>> Hey, welcome back everybody, Jeff Frick here with theCUBE. We're in downtown San Francisco at the Professional BusinessWomen of California Conference. It's the 28th year, Jackie Speier started it a long time ago and now it's grown to 6,000 people. It's a pretty amazing conference, it crosses all indrustries and actually a lot more than California as well. And we're excited to actually have somebody to come talk to us about the conference itself. It's Deepti Srivastava, she's a Project Manager of Google Cloud from Google. Great to see you again, last we saw you, I looked it up was 2014 >> I know. >> at Topcoder Open. >> Indeed. >> And you were doing great work then, you were on a panel with a bunch of high school girls. I remember they'd bust in a couple of busloads of high school girls and you and a couple other mainly young professional women talkin' to 'em about the life of an engineer. So you're still doin' good things. >> I hope so. (laughs) >> Absolutely. >> I hope so, yeah, it's a passion of mine and I'm really happy to bring it to something like PBWC where I'm on the board. And we do a bunch of work across industries and across all levels. PBWC's mission is to work for gender equity and equal pay for women across all industries and in all professional settings. >> Right. >> That includes young professionals, as well as the pipeline of professionals coming in. >> That's terrific. So we could talk about your day job all day long. (Deepti laughs) Google Cloud's kickin' tail, you guys had your big conference a couple weeks back-- >> Here in fact. (chuckles) >> Here in Moscone West, right? >> Yeah. >> But in terms of what you're doing here with PBWC, give us a little bit of the history. So we know it was started by Jackie Speier, I think you said 1988. >> Yeah. >> That's just amazing. >> I know. >> Obviously it's much more than California. >> Yeah. >> But what is the top-level mission and how has the conference evolved over the last several years? >> So Professional BusinessWomen of California, as you said was started by Congresswoman Jackie Speier and Judy Bloom, who's a co-founder. And we still exist and we've been doing this for so long and we really care about our mission, which is to work for basically gender equity and equal pay as I said, for all professional settings for women. And in this particular case, this conference we are talking about inclusion. And we chose this theme because we really think it's pertinent to what's going on right now in the world and in our country. And we, PBWC, believe that the things that unite us, the potentials and aspirations that unite us are greater than our differences and things like that. So we want to make a statement and really address the inclusion work that we do, and the inclusion work that's required for all of us to really move forward as a country and as a people. And if you look at our lineup of speakers today, we really do walk the talk that we're talking about. We have amazing speakers today with Rosario Dawson to Taraji P. Henson and all the way to Secretary Clinton who's closing out our day today, we are so excited to have her. And there's nobody better to represent breaking the glass ceiling than she has so we're very excited to hear. >> And what a get, I think I heard that it's her first public speaking engagement post the election. >> Yeah, I know. And it's very exciting because again, I think we're all about coming together and rallying and being a force for good. The conferences, that's our aim ultimately as an organization. And having her here to give her speech, first public appearance after the election last year, very exciting I think. >> Right, right. >> And we're very excited to hear from her. I'm already inspired by the thought that she's going to be here. >> And really a big part of the theme was kind of the strategy work is done, everybody knows it's good. Now it's really time for the rubber to hit the road. It's about execution and about taking steps and measuring. And a lot of the real concrete, nuts-and-bolts activities that need to happen to really move this thing down the road. >> You mean like gender equity and-- >> Yeah, yeah. >> Yeah, absolutely. I think it's been a topic for awhile and I think, exactly, we need to have the rubber hit the road, we have to get together, we have to have actionable plans and that's what a bunch of our seminars today talk about. How to address those things in your, we really want to empower women and actually people of all backgrounds and ages and all sorts of people to take charge of their own lives. And especially, we are a professional women conference so that's kind of where we focus our messaging. But really we want women to take control of their own lives and we want to give them the tools, the networking opportunities, the inspirations to meet their aspirations in those fields. And so we want them to take charge and move forward by themselves, take away from here and go back to your job, to your work, to your home, to really bring your messaging forward. Take inspiration from here and bring it back to your life. >> Right, and I think Bev Crair, in the keynotes said, "Fill your well today." >> Yeah. >> 'Cause as soon