>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to you by Dell Technologies. Welcome back to the cubes. Continuing coverage of Dell Technology World del Tech, World 2020. Jeff Clark is here. He is the chief operating officer and vice chairman of Dell Technologies. Jeff, awesome to see you. Thanks for coming on. >>Thanks for having me today. Appreciate it. >>Yeah, you're very welcome. When my first question is, when do you have time to be vice chairman? Well, >>you know, in today's world, it's pretty hectic. We're all working around the clock. If there's anything about the new norm, there are no boundaries. And unless you establish some boundaries so I've been able to find a rhythm that works for me personally, but also allows me to look after the company and, uh, kind of keep things moving and making progress of Dell. So pretty exciting times. It's certainly been a challenge finding new ways to break through new ways to get things done. But our team has done a great job rising to the occasion. >>Well, you know, a Z. You know, I didn't know you that well prior to you taking over the whole enchilada and do it going back into the enterprise. I mean, I knew you were obviously, but you have been able to see you know, how you operate in the decision making on how you rally the troops. Your several years now into the new Dell, you had to do a lot of tactical things, you know, including product portfolio rationalizations. But I wanted to start with the macro picture in a particular Can you share some of the acceleration points and the levers that you're really pulling in the operation? >>Well, clearly, if you look back at the company's strategy and I'll start there and then kind of build on from that platform if you think about the first tenet of our strategy is to win in the consolidation in our court marketplaces. So the core commercial PC market, the course server market in the course storage market, and clearly what we've been able to do and certainly been at this now for Gosh, I think it's three years now that we've been turning over the portfolio and modernizing the portfolio on the I s g side and to the point you referenced earlier. We've now modernized that portfolio. It is now under all the power brand and now represents new, fresh modern architecture er modern products that allows us to be competitive going forward across the entire eyes. T portfolio. We've had continued success on the commercial PC side. Then if you think about the next tenant of our strategy, which is to really build deeply integrated solutions across the Dell Technologies portfolio, we've made a lot of progress in the last handful of years, particularly integrating this new competitiveness of our I S G portfolio with the M R. And we're now beginning to see the fruits of that labor PC side will quickly. You've seen that with unified workspace work workspace one are leading services and are leading PC products to be able to bring a different change experience for end users on the PC side on the side. This all started with getting again this competitive portfolio. It started with Dell Technology Cloud a little over a year ago. It now is in joint collaboration around the edge. You've heard from my comments during the keynote around five g going forward. So as we think about this new modern world playing out. We now have the infrastructure competitive. We have a great asset and capability with VM, are now have figured out how to tightly integrate those and innovate on top of those platforms. And we think that's sort of the success for the future as we move forward. >>So it sounds like I mean, covitz change so many things, but it doesn't sound like it's materially changed your thinking on these leverage points or your strategy is gonna pre cove in Post Cove. It you kind of sort of approaching the same playbook, if you will. >>Well, a covert in many levels. While it's had a huge impact on many lives around the world, which we shouldn't, that should not be lost on any of us and the impact that it's had across many businesses and many parts of the world. If you step back and what I try to mention the keynote, what cove it has done is really accelerate digital transformation. I've heard many characterizations, but the way I tend to look at it is if you think of what's happened around us and the forcing of working remote learning remote the world as we look at it going forward, data driven. It's accelerated 10 years of what I thought would take us to get done into the first half of this decade. In many cases the first three years, Uh, this nomenclature that I've talk about is the future is now, and what it's really done is actually reinforced. The points that we thought were going toe happen brought them sooner and has made us believe mawr double down, if you will, that the path we're on is the right path, and we see our customers migrating that way rapidly. In fact, what's interesting? If you look at customers who embrace digital transformation earlier, we call them digital leaders. They're actually breaking away from the pack, sort of speak from their peer set and driving differentiated performance in their sector. We think that's a great, obviously proof point of digital transformation. But what all companies will have to go through to compete >>Well, it's interesting we saw early on in the US locked down worldwide, locked down you have you have such a broad portfolio that yeah, maybe some parts of the portfolio or, you know, directly negatively affected. Certainly. For instance, your you know your airline customers or your hospitality customers, etcetera. But the work from home was was a tailwind for you guys. So the fact that you have that broad portfolio somewhat, you know, one part of the business that cushioned you, maybe the other part of the business, You felt that. But on balance, you're able to get through that, and part of that was your supply chain. And some of your competitors struggled, you know, for instance, with laptop supplies. But you guys really have done a good job, sort of navigating through that, almost like you've been through it before. But nobody's been through this before. >>No, you know, David, thanks for recognizing it. One of the benefits of the Indian portfolio we have, which no one else has. The Indian portfolio that we do. We're able to weather the storm of different impacts to whether it's sectors, whether it's different parts of the business. And we've been able to do that on our our supply chain has performed well. It's been unbelievably resilient. We think it's appointed differentiation over us against anyone else in the marketplace. You couple that with our global service footprint, the two of them working together we designated those capabilities is essential. Very early in the pandemic, we protected our team members and we were able to serve our customers and a pretty non disruptive way. Now, behind the scenes are teams were doing all sorts of things to bring, uh, that continuity supply and those expectations we sent to our customers to the forefront. But I couldn't be more pleased at how we responded, and it set us up to where things were going to go. When we think about the future and migrating tomb or integrated solutions, I suspect we may talk about as a service and the capabilities needed with that services in the supply chain play a key role. >>I guess so much to talk to you about. What? I wanna come back to digital transformation For a minute. I was talking to the C i o the other day and I asked him what was the digital transformation mean to you? He said, David, I got a 15 year old s a P system. Digital transformation means to me I My business has changed in the last 15 years, but my s a P system Hasn't I gotta bring it up to speed. I have to modernize. So there's a spectrum. On the other hand, if if you're not digital today and you're, say, a restaurant, you can't do business. So what does that spectrum look like of digital transformation to you and your customers? >>Well, I think your examples were very good. I mean, our industries as a long reputation of overhyping, different constructs. The fact is, the world is rapidly digitizing. It's undeniable. If you look at the cost of a sensor and how those sensors air now being placed in everything, all of the data that's being collected as a result, That's certainly the forefront of what's happening. And every business has to deal with that. You mean you can't We talked about hospitality. You got hotel rooms that have sensors in them for lights, for water, for a temperature. You think about what's happening in the finance sector in the amount of data that's being created on the edge of that has to be processed on the edge. You think about smart factory smart hospitals in the amount of technology that's going in to bring those new areas to the forefront. So in my mind. Digital transformation is catching up with where the world's going. We know the world is going from an analog world to a digital world, and as that acceleration, mhm goes faster and faster and faster, which I absolutely we absolutely believe this happening. Companies have to change the business. They have to change their models. They have to figure out how to take all of this data and turn data into information to drive better business outcomes. We tend to get into this digital transformation and everyone to talk about this piece of gear, this piece of gear, this piece of gear. I actually don't spend any time on that. It's where customers are going. What are they doing to really instrument, if you will, the digital world they're going to participate in and have to figure out how to overcome the obstacles and barriers with that to compete in their particular sectors. That's where we come in. We help them help them with certainly the gear part of it, but more importantly, the solution orientation to bring better business outcomes to them, to help them get to where they want to go. Does that help? >>Yes, and it does, and it sort of leads me to the hybrid cloud multi cloud. To me, it's edges all part of that and it's critical for your customers. Digital transformations. I mean, what I mean by that is creating a trusted operating environment across whatever platform you're on, whether you're on Prem when you're in a public cloud, whether you're at the edge, so multi cloud is part of that. You know, I used to think a lot of this stuff was aspirational. It seems to becoming more and more really. Where do you see your customers in that maturity cycle? >>Well, I love the way you described it. What we see is the notion of Cloud is much broader than perhaps we would have talked about earlier on when I got this job was the public cloud. No, there's Public Cloud. There's private clouds, and clearly the edge is going to be a cloud operating a model. In fact, we see the world of five G edge and cloud, those three circles intersecting toe high degree. So we're gonna bring a cloud operating model to the edge. We're gonna bring new advanced connectivity data driven connective ity to this edge where all of this instrumentation and all of this data is going to be created that will have toe have real time analytics done, uh, at the edge we think, is this opportunity to really step back and go well. Those cloud things can't be separate. They have to be a set of systems. In fact, it has to become an integrated system. And we think that integrated system has to be able to move data, be able to consistently manage, consistently orchestrate and consistently Dr Operations across those three cloud environments, I think we have gone. Probably the best characterization is early innings. We're certainly not in the first inning. We're not in the ninth inning, but we're certainly into the ballgame here of helping customers orchestrate a multi cloud hybrid cloud environment. If you think about what we've done with VM wars enablement or interaction with the public domains, the work that we've done from our private area, we have accomplished a lot in a short period of time, I'd also tell you there's a fair amount of work in front of us as this spends very quickly and the edge of balls we have to connect those worlds and not leave the edge out on an island by itself. We have to bring it together. We're bringing into the public and private cloud domains that we have today, >>and I definitely wanna hit on as a service. But since we're on this topic, I wanna I wanna talk about five G and Telco a little bit. Let me just spiel for a bit and then you can respond. So I mean, this seems to be a lot of confusion around five G. There's very high expectations. There's there's a there's a lot of talk, but if it's hard toe sort of identify the true impact, that's that's tangible today, anyway. And then you got the telecom telco transformation going on. We've been We've been hearing this for a long, long time. Meanwhile, you got the over over the top providers. They're living off the infrastructure. The telcos price per bit is declining, but the usage is exploding. And so what do you make of all this? You know, the telcos air reinventing themselves. Five g is a part of that consumers Airway waiting for that. There's a lot of, you know, mixed marketing messages going on. What's your take on this and what's tells role? >>Well, look, I I tend to try to break it down into things. At least I can understand. If I look at five G is the next generation Cellular, which I believe it's far more than that. I mean, I think it's the next data fabric for the data era. I think it's going to be this intersection, as I mentioned moments ago of five g Cloud and Edge, all coming together. But I think about it from the infrastructure side that you describe. What we have is the first opportunity to bring a cloud environment to the telco space that hasn't happened before. And I think a cloud environment needs to be implemented because I think there are cost pressures in that sector, and this is going to be a way to become more competitive and to bring out new technologies and services much faster. So now if you bring a cloud operating model to this which I believe five g enables, there is now the opportunity to bring, I think, um, or standard based infrastructure rather than the proprietary ones. In the past, we now can bring a industry standard set of architectures was softer to find layers in the stack. And for the first time in the telcos space, you have the ran going through significant transformation. And on my mind, Iran is one of the significant control points in the telco or five g stack, and that is going to be more open. And then we have to think of five. G is just more than a cellular network. I mean, we're gonna have private private five G. So to the degree that it displaces why, if I will be interesting to see and unfold. But there's a huge opportunity now. Is those sensors that I talked about in the digitization of hospitals and factories and cities, all interconnected by a bunch of private five G networks, all working in an interactive combined system way. I think it just lends itself to a solutions orientation, a standardization orientation, a cloud model, and that's sort of what we do. So I get excited. All of what I just said or alluded to is not solved to your point. You've been hearing this discussion for some time, but the opportunity is large for us. It's one of the single biggest largest opportune, single biggest opportunity that we see for Delon View more and we're going to pursue it together. And we think we can take our at scale technologies that we brought to the Enterprise Data Center and bring those to the telco providers in the private five g build out. >>It's amazing, Jeff, when you think about the when you and I started in this business and how far we've come, it's It's just just mind boggling, isn't it? It >>really is. We've been at this a while and things have changed. But again, it's been on this consistent technology curve, this consistent standardization curve, and it's now applying to new sectors >>I want to end with as a service. You mentioned that before and and so you've got actually really growing business in subscriptions? Uh, you got a lot of options for customers, which is good, but sometimes it's confusing. What's the strategy around as a service? What can we expect there? >>Well, one of the things that we've done and you're right, we've made a lot of progress. We launched L Technology on demand last year. We have 2000 plus customers of $1.3 billion revenue run rate, it's growing at 30% so we're pleased. But at the same time, all the data suggest customers we're gonna want to deploy even at a greater rate. So I think I made reference during our keynote. Today, about 75% of the world's data is gonna be created outside of the data center, 75% off the edge. Build out is going to be done as a service, as is half of the infrastructure. So we think we need to take this to the proverbial next level. We announced Project Apex, Project Apex for us to take all of the properties that we have across the company, all of the different activities and to unify them a single effort for as a service model for the Dell company going forward for our entire portfolio. We think the timing is right. We think we have to be able to, if you will project APEC should be translated as the easy button for our customers. It's a way to make things simpler. It's a way to give them the choice they need to drive consistency in the operating model, and that's the path Ron, we're pretty excited about this unification, if you will. Galvanizing across the entire organization with Project Apex. >>Awesome. Listen, I know you're super busy. Appreciate all the time you've given us your You're a fun executive toe. Hang around with a mission, man. I wish we were together, but hopefully, hopefully sometime soon we can We could see each other face to face. >>I would like that very much. I missed the interactions themselves. I appreciate the time today. Thank you, Dave. >>All right, We'll see you, Jeff. Thanks again. All right. Thank you for watching everybody. Keep it right there. We're back with our next guest. It del Technology World 2020. You're watching the Cube.

