>>Okay. Okay. We're back on the cube here in cloud city. I'm John Farah, David latte. Thanks Adam. And guys in the studio. Awesome stuff. Dave mobile world Congress is happening. It's basically a hybrid show. Mostly virtual. Actually the physical action is a lot of booths. Cloud city is tricked out, big time made for TV. The cubes, obviously here, we've got the main stage with Adam and crew, Chloe and team, and it's pretty, pretty cool. Cloud cities, thematic John, we're going to see the next decade be about the cloudification of telco and major, major portions of telco. We're going to move to the cloud. It's very clear. And especially the front end stuff, a lot of the business support systems, some of the operational systems are going to go. When you're seeing that, you're seeing that with Amazon, you're seeing Microsoft, you're seeing Google. They're all moving in that direction. >>So it's inevitable. And I just love the fact that events are back. That's a game changing statement. Mobile world. Congress is not going to go away. There's no way they're going to let this event slide by. Even though we're coming out of the pandemic, clearly Bon Jovi was here. He said, quote, we met him last night, face to face. He's like, go Patriots. Hope they have a good season. This year. He's a big Patriots fan. He said, it's going to be better. This could be better. But he also said he it's the first time he's performed in a year and a half in front of all excited. He wasn't calm, small little intimate crowd. Again, look behind this. You can see the cloud city. This is really built out extremely well. A lot of executives here, but the content has been awesome here, but also remote. We've been bringing people in live remotes and we also had some prerecorded assets that we have. And we've got one here from Booz Allen, who I had a conversation with earlier in the month and grab some time to talk about the impact of 5g telecom and how it relates to national security for cover mints and society. And so let's take a look at that video right now. >>Hi, welcome to the cube conversation here in the cube studios in Palo Alto, California, I'm John for a, your host had a great conversation with two great guests gonna explore the edge, what it means in terms of commercial, but also national security. And as the world goes digital, we're going to have the deep dive conversation around, um, how it's all transforming. We've got Kate Lee, vice president Booz Allen's digital business. Kate. Great to have you, uh, John Paisano principal at Booz Allen's digital cloud solutions. Gentlemen, thanks for coming on. So one of the most hottest topics, obviously besides cloud computing, having the most refactoring impact on business and government and public sector has been the next phase of cloud growth and cloud scale, and that's really modern applications, um, and consumer, and then here, uh, for national security and for governments here in the U S is in the military impact. >>And as digital transformation starts to go to the next level, you starting to see the architectures emerge, where the edge, the IOT edge, the industrial IOT edge, or any kind of edge concept 5g is exploding, making that much more of a dense, more throughput for connectivity with wireless. You've got Amazon with snowballs, snowmobile, all kinds of ways to deploy technology. That's it like and operational technologies it's causing quite a cloud operational opportunity and disruption. So I want to get into it. Let's key. Let's start with you. I mean, we're looking at an architecture, that's changing both commercial and public sector with the edge. What are the key considerations that you guys see as people have to really move fast and this new architecture of digital, >>Which I think is a great question. And, um, if I could just, uh, share our observation on why we even started investing in edge, um, you mentioned cloud, um, but as we've reflected upon kind of the history of it on you to take a look from mainframes to desktops, to servers, to a cloud, to mobile, and now I have a T what we observed was that, um, industry investing in infrastructure led to kind of an evolution of, uh, uh, of it, right? So as you mentioned with industry spending billions on IOT and edge, um, we've just feel that that's going to be the next evolution. Um, if you've take a look at, um, you mentioned 5g, I think 5g will be certainly, um, an accelerator to edge, um, because of the, the resilience, the lower latency and so forth, but, um, taking a look at what's happening in space, you mentioned space earlier as well, right. >>Um, and, uh, what, uh, Starlink is doing by putting satellites to actually provide transport into the space. Um, we're thinking that that actually is going to be the next ubiquitous thing. Once transport becomes ubiquitous, just like cloud allows stores to be ubiquitous. We think that, you know, the next generation internet will be space-based. Um, so when you think about it, um, connected, it won't be connected servers per se. It will be connected devices. Um, so, uh, that's kind of, you know, some of the observations and why we've been really focusing on investing in, in edge. >>Awesome. I'd love to sh to, uh, continue the conversation on space and the edge, um, and super great conversation to have you guys on and really appreciate it. I do want to ask you guys about the innovation and the opportunities, uh, this new shift that's happening is the next big thing is coming quickly and it's here on us and that's cloud. I call it cloud 2.0, the cloud scale, modern software development environment, uh, edge with 5g changing the game. I key, I completely agree with you. And I think this is where people are focusing their attention from startups to companies that are transforming and repivoting, or refactoring their, their, uh, existing assets to be positioned. And you're starting to see clear winners and losers as a pattern emerge, right? You gotta be in the cloud, you gotta be leveraging data. You gotta be, uh, horizontally scalable, but you've gotta have AI machine learning in there with modern software practices that are secure. >>That's the playbook. Some people are it, some people are not getting there. So I got to ask you guys, you know, as telcos become super