as you leave here it's back to the grind and you're going to need that energy. So while you're here surrounded by this energy and your peers, take it all in and load up. >> Absolutely. And I also want to say that we started out as a conference, an annual conference, and that's definitely our marquee thing that we do every year. But we actually have a lot more offerings that people can continue to engage over the year. So we have webinars and seminars that people can attend, there's community events that happen here. And you can go to the PBWC website and see what all offerings we have. But we want people to engage and we want to be able to provide them with the means to engage throughout the year, not just here but take this, everything you get today and then take it along the rest of the year and recharge yourself. >> It's kind of this whole 365 concept which we talk about on theCUBE a lot too, 'cause we go to so many shows. And there's a huge investment of time and energy and money on those two or three days, but how do you extend that out beyond the show? How do you build the excitement leading into the show so it's not just a one time kind of a shot, then everything goes back to normal? >> Yeah exactly, I think that's exactly the point, that this is not just a one day, you go there, you get inspired and then what next, right? >> Right. >> There's something you can go back to with our various offerings and continue your learning journey if that's what you want, or networking journey if that's what you want to do. Wherever you are in your career, we actually have a Young Women's Professional Summit that I have the honor of chairing, that we have every year and it's meant to help young professional women navigate their way from being in college and high school and those entering a professional life so as I said, we want to cater to all levels and all ages and all sorts of challenges that people face as they're going through their professional careers. >> So that's a separate event? >> It is, it is an annual conference. >> And when is that? Give a plug. Or do you have a date? (Deepti chuckles) >> Yeah, we don't have a date yet but it's going to be in the summer. >> In the summer, okay great. Well I think when we met last, I thought that was such an important piece of that Topcoder Open because it wasn't the Sheryl Sandbergs or the Hillary Clintons or these super mega top-of-the-pyramid people. It was a bunch of young professionals, one of the gals was still in school, hadn't finished graduating, to make it so much real for those high schoolers. They didn't have to look so far to say, "I could see myself, I kind of look like that person, "I kind of see things touch." >> And I think that's very important, Jeff. Exactly. It's very important and that's what we try to do here at PBWC as well. We want to go from catering to the Millennials and how we interact with them and all the way up to C-suite, we had a Senior Leadership Summit yesterday leading up to the conference today where we have a bunch of C-suites and CDOs, Chief Diversity Officers, come together and talk about trending topics and how to solve them. So we really are trying to move the needle forward on many fronts here, but our aim is all of that to culminate into moving women and people of all backgrounds forward. >> Right. And then there's this whole entrepreneurial bit which you can't see behind the camera, but there's booths all over for Intel and LinkedIn and Microsoft and the names that you would expect, Google of course, but there's also all the little boutiques, clothing stores and jewelry stores and crafty things. There's even of course women-focused snacks with the Luna Bars and I forget the other one. (chuckles) So it's kind of a cool entrepreneurial spirit kind of on top of everything else. >> Absolutely. And you know Jackie Speier, Congresswoman, started this conference to help women who were in the SMB, sort of SME market, basically women who ran small businesses. And we want to continue to do that as well but now of course the world is changing and we have a much more of a corporate presence and we want to help there too. But yeah, we pay homage to that by having women who are women entrepreneurs running women-focused businesses, and we have them here in the expo area if you can get a shot of that later. >> Right. >> The energy is palpable, the excitement is there and it's so great to be here and harness that, and take it back, I mean the first time I was here many years ago when I was not even on the board, I was just like, oh my gosh, there's so many women here who are like me or who are, they're people I could look up to all the way up to the C-suite who are making their presence felt here. And also all the people around me and like-minded, like me. So it's a really inspiring event. And I've been here for many years but I'm still inspired by it. So I'm so excited that we do this and continue to do this. >> So, little harder to question. So, and you've been doing this for awhile, what surprises you on the negative that still you know, you're still fighting that battle that you wouldn't have expected to still be doing? And then conversely what has surprised you