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Okay, welcome back. Everyone's cubes. Live coverage. Day three wrap up of Del Technologies World twenty nineteen Java is Dave a lot. There's too many men on set one. We get set to over there blue set, White said. We got a lot of content. It's been a cube can, in guise of a canon of content firing into the digital sphere. Great gas. We had all the senior executive players Tech athletes. Adele Technology World. Michael Dell, Tom Sweet, Marius Haas, Howard Ally As we've had Pat Kelsey, rco v M were on the key partner in the family. They're of del technology world and we had the clients guys on who do alien where, as well as the laptops and the power machines. Um, we've had the power edge guys on. We talked about Hollywood. It's been a great run, but Dave, it's been ten years Stew. Remember, the first cube event we ever went to was DMC World in Boston. The chowder there he had and that was it wasn't slogan of of the show turning to the private cloud. Yeah, I think that was this Logan cheering to the private cloud that was twenty ten. >> Well, in twenty ten, it was Cloud Cloud Cloud Cloud Cloud twenty nineteen. It's all cloud now. That difference is back then it was like fake cloud and made up cloud and really was no substance to it. We really started to see stew, especially something that we've been talking about for years, which is substantially mimicking the public cloud on Prem. Now I know there are those who would say No, no, no, no, no. And Jessie. Probably in one of those that's not cloud. So there's still that dichotomy is a cloud. >> Well, Dave, if I could jump in on that one of the things that's really interesting is when Veum, where made that partnership with a ws It was the ripple through this ecosystem. Oh, what's that mean for Del you know Veum, wherein Del not working together Well, they set the model and they started rolling out bm where, and they took the learnings that they had. And they're bringing that data center as a service down to the Dell environment. So it's funny I always we always here, you know, eight of us, They're learning from their partners in there listening and everything like that. Well, you know, Dylan Veum where they've been listening, they've been learning to in this, and it brings into a little bit of equilibrium for me, that partnership and right, David, you said, you know that you could be that cloud washing discussion. And today it's, you know, we're talking about stacks that live in eight of us and Google and Microsoft. And now, in, you know, my hosted or service lighter or, you know, my own data center. If that makes sense, >> I mean, if you want to just simplify the high order bit, Dave Cloud. It's simply this Amazon's trying to be enterprised everyone, the enterprise, trying to claw Amazon, right? And so what? The what that basically means is it's all cloud. It's all a distributed computer system. OK, Scott McNealy had it right. The network is the computer. If you look at what's going on here, the traditional enterprise of vendors over decades of business model and technology, you know, had full stack solutions from mainframe many computers to PC the local area networking all cobble together wires it up creates applications, services. All that is completely being decimated by a new way to roll out storage, computing and networking is the same stuff. It's just being configured differently. Throw on massive computer power with Cloud and Moore's Law and Data and A. I U have a changing of the the architecture. But the end of the day the cloud is operating model of distributed computing. If you look at all the theories and pieces of computer science do and networking, all those paradigms are actually playing out in in the clouds. Everything from a IIE. In the eighties and nineties you got distributed networking and computing, but it's all one big computer. And Michael Dell, who was the master of the computer industry building PCs, looks at this. Probably leg. It's one big computer. You got a processor and subsystems. So you know this is what's interesting. Amazon has done that, and if they try to be like the enterprise, like the old way, they could fall into that trap. So if the enterprise stays in the enterprise, they know they're not going out. So I think it's interesting that I see the enterprise trying to like Amazon Amazon trying to get a price. So at the end of the day, whoever could build that system that's scalable the way I think Dell's doing, it's great. I was only scaleable using data for special. So it's a distributed computer. That's all that's going on in the world right now, and it's changing everything. Open source software is there. All that makes it completely different, and it's a huge opportunity. Whoever can crack the code on this, it's in the trillions and trillions of dollars. Total adjustable market >> well, in twenty ten we said that way, noted the gap. There's still a gap between what Amazon could do and what the on Prem guys Khun Dio, we'd argue, is a five years is seven years, maybe ten years, whatever it is. But at the time we said, if you recall, lookit, they got to close the gap. It's got to be good enough for I t to buy into it like we're starting to see that. But my view, it's still not cloud. It doesn't have to scale a cloud, doesn't have the economics cloud. When you peel the onion, it doesn't certainly doesn't have the SAS model and the consumption model of cloud nowhere close yet. Well, and you know, >> here's the drumbeat of innovation that we see from the public cloud. You know where we hit the shot to show this week, the public have allowed providers how many announcements that they probably had. Sure, there was a mega launch of announcements here, but the public lives just that regular cadence of their, you know, Public Cloud. See a CD. We're not quite there yet in this kind of environment, it's still what Amazon would say is. You put this in an environment and it's kind of frozen. Well, it's thought some, and it's now we can get data set. A service consumption model is something we can go. We're shifting in that model. It's easier to update things, but you know, how do I get access to the new features? But we're seeing that blurring of the line. I could start moving services that hybrid nature of the environment. We've talked a few times. We've been digging into that hybrid cloud taxonomy and some of the services to span because it's not public or private. It's now truly that hybrid and multi environment and customers are going to live in. And all of >> the questions Jonah's is good enough to hold serve >> well. I think the reality is is that you go back to twenty ten, the jury in the private cloud and it's enterprises almost ten years to figure out that it's real. And I think in that time frame Amazon is absolutely leveled. Everybody, we call that the tsunami. Microsoft quickly figures out that they got to get Cloud. They come in there, got a fast followers. Second, Google's trying to retool Oracle. I think Mr Bo completely get Ali Baba and IBM in there, so you got the whole cloud game happening. The problem of the enterprises is that there's no growth in terms of old school enterprise other than re consolidate in position for Cloud. My question to you guys is, Is there going to be true? True growth in the classic enterprise business or, well, all this SAS run on clouds. So, yes, if it's multi cloud or even hybrid for the reasons they talk about, that's not a lot of growth compared to what the cloud can offer. So again, I still haven't seen Dave the visibility in my mind that on premises growth is going to be massive compared to cloud. I mean, I think cloud is where Sassen lives. I think that's where the scale lives we have. How much scale can you do with consolidation? We >> are in a prolonged bull market that that started in twenty ten, and it's kind of hunger. In the tenth year of a of a decade of bull market, the enterprise market is cyclical, and it's, you know, at some point you're going to start to see a slowdown cloud. I mean, it's just a tiny little portion of the market is going to continue to gain share cloud can grow in a downturn. The no >> tell Motel pointed out on this, Michael Dell pointed out on the Cubans, as as those lieutenants, the is the consolidation of it is just that is a retooling to be cloud ready operationally. That's where hybrid comes in. So I think that realization has kicked in. But as enterprises aren't like, they're not like Google and Facebook. They're not really that fast, so So they've got to kind of get their act together on premises. That's why I think In the short term, this consolidation and new revitalisation is happening because they're retooling to be cloud ready. That is absolutely happen. But to say that's the massive growth studio >> now looked. It is. Dave pointed out that the way that there is more than the market growth is by gaining market share Share share are areas where Dell and Emcee didn't have large environment. You know, I spent ten years of DMC. I was a networking. I was mostly storage networking, some land connectivity for replication like srd Evan, like today at this show, I talked a lot of the telco people talk to the service of idle talk where the sd whan deny sirrah some of these pieces, they're really starting to do networking. That's the area where that software defined not s the end, but the only in partnership with cos like Big Switch. They're getting into that market, and they have such small market share their that there's huge up uplift to be able to dig into the giant. >> Okay, couple questions. What percent of Dell's ninety one billion today is multi cloud revenue. Great question. Okay, one percent. I mean, very small. Okay. Very small hero. Okay? And is that multi cloud revenue all incremental growth isat going to cannibalize the existing base? These? Well, these are the fundamentals weighs six local market that I'm talking to >> get into this. You led the defense of conversations. We had Tom Speed on the CFO and he nailed us. He said There's multiple levers to shareholder growth. Pay down the debt check. He's got to do that. You love that conversation. Margin expansion. Get the margins up. Use the client business to cover costs. As you said, increased go to market efficiency and leverage. The supply chain that's like their core >> fetrow of cash. And that all >> these. The one thing he said that was mind blowing to me is that no one gets the valuation of how valuable Del Technologies is. They're throwing off close to seven billion dollars in free cash flow free cash flow. Okay, so you can talk margin expansion all you want. That's great, but there got this huge cash flow coming in. You can't go out of business worth winning if you don't run out of cash >> in the market. When the market is good, these guys are it is good a position is anybody, and I would argue better position than anybody. The question on the table that I'm asking is, how long can it last? And if and when the market turns down and markets always cyclical we like again. We're in the tenth year of a bull market. I mean, it's someone >> unprecedented gel can use the war chest of the free cash flow check on these levers that they're talking about here, they're gonna have the leverage to go in during the downturn and then be the cost optimizer for great for customers. So right now, they're gonna be taking their medicine, creating this one common operating environment, which they have an advantage because they have all the puzzle pieces. You A Packer Enterprises doesn't have the gaping holes in the end to end. They can't address us, >> So that is a really good point that you're making now. So then the next question is okay. If and when the downturn turn comes, who's going to take advantage of it, who's going to come out stronger? >> I think Amazon is going to be continued to dominate, and as long as they don't fall into the enterprise trap of trying to be too enterprising, continue to operate their way for enterprises. I think jazz. He's got that covered. I think DEL Technologies is perfectly positioned toe leverage, the cash flow and the thing to do that. I think Cisco's got a great opportunity, and I think that's something that you know. You don't hear a lot of talk about the M where Cisco war happening. But Cisco has a network. They have a developer ecosystem just starting to get revitalized. That's an opportunity. So >> I got thoughts