important and the ability to be a telco. Now, we just mentioned standing up a tactical edge, for instance, uh, launching a satellite couple of hundred K you're going to launch a cube set. Um, that could be good and bad, right? So, so, you know, the telco business is changing radically cloud telco cloud is emerging as an edge phenomenon with 5g, certainly business commercial benefits, more than consumer. How do you guys see the innovation and disruption happening with telco? >>Um, you know, as we think through, um, cloud to edge, um, one thing that we realized, because our definition of edge, John was actually at the point of data collection, right on the sensor themselves, others definition of edge is we're a little bit further back when we call it the edge of the it enterprise. Um, but you know, as we look at this, we realize that you need, you needed this kind of multi echelon environment, right? From your cloud to your tactical clouds, right. Where you can do some processing and then at the edge themselves, really at the end of the day, it's all about, I think, data, right? I mean, everything we're talking about is still all about the data, right? The AI needs to Dane, the telco is transporting the data. Right. And so, um, I think if you think about it from a data perspective, in relationship to telcos, right, one edge will actually enable a very different paradigm in a distributed paradigm for data processing. Right. So instead of bringing the data to some central cloud, right. Um, which takes bandwidth off your telcos, push the products to the data, right. So mitigate, what's actually being sent over to those telco lines to increase the efficiencies of them. Right. Um, so I think, you know, at the end of the day, uh, the telcos are gonna have a pretty big, uh, component to this, um, even from space down to ground station, right. How that works. Um, so, um, the, the network of these telcos, I think, are just going to expand >>John, what's your perspective. I mean, startups are coming out. The scalability speed of innovation is a big factor. The old telco days had like, I mean, you know, months and years, new towers go up and now you've got backbone. You've got, you know, it's kind of a slow glacier pace. Now it's under siege with rapid innovation. >>Yeah. So, um, I definitely echo the sentiments that Q would have, but I would also, if we go back and think about the digital battle space and what we've talked about, um, faster speeds being available, you know, in places it's not been before is great. However, when you think about basing an adversary, that's a near peer threat. The first thing they're going to do is make it contested congested, and you have to be able to survive. I, while yes, the, the pace of innovation is absolutely pushing comms. The places we've not had it before. Um, we have to be mindful to not get complacent and over rely on it, assuming it will always be there because I know in my experience wearing the uniform and even if I'm up against it adversary, that's the first thing I'm gonna do is I'm going to do whatever I can to disrupt your ability to communicate. So how do you take it down to that lowest level and still make that squad, the platoon, whatever that structure is, you know, continued some survivable and lethal. And so that's something I think, as we look at the innovations, we need to be mindful of that so low. And I talk about how do you architect it? What services do you use? Those are all those things that you have to think about. What if I lose it at this echelon? How could, how do I continue to mission? >>Yeah. It's interesting. Mean if you look at how companies have been procuring and consuming technology key, it's been like siloed. Okay. We've got a workplace workforce project, uh, and we have the tactical edge and we have the, you know, siloed it solution when really work in play, whether it's work here. And John's example is the war fighter. And so his concern is safety is his life. Right. And, and protection, the department has to manage the coms. And so they have to have countermeasures and contingencies ready to go. Right. So all this is integrate integrated. Now it's not like one department it's like, it's it's together. >>Yeah. Do you, I mean, you're, you're, uh, I love what you just said. I mean, we have to get away from this siloed siloed banking. Um, not only within a single organization, but across the enterprise. Right. Um, you know, from a digital battlefield perspective, you know, I, you know, it's a joint fight, right. So even across these enterprise of enterprises, right. So I think you're spot on. We have to look horizontally, uh, we have to integrate, we have to inter-operate. Um, and, and by doing that, that's where the innovation is also going to be accelerated too. Right. Not reinventing the wheel. >>Yeah. You know, I think the infrastructure edge is so key. It's going to be very interesting to see how the existing incumbents can handle themselves. Obviously the towers are important. Five GLC has much more, more deployments, not as centralized in terms of the, of the spectrum. Uh, it's more dense. It's gonna create more connectivity options. Um, how do you guys see that impacting? Because certainly more gear, like, obviously not, not the centralized tower from a backhaul standpoint, but now the edge, the radios themselves, the wireless, uh, uh, uh, transit is key. Um, that's the real edge here. How does, how do you guys see that evolving? >>So, um, you know, we're seeing, uh, we're seeing a lot of, um, innovations actually through small companies. We're really focused on very specific niche problems. I think it's a great starting point, um, because what they're doing is showing the art of the possible, right. Um, because again, we're in a different environment now there's different rules, there's different capabilities now, but then we're also seeing, you mentioned earlier on, um, uh, some of the larger companies, Amazon and Microsoft also investing, um, as well. Right. So, um, I think the merge of the, you know, are the unconstrained are the possible right by these small companies that are, you know, just kind of driving, you know, uh, innovations, uh, supported by the, the, the maturity and the, the, the heft of these large