on the positive, in terms of what's moved maybe further than you might've thought or faster than you might've thought? >> That's a good question. I think you already nailed it, right. The fact that we are still here talking about this is interesting to me, and as I got more involved in this kind of work I realized that people have been doing this for a long time. Congresswoman herself has been doing this for so long and a fearless advocate for women's rights and equal pay and diversity and inclusion. And the fact that we are still here, it is indicative of the fact that we need to have a groundswell movement in order to change policy. We can talk about it all we want but unless there's actionable things you can take away and really have that grassroots-level work to push the envelope forward, it's not going to happen. I think the positive is, as I've seen this conference over the years, it's grown. And it's gotten a lot more young people involved and it's not just the senior leadership that is trying to pull people forward, it's the people starting out early in their careers or mid-level in their careers that are looking at taking charge of their own destiny and pushing their agenda forward in this sense. They want, they're asking for equal pay. They're really engaged and aware. And conferences like PBWC actually help with that, getting those minds together and making things move forward. So I think from a positive side I'm really excited to see so many more people engaged in this fight. And the more people we have, the more we can actually make real progress and real inroads. >> And if you look back, as someone who's never been here and then they see this interview and they say, "This looks awesome, I'm going to sign up," what do you think the biggest surprise when they come for the first-timer? >> I'll tell you what I was surprised by, is seeing so many women together across industries, across ages, across backgrounds. Everybody together, really wanting to move forward. They're really wanting to engage, to connect with each other and to actually make a difference. People are here to make a difference, right? >> Right, right. >> And that's, to say that 6,000 people come together and really all of them have that same sort of mentality of like yes, I'm empowered to make a difference, is electrifying. >> Deepti, I love the energy. >> (laughs) Thank you. >> I love the energy, absolutely. >> It's all these people. >> It is. >> Trust me, I'm sleep deprived (Jeff laughs) with my very young son. So yeah, this is all the energy that I need to feed off of. >> No, it's good. And there is something special here. >> Mm-hmm. >> And you can feel it. 'Cause we go to a lot of shows, you go to a lot of shows. And again, it's not an exclusive tech show which is kind of nice 'cause we cross a lot of industries. But there's definitely, there's an energy, there's a vibe that comes from the little entrepreneurial outlets, it just comes from the, that room was packed. The keynote room was... >> I know. >> Was not fire marshal friendly. (Deepti laughs) Hopefully the fire marshal was not close by-- >> Yes, we had some discussion on that too. But to your point, this is one of the conferences that I've seen where we really, perhaps the only conference I've seen where we really cut across all industries. Because there's tech-focused, there's business-focused, there's all sorts of focused conferences trying to do either their professional work on technology or whatnot, or they're trying to solve the problem on the gender and diversity and inclusion piece in their own silos. And we try to cut across so that we can actually have a coming together of all of these various industries and their leaders, thought leaders, sharing ideas and sharing best practices so that we can actually all move forward together, I think that's again our Senior Leadership Summit which happened last night and the VIP reception which happened last night is all about getting those thought leaders together and getting them to share their best practices and ideas so that again, they can take it back to their companies and really move forward with DNI initiatives. >> It's action right, it's all about the action. >> Absolutely. >> So I promise next time that we talk, we'll talk about Google Cloud. >> Oh, sure. >> 'Cause that's hoppin'. (Deepti laughs) But it was great to see you and congratulations on all your work with the board and with your event >> Thank you. >> in the summer. People should go to the website, keep an eye out. >> Absolutely. >> It'll be comin' out. >> Yeah. >> So thank you. >> Thank you so much, it was great to see you too, Jeff. >> Absolutely. Alright she's Deepti, I'm Jeff, you're watching theCUBE. We're at the Professional BusinessWomen of California Conference. The 28th year, pretty amazing, 6,000 people. Here at Moscone West, thanks for watchin'. (upbeat techno music)