on Cisco, too. But one of things I want to say about Del being able to come out of that stronger. I keep saying I've said this a number of times and asked a lot of questions this week is the PC business is vital for Del. It's almost half the company's revenue. Maybe not quite, but it it's where the company started it. It sucks up a lot of corporate overhead. >> If Hewlett Packard did not spin out HP HP, they would be in the game. I think spinning that out was a huge mistake. I wrote about a publicly took a lot of heat for it, but you know I try to go along with the HPD focus. Del has proven bigger is better. HP has proven that smaller is not as leverage. And if it had the PC that bee have the mojo in gaming had the mojo in the edge, and Dale's got all the leverage to cross pollinate the front end and edge into the back and common cloud operate environment that is going to be an advantage. And that's going to something that will see Well, let me let me >> let me counter what you just said. I agree. You know this this minute. But the autonomy was the big mistake. Once hp autonomy, you know what Meg did was almost a fatal complete. They never should've bought autonomy >> makers. Levi Protector he was. So he was there. >> But she inherited that bag of rocks. And then what you gonna do with it? Okay, so that's why they had to spend out and did create shareholder value. If they had not purchased autonomy, then he would return much better shape, not to split it up. And they would be a much stronger competitor. >> And I share holder Pop. They had a pop on value. People made some cash with long game. I think that >> going toe peon base actually done pretty well for a first year holding a standalone PC company. So, but again, I think Del. With that leverage, assuming pieces, it's going to be really interesting. I don't know much about that market. You were loving that PC conversation, but the whole, you know, the new game or markets and and the new wayto work throwing an edge in there, I don't know is ej PC and edges that >> so the peanut butter. And so the big thing that Michael get the big thing, Michael Dell said on the Cube was We're not a conglomerate were an integrated company. And when you have an integrated company like this, with the tech the tech landscape shifting to their advantage, you have the ability to cross subsidize. So strategy game. Matt Baker was here we'd be talking about OK, I can cross subsidize margin. You've brought it up on the client side. Smaller margins, but it pays a lot of the corporate overhead. Absolutely. Then you got higher margin GMC business was, you know, those margins that's contributing. And so when you have this new configuration. You can cross, subsidize and move and shift, so I think that's a great advantage. I think that's undervalued in the market place. And I think, you know, I think Del stock price is, well, undervalue. Point out the numbers they got VM wear and their question is, What what point is? VM where blink and go All in on del technology stew. Orcas Remember that Gus was gonna partner. You don't think the phone was ringing off the hook in Palo Alto from their parties? What? What's this as your deal? So Vienna. There's gotta be the neutral party. Big problem. The opportunity. >> Well, look, if I'm a traditional historical partner of'Em are, it's not the Azure announcement that has me a little bit concerned because all of them partner with Microsoft to it is how tightly combined. Del and Veum, where are the emcee, always kept them in arms like now they're in the same. It's like Dave. They're blending it. It's like, you know Del, from a market cap standpoint, gets fifty cents on the dollar. VM wears a software company, and they get their multiples. Del is not a software company, but VM where well, people are. Well, if we can win that a little bit, maybe we could get that. >> Marty still Isn't it splendid? No, no, I think the strategy is absolutely right on. You have to go hard with VM wear and use it as a competitive weapon. But, Stuart, your point fifty cents and all, it's actually much worse than that. I mean the numbers. If you take out of'Em, wears the VM wear ownership, you take out the core debt and you look at the market value you're left with, like a billion dollars. Cordell is undervalued. Cordell is worth more than a billion or two billion dollars. Okay, so it's a really cheap way to buy Veum. Where Right that the Tom Sweet nailed this, he said. You know, basically, these company those the streets not used to tech companies having such big debt. But to your point, John, they're throwing off cash. So this company is undervalued, in my view. Now there's some risks associated with that, and that's why the investors of penalizing them for that debt there, penalizing him from Michael's ownership structure. You know, that's what this is, but >> a lack of understanding in my opinion. I think I think you're right. I just think they don't understand. Look at Dale and they think G You don't look a day Ellen Think distributed computing system with software, fill in those gaps and all that extra ten expansion. It's legit. I think they could go after new market opportunities as as a twos to us as the client business. I mean mere trade ins and just that's massive trillions of dollars. It's, I think I think that is huge. But I'm >> a bull. I'm a bull on the value of the company. I know >> guys most important developments. Del technology world. What's the big story that you think is coming out of the show here? >> Well, it's definitely, you know, the VM wear on del I mean, that is the big story, and it's to your point. It's Del basically saying we're going to integrate this. We're going to hard, we're going to go hard and you know Veum wear on Dell is a preferred solution. No doubt that is top for Dell and PacBell Singer said it. Veum wearing eight of us is the first and preferred solution. Those are the two primary vectors. They're going to drive hard and then Oh, yeah, we'Ll listen to customers Whatever else you want Google as you're fine, we're there. But those two vectors, they're going to Dr David >> build on that because we saw the, um we're building out of multi cloud strategy and what we have today is Del is now putting themselves in there as a first class citizen. Before it was like, Oh, we're doing VX rail and Anna sex and, you know, we'LL integrate all these pieces there, but infrastructure, infrastructure, infrastructure now it is. It is multi cloud. We want to see that the big table, >> right, Jeff, Jeff Clarke said, Why are you doing both? Let's just one strategy, one company. It's all one Cash registers that >> saying those heard that before. I think the biggest story to me is something that we've been seeing in the Cuban laud, you know, been Mom. This rant horizontally scaleable operating environment is the land grab and then vertically integrate with data into applications that allow each vertical industry leverage data for the kind of intimate, personalized experiences for user experiences in each industry. With oil and gas public sector, each one has got their own experiences that are unique. Data drives that, but the horizontal and tow an operating model when it's on premises hybrid or multi cloud is a huge land grab. And I think that is a major strategic win for Dell, and I think, as if no one challenges them on this. Dave, if HP doesn't go on, emanate change. If H h p e does not do it em in a complete changeover from strategy and pulling, filling their end to end, I think that going to be really hurting I think there's gonna be a tell sign and we'LL see, See who reacts and challenges Del on this in ten. And I think if they can pull it off without being contested, >> the only thing I would say that the only thing I would say that Jonah's you know, HP, you know very well I mean, they got a lot of loyal customers and is a huge market out there. So it's >> Steve. Look at economic. The economics are shifting in the new world. New use cases, new step function of user experiences. This is this is going to be new user experiences at new economic price points that's a business model. Innovation, loyal customers that's hard to sustain. They'Ll keep some clutching and grabbing, but everyone will move to the better mousetrap in the scenario. So the combination of that stability with software it's just this as a big market. >> So John twenty ten Little Table Back Corner, you know of'em See Dylan Blogger World double set. Beautiful says theatre of present lot of exchange and industry. But the partnership in support of this ecosystem. It's something that helped us along the way. >> You know, when we started doing this, Jeff came on board. The team has been amazing. We have been growing up and getting better every show. Small, incremental improvements here and there has been an amazing production, Amazing team all around us. But the support of the communities do this is has been a co creation project from day one. We love having this conversation's with smart people. Tech athletes make it unique. Make it organic, let the page stuff on on the other literature pieces go well. But here it's about conversations for four and with the community, and I think the community sponsorship has been part of funding mohr of it. You're seeing more cubes soon will be four sets of eight of US four sets of V M World four sets here. Global Partners sets I'm used to What have we missed? >> Yeah, it's phenomenal. You know, we're at a unique time in the industry and honored to be able to help documented with the two of you in the whole team. >> Dave, How it Elias sitting there giving him some kind of a victory lap because we've been doing this for ten years. He's been the one of the co captains of the integration. He says. There's a lot of credit. >> Yeah, Howard has had an amazing career. I I met him like literally decades ago, and he has always taken on the really hard jobs. I mean, that's I think, part of his secret success, because it's like he took on the integration he took on the services business at at AMC U members to when Joe did you say we're a product company? No services company. I was like, Give me services. Take it. >> It's been on the Cube ten years. Dave. He was. He was John away. He was on fire this week. I thought bad. Kelsey was phenomenal. >> Yeah, he's an amazing guest. Tom Tom Suite, You know, very strong moments. >> What's your favorite Cuban? I'LL never forget. Joe Tucci had my little camera out film and Joe Tucci, Anna. One of the sessions is some commentary in the hallway. >> Well, that was twenty ten, one of twenty eleven, I think one of my favorite twenty ten moments I go back to the first time we did. The cue was when you asked Joe Tucci, you know why a storage sexy. Remember that? >> A He never came on >> again. Ah, but that was a mean. If you're right, that was a cube mean all for the next couple of years. Remember, Tom Georges, we have because I'm not touching. That was >> so remember when we were critical of hybrid clouds like twenty, twelve, twenty, thirteen I go, Pat is a hybrid cloud, a halfway house to the final destination of public loud. He goes to a halfway house, three interviews. This was like the whole crowd was like, what just happened? Still favorite moment. >> Oh, gosh is a mean so money here, John. As you said, just such a community, love. You know, the people that we've had on for ten years and then, you know, took us, you know, three or four years to before we had Michael Dell on. Now he's a regular on our program with luminaries we've had on, you know, but yeah, I mean, twenty ten, you know, it's actually my last week working for him. See? So, Dave, thanks for popping me out. It's been a fun ride, and yeah, I mean, it's amazing to be able to talk to this whole community. >> Favorite moment was when we were at eighty bucks our first show. We're like, We still like hell on this. James Hamilton, Andy Jazzy Come on up, Very small show. Now it's a monster, David The Cube has had some good luck. Well, we've been on the right waves, and a lot of a lot of companies have sold their companies. Been part of Q comes when public Unicorns New Channel came on early on. No one understood that company. >> What I'm thrilled about to Jonah's were now a decade, and we're documenting a lot of the big waves. One of one of the most memorable moments for me was when you called me up. That said, Hey, we're doing a dupe world in New York. I got on a plane and went out. I landed in, like, two. Thirty in the morning. You met me. We did to dupe World. Nobody knew what to do was back then it became, like, the hottest thing going. Now nobody talks about her dupe. So we're seeing these waves and the Cube was able to document them. It's really >> a pleasure. The Cube can and we got the Cube studios sooner with cubes Stories with Cube Network too. Cue all the time, guys. Thanks. It's been a pleasure doing business with you here. Del Technologies shot out the letter. Chuck on the team. Sonia. Gabe. Everyone else, Guys. Great job. Excellent set. Good show. Closing down. Del Technologies rose two cubes coverage. Thanks for watching