companies who are building out kind of these, um, pardoned kind of, uh, capabilities. Um, they're going to converge at some point, right. Um, and, and that's where I think they want to get further innovation. >>Well, I really appreciate you guys taking the time. Final question for you guys, as people are watching this, a lot of smart executives and teams are coming together to kind of put the battle plans together for their companies, as they transition from old to this new way, which is clearly cloud-scale role of data. We've got them, we hit out all the key points. I think here, as they start to think about architecture and how they deploy their resources, this becomes now the new boardroom conversation that trickles down and includes everyone, including the developers. You know, the developers are now going to be on the front lines. Um, mid-level managers are going to be integrated in as well. It's a group conversation. What are some of the advice that you would give to folks who are in this mode of planning, architecture, trying to be positioned to come out of this pandemic with a massive growth opportunity and, and to be on the right side of history? What's your advice? >>Um, this is a quick question. Um, so I think, um, you, you touched upon it. Um, one is take the holistic approach. Uh, you mentioned orchestras a couple of times, and I think that's, that's critical understanding, um, how your edge architectures will let you connect with your cloud architecture. So they're, they're not disjointed, right? They're not siloed, right. They're interoperable, they integrate. So you're taking that enterprise approach. Um, I think the second thing is be patient. Uh, it took us some time to really kind of, and we've been looking at this for, uh, about three years now. Um, and we were very intentional in assessing the landscape, how people were, you know, um, discussing around edge, um, and kind of pulling that all together, but it took us some time to even figure it out, kind of, Hey, what are the use cases? How can we actually apply this and get some ROI and value, um, out for our clients? Right. So being a little bit patient, um, in thinking through kind of how you can leverage this and potentially be a disruptor, >>John, your thoughts on advice to people watching as they try to put the right plans together to be positioned and not foreclose any future value. >>Yeah, absolutely. So, in addition to the points, the key res I would, number one, amplified the fact of recognize that you're going to have a hybrid environment of legacy and modern capabilities. And in addition to thinking, you know, open architectures and whatnot, think about your culture, the people, your processes, your techniques, and whatnot, and your governance. How do you make decisions when it needs to be closed versus open? Where do you invest in the workforce? What decisions are you going to make in your architecture that drive that, that hybrid world that you're going to live in? All those recipes, you know, patients open all that, that I think we often overlook the cultural people aspect of, you know, upskilling it, this is a very different way of thinking on modern software delivery. Like, how do you go through this lifecycle? How's security embedded. So making sure that's part of that boardroom conversation >>Back day, this is a great interview. We just had with Kaley for Booz Allen reason, why I wanted to bring that into the cube programming this week was because you heard him saying ivory cloud. You heard him say public cloud innovation, edge, all elements of the architecture. And he says, we are learning and it takes patience. And the other thing that he was hyper focused on was the horizontal scalability, not silos. And this is an architectural shift. Who's Alan again, premier firm, and they're doing like killer work. Those guys are amazing. So this brings up the whole theme here, which is you got to nail the architecture. If you don't know what checkmate looks like, don't play chess. That's what I always say. Well, you don't know what the game is, don't play it. And I think the telco story that we hear from Dr is that these guys don't know the game. >>Now I would question that Amazon and others think they do because as they're all partnering with them, yeah, Amazon's got great partnerships. Google just announced a partnership with Ericsson goes on and on. I think anything that can move into the hybrid cloud, Ken should and will that'll happen, but there's some stuff that's going to take some time. Maybe we'll never move. You see that with mainframes. But what they'll do is they'll put an abstraction layer around it and it's got to communicate. And I think the big question is, okay, is it going to be the cloud stack coming on prem, which I think is going to happen, or is it going to be the reverse? And I would bet on the former, well, you know, we've been covering the cloud from day one. We've been part of that wave. We've had all the top conversations with Andy Jassy when, and he was just breaking through the growth. All the cloud players we've been there. We talked to all their customers. We have our finger on the pulse of cloud and we are in cloud city. Main street of cloud city is where all the action is. And the main stage is up there. Adam and team take it from here.

>>Well, welcome to the special cube conversation. I'm Jennifer with the cube, your host, we're here with Jeremy and Iisha Sharma director of product management for trim. We're going to talk about data, data lakes, the future of data, and how it works with cloud and in the new applications. Iisha thanks for joining me. >>Thank you for having me, John, >>You guys are a cutting-edge startup. You've got a lot of good action going on. You're kind of on the new, the new guard as Andy Jassy at AWS always talks about this. The old guard incumbents you guys are on the, on the new breed, you guys are doing the new stuff around data lakes and also making data accessible for customers. Uh, what, what is that all about? Take us through what is Dremio. >>So Dremio is the data Lake service that essentially allows you to very simply run SQL queries on directly on your data Lake storage, without having to make any of those copies that everybody's going on about all