(upbeat music) >> Live from San Francisco, it's theCUBE covering Google Cloud Next 2018, brought to you by Google Cloud, and it's Ecosystem Partners. >> Hello everyone, and welcome back theCUBE live coverage, here in San Francisco, the Moscone South. I'm John Furrier with the SiliconANGLE on theCube, with my cohost Dave Vellante, for next three days. Day one, wrap up of Google Next here. Google Cloud's premiere event. This is a different Google. It's a world changing event, in my opinion, of Google. Dave, I want to analyze day one as we put it in the books. Let's analyze and let's look at it, and critique and observe the moves that Google's making vis-à-vis the competition. And Diane Greene, who's on theCUBE earlier, great guest. Kind of in her comfort zone here on theCUBE because she talks, she's an engineer, she's super smart. She thinks free thoughts but she really has a good chessboard view of the landscape. My big walk away today is that she's got full command of what she wants to do, but she's in an uncomfortable position that I think she's not used to. And that is at VMworld, at VMware, she didn't have competition. First mover, changes the market. Certainly, winning at all fronts when VMware was starting. And they morphed over and then you know the history of Vmware: sold to EMC and then now the rest is history. But they really changed the category. They created a category. And were very successful in IT with virtual machines. She's got competition in Cloud. She's playing from behind. She's got the big guns. She's going to bring out the howitzers, you know? I mean she's got Spanner, BigQuery, all the Scale, Kubernetes. Which the internal name is Borg which has been running on the Google infrastructure. Provisioning services on all their applications with billions and billions of users. If she can translate that, that's key. So that's one observation. And the second one is that Google is taking a data centric view. Their competitive advantage is dealing with data. And if you look at everything that they're doing from TensorFlow for AI and all the themes here. They are positioning Google as with a place to bring your data. Okay, that is clear to me as a stake in the ground. With the large scale technical infrastructure they're going to roll out with SREs. Those two things to me are the front and center major power moves that they're making. The rest wrapping around it is Kubernetes, Istio, a service oriented architecture managing services not products and providing large scale value to their customers that don't want to be Google. They want to be like Google in the benefits of Scale, which comes in automation. And I think I head room for Google Cloud is IT operations. So that's kind of like my take. I think day one, the people we've had on from Google sharp as nails, no enterprise tech. Jennifer Lin, Deepti, Diane Greene. The list goes on and on. What's your take? >> Well so, first of all with what's goin' on here and Diane Greene, the game she's playing now. Completely different obviously than VMware. Where it was all about cutting costs. Vmware, when you think about it, sold for $635 million to EMC way back when. So, it was just a little scratch compared to what we're talkin' about now. She didn't have the resources. The IT business, you remember Nick Carr's famous piece on HBR 'Does IT Matter?' That was the sentiment back then. IT, waste of time, undifferentiated. Just cut costs. Cut, cut, cut. Perfect for Vmware. The game they're playing now is totally different. As you said they were late to the enterprise. Ironically, late to the "enterprise cloud" >> They got competition >> They got competition. Obviously the two big ones Microsoft and, of course, AWS. But so what might take away here is: the differentiation. So they're not panicking. They're obviously playing the open source card. Kubernetes, TensorFlow, etc. Giving back to the community. Data, they're definitely going to lead in AI and machine intelligence. No question about it. So they're going to play that card. The database, we had the folks from Cloud Spanner on today. Amazing technology. Where as you think about it, they're talkin' about a transaction-oriented database. We heard a customer today, talking about we replaced Oracle. Right? We got rid of Oracle, now-- >> When was the last time you heard that? Not many times. >> It's not often. No, and they're only $120 million company. But to her point was it's game changing for us. It's a 10-X value proposition. And we're getting the same quality that we're getting out of our Oracle databases. They're leading with apps on Google Cloud. Twitter is there. Spotify. They obviously have a lot of history. So that's part of it, part to focus. We on SiliconANGLE.com, there's a great article by Mark Albertson. He talked about the-- he compared the partner Ecosystem. Google's only about 13,000 partners. Amazon 100,000. Azure 70,000. So a long way to go there. Serverless, this is they're catching up on serverless. But they're still behind. Kind of still in Beta, right? &But serverless, John, I'd love your take on this. Can be as profound as virtualization was. Last to developer love. They've got juice with developers. And then the technology. Massive scale. We heard things about Spanner, the relational semantics. BigQuery, Kubernetes, TensorFlow. They have this automate or die culture. You talked about this in your article. That's a bottoms-up engineering culture. Much different than the traditional enterprise top-down "Go take