>> live from Las Vegas. It's the queue covering del Technologies World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners >> Hello and welcome to Day three Live coverage of the Cube here in Las Vegas Fridel Technologies World twenty nineteen I'm jut forward, David Lot They Davis del Technologies world. This is our tenth year If you count DMC World twenty ten first ever Cube event where we go out to the events and extract the signal from the noise. Now we're the number one and tech coverage. Howard Elias has been with us the entire way. Our next guest. Keep alumni Howard allies who is currently the President of Services and Digital for Del Technologies. Howard, great to see you. >> Great to see you, John. Dave. Always great to be back with you. Thank you. >> You've been with us throughout our entire cube jury. It's our tenth year has been great ride and one of the benefits of doing the queue besides learning a lot and having great conversations is as the industry of balls from true private private cloud to, you know, big day that meets technology, all the different iterations of the business. We're gonna have the conversation and look back and see who's right. You >> get to go back and see what we said and holds you >> accountable. Not that you guys said anything crazy, but you were unique because we've had many conversations and most notably during the acquisition of the M. C. You're on the team leading the effort with your partner in crime from the del side to make sure the acquisition goes smoothly. And, you know, a lot of people were saying, Oh my God, icebergs ahead. We're pretty positive. So history treats us fairly in the queue way. Tend to got it right. But you said some bold things. That was pretty much the guiding principle of the acquisition, and I just I just tweeted it out this morning. So you got it right. You said some things. Looking back two years later, almost two, three years later. >> Well, look, you know John first, I appreciate that. Appreciate the opportunity to be back with with you, and it's amazing. It's been ten years, but yeah, so, you know, over the last couple of years, I did help Kohli the integration, and we said, Look, first and foremost, we're going to do no harm the way customers transact with us byproducts. The way we service them, that's not going to change. But then, that's not enough, right? It's not just about doing no harm. It's how do we add value? Over time, we talked about aligning our teams in front of our customers. Then we talked about unifying the approach not just in the go to market, but in services and in technology and ultimately delivering Mohr integrated solutions. And we've accepted here down that a CZ you rightly say so thank you for pointing that out. And you know, this week was a great embodiment of that. Because not only are we listening, Tio, what our customers want we're delivering on it were actually delivering these integrated solutions the Del Technologies Cloud unified workspace for client, these air things that we've delivered over time, you know, we stitch it together, and now we're unifying it, integrating it, actually now even embedding services into it. So that's the journey we've been on. And we've been very pleased with the reception, >> and Michael to also was very bull. But the key on all the conversations we had on this was and we'LL get to the current situation now because that's important is that you guys saw the growth opportunities on the synergies we did, and we kind of had those conversations. So a line you align the team's unify and integrate you're the integration phase. Now we're starting to see some of the fruit come off the tree with business performance significant. Well, we appreciate >> that we're gaining market share across the board, and we had a hypothesis with, you know, coming together. We had a complementary product, portfolios, complimentary customer segments way. We're very thoughtful and how we organized our go to market, and we're seeing that we're seeing that and market share games. But more importantly, we're seeing the customer conversation saying Thank you for that. Now I want more. How do you deliver more value faster? So I think we're past the integration stays. Now we're into the accelerating the value stage. >> Howard, you've been through and seen a lot of acquisitions, large acquisitions. I mean, I think of the compact digital, you know, not a lot of not a lot of overlap. HP with compact, much more overlap maybe didn't go so as well. Or maybe a smoothly massive acquisition here. Why do you think it worked so well here? Because there was a failure. A fair amount of overlap, you know, definitely some shared values, but maybe some different cultures. You've been on both sides. It's just seems to be working quite well. You seem to be through that knothole of maybe some of that uncomfortable early days. Why do you think it works so well? What was kind of the secret sauce there? >> I think a couple of reasons. First, the hypothesis of coming together was all very customer centric. Customers wanted fewer more strategic partners. They ultimately from infrastructure, want Mohr integration. Mohr automation. They wanted a CZ. Pat said yesterday on states they wantto look upto absent data and somebody else worry about looking down and taking care of the infrastructure. So the hypothesis was very strong. Michael had a bold vision, but the boldness of actually execute on that vision as well, I would say second we have. Yeah, while the cultures, in terms of how things got done were a bit different, the values were frankly not just similar. They were identical. We may have talked about this before, but When we did the integration planning, we actually surveyed half the population of about Delanie emcee. The top five values in order were the same from both team members. Focus on customers Act with integrity. Collaborate When is a team results? Orientation? It was phenomenal. I would say. You know, third, it's just the moment in time. Uh, and it's really a continuation. You think about the ten year partnership that Dell and GMC had back in the two thousands that actually helped us get to know each other, how we worked and helped form those shared values. So and then, finally, approximate one hundred fifty thousand team members signed up to the mission. You know, the tech industry is starved for star for tech talent. On the fact of the matter would that we have approximately one hundred fifty thousand team members of prostate all technologies signed up to our vision, signed upto our strategy, executing every day on behalf of customers. It's just awesome to see >> So digital transformation, of course, is the big buzz word. So we're gonna put on you guys what do you do it for your own digital transformation? You know, proof of the pudding. What gives you the right to even talk about that? What do you doing? Internal? >> Yeah, you know, it's a great question. And to your point, we talked with customers all the time. In addition to looking after our services businesses worldwide, I also am responsible for Del Digital inside of Del Technologies. That's our organization. We purposely named Adele Digital because we are on our digital journey as well. And so we are transforming everything that we do the way we do. We actually call it the Del Digital Way. We've had a couple of nice breakouts. Our booth in the showcase has got Ted talk style conversations around this, and it's really embracing this notion of agile, balanced team's getting close to the business, actually, the business in the dojo, with our developers moving more to a product orientation versus a project orientation, and it's really focused on outcomes on T. You hear us talk about this all the time. Technology strategy is now business strategy, and whether it's in sales or marketing or services. Doug's doing great work and support assist using telemetry and artificial intelligence and machine learning recommendation engines in our dotcom. The on boarding within hours. Now with what we used to take weeks with our business customers in our premier portal, Wei are looking at every opportunity everything from the introduction of bots and our p a all the way through machine learning. Aye aye and true digital transformation. We are walking that talk. >> Really? You're going hard after our p A. That's what Do Yu result. We've >> actually been doing arpa for many, many years and for you know, especially when you have a complex system complex ecosystem As you're rewriting and developing either re platform, every factoring or cloud native, you still got to get work done. So I'll give you a great example. You know, in a online world of today, it's amazing to know that we still get millions of orders by email and facts. And instead of outsourcing that and having humans retyped the order, we just have robotics, read it automatically translated. And >> so the narrative in the media you hear a lot of coordination is going to kill jobs. But I've talked to several our customers and they've all said the opposite. We love this because it's replacing mundane tasks it allows us to do other things. What's your experience you are >> spot on? I'm a technology optimist, and I believe that a machine learning robotics will do the task that humans are either not good at or don't want to do or don't like to do and allow humans to be more human. Creative thinking, creative problem solving, human empathy, human compassion. That's what humans are good at. And we need more people focused on those things and not row test. >> One of the things that Michael Dell on key themes in The Kino Day one and Day two in some day. Three lot of societal impacts of I Love That's kind of touchy feely. But the reality is of Reese killing people. The skills gap is still a huge thing. Culture in the Enterprise is moving to a cloud operation was his favors your strategy of end to end consistent operational excellence as well as you know, data driven, you know, value of the AP player. Great straight, but we've been seeing in the queue with same thing for years. Horizontally, scaleable, vertically specialized in all industries. Yeah, with data center so good. Good strategy, gaps in culture and skills are coming up How are you guys doing services? You mean you've got a lot of people on them on the streets? A lot of people that need to learn more about a I dashboards taking the automation, flipping a new opportunity to create a value for people in the workplace. We >> have this conversation continuously inside of our teams and inside of our company. Look, we have a responsibility to make sure that we bring everybody along this journey. It starts by painting the vision being that technology optimist. Technology is a force for good on how do we apply the technology and the digitization and, you know, creating our digital future, bringing our team members along. So setting that vision, it is about culture behavior. Set the tone from the top. But we also have a responsibility and retraining and re skilling and bringing you know, team members. New opportunities, new ways to learn our education services team, for example. You see it here, the certifications, the accreditations. We do the hands on labs that we do. It's all about allowing opportunities for people to up skill, learn new skills, learn new opportunities that are available, and customers need this higher value. Helping support? What >> about the transformation that's been impacting the workflow on work streams of your services group with customers as they are? Maybe not as far ahead as you guys are on the transformation. Maybe they're They're cloud native in one area kind of legacy in the other. How was the impact of delivering services? One. Constructing them services, formulating the right