the time. So you're really able to get that fast time to value without having to have this long process of let's put in a request to my data team, let's make all of those copies and then finally get this very reduced scope of, of your data and still have to go back to your data team every time you need it, you need a change to that. So dreamy is bringing you that fast time to value with that. No copy data strategy, and really providing you the flexibility to keep your data in your data Lake storage, as the single source of truth. >>You know, the past 10 years, we've watched with cube coverage since we've been doing this program and in the community following from the early days of Hadoop to now, we've seen the trials and tribulations of ETL data warehousing. We've seen the starts and stops, and we've seen that the most successful formula has been store everything. Um, and then, you know, then the ease of use became a challenge. I don't want to have to hire really high powered engineers to manage certain kinds of clusters. I just got cloud now comes into the mix. I got on-premise storage, but the notion of a data Lake became hugely popular because it became a phrase meant store everything, and it meant different things to different peoples. And since then, teams of people have been hired to be the data teams. So it's kind of new. So I got to ask you, what is the challenge of these data teams? What do they look like? What's the psychology going on with some of the people on these teams? What problems are they solving what's going on? Because you know, they becoming data full >>To take >>Us through what's going on with data teams, >>To your point, the volumes, the variety of data, Eastern growing exponentially every day, there's really no end to it, right? And companies are looking to get their hands on as much data as they possibly can. So that means data teams in a position to how do I provide access to as many users as easily as possible that self service experience or data, um, and data democratization as much of a great concept as it is in theory, it comes with its own challenges in terms of all of those copies that ended up being created to provide the quote unquote self service experience. And then with all of these copies comes the cost to store all of them. And you've just added a tremendous amount of complexity and delayed your time to value significantly. >>You mentioned self-service is one of those things that seems like a moving train. Everyone I talked to is like, Oh, self-service is the Holy grail we've got to get to self-service almost. And then you get to some self serves, then you gotta, you gotta re rethink it cause more stuff's changing. So I have to ask in that capacity, you've got data architects and you've got analysts, the customer of the data. How's the, what's the relationship between those two is who gives and who gets, who drives it, who leans in to the analyst, feed the requirements into the architect, set up the boundaries. How is that relationship? Can you take us through how you guys view the relationship between the data analyst and architect? I mean data architect and the data analysts. >>Sure. So you have the data architect, the data team that's actually responsible for providing data access at the end of the day, right? They're the people that have the data democratization requirement on them. And so they've created these copies, tremendous amount of copies. A lot of the times the data Lake storage is, is that source of truth. But, um, you're copying your data into a data warehouse. And then what they end up doing is your, your end user, your analyst, they want, they all want different types of data. They want different views of this data. So there's a tremendous amount of personalized copies that the architects end up creating. And then on top of it, there's performance. We need to get everything back in a timely manner. Otherwise what's the point, right? Real time analytics. So there's all these performance related copies, whether that be additive tables or, you know, VI extract cues, all of that fun stuff. >>And so the architect is the one that's responsible for creating all of those. That's what they have to do to provide access to the analyst. And then, like I'm saying, when we need an update to that data set, when I discover that I have a new data set, that I need to join with an existing one, I have the analyst go to the data architect and say, Hey, by the way, I need this new data set. Can you make this usable for me? Or can you provide me access? And so then we did protect has to process that request now. And so again, coming back to all these copies that have been created, um, the data architect goes through a tremendous amount of work and almost, um, has, has to do this over and over again to actually make the data available to the analyst. But it's a cycle that goes on between the two. >>Yeah. It's interesting dynamic. It's a power dynamic, but also trying to get to the innovation. I've got to ask you, some people are saying that data copies are the major obstacle for democratization. How do you respond to that? What's your view? >>They absolutely are. Data copies are the complete opposite of data democratization. There's no aspect of self-service there, which is exactly what you're looking to do with data democratization. Um, because of those copies, how do you manage those? How do you govern those? How, uh, like I was saying, when somebody needs a new data set or an update to one, they have to go back to that data team. And there goes that self-service actually Dana coffees create a bottleneck because it all comes back to that data team that has to continue to get through those requests that are coming in from their analysts. So, uh, data copies and data democratization is completely automated. >>You know, I remember talking to David latte in a cube event two years ago, he said infrastructure as code was the big DevOps movement. And we felt that data ops would be something similar where data as code, where you didn't have to think about it. So you're kind of getting to this idea of, you know, copies are bad because it doesn't, it holds back that self-service this modern error is looking for more of programmability with data. Kind of what you're