blind spots, like Look at that. Look at Amazon. They went from Melissa and 200 millisecond building on several s, Right, Right. And then here you are, like you're saying, pay us for the whole year. If you don't use the cloud, you lose it or will pay by month. Poor user and all that stuff like that that those a role models, I think these players will be forced to use that term pricing like poor minute or for a second, poor user. That way, I think the Salesforce moral is hybrid. They're struggling in a way. I think they're trying to bring the platform by doing, you know, acquisition after acquisition to be a platform for other people to build on top off. But they're having a little trouble there because because off there, such pricing and little closeness, if you will. And, uh, again, I'm coming, going, going back to developers like, if you are not appealing to developers who are writing the latest and greatest code and it is open enough, by the way open and open source are two different things that we all know that. So if your platform is not open enough, you will have you know, some problems in closing the deals. >>E. I want to just bring up a question on chat around from Justin didn't fitness. Who says can you touch on the vertical clouds? Has your offering this and great question Great CP announcing Retail cloud inventions IBM Athena Okay, I'm a huge on this point because I think this I'm not saying this for years. Cloud computing is about horizontal scalability and vertical specialization, and that's absolutely clear, and you see all the clouds doing it. The vertical rollouts is where the high fidelity data is, and with machine learning and AI efforts coming out, that's accelerated benefits. There you have tow, have the vertical focus. I think it's super smart that clouds will have some sort of vertical engine, if you will in the clouds and build on top of a control playing. Whether that's data or whatever, this is clearly the winning formula. If you look at all the successful kind of ai implementations, the ones that have access to the most data will get the most value. So, um if you're gonna have a data driven cloud you have tow, have this vertical feeling, Um, in terms of verticals, the data on DSO I think that's super important again, just generally is a strategy. I think Google doing a retail about a super smart because their whole pitches were not Amazon on. Some people say we're not Google, depending on where you look at. So every of these big players, they have dominance in the areas, and that's scarce. Companies and some companies will never go to Amazon for that reason. Or some people never go to Google for other reasons. I know people who are in the ad tech. This is a black and we're not. We're not going to Google. So again, it is what it is. But this idea of vertical specialization relevant in super >>forts, I want to bring to point out to sessions that are going on today on great points. I'm glad you asked that question. One is Alan. As he kicks off at 1 p.m. Eastern time in the transformation track, he's gonna talk a lot about the coming power of ecosystems and and we've talked about this a lot. That that that to compete with Amazon, Google Azure, you've gotta have some kind of specialization and vertical specialization is a good one. But of course, you see in the big Big three also get into that. But so he's talking at one o'clock and then it at 3 36 PM You know this times are strange, but e can explain that later Hillary Hunter is talking about she's the CTO IBM I B M's ah Financial Cloud, which is another really good example of specifying vertical requirements and serving. You know, an audience subject. I think you have some thoughts on this. >>Actually, I lost my thought. E >>think the other piece of that is data. I mean, to the extent that you could build an ecosystem coming back to Alan Nancy's premise around data that >>billions of dollars in >>their day there's billions of dollars and that's the title of the session. But we did the trillion dollar baby post with Jazzy and said Cloud is gonna be a trillion dollars right? >>And and the point of Alan Answer session is he's thinking from an individual firm. Forget the millions that you're gonna save shifting to the cloud on cost. There's billions in ecosystems and operating models. That's >>absolutely the business value. Now going back to my half stack full stack developer, is the business value. I've been talking about this on the clubhouses a lot this past month is for the entrepreneurs out there the the activity in the business value. That's the new the new intellectual property is the business logic, right? So if you could see innovations in how work streams and workflow is gonna be a configured differently, you have now large scale cloud specialization with data, you can move quickly and take territory. That's much different scenario than a decade ago, >>at the point I was trying to make earlier was which I know I remember, is that that having the horizontal sort of features is very important, as compared to having vertical focus. You know, you're you're more healthcare focused like you. You have that sort of needs, if you will, and you and our auto or financials and stuff like that. What Google is trying to do, I think that's it. That's a good thing. Do cook up the reference architectures, but it's a bad thing in a way that you drive drive away some developers who are most of the developers at 80 plus percent, developers are horizontal like you. Look at the look into the psyche of a developer like you move from company to company. And only few developers will say I will stay only in health care, right? So I will only stay in order or something of that, right? So they you have to have these horizontal capabilities which can be applied anywhere on then. On top >>of that, I think that's true. Sorry, but I'll take a little bit different. Take on that. I would say yes, that's true. But remember, remember the old school application developer Someone was just called in Application developer. All they did was develop applications, right? They pick the framework, they did it right? So I think we're going to see more of that is just now mawr of Under the Covers developers. You've got mawr suffer defined networking and software, defined storage servers and cloud kubernetes. And it's kind of like under the hood. But you got your, you know, classic application developer. I think you're gonna see him. A lot of that come back in a way that's like I don't care about anything else. And that's the promise of cloud infrastructure is code. So I think this both. >>Hey, I worked. >>I worked at people solved and and I still today I say into into this context, I say E r P s are the ultimate low code. No code sort of thing is right. And what the problem is, they couldn't evolve. They couldn't make it. Lightweight, right? Eso um I used to write applications with drag and drop, you know, stuff. Right? But But I was miserable as a developer. I didn't Didn't want to be in the applications division off PeopleSoft. I wanted to be on the tools division. There were two divisions in most of these big companies ASAP. Oracle. Uh, like companies that divisions right? One is the cooking up the tools. One is cooking up the applications. The basketball was always gonna go to the tooling. Hey, >>guys, I'm sorry. We're almost out of time. I always wanted to t some of the sections of the day. First of all, we got Holder Mueller coming on at lunch for a power half hour. Um, you'll you'll notice when you go back to the home page. You'll notice that calendar, that linear clock that we talked about that start times are kind of weird like, for instance, an appendix coming on at 1 24. And that's because these air prerecorded assets and rather than having a bunch of dead air, we're just streaming one to the other. So so she's gonna talk about people, process and technology. We got Kathy Southwick, whose uh, Silicon Valley CEO Dan Sheehan was the CEO of Dunkin Brands and and he was actually the c 00 So it's C A CEO connecting the dots to the business. Daniel Dienes is the CEO of you I path. He's coming on a 2:47 p.m. East Coast time one of the hottest companies, probably the fastest growing software company in history. We got a guy from Bain coming on Dave Humphrey, who invested $750 million in Nutanix. He'll explain why and then, ironically, Dheeraj Pandey stew, Minuteman. Our friend interviewed him. That's 3 35. 1 of the sessions are most excited about today is John McD agony at 403 p. M. East Coast time, she's gonna talk about how to fix broken data architectures, really forward thinking stuff. And then that's the So that's the transformation track on the future of cloud track. We start off with the Big Three Milan Thompson Bukovec. At one oclock, she runs a W s storage business. Then I mentioned gig therapy wrath at 1. 30. He runs Azure is analytics. Business is awesome. Paul Dillon then talks about, um, IDs Avery at 1 59. And then our friends to, um, talks about interview Simon Crosby. I think I think that's it. I think we're going on to our next session. All right, so keep it right there. Thanks for watching the Cuban cloud. Uh huh.