products and service mix to delivering the value. How is technology change that you mentioned Rp? What if some of the highlights in your mind >> Well, it's It's a journey and you know it. Mileage varies here, right? Depends on what you're trying to accomplish, but we never do wrong by focusing on what's right for the customers. So what our customers looking for? What are their business outcomes they're looking for? Uh, here's a great example in the unified workspace. You know, we've been doing PC has a service for a while even before PC has a service. We're delivering outcomes, delivering Peces, doing some factory into get gration Cem image management, lifecycle management deployment services. But now what we've done is really taken not just the end and view, but we packaged it and integrated it into a single solution offering across the life cycles. So now, once we understand the the customer and users personas weaken factory, image the configuration, ship it to the team members deaths not just to a doctor the place but right to the team members desk have auto deployment auto support telemetry back and manage that life cycle, we package that up now. End to end this a new capability that customers are really looking for >> before I know. Do you have a question? I want to get your reaction to a quote I'm reading from an analyst. Bigtime firm New Solutions launched at Del. World Show that worked to align seven businesses for the last eighteen months is starting to pay off. We just talked about that. Cross Family Solutions minimizes time on configurations and maintenance, which opens up incremental, total addressable market and reduces complexity. Michael Dell yesterday said that there's a huge swath of market opportunity revenue wise in kind of these white space gap areas that were servicing, whether its image on PCs and you kind of mentioned peces of service analysts. E this is tam expansion, your common reaction. >> I couldn't say it better myself and look. The to integrate solutions we announced this week is a great example of that of the seams. It's workspace won its security from SecureWorks. It's the you know, del Endpoint management capabilities. It's the PC hardware itself. It's the services life cycle from Pro support Pro Deploy Pro Manage, all integrated in the end and easily Mohr consumable were even Do any are consulting business with our new pro consult advisory offer offer. But look at the Del Technologies Cloud del Technology infrastructure. With VM wear we'LL be adding PC after as a service. On top of that, this is exactly what customers >> So what's your marching orders to the team? Take that hill. Is it a new hills? The same hill? What's the marching orders down to the >> teaching orders is Get out and visit customers every single day. Make sure we understand how our technology and services are being utilized, consumed and impacted. And where do we add more value over time? >> So I wantto askyou for from a customer standpoint, we were talking about digital transformation earlier, and, you know the customer's always right is the bromide. You guys are very customer focused However, when it comes to digital, a lot of customers is somewhat complacent about obviously technology companies like yours embrace digital transformation. But I hear from a lot of companies. Well, we're doing really well. You know, I'm gonna be long gone, but before this really disrupts my industry, it's somewhat of a concern. Now, do you see that? And and how do you I mean, I think one of the reasons just so successful in your careers you take on hard problems and you don't freak out about it. You just have a nice even keel. What do you do when Because you reached you encounter that complex, Eddie, do you coach them through it? You just say okay. Customer's always right. But there's a concern that they'LL get disrupted in there. Your customer, they're spending money with you today. So how do you get through breakthrough? That complacence >> adds a great question and you know, one of the other marching orders I give tow my team is that things were going so well is time to change. And so this is what we have to take to our customers as well. And, uh, look, way have to be respectful about it. But we also have to be true telling, and so we will meet with our customers, hear them out and where they're doing well, well pointed up. But where they're not or where we've got different examples, we'LL just lead by example our own internal example, other customer examples in a very respectful way, but in a very direct way, especially at the senior levels where that's what they need to hear sometimes. >> So you have a question, because I got I wantto sort of switch topics like >> one of us falls on the one problem statement I heard it was really announces a problem statement, but it was a theme throughout all the breakout sessions in the keynotes, and you guys are aware of it. So it's not a surprise to the Del senior people. You guys recognize that as things are going well on the acquisition and the integration tell technologies there's still a focus on still working better with customers taking away the friction of doing business with del technologies. It's a hard problem statement. You guys are working the problem. What's your view on that? Because we hear that from your customers and partners we'd love work with. Kelly's going to get easier. We >> still have more work to do. Actually, Karen Contos and I are partnered up our chief customer officer on easy doing business and look it it. We are a complex company. We have a lot of different business units. Technologies brands were working toe, bring them together, and Mohr integrate solutions like we saw this week. But we still can be complex, sometimes in front of our customers, and we're working on that. It's a balance because on the one hand, customers want Maura line coordinated, sometimes single hand to shake. We get that. But the balance is they also want access to the right subject matter experts at the right time. And we don't want Teo inhibit that either. Either way, so whether it's with our customers directly with our partners were on that journey, we will find the right balance here. We've got new commercial contract mechanisms in place now to unify our Cordelia, AMC as we're packaging Mohr VM were content more security content into the offer and be able to delivered is a package solution. In one quote one order one service dogs doing some great thing and in the back end of services connecting our service request systems are CR M systems, actually, even with VM wear and Cordelia emcee technicians co locating and support centers to solve the custom of customers problem in one call, not in three calls. We still have a ways to go, but we are making progress. >> So I wanted to switch gears a little bit, and you and I, Howard have known each other for decades, and you've never wanted to talk about yourself. You always wanna talk about the team, your customers, your company. But I wanted to talk about your career a little bit because John Ferrier did an interview with John Chambers, and it was an amazing interview. We talked about when he was, you know, Wang and one one twenty eight. There is no entitlement, and you've seen a lot of the waves. You started out your career, your electrical engineer back when, you know that was like *** physics assembly language. It was sort of the early days of computer science, awesome, and then you had a number of different roles. You as I mentioned there was digital, there was compact. It was h p and then you'LL Forget RadioShack Radio second. Alright, That's right, Theo PC days on. And then you joined the emcee in two thousand three, which which marked the next era. We were coming out of the dot com boom, and You and Joe Tucci and a number of other executives built, you know, and the amazing next chapter of AMC powerhouse. And then now you're building the next new chapter with Del. You've really seen a lot of major industry shift you see have been on the wave. I wonder if you could reflect on that. Reflect on your career a little bit for our audience. >> I'm just amazed and blessed to be where I am. I couldn't be more pleased. Sometimes I wonder how even got here. But when I do reflect back, it is my love of the technology. It's my love of what technology Khun do for businesses, for customers, for consumers and, frankly, my love of the customer interaction. This is, you know, from that first time in the Radio Shack retail store and you know, the parent coming in and learning about this new TRS eighty and I've heard about this and what does this really mean and being able to help that person understand the use of the technology? How Teo, you make it happen for them, it has always given me great satisfaction. And so, you know, from those early days and I've worked with a lot of great people that I just, you know, listen and learn from over the time. But, you know, when I mentor, you know, people coming up in their career, I always say, Look, you know, it's not at work. If you get up every morning, you love what you do, you see the impact that you make you'LL like the people you're working with. You're making a little money and having some fun on DH. Those things have always been true for me. I have been so lucky and so blessed in life to be able to have that be the case >> and your operational to you understand, make operations work, solve problems, Day pointed out. It's been great for my first basic program I wrote was on a TRS eighty in high school. So thank you for getting those out here and then I've actually bought a Tandy, not an IBM with a ten Meg Hard drive. I bought my motive. Peces Unlimited. Some small company that was selling modems at the time. Michael, remember those date Howard? Great to have you on The key was the Distinguished Cube alumni. Great career and always we got We got it all documented. We have all the history. There you go, calling the shots. Howard Elias calling the future, predicting it and executing it Living is living the dream here in the Cube More keep coverage here, del technology world after >> this short break

>> live from Las Vegas. It's the queue covering Del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Del Technologies, World twenty nineteen here in Las Vegas. I'm Stew Minutemen with my co host, Dave Volonte, talking multi cloud talking about Del Technologies and all the pieces of the environment. And we're gonna drill in some to some of the storage environment. Happy to welcome back to the program. Ah, Sudhir Vossen, Who's the senior vice president and CEO of the storage division of Delhi? Emcee, Sit here. Thanks so much for joining us. >> Thanks. Thanks for having me, Stew. >> All right, So, as I said, day one lot of the vision Digital transformation multi cloud with such an Adele up on stage. Got a little bit about today. Got back into the products, everything, you know, such a broad portfolio, everything from the latter tattooed, you know, business devices through Of course, many updates on the storage world Been digging in with the number your team gives little flavor as Teo, You know what you've been working on? You know, I know. As a CEO, you can't have a favorite family but in the family. But some of the things you and the team were really proud of to unveil >> Absolutely thanks. It's been a big day as well, and I would say a big year for us. So we, uh, we've shown incredible growth in our business in the last four quarters, taking share every four for every one of those four quarters. Just a phenomenal year. A lot of that has to do with just the strength of the portfolio. Have been investing a lot in innovation in the portfolio. So, uh, I think the biggest one today that I'm really proud of is the unity launch. Think it's, uh, it's a long time coming. We've been working on it for quite a while. The the amount of performance that is going to deliver while also delivering incredible storage efficiency data reduction. That's a huge, a huge boost. But what way haven't spent a whole lot of time talking about from a technology point of view as a Ziggy. What's cool about unity? X TV that you may not have heard a lot about is that it actually is using machine >> learning inside. So last year we lost the power Max that had machine learning inside for making all these real time decisions were taking that across the family and unity >> x t uses. Was she learning in order to actually do deliver that