that hill! "You're going to get shot at but take that hill by midnight" >> It's true. Well I mean, first of all, I think developers are in charge. I think one of the things that's happening is that it's clear is that every company, whether you're a start up or large enterprise, has to come to grips with if they're going to be a software company. And that's easy to say "Oh, that's easy. You just hire some software developers" No, it's not that easy. One, there's software developers coming out. But the way IT was built and the way people were buying IT, it's just not compatible with what software developers want to do. They want to work in a company that's actually building software. They don't want to be servicing infrastructure. So, saying that everyone's going to be a software company is one thing. That's true. And so that's the challenge. And I think Google has an opportunity. Just like Oedipus has been dominating with service-oriented approach managing services. By creating building blocks that create large Scale that allow people to write software easily. And I think that's the keyword. How do I make things common interface. You asked Diane Greene about common primitives. They're going to do the foundational work needed. It might be slower. But at a core primitive, they'll do that work. Because it'll make everything a faster. This is a different mind shift. So again, you also asked one of the guests, I forget who it was, IT moves at a very slow speeds. It's like a caravan-- >> You said glacial >> But yeah, well that used to be. But they have to move faster. So the challenge is: how do you blend the speed of technology, specifically on how modern software is being written, when you have Cloud Scale opportunities? Because this is not a cost cutting environment. People want to press the gas, not the brake. So you have a flywheel developing in technology, where if you are right on a business model observation, where you can create differentiation for a business, this is now the Cloud's customers. You know, you're a bank, you're a financial institution, you're manufacturing, you're a media company. If you can see an opportunity to create a competitive advantage, the Cloud is going to get you there really fast. So, I'm not too hung up on who has the better serverless. I look at it like a car. I want to drive the car. I always want to make sure the engine doesn't fall out or tires don't break. But so you got to look at it, this is a whole 'nother world. If you're not in the Cloud, you're basically on horse and buggy. So yeah, you're not going to have to buy hay. You don't have to deal with horses and clean up all the horse crap on the street. I mean all of that goes away. So IT, buying IT, is like horse and buggy. Cloud is like the sports car. And the question is 'Do I need air-conditioning?' 'Do I need power windows?' This is a whole new view. And people just want to get the job done. So this is about business. Future work. Making money. >> So-- >> And technology is going to facilitate that. So I think the Cloud game is going to get different very fast. >> Well I want to pick up on a couple things you said. Software, every company's becoming a software company. Take Andreessen, said 'Software is eating the world' If software's eating the world, data is eating software. So you've got to become a data company, as well as, a software company. And data has to be at the core of your business in order to compete. And data is not at the core of most company's businesses. So how do they close that gap? >> Yeah >> You've talked about the innovation sandwich. Cloud, data, and AI are sort of the cocktail that's going to drive innovation in the future. So if data is not at the core of your company, how are you going to close that AI gap? Well the way you're going to close is you're going to buy AI from companies like Google and Amazon and others. So that's one point. >> Yeah, and if you don't have an innovation sandwich, if you don't have the data, it's a wish sandwich. You wish you had some meat. >> You wish you had it right (Laughing) Wish I had some meat. You know the other thing is, you mentioned Diane Greene in her keynotes said "We provide consistency "with a common core set of primitives" And I asked her about that because it's really different than what Amazon does. So Amazon, if you think about Amazon data pipeline, and we know because were customers. We use DynamoDB, we use S3, we use all these different services in the data pipeline. Well, each of those has a different API. And you got to learn that world. What Google's doing, they're just simplifying that with a common set of primitives. Now, Diane mentioned, she said there's a trade off. It takes us longer to get to market if-- >> Yeah, but the problem is, here's the problem. Multicloud is a real dynamic. So even though they have a common set of primitives, if you go to Azure or AWS you still have different primitives over there. So the world of Multicloud isn't as simple as saying 'moving workloads' yet. So although you're startin' to see good signs within Google to say 'Oh, that's on prim, that's in the Cloud' 'Okay that's hybrid' within Google. The question is when I don't have to hire