teasing out here is that's the modern architecture. Is that how you see it? How do, how do you see, uh, a, uh, a modern data architecture? >>Yeah, so the modern data or the data architecture has evolved significantly in the last several years, right? We started with traditional data warehouses and the traditional data Lake with Duke where the storage and compute were totally tightly coupled. And then we moved on to cloud data warehouses, where there was a separation of compute and storage, and that provided a little more flexibility there. But then with the modern data architecture now with cloud data lakes, you have this aspect of separating, not only storage and compute, but also compute data. So that creates a separate tier for data altogether. What does that look like? So you have your data and your feeling storage as three ATLs, whatever it may be. And on top of that. So of course it's an open format, right? And so on top of that, thanks to technology. It's like Apache iceberg and Delta Lake. There's this ability to give your files, your data, a table structure. And so that starts to bring the capabilities that a data warehouse was providing the data. Thanks to these. You have the ability to do transactions, record level mutations, burgeoning things that were missing completely from a data Lake architecture before. And so, um, introducing that, that data to your, having that separation of compute and data really, really accelerate the ability to get that time to value because you're keeping your data in the data Lake storage at the end of the day. >>And it's interesting, you see all the hot companies tend to be, have that kind of mindset and architecture, and it's creating new opportunities as a ton of white space. So I have to kind of ask you guys, how does Dremio fit into this because you guys are playing in this kind of the new wave here with data it's growing extremely, it's moving fast. You got, again, edge is developing more. Data's coming in at the edge. You've got hybrid testing multi-cloud environments on the horizon. I mean this ultimate multicloud, but I mean, data in real time across multiple clouds is the next kind of area people are focused on. What does, what's the role of GMU and all this to take, take us through that. >>Yeah. So Dremio provides, again, like I said, this data Lake service, and we're all referring to just storage or Hadoop. When we say data Lake, we're talking about an entire solution. Um, so you keep your data, you keep your data in your data, Lake orange. And then on top of that, with the integrations that Dremio has with Apache iceberg and Delta, like we do provide that data here that I was talking about. And so you've given your data, this table structure, and now you can operate on it like you would in a data warehouse. So there's really no need to move your data from a data Lake data warehouse, again, keeping that data Lake as that source of truth. And then on top of that, um, when we talk about copies, personalized copies, performance related copies, you, you really, like I was saying, you've created so much complexity with Jeremy of you don't do that when it comes to personalized copies, we've got the semantic layer and that's a very key aspect of Dremio where you can provide as many views of, of data that you want without having to make any copies. So it really accelerates that, that data democratization story, and then when it, >>So it's the no cop, my strategy trim, you guys are on it, but you're about no copy keeps semantic layer, have that be horizontal across whatever environment and just applications have, can applications tap into this, or how do you guys integrate into apps if I'm an app developer, for instance, how does that work? >>Of course. So that's, that's one of the most important use cases in the sense that when there's an application or even when it's a, you know, a BI client or some other tool that's tapping into the data in S3 or ATLs, a lot of people see performance degradation. Typically with the Dremio, that's not the case we've got, Aeroflight integrated into Tremino, it's a key component as well. And that puts so much, uh, it, so put so much ease in terms of running dashboards off of that, running your analytics apps off of that, because that replay can deliver 20 times the performance that PIO DBC could. So coming back to the no data strategy or note copy data strategy, there's no those local copies anymore that you needed to make. >>So one of the things I got to ask you is, cause this comes up all the time. So she had less pass re-invent. I notice again, Amazon was, I was banging on this hard Azure as well on their side too. Their whole thing is we want to take the AI environment and make it so that people can normal people can use it and deploy machine learning. The same thing kind of comes down into this layer where you're talking about is this democratization is a huge trend because you don't have to be super peaked, you know, math, PhD, data scientist, or ETL, or data Wrangler. You just want to actually code the data or play party with the data in any way you want to do with it. So, so the question I have is is that that's certainly a great trend and no one debates that, but the reality is people are storing data, like almost hoarding it, just throw it in a data Lake and we'll deal with them later. How does you guys solve that problem? Because once that starts happening, do you have to hire someone super smart to dig that out or rearchitected or because that seems to be kind of the pattern, right? You know, throw everything into data Lake, uh, and we'll deal with it later >>Called the data swamp. And it's like, no one knows what's going on. >>Of course though, you don't actually want to throw everything into a data Lake. There still needs to be a certain amount of structure that all of this lands in. You want it to live in one place, but have still a little bit of structure so that, um, Dremio and other are, are much more enabled to query that with fantastic performance. So there's, there's still some amount of structure that needs to happen at a data Lake level, but from, uh, that semantic layer that we have with during the, you you're, you're creating structure for your end user, >>How would you advise, how would