data reduction that we just talked about? The five to one data reduction. And what's why that school is Because, you know, we've had products that do data reduction with brute force where they use a lot of memory. You can't do that in a mid range part because that kicks you out of the cost profile. So we use machine learning, tio take advantage of a little amount of memory, but they still not compromise on the data reduction. >> Yeah, actually, I had to cover they should day talking about power, Max. We made a big deal about what was happening internally as well as what does that mean for the customers and the decisions that they don't have to make you know, in our industry, we've talked about intelligence and, you know, automation in storage for decades. So yeah, and then the mid range. What does that mean? What? What will be different from customers for as they roll out thie X t product line. So >> I think it's simplicity. It's just he's a fuse. We talk about zero touch in this case, this this fewer knobs and dials. You actually don't have to do a lot of tuning at all out of the box. It'LL will serve the majority of the use cases and the requirements. You still have the option if you want to go in. If you're sort of the black, no type and you want to do, uh, customize it to your own needs. You could do that. But that sort of this journey we're on is way. Call this the autonomous or self driving story, so a lot of people are talking about it. We're actually doing it across the portfolio, and it's actually coupled with two parts are coupled with another part. There's intelligence in Unity, Eckstine and Power Max. But there's also intelligence and cloud I. Q, which is our global Blake brain in the Cloud way, saw that on stage today as well, where it's doing long term analytics deeper, learning across longer time rises to help you manage the system without really much effort. >> So couple follow ups, if I may, on the on the data reduction front. Sounds like that's a new innovation. You guys develop come from scratch. Yeah. Um, you bringing it across the portfolio, or is it sort of obviously unity extra? Today it is. The technology apply to other potentially >> absolutely does. And in fact, that's Ah, that's something we're doing across the board from last year to this year. You you've seen with become one storage team, and there's a lot of technology views going on now inside the inside the portfolio. Things that we're doing in unstructured, for example, are we're looking at applying it into other parts of the portfolio. Data reduction is obviously one of the key ones. It's it's the first example that people think off, so we're definitely looking at that. But I'LL also say is from a technology point of view, we're changing the way software is built. We're not building it as monolithic within micro code anymore. It's containerized assets that we can embed in different products >> and then, in terms of the autonomous storage piece, you know, go roll back five, ten years ago, cheering, you know you had and you had a lot of knobs to turn and and that was always featured as an advantage because people wanted to play with it. What you're talking about today is a Zen environment that's much more complex and talk about Maur. What autonomous storages is it? Hands off on great >> questions. So we have this, this internal Carter almost of most. Joke, we call it. You know, we're talking my self driving cars. Surely we can build a self driving storage >> system. Why now, Right? It's it's It's kind of a shame that we're not doing that, but I would say it's four steps just like you have four levels of autonomy and self driving cars. If you follow that level five, I think, is the is the ultimate polio zero fully autonomous way. We'LL never get there, but similarly in storage, I break it up into four parts. One is it's got to be application aware you're not dealing with lungs and file systems and raid groups anymore you're dealing with. This is my application. That's how the human or the user interacts with it. That's easy. Relatively easy. Second element >> really took fifty years. Okay, good >> second, second element is is sort of self awareness are actually actually before. That is policy based. So if you're driving a car, you're not telling the car which which route you want to take. You want to say, I want to take the fastest route or I want to take the scenic route. That's it. And the car needs to figure out what that is. So that's policy based. I want to optimize for Leighton. See performance level. Third element is self awareness, which is story. System needs to know where it's operating in its comfort zone is that close to the edge is going to drive off the cliff. Is it gonna exit the lane to use the car analogies, right? He's You know how far away it is from the car ahead. That's also that's the stuff that we're now releasing with Bara Max and what we're doing. Immunity. That's where we using learning to figure out how close to the operating edge system itself. It's once you have that, then you can start optimizing self healing. >> That's a level four, and that self awareness. So you've got you've got decades of data. Were you able to leverage that data? Or is that is that not a cz much you. So you have >> absolutely the case. Okay, that's that's the key differentiator. Actually, thanks for bringing it up because there's a lot of washing going on. Right is everybody says that about you, but the eyes, one thing you can't just deliver develop over way have used all of the decades of dial home data we've been working on with she learning technologies for the last five years. I would say, at least so were those models are being trained with the dial home data and cloud, like you is doing that on a daily basis. Now, >> why now in two thousand nineteen? Severe is that we at the point where this has become reality is a compute power. Is that the amount of data? Just better algorithms. It's Do you >> think you nailed it? Those two things, it's It's first and foremost compute power. But also I think, uh, algorithms they they're they're much more sophisticated now. And they were well understood what algorithms to use for what types of problems. I think there was initial thirty years ago. There was like, uber intelligence. That was a very ambitious goal, I would say, even today, that's not reality. while we're succeeding is we're applying it to very focused problems, just like in the rest of the industry. Were playing through focus problems that we can't solve and then broadening our effort >> had to be clear. This is this is meta data. It's not customer data utilizing obviously across the portfolio. >> No way. We're looking at things like how much CPU it's using. How much memories? Using what? How's the Leighton Sea varying over time, how far it is away, this from its service level. Things like >> you're still just another advantage of being old. Yeah, so you talked >> about that's metadata. But what one of things we talk about is when you talk about digital transformation, it's customers become data driven, right? So wave covered this year, this the tenth year we've been at this show. In the early days it was storage and oh, my gosh, my growth of data and I can't take care of it. Big data was the bit flip of turned that from a challenge to I should be able to turn that into an opportunity city. And the next wave of a I is I should be able to monetize that run my business and the data is one of the most valuable things we have bring us inside. You know how that shift in thinking in data is impacting storage architectures and how you work with customers. >> That's awesome. Great questions. O Data Capital is the big thing around. You've heard that today as well. Wear definitely sort of growing. Going beyond thinking of ourselves as a storage division to a data division. And I'm locking the data capital. I'd say there's several elements wonders building the best storage fore fore data applications, especially I and M L. So I think our unstructured products clearly are leading the charge of this. We've got the machine learning solution with Isil on. It's a perfect fit for that kind of application that's here and now already using a GPU Technologies in conjunction with our scale, our architectures critical. But going beyond we're looking at doesn't make sense for some of these data crunching applications to be closer to the storage layer, you know, thinking meet similar to what hyper converse is done for general computer. Is that a thing that would that would really unlock the data capital? We think that's a lot of potentials. So >> and I'm glad you brought that up because you know, when the storage geeks, you know, talk about envy me, envy me over fabric and storage class memory. Explain how that fits into what you were talking about, and not just the next, you know, major wave of, you know, a tool inside the infrastructure >> train. So I think so. Storage. Envy me. Envy me over fabric was part one off a two part story, as is your You know that that allowed us to get that super Lolita C high speed connection from application to storage with the data. But the data devices themselves were still very flash is great prepared TV, but they're talking single microsecond type of sub microsecond applications that need that kind of leniency. And that's where storage last memory comes in. Right? So we're finally getting to that point where the storage devices are in operating in that ten microsecond range, which will start to really get us to back if we can get those things go located close by unlocks a lot of things. And the beauty of envy me over fabric is that it can give you the sense of being closed by without actually physically being close by. So you could still be disaggregated, and that opens up a whole lot of architectural options >> can fall. Question on storage class memory The skeptics would say. It's just way too expensive and you're not going to get the volume of flash that you get with these. Uh, what do you What do you think? >> That's what they said about Flash dude in there, >> last one in tow. Consumer devices, not you're on this scale. Bring the price down. >> Maybe maybe before iPhones. They said that, but iPhone was the catalyst. Eyes. They're a consumer analog for storage, club consumer >> and long. I think that's fair, but I think there will be volume to drive it down. However, I will say it's a fair point. I think that with actual magic lies and combining superfast, perhaps expensive storage last memory with cheaper flash storage, and so you almost have a hybrid solution again. So the old hybrid becomes you hybrids back in such >> fashion, even with solid state, >> the storage pyramid lives Exactly way. >> Think that's going to be the killer combination? >> All right, so sit here. Can't let you go without. Give us a little bit of a look, for we talked about where we are. Talk about some of the journeys that were there. So it's our tenth year here at the show. Come back for your eleven, you know, How do you foresee the industry maturing and moving forward? >> I think for your eleven, the big things we're going to see is Cloud Two things I would say one is CL Cloud and the other is software to find. I think those are the two that are going to be big news next year. >> We're seeing some sneak previews of that this year with the cloud announcements we made you'LL see a lot more of that next year from from the storage side, both in be part of the Delta Clock Technologies Cloud Platform but also cloud enabling our storage arrays across all the all public clouds. And then the second part is software defined. I think that's really the next way. So, as I said, we are a long journey internally. We've already been on it where were transforming our internal storage assets to be more software centric, and you'LL start to see some of that All right, well, >> sit here. Really appreciate you helping us geek out on, dig into, You know, a lot of the pieces here at Del Technology World twenty nineteen. Thank you. Alright. For David Dante, I'm stew minimum, and this is the end of two days of water wall coverage. We're coming back for one more. And as always, check out the cute dot net for all the videos. Silicon angle dot com For all the articles. Wiki bond dot com For all of the in depth analysis Hit up, Dave myself, John furry in the whole team were available on social media channels and, as always, thank you for watching the cue.