an IT staff to manage my deployments on Azure or my deployments on AWS. That's a whole different world. You still got to learn skill sets on those other-- >> That's true >> On other Clouds >> But as your pipeline, as your data pipeline grows and gets more and more complex, you've got to have skill sets that grow. And that's fine. But then it's really hard to predict where I should put data sometimes and what. Until you get the bill at the end of the month and you go "Oh I should've put that in S3 instead of Aurora" Or whatever it is. And so Google is trying to simplify that and solve that problem. Just a different philosophy. Stu Miniman asked Andy Jassy about this, and his answer on theCUBE was 'Look we want to have fine grain control over those primitives in case the market changes. We can make the change and it doesn't affect all the other APIs we have' So that was the trade off that they made. Number one. Number two is that we can get to market faster. And Diane admitted it slows us down but it simplifies things. Different philosophy. Which comes back to differentiation. If you're going to win in the enterprise you have to believe. I get the sense that these guys believe. >> Well and I think there's a belief but as an architectural decision, Amazon and Google are completely different animals. If you look at Amazon and you look at some of the decisions they make. Their client base is significantly larger. They've been in business longer. The sets of services they have dwarf Google. Google is like on the bar chart Andy Jassy puts up, it's like here, and then everyone else is down here, and Google's down here. >> Yeah and the customer references, I mean, it's just off the charts >> So Google is doing, they're picking their spots to compete in. But they're doing it in a very smart engineering way. They can bring out the big guns. And this is what I would do. I love this strategy. You got hardened large scale technology that's been used internally and you're not trying to peddle that to customers. You're tweaking it and making it consumable. Bigtable, BigQuery, Spanner. This is tech. Kubernetes. This is Google essentially being smart. Consuming the tech is not necessarily shoving it down someone's throat. Amazon, on the other hand, has more of a composability side. And some people will use some services on Amazon and not others. I wouldn't judge that right now. It's too early to tell. But these are philosophy decisions. We'll see how the bet pans out. That's a little bit longer term. >> I want to ask you about the Cisco deal. It seems like a match made in heaven. And I want to talk specifically about some of the enterprise guys, particularly Dell, Cisco, and HPE. So you got Dell, with VMware, in bed with Amazon in a big way. We were just down at DC last month, we heard all about that. And we're going to hear more about it this fall at re:Invent. Cisco today does a deal with Google. Perfect match, right? Cisco needs a cloud, Google needs an enterprise partner. Boom. Where's that leave HP? HP's got no cloud. All right, and are they trying to align? I guess Azure, right? >> Google's ascension-- >> Is that where they go? They fall to Azure? >> Well that's what habit is. That's the relationship. The Wintel. >> Right >> But back up with HP for a second. The ascension of Google Cloud into the upper echelon of players will hurt a few people. One of them's obviously Oracle, right? And they've mentioned Oracle and the Cloud Spanner thing. So I think Oracle will be flat-footed by, if Google Cloud continues the ascension. HPE has to rethink, and they kind of look bad on this, because they should be partnering with Google Cloud because they have no Cloud themselves. And the same with Dell. If I'm Dell and HP, I got to get out of the ITOps decimation that's coming. Because IT operations and the manageability piece is going to absolutely be decimated in the next five years. If you're in the ITOps business or IT management, ITOM, ITIL, it's going to get crushed. It's going to get absolutely decimated. It's going to get vaporized. The value is going to be shifted to another part of the stack. And if you're not looking at that if your HPE, you could essentially get flat-footed and get crushed. So HP's got to be thinking differently. But what Google and Amazon have, in my opinion, and you could even stretch and say Alibaba if you want a gateway to China, is that what the Wintel relationship of Windows and Intel back in the 80s and 90s that created massive innovations So I see a similar dynamic going on now, where the Cloud players, we call them Cloud native, Amazon and Google for instance, are creating that new dynamic. I didn't mention Microsoft because I don't consider them yet in the formal position to be truly enabling the kind of value that Google and Amazon will value because-- >> Really? Why not? >> Because of the tech. Well and I think Amazon is more, I mean Microsoft is more of a compatibility mode (Talking over each Other) I run Microsoft. I've got a single server. I've got Office. Azure's got good enough, I'm not really looking for 10-X improvement. So I think a lot of Microsoft's success is just holding the line. And the growth and the stock