you advise someone who wants to hedge their future and not take on too much technical debt, but says, Hey, you know, I do have the store. Is there a best practice on kind of some guard rails around getting going, how do you, how do you advise your customers who want to get it going? >>So how we advise our customers is again, plugin put your, put your data in that data Lake. A lot of them already have three TLS in place. And getting started with Bermeo is really easy. I would say I did it for the first time and it took a matter of minutes if not less. And so what you're doing with Dremio is connecting data directly to that data source and then creating a semantic layer on top. So you bring together a bunch of data. That's sitting in your data Lake, you know, if that sales data and Sophia, and we give you a really streamlined way to say together, the, you know, last, however, we go back in time, create a view on top of all of that. If you have that structured in folders as great, we will provide you a way to create one view on top of all of that, as opposed to having a view for every day or whatnot. And so again, that semantic layer really comes in handy when you're trying to, as the architect provide access to this data Lake. And then as the user who just, just interacts with the data as, as the views are provided to them, there's really, uh, there's a whole lot of transparency there, and it's really easy to get up and running with drumming. >>I'm looking forward to it. I got to finally ask the question is how do I get started? How do people engage with you guys? Is it, is it a freemium? Is it a cloud service? What's the requirements? What are some of the ways that people can engage and work with you guys? >>Yeah, so we get started, uh, on our website at dot com. And speaking of self-service, we've got a virtual lab at dremio.com/labs that you can get started with that gives you a product tour and even gives you a getting started, walk through the tissue through your first query so that you can see how well it works. And in addition to that, we've got a free trial of Dremio available on AWS marketplace. >>Awesome. Net marketplace is a good place to download stuff. So can I ask you a personal question, Isha? Um, you're the director of product management. You get to see inside the kitchen where everyone's making the, making the product. You also got the customer relationships out there looking at product market fit, as it evolves, customer's requirements evolve. What's some of the cool things that you've seen in this space. That's just interesting to you that either you kind of expected or maybe some surprises, what's the coolest thing you've seen come out of this new data environment we're living in. >>I think just the ability to the way things have evolved, right? It used to be data Lake or data warehouse, and you pick one, you probably have both, but you're not like reaching either to their highest potential. Now you've got, this is coming together of both of them. I think it's been fantastic to see how you've got technology is like a iceberg and Delta Lake and bringing those two things together. And you know, you're in your data Lake and it's great in terms of cost and storage and all of that. But now you're able to have so much flexibility in terms of some of those data warehouse capabilities. And on top of that with technologies like Dremio, and just in general, this open format concept, you're, you're never locked in with a particular vendor with a particular format. You're not locking yourself out of a technology that you don't even know exists yet. And thinking in the past, you were always going to end up there. You always ended up putting your data in something where it was going to be difficult to change it, to get it out. But now you have so much flexibility with the open architecture that's coming. What's the DNA like of the >>Culture at Treme. And obviously you've got a cutting edge. We're in a big, hot wave data. You're enabling a lot of value. Uh, what's the, what's it like there at Jemena? What do you guys strive for? What's the purpose? What's the, what's the DNA of the culture. >>There's a lot of excitement in terms of getting customers to this flexibility, to get them out of things they're locked into really in providing them with accessibility to their data, right? This data access data democratization concept to make that actually happen so that, you know, time to value is a key thing. You want to derive insights out of your, out of your data. And everybody, I drove you in super excited and charging towards that, >>Unlocking that value. That's awesome. Aisha, thank you for coming on the cube conversation. Great to see you. Thanks for coming on. Appreciate it. He's just Sharma director of product management. Dremio here inside the cube. I'm John for your host. Thanks for watching.

>> Voiceover: Live from Las Vegas, it's the Cube, covering HPE Discover 2017, brought to you by Hewlett Packard Enterprise. >> Okay, welcome back everyone, we're live in Las Vegas. This is the Cube's coverage, exclusive coverage, of Hewlett Packard Enterprise HPE Discover 2017. And I'm John Furrier, co-founder SiliconAngle Media with my co-founder David Latte and also cohost. Our next guest is Alastair Winner, vice president HPE point next portfolio. Welecome back to theCUBE. Good to see you. >> Alastair: Thank you. Great to be here. >> So, okay, Pointnext Portfolio, Pointnext, new presence, take a minute, Alastair just explain Pointnext, how everything fits together. I know it's a little bit redundant for you but let's that start that off. >> Sure, no, I'd be delighted to explain. So, as you're aware the company has gone though a number of transformations and transitions. One of which was the spin merge of enterprise services to CSC, now DXC technology, we're, they're here on the show floor, so great partner of ours. But of course that created a lot of noise in the market and confusion honestly with our customers as to whether or not HPE was in the services business or not. So, the idea of the rebranding was to make it very clear, service is critically important. It's like the third part of our company strategy. So we have Hybrid IT, IT Edge and the expertise to make it happen and that expertise