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas, Lisa Martin with Stew Minimum and we are on Day one of the Cubes coverage of Del Technology World twenty nineteen. We've got two sets, lots of great guests, lots of great conversations. Already. We're pleased to welcome to the Cube for the first time that Mike, a pigeon senior director of education services at Del Technologies like Welcome to the Cube. >> Thank you. Thanks for having me >> our pleasure. So here we are talking about digital transformation. We've been talking about it for a long time. I loved how last year's Del Technologies world was. Make it, really it being digital transformation, it t workforce transformation, security. This year, it's about real transformation. We talked a lot about the technology's what are some of the other things, though the companies need to be thinking about as enablers of this transformation >> your great, great question and obviously the technology is a huge part of it, right? But of course, myself being from Del Technology education services, a big focus on the people So that is what we see as an additional critical focus. Because at the end of the day, digital transformation is is big. It's really big, and technology alone isn't going to suffice, right? It's not going to be just that. So focus on the people and, you know, we hear a time and again from our customers from from research in the market that, you know, one of the top three, actually, barriers from customers and organizations driving adoption and success in digital information comes down to having the right skill sets in place. >> So, Mike, I'm God we have you on. We just had your chief customer officer, Karen Kito song, and she was talking a little bit about the skills gap. So we know how many customers, how many people we're going to need to have and, you know, half of the half of the programs we're gonna need it's going to need going to require retraining of, you know, my workforce there. So we talked for years with you know, what used to be emcee ends now, Del Education services, you know, from storage certifications to convert certifications to cloud certification. So you know what was the latest in Great is what is the I kind of go to skill set that people need And, you know, the ones that you know people are calling up saying, Oh my gosh, if I could learn this, you know, it's going to really, you know, catapult my career. >> Yes. So the Del Technologies now del Technologies proven professional program's been in place for years. A lot of ah, uh, industry recognized certifications to your point. A lot focus on storage, data protection, product related. And over the past twelve months to eighteen months, we've actually in a lot of expansion beyond that, into Mohr areas of transformation and those areas where we have expanded beyond just products have been tied back right to that skills gap that we're seeing in customers and what they're challenged with as they drive a digital transformation. So some examples being more of a focused on converged infrastructure hybrid cloud way, have some associate level certifications we recently brought to market there, uh, multi cloud. That's a big focus for us. Obviously, some of the discussion announcements this morning focus around multi cloud, and they talked about cloud chaos. Right, So we have some expert level certification in place focussed on that way. We also have a focus around security and specifically designing infrastructure with that security first mindset. And then finally the other most recent transformational type of certifications, that master level. So think of it a career pinnacle levels certification that's focused on, uh, transformational architecture. >> Yeah, Mike, just a follow up on that one. One of the things I hear in Multi Cloud is there certain technologies that might allow us to move. But one of the biggest challenges is skill set. Because if I learned and I understand how to configure it and how to manage it and how to do it here and if I move somewhere else even if seventy percent the same Oh, my gosh, that's not awesome. Can you just wonder if you could step back and give you know what you see out there? And you know what works today and where do we need to go? Is an industry as a whole try to help users toe live in this multi cloud world that were already in but struggling with? >> Yeah. I mean, there's a ton of proficiency in in the silos, right? Indian managing specific infrastructure server storage network now also around converge infrastructure as well as cloud deployments. But to your point in a multi cloud environment, there are different provider's, both private and public different technologies, and it gets it can get complex fairly quick, right? So having the skill sets to kind of take a step back and look at that holistically and understand about workload placements, you know there's there's knowledge and skill sets that required to make some of those determinations. We obviously have a lot of services capabilities that help provide that. But there's a level of obviously proficiency that our customers want in need in house as well. So a lot of it is building that knowledge and understanding. The decision points in the criteria for the different providers, as well as work, replacement and a movement across that multi cloud environment. It's very different than skill sets in the past. >> Sorry about that. Very excited I'm curious about if we talk about talent and retention with respect to some of the guys and gals who been around for a while. Michael mentioned on stage this morning that later this week is Dell's thirty fifth anniversary in business. And as we look at, you know, all the technology transformations and multi cloud world that we live in. This two mentioned What are some of the benefits for? I don't want to say, you know, older population But, say the veterans of technology White What are some of the things that Del Technologies, Education Services will deliver to say that more seasoned individual to stay relevant and be able to adapt as quickly as technology so that they're competitive for jobs themselves? >> Great, great question. And I mean, it's it's the pace of change is so fast, and it's impacting everyone, everyone from from recent college graduates, right, getting right into the field that that were in in technology as well as your point seasoned veterans who've been around for a while. And that's where a lot of the difficult transformation is taking place. Right, because it's it's the rolls of the past, and today the skill sets of dead like those rules and skills that have gotten us two today are are very different than what's needed to get us to tomorrow, and and that's where a lot of our technical training our curriculum as well as our industry certifications come into play in helping build that knowledge required and the skills on the certifications to validate those capabilities for the next generation workforce. So it's it's really for the right out of school and may be new to the field as well as evolving throughout their career. >> All right, so, like we, we know that your team's doing things throughout the year talking to your customers. But you got fifteen thousand people here at Delta Tech World. I've seen the hands on labs. I know there's always certification. So give us from your team. You know, some of the big focus, some of the activities and some of the take away if you want people to have from >> your one big thing I would give a plug for is our proven professional center. So right downstairs here in Casanova five o one, we have fifty seven certifications available, and we have hundreds and hundreds of customers and partners that will be taking certification exams and and achieving certifications this week. All right, we have ah promotional offer. So every attempt attempt at first attempt at every exam is free just for this week. So encourage everyone who is here to check it out. In addition, Teo to taking those certifications in preparation for that we have we have twenty nine different preparation sessions that we're running so right downstairs two rooms next door where we're rotating through on topics that are specific to our latest and greatest product lines. Power Left Power Max Power Edge A Max In addition to that cloud, focus data Science certification Prep sessions multi cloud expert. There's, Ah, whole array of prep sessions that air helping our customers and partners prepare for taking those certifications. >> Aye aye, machine learning. >> There is some some intersections with that as well. Certainly is part of a data science curriculum and certification exams >> and where our customers, in terms of discussing with you, say, maybe at last year's Del Technologies world like these are some of the certifications in the trainings that we really need. Talk about that sort of bidirectional symbiosis where customers are. I'm assuming helping you didn't teams identify, developed and then deliver this spot on trainings? >> Yeah, yeah, that's a great question to Eric. See, every year here at Del Technologies world, we have a customer advisory council and Actually, the last two years came out loud and clear. Last year was more of a focus and some of the areas that the challenge was from a transformation perspective. Security came into play in a big way. Different aspects of cloud and multi cloud enterprise architecture. Er, um a lot of our focus related Teo pivotal and some of the offerings, their application development. So all of that feedback and discussion that we have in customers actually feeds into our prioritization and road mapping, and it has a big impact on the on the technical training and the certifications that we bring to market. So we're going to be with our customers throughout today, also tomorrow. And there will be additional input to where we where we go in the future. >> All right, Mike, what are their feedback? Are you hearing from customers? You know, we hear in the key note some of these, you know, broad topics, and you talk about, you know, a I and I ot and ej computing. And how much does that funnel back? And are they looking for help on that? Now are you know, how do they start getting themselves ready for some of these massive waves that are coming, >> Yeah, that's definitely part of the themes that we hear and then and the feedback that we get from customers and what's really relevant to them and that ties into their skills transformation as well. As you said, I o t a m l data engineer. That's, ah, more recent role that we're focusing on on and you'LL see Ah bunch coming out from Del Technologies at services on that in the not too distant future. So a lot of that those themes are we hear the exact same same customer base, and those are areas that where we're addressing in in our road map and as we bring new technical training offerings to market. >> So listening to your customers is kiss as to mention we're talking to Karen can just a little bit earlier that that's essential pretty much for any role. But you're listening. You're taking that into account you're designing and delivering for that long A benefits. We can talk about it for the individuals going to the training right in terms of ups, killing and job retention. But from from your customer's perspective, you have a favorite example of a customer who's really been able to transform their company because they've made this investment and ensuring that their talent has the latest and greatest education. >> Yeah, yeah, actually, you know what we've seen? We've done a bunch of research, and Mark, what we see time and again is did a really, really strong correlation between those organizations that are focusing on and investing in their people and the skills development, correlation between that and the progress and success that they're having with with their transformation initiatives. Right. And one area that that where we've been engaged in a lot deeper with customers as of just recent and beginning to do a lot more of is we call it an organizational learning program. So way obviously offer technical training and certifications. But this is more of a, uh, consultative engagement with our customers more thie, organizational level and very consultative and way work closely with them to understand their digital strategy, their plans, and is part of that drive a very prescriptive assessments of what's going on in their violent from a people and skills perspective. So really understanding their current state and where they want to go where they need to be. And based upon the findings of that assessment, we work closely with them to develop a defined, documented strategy and plan. In this case, it's a learning plan. It's a continuous learning plan for that organization over a Siri's of quarters to to work against and drive and really capture gain those skills and knowledge that's required to help move him forward. >> Yeah, Mike, I love that. Reminds me of the joke in your space is what if we give them new skills and they leave? And of course, the alternative is What if we don't give them new skills and they stay back? So I want the last thing I wanted to ask is talk a little bit about internal. There's a lot of change going on. You've been, you know, from the sea to the Del for quite a few years. We'LL se How money Just to protect the innocent. But you know, one of things. I mean, I spent ten years in the emcee and the Internet. The training was something that helped me a lot in my career. Talk a little bit about you know what? What's changing? How you help the internal teams in all the from groups stay up on the latest and greatest areas. >> Absolutely so in at education services. To your point, we support our employees. Technol employees around the globe are partners and customers. So huge focus on on enabling those employees. And if you think about it, right, they are there, the front lines, they're the folks that are with our customers. And they need to be as up to speed, if not more up to speed in these thes areas of technology. So we have, ah, massive undertaking to enable our services audiences pre sale systems Engineers are car consultants around the globe to ensure that they are up to speed and quite knowledgeable on the latest and greatest technologies. And really, how those come tto life within our customer environments. >> Sounds like maybe education services is is a catalyst for this internal cultural transformation that we're seeing from Del Technologies. >> Absolutely is. It's his transformation everywhere. It's internal, its external and at the end of the day, kind of back to where we started, right? If it comes down to the people, it's are our customers and and us as a company, our most important asset. And at the end of the day, you know the people need the right skills and to to be successful in to go digital. >> Great stuff. Mike, Thank you so much for joining student me on the cue, the stuff for noon and sharing all that you're doing to help transform del education services for your internal folks. Your customers like we appreciate your time. >> Thanks for having me. >> Our pleasure. First time in a man. I'm Lisa Martin. You're watching us live from Las Vegas. Day one of the cubes. Coverage of Del technology World twenty nineteen. Thanks for watching.