has been a function of the operating model of Cloud. And we'll see what they do at their show. But I think Microsoft has got to up their game a bit. Now they're not mailing it in. They're doing a good job. But I just think that Google and Amazon are stronger Cloud native players straight up on paper, right? And if you look up their capability. So the HPEs and the Ecosystems have to figure out who's the new partner that's going to make the market. And rising tide will float all boats. So to me, if I am at HP I'm thinking to myself "Okay, I got to manage services. "I better get out in front of the next wave "or I'm driftwood" >> Well Oracle is an interesting case too. You mentioned Oracle. And somebody said to me today 'Oracle they're really hurting' And I'm like most companies would love to be hurting that badly but-- >> Oracles not hurting >> Their strategy of same-same but it's the same Oracle stack brought into the Cloud. They're sending a message to the customers 'Look you don't have to go to another Cloud. 'We've got you covered. We're investing in R&D', which they do by the way. But it was really interesting to hear from the Cloud Spanner customer today that they got a 10-X value, 10-X reduction in costs, and a 10-X capability of scaling relative to Oracle that was powerful to hear that. >> There's no doubt in my mind. Oracle's not hurting. Oracle's got thousands and thousands of customers that do hundreds of millions of dollars in revenue. And categories that people would love to have. The question on Oracle is the price pressure is an innovator's dilemma because there's no doubt that Oracle could just snap a few fingers and replicate the kind of deliverables that people are offering. The question is can they get the premium that they're used to getting. One. Number two, if everyone's a software company, are they truly delivering the value that's expected. To be a software company, to be competitive, not to make the lights run-- >> To enable >> To enable competitive-- (Talking over each other) Competitive advantage at a level, that's to me, going to be the real test of how Cloud morphs. And I question that you got to be agile and have a real top line revenue numbers where using technology at a cost benefit ratio that drives value-- >> But with Oracle-- >> If Oracle can get there then that's what we'll see >> The reason why they'll continue to win is because they move at the speed of the CIO. The CIO, and they'll say all the right things: AI-infused, block chain, and machine learning, and all that stuff. And the CIOs will eat it up because it's a safe bet. >> Well, I want to get your thoughts because I talked about this a couple years ago. Last year we started harping on it. We got it more into theCUBE conversation around Cloud being horizontally scalable yet at the top of the stack you've got vertical differentiation. That's great for data. Diane Greene in her key notes said that the vertical focus with engineering resources tied to it it's a key part of their strategy. Highlighted healthcare was their first vertical. Talked about National Institute of Health deal-- >> Retail >> NGOs, financial service, manufacturing, transportation, gaming and media. You got Fortnight on there, a customer in both Clouds. Start ups and retail. >> Yeah he had the target cities >> Vertical strategy is kind of an old enterprise play book TABE. Is that a viable one? Because now with the kind of data, if you got the data sandwich, maybe specialism and verticals can Scale. Your thoughts? >> I'll tell you why it is. I'll tell you why it's viable. Because of digital. So for years, these vertical stacks have been hardened. And the expertise and the business process and the knowledge within that vertical industry, retail, transportation, financial services, etc., has been hardened. But with digital, you're seeing it all over the place. Amazon getting into content. Apple getting into content. Amazon getting into groceries. Google getting into healthcare. So digital allows you to not only disrupt horizontally at the technology layer, but also vertically within industries. I think it's a very powerful disruption agenda. >> Analytics seems to be the killer app. That's the theme here: data. Maybe take it to the next step. That's where the specialism is. That's where the value's created. Why not have vertical specialty? >> No and >> Makes a lot of sense >> And it's a different spin. It's not the traditional-- >> Stack >> Sort of hire a bunch of people with that knowledge in that stack. No, it's really innovate and change the game and change the business model. I love it. >> That was a great surprise to me. Dave, great kicking off day one here this morning. Ending day one here with this wrap up. We got three days of wall-to-wall coverage. Go to siliconANGLE.com. We've got a great Cloud special Rob Hof, veteran chief of the team. Mark Albertson, and the rest of the crew, put some great stories together. Go to theCUBE.net and check out the video coverage there. That's where we're going to be live. And of course WIKIBAN.com for the analyst coverage from Peter Burris and his team. Check that out. Of course theCUBE here. Day one. Thanks for watching. See you tomorrow