is HPE Pointnext. And the branding was chosen deliberately not to, to sort of replicate what you'd find in other traditional vendors. We don't talk about services in our brand. And Pointnext is literally to help our customers point at what's next in their digital transformation journey. So, that's where the brand comes from. >> David: So what's the brand promise? For Pointnext? >> I mean for us, it's about giving customers access to our expertise and we talk about really, a complete life cycle of a experience. So, previously we had consulting and support. Those terms have gone now. So we're looking clearly end to end of customer's experience and really starting with the outcome they're looking for, and having advisory, professional and operation services that connect those things together to deliver the, deliver the outcome. >> And what is the spin merge made up of? HPE Services and was it, the CSC combo? >> So we had a very significant, really IT outsourcing business, which was called enterprise services that was the previous EDS business. So yeah, that spun out and joined to CSC to become DXC Technology. >> How should customers look at you vis a vis HPE and the Enterprise partners? Obviously there, there the combination, how do you guys, where' the lines, where do you guys shake hands, where's the handoff, what are some of the engagements, like share with us some of the day to day tactical execution of your, of the portfolio? >> So I guess, we're still relatively new in terms of the brand and we're trying to really connect the dots internally to ensure that we present to our customers a seamless experience. I guess one of the things that the spin merge has enabled us to do is to engage much more actively with systems integrators and other consulting companies where perviously it was quite challenging to do so. So, with the likes of PWC and KMPG and Wipro and so previously we had, I mean they were interested in buying our technology. But from a services point of view, there was always some conflict. Now we have clarity, right? So, so part of our strategy is to really ensure we're engaging very actively with systems integrators. And likewise, we're also working very actively with our reseller partners. So, clearly HP has a long history of partnering and.. >> John: Channel. >> And as we call it it channel. And our channel partners are also going through a transformation because selling hardware is no longer a sustainable business for them in the long term. So, really helping them to transform their business from being product led to services led. I guess, I mean, the other thing we're really focused on is you know what are the solution areas. What are the business outcomes that we as an organization can really focus on because as you know digital transformation is huge, I mean it's a, you know.. >> Well, I'm glad you brought that up about the decline in the service, from a business model stand point, but we were saying in our opening, on our editorial segment that, you know a lot of people get hung up on that, but in reality, the numbers are all pointed to massive growth. Wikibon just put out a seminal report around true private cloud at a twenty to fifty billion dollar opportunity, market TAM. So, that's just private cloud. That's just. >> Yes. >> Cloud liking your infrastructure on PRAM. That's not including Hybrid Cloud. So when you factor in true private cloud, which is current state, situation, with Hybrid Cloud and then now, the, what I call the kind of the long reaching but viable vision of multicloud, >> Yep. those are really key dots that are connection for customers. So, okay margins of hardware might shift to places but the services, whether its IOT, an app integration, really it's a the center of this. >> It absolutley is at the center of it. And of course, I mean there is still clearly value from our products and our product innovation. But the way we present that value to our customers has to, has to change. And you're quite right, many of the customers, in fact the majority of the customers I talked to really view private cloud as their principal delivery vehicle, internally. IT view as their principal delivery vehicle. What we're doing through solutions like flexible capacity is enabling an IT team, to you know, to align the supply and demand of IT through an opex model rather than a capex model and really helping them right size the environment. So they can manage the fluctuations that they see because with digital there are, you know, there are many many more, the frequency of change is much a, much more... >> So the dollars are shifting to services, certainly the Edge but you brought up channel. This is a huge opportunity because now channel is reconfiguring both at the global systems integrator side as well as what was traditionally as VARS and VABS and ISBs, >> Yes. as they get closer to the customer. So you guys are kind of the glue layer between what was once HBE, get some training, speeds and feeds, to much more solution oriented. And trends there that you can highlight that should be notable for customers in around how the services is leading some of that change at the front lines? >> Well, I mean, you're absolutely right and I would say you know for us it's about outcomes, looking. We're not trying to sell the customers something. We're looking for an outcome that customer needs and then translating that into, into a chain of technology, people and process changes that they need to implement. And there I mean there are many examples on the show floor actually of services-led solutions. You know, we have the intelligent spaces cube for example where we're helping customers to manage, very valuable real estate in their, in their property, you know where you're always looking for spaces to meet your colleagues. When you turn up you want it to be digitally enabled. You know, we can combine all of these great technologies whether you know that HP or partner ISV technology into a solution. And then present it to the customer as a service. So you consume it as you use it as oppose to buying all the pieces, having to integrate together yourself, you'll own and operate, that's clearly the model, that, that's the model of the past. >> Alastair, the CIO's in our community, if