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with too many man, You're watching The Cube Life from Del Technology. World twenty nineteen were here with about fifteen thousand other people, about four thousand Del Technologies Partners. But how? And now for the first time, we're pleased to welcome the CEO of Virtus Dream. Rory Reid Worry. It's great to have you joining student me on the Cube today. >> It is Lisa. It's a pleasure and riel honor to be on the show today. >> So this morning's Kino we were talking before we went live starts with lots of energy news announcements, partnerships, collaboration, walking, you. You're in industry veteran, which will dig into, I'm sure during the segment. >> Thirty five years. >> Thirty five years. That's >> amazing. Thirty five years is how old tells going tto be tthe when the next week. >> Thirty five years. >> That's a magic number. Congratulations. Thank you Virtus Dream. Talk to us about the integration you lead those efforts. Massive acquisition. What's going on now? What's exciting? You >> Well, I think it's kind of amazing what happened in the integration. This is the largest Tak integration in the world. Sixty seven billion dollars. Shortly after Del goes private, they're going to acquire Delhi, M. C, I, E, M, C and V M, where the huge undertaking thousands of people work on it less than ten months from the time it was announced. October of fifteen. It goes live on September seven sixteen. That's amazing, and our customers reacted and are partners in a just a kn amazing way. It's almost like it didn't happen. You know, I'm biased. I think it went really well. But look at the numbers. Look at the reaction in the marketplace. The growth, the synergy, the revenue, the kinds of impact. And then you see today at Del Adele Technology World. Michael does a keynote. He talked about the impact. Karen comes up and talks about giving back and the work that we're doing around Pathetic and printing three D and artificial intelligence based your limbs. I If you're not fired up about that, you can't get energized. And then you top that off with just a GN amazing discussion about the partnership between VM wear and Del Technologies on the Del Cloud And then the work that we're doing with Microsoft and Satya comes on stage with Michael and >> Pie. I >> mean, this is a power pack woman, and we put this company just three years ago together and look at the kind of impact its house in the industry. Amazing, just amazing. >> So worry. Yeah, I think Jeff Clarke said it well this morning. He said, If you're into technology and can't get excited by what's going on, you know, May maybe you're you know, it's kind of you know, my words. Maybe you're not in the right space. You've got a few of the interesting pieces of the Del Technologies family they talk about. You know, the massive acquisition of DMC with V M. Where Purchase dream Not such a small acquisition itself. Over a billion dollars, one point two billion dollars to billion dollars. And, you know, I remember back Bhumi wasn't out that long ago either, for you know, it was less than a billion dollars, but it was a >> ***. *** is an amazing set of technology. I know you're going tohave Chris McNab on later today. Chris and I have worked on what he called the gloomy acceleration plan the last two years. Way with that team have put in a strategy around taking advantage of just an amazing set of technology. Boo Mi's cloud integration software, I believe, is the absolute best on the planet and the work that we've done. We've doubled that business in the last eighteen months. We've added probably a billion dollars of market valuation they've reached. They add thousands of customers every quarter to that portfolio, the reach and touch and how that's going to drive the way data and applications talk in the cloud era. It's just at the beginning of the impact there. And then you look at a company like Virtus Dream. It's the leader in mission Critical application Work loads on the cloud. This is a company born on the cloud. It's based on the cloud nine years ago. It's the one hand to shake. Customers choose us with their most important applications and data because they need to know that it's gonna work and that we have the experience to Planet Tau migrated, optimize it and bring it to the cloud to cloud of fire and that were the single hand to shake. What's different about us is we have an eye *** way had the infrastructure as a service. We have a software stack with extreme software. Take time. I get fired up about Bloomie's technology Virtus Stream Extreme software. Amazing. And then on top of that, you layer on a white glove said of application and professional services. Very cool. But what was the coolest? Where some of the announcements today and how we're playing with its all of'Em went bare VM were based on, uh, Virtus Dream. And when they announced the partnership with Azure and the idea of V M wear work, clothes on Azure that's actually running will be running and running on. And we've been working with Microsoft and IBM where a virtuous string and it's and then and then you know >> when you say it's running on Virtue Stream, Is it your data centers? Is it part of the soft? Oh no, The >> data, the data centers air all Adger. It's using our software and our technology team have built that said, a technology that we've been in partnership for months with Microsoft and IBM, where to create this offering as one of the Cloud Service partners foundational. It's pretty foundation and you know it. But at the end of a think about del technology is one in the ingredient brand. Sure, that's foundational. This is a company built for the next ten years. Del Technologies. And the impact it's gonna have in the industry is just beginning. Where is it going to go? You saw it this morning in the Kino. Michael has some big, big ideas, >> so worry. A lot of times we look at things in the industry and people is like, Oh, it's binary. It's public cloud or Private Cloud. I've worked with a lot of service providers, and when you look at the world multi cloud, it's really more of an end in putting. That is together. Many of the service providers that air You know where I am seeing her del partners before you know, three or four years ago Oh my gosh, A ws and Microsoft. Well, okay. A partner a little like us off, But Amazons, the enemy. And today it's well, I have our stuff and I'm partnering and I probably have connections between them. Help us. Paint is toe where virtue stream fits into this. You know this spectrum today? >> Your stew. You're on the right point about multi cloud. We just did a press release today at a virtuous stream where we partnered with Forrester. We do, ah, whole industry study on the cloud and the future of the cloud multi cloud ninety seven percent of customers. We spoke to that force or spoke to have a multi cloud strategy for their mission. Critical applications at eighty nine percent of them plan to increase their spend on multi cloud mission critical activities. How we play in that space is that we're the trusted player we've done over eighteen hundred ASAP migration. Where an epic health care leader go talk to Novaya. They asked them how it's gone on Virtus Dreams Cloud amazing set of mission critical capability. But what we're taking is there's this infrastructure is a service in the software stack on the services that software stack is extreme. What we want to do is enable that software stack to manage data and applications in a private environment, a public environment on Prem, and it's all based on the M where so it ties directly into Jeff and Pat's announcement This morning, where they talked about Veum, where being a platform and how they're going to create the Del Cloud on that platform. Virtus Dream is one of the destinations for mission critical workload, but because it's based on VM, where technology it seamlessly begins to integrate across that and allows us to manage data and applications linking our extreme software with the BM, where capabilities that allowed that data and the AP eyes to exchange data and flow freely in a multi cloud world, ninety seven percent of the customers and the forest to research we just released are going to go multi cloud for mission critical, not just based. This's for their most critical applications data >> so future your energy is outstanding in your enthusiasm for this. What are some of the early reactions that customers air having to some of this exciting, groundbreaking news that's coming out today? What do your expectations? >> Well, you know, I spent time with customers, uh, every week and we talk about it, but I've actually talked to customers this day today about it. They found the energy, the passion that the technology that was introduced this morning was sort of game changing because to Stu's point, they are going in a multi cloud era and they know it's going to be multi cloud. And there's going to be on Prem public private. It's gonna link altogether. They need the technology trusted advisors that can work with them, not with a single answer. That only fits one way. Adele Technologies. You want to run on Prem? We have those capabilities you want to run on public count. We have those technologies you want to run in a hybrid kind of solution or a private cloud. We're going to create the ability with these announcements today, tow link it together and create the ability to do it seamlessly, efficiently, productively, cost effectively that allows Our customers too dramatically transformed their business to take them on that digital transformation to disrupt their industries and win. Because when our customers win, we win. That's what we do. Adelle Technologies, we and able our customers to win, and it's all about the customers every single day. You talked about the integration when Michael said every day when we were doing the integration, he said on every decision. When we were building the company, we basically built a new company level by level, he said. The guiding principle that every decision is customer in How does this matter of the customer? How does it make a difference for the customer? And I think we live that everyday. There's fifty fifteen thousand of our closest friends here in Las Vegas there, pretty excited to be here. And why did they take that time? Because we're one of their trusted partners on their digital transformation journey. That's not a bad place to be. If you can't get excited about that, >> Yeah, I'm Rory in the wrong industry. It was amazing to me how fast that immigration work happened. We talked to Howard Elias a bunch along the journey. I'm glad we finally get to you, get you on the record for >> Howard's in the Be's and Guy. What an awesome partner. >> And so you know, one of them's dried. It's ten months is you know, if this thing had taken twenty four months, so much of the industry would have changed by the time from when you went into when you went out. So I guess How do you how do you look at kind of those massive waves versus you know where you need to be with products today in the market and where customers are because you know the danger. You say I want to listen to the customers. Well, you get the old saying if you ask customers they wanted, you know Ah, faster buggy. You know how right you are so right, You make sure you're, you know, hitting that next wave and keeping up with it. I look at you know, all the pieces you have of the puzzle that is the family and in different places along the spectrum. >> Well, I think there's, you know, there's value in the diversity of thought, right, and we talk about on Workforce. But it's a business. The idea that Del technologies is this group of businesses and all these experiences coming together and the interactions with customers from the smallest mom and pop shops farms toe all the way to the most Jake Ganic industry. Transformational companies. You were exposed to a lot of things, and with the kind of forty, one hundred and forty thousand professionals working together and with Michael's vision and the El Tee's vision, there's an ability to see that future, and he is always looking at the future. It's interesting. I worked for a lot of interesting people, but you know, Michael's ability to Teo understand data and of you, he said. It's about having a big year, right? Your ears be twice the size of your mouth. I mean, you gotta listen. And I seriously think he must have a tree of Keebler elves creating data and information. I've never seen so much someone with more data and information. And he he listens. He values the input. He's quick to make a decision, but the team rot rallies around that idea. How can we find that future? And if we make a mistake, let's fix it fast. Let's learn really quick. Make that decision, learn quickly, adjust and capture the opportunity. And it's all about speed and what matters to the customer. I've seen it firsthand. I've been here four years. I spent twenty three years at IBM. I spent five years in Lenovo as their CEO and president. I was CEO and president of Advanced Micro Devices. It's amazing environment where you create a place where technological leaders come every day to solve the most difficult solutions with the founder of the company. That's one of the industry icons, and it's just an amazing privilege and honor to be part of it. And I think you feel that from every person you talk to, that's part of Del Technologies. I am being part of that. Integration was one of the most proudest experiences of my life, and you know what we did way never ran it as an integration office. We kept the decisions with the line with the business, and we had a rapid pays to get through it and decided, and we learned quickly and we adjusted as we went. It wasn't perfect, but it wass pretty close. It's pretty close and I'm bias. I got it. I buy just But it was good. It was good. It was really a great thing. And Howard, amazing guy. But it was because people believed in the vision and they all work together. And when people work together, you can grow, do amazing and great thing. >> You're right. It's all about the people >> it is >> or it's been such a pleasure. Having you on the cute this afternoon was to me. I wish we had more time because I know we can keep talking about it. You're gonna have to come back >> anytime. You like me. It was a pleasure. And thank you so much for taking time to speak to me when you talk to boo me this afternoon, make sure you get into that technology's world. Vast cloud integration platform >> you got. All right, guys. Thank you. Thank you. First to Minuteman. I'm Lisa Martin. You're watching the Cube live from Day one of our double sat coverage of Del technology World twenty nineteen. Thanks for watching.