I could summarize, they're telling us, I got to run the business, I got legacy systems that I have to manage, I have to grow the business. I have new apps. Maybe some of those are IOT, certainly many of them are data oriented, AI, big data, whatever you want to call it. And then I have to transform the business. So that's their digital transformation, >> Alastair: Yes. >> certainly their IT transformation, their hybrid component. So is that a valid way, to sort of look at the business, and then how specifically is Pointnext helping in those three broad areas? >> So, I would, I would completely agree. In fact the way we think about our portfolio is one of accelerating what's next. So this, you know this digital transformation, this change, and how do we accelerate and make customers much more agile in addressing the business requirements. Because, you know IT and the business are really synonymous now with each other. It's not a, it's not a back office anymore. It's the way the customer engages with their customers, with their employees, with their partners. I mean it is the interface now in which we work. So, we're all about accelerating. How can we accelerate that. And then, you're absolutely right the majority of our customers have an existing in store bays. The have many layers of, or previous generations of technology. You know it's, it's homogenous, it's complex. You know there, there are different ways of managing all of these assets. And the way we help there is really by simplifying. So we're encouraging our customers to work with us, allow us to manage the complexity, which frees up resources and money for them to then to go in and invest in the accelerate, accelerating what's next. So we're doing, for example, activities like, we call it operational support service. So we're monitoring and managing remotely the assets of the company that the IT team would have historically have done. You know, you go into like a mission control center and see all the, you know, all the lights, monitors. I mean we can do that for a customer. You know, the customer doesn't have to do that anymore. And the resources that frees up, they can go in and invest in the, in the, in their digital transformation. >> So that's not outsourcing, per se. >> No. >> You're certainly managing infrastructure on behalf of your customer. They on the assets, it's on their books? >> So, so we can do it traditional, you know capex model where it's on their books. Or we can include it inside a flexible capacity arrangement where, they're, you know they're actually paying per use. And that experience is part of the, of the solution. So we can integrate it into a pay per use model. >> I mean it seems like one of the things that HP services has done over the last several years, is sort of envision and reimagine that entire services experience and try to make it as cloud like as possible. >> Yes. >> I mean you got a head of that, I mean this has been, I don't know, three, four five years in the making. So, kind of give us an update that's gone and then, you know on a scale of one to 10, how far did you get? Are you at a five, a six, a nine? And what's new from here? >> So it's a great question. So, I'd probably give us a six, we're probably at a six I would say. So the, the offer itself, so flexible capacity, is, you know we've had in them market for five years now so yeah, we know how to do this. And it's very successful. We've never lost a customer. We have net promoter scores in the high 90's, so yeah, where we have landed it, customers love it right? So, we know it's very successful. And really what we now need to do as a company is sort of amplify that model as our principal go to market. Okay, so we're a product company, we sell products. So, there's a pivot that we're approaching I would say where we need to you know, use that as really being the lead, the lead model. So, I think, I think a solution designed for IT, where IT consume units of IT, we've got that nailed, right? I think, I think it's great. But flexible capacity doesn't address every customer's requirement. So for an enterprise customer, it works really nicely. For a tier two, tier three service provider, it works very nicely. We've got a whole tranche of customers, who really don't have the scale to benefit from flexible capacity that still want insights into their utilization, and their capacity. So we're actually, as part of our Gen 10 launch, we introducing something called HPE Capacity Care Service. So we're sort of extracting the secret source from flexible capacity. We're not actively managing the capacity on behalf of the customer, but we're giving the customer the assets to do it themselves. So that will be available by the end of this calendar year, so we're very excited about that. And the other thing we're doing is actually, to move away from selling units of IT service, like virtual machine containers or cause, and actually trying to focus on outcomes. So were starting to talk about things like back up as service, big data as service with Hadoop. So, again, really trying to create a platform that the customer can consume and all the complexity is abstracted and we present it as a service. So, we're at the early stages there. We've got very big aspirations for that. We think that's the way that our customers will want to buy from us. You know, they don't want the pieces, they want, they want the platform, the want an outcome as a service. >> Alastair, great to have you on theCUBE. Thanks for sharing. My final question for you, to end the segment is pretend I'm a CXO, CIO, CDO, CSO, whatever, CEO, Alastair, bottom line me. How are you going to make IT easier for me and simpler? Go. >> So, I'm going to make it easier by ensuring that we present you with our expertise. We're going to create an environment though which you can consume IT. And we're going to accelerate your digital transformation. >> Alright. Accelerate change, obviously congeeled economies here. There's no doubt about it. It's got a little cloud flavor, hybrid cloud, multi cloud. It's theCUBE bringing you all the data here from HPE Discover. More live action for three days of exclusive coverage with theCUBE. We'll be right back with more after this short break. (light techno music)