>> Narrator: Live from Washington D.C. It's theCUBE. Covering Boomi World '19. Brought to you by Boomi. >> Welcome to theCUBE. Lisa Martin with John Ferrier. We are in Washington D.C., at Boomi World '19. John and I have been here now for two days, and we're pleased welcome another CUBE alumni back to our program, Michael Morton, the CTO of Boomi, Michael J. Morton. >> Thank you! It's so great to be back with you guys. >> Great to see you. >> I love this. This is great. >> So we were geeking out the last day and a half, John and I were, with all of our guests and realized Booomi World 2018 was only 11 months ago. >> John: Yup. >> So here we are in D.C. Lots of news around fed rant marketplace certification. But in such a short period of time, Boomi has scaled to 9,000 plus customers in over 80 countries. Your partner ecosystem is now over 580. All in 11 months. And 11 months ago, one of the things that was very clear from all of the Boomi execs is we're going to redefine the i in iPaaS to be intelligence. Now here we are, fast track a few months later, we're going to be talking about, Boomi is talking about, redefining that i to be intelligent insights. Cool stuff. Talk to us about the insights. >> Okay, so let's talk about intelligence first. So everybody's intelligence happy of course, but we've been very disciplined of actually being articulate about what does intelligence mean, not just the label. So we have a history of intelligence being how can you facilitate customers building solutions on Boomi faster. That's our legacy. And so we'll always continue to add new features to the product, but we had an opportunity that we realized we kept in our back pocket for a little while, right? And that's around insights. So we knew that the way the world uses Boomi is to integrate data. They connect the things. They move data. But now we're kind of shifting a little bit and saying it defines what your business is doing, not what your data's doing. Right? So now comes insights, the first for any iPaaS to do, is now we can intelligently tell you what is your business doing. So now we had to make a decision. We can't just advertise it and say we do this, right? And hey, wave our hands. So we said we're going to pick a business challenge, not a very common one. Just kidding, of course. What's a business challenge that every business has? Data privacy. So we chose the insights to say we want to help customers address a business challenge of data privacy. It makes perfect sense. If Boomi is the traffic to running your business about moving data, what's data privacy? It's about getting your arms around the movement of your data. So it just was a perfect fit, for an integration platform as a service, to expose, in a much different way, where is the data about your business actually coming and going? >> Is it going to be part of the product, chargeable, free? How're you guys thinking about these insights? Is it going to be a module? Is it going to be a connector? How do you guys think about the insights piece of it from a consumption stand point, from a customer stand point. >> Okay, so I'll take it one step at a time. I will just be honest and say we have yet to decide is it a charge for feature? We're still evolving it, but consumption's a very important question, so today what we're doing is we have this capability working today. We talked about it on stage, very comfortable about speaking about it, because we're working with a set of customers that gave us real feedback about what's important and what's not important. The consumption's a very interesting question, because depending on the role, right? If you are a chief security officer, what do you want to see? Do you want to see PDFs? Do you want to see reports? Or do you want APIs to get the data to consume into something else? So, one of our to do's is consumption. How do you want to receive this information? So this is actually in the works. >> So, I can see policy and AI being helpful there. You mentioned privacy. I want to get to that in a second. But why not security? That's the number one problem, too. Data, privacy, and security. Is it just too elusive? Or is it too hard? >> Michael: To me, they go together. >> Okay, so explain. What's going on, how does security fit in to this? >> Yep. I mean, I think there's many aspects of security obviously. But I mean security from an access standpoint, all right? So I'll take the position of access. One of the reasons why customers buy Boomi today is they want to expose a certain amount of data to consumers, either from monetization or to an application or to a consumer or to a website, right? And so one type of security is how do you limit the data that you get access to? And so today I'll go back to intelligence or insights. >> (chuckling) Exactly, same. >> It is not out of the realm of possibility that we actually show you who's accessing the data. >> Yeah, I mean we've seen this moving around. That's when the thieves are also moving around, too, and the bad actors. That's a good observation opportunity. And that's kind of where this comes from, right? This whole ability to observe, observability. >> That's right. Observe access. I mean, impersonations is a very popular thing, you can impersonate people, but the whole ability to observe inbound requests, right? I mean, there's always traffic controls on API gateways and things like that, which we'll fully support. But security? I mean, it comes with access. >> I want to get your thoughts on a couple things while you're here. Observability remind me of this cloud 2.0 conversation we've been having on theCUBE. And we're kind of goofing on web 2.0, cloud 2.0. Cloud 1.0, Amazon storage, computes, scale up, everyone's born there, loves it, no problem, no issues, just grow and buy as you go. It's great stuff. At some point when you're an enterprise, it's not that easy. >> Michael: Right. >> So, from cloud 2.0, observability has really taken network management to a whole 'nother level. And it's a data problem. So people going public, SignalFx got acquired, it's a whole industry now. Automation is evolving out of the configuration management area. RPA has got some AI in it. So if you connect the dots here, I can see you guys know where I'm going with this. >> Yep, yep. >> Observability is data. Automation is about making things easier. >> Michael: Yep. >> How do you see those components fitting into the Boomi world? Because architecturally they're now building blocks for either conversational AI or some sort of insights and intelligence. What is, what's the framework, what's the building blocks to make all this data value come to life? How would you talk about that? >> Well, I mean, you're asking, I broke down your whole tirade there into many sections already. >> John: Tirade, good word. That's a great word. >> So let's talk about, in relationship to Boomi, you used the word infrastructure. You used the word network. You threw a lot of things in there. >> John: Tirade, that's for sure. >> And it's like, okay, now I have a soup. So I'll just try to pick pieces out of the soup that I think are relevant. So, again I'll tie back to intelligence a little bit. Boomi, when you use the product, there's an engine that you run. It's a container, right? So you build in the cloud and Boomi, and then you choose where you want to run, right? And part of our efforts around intelligence is to keep that run time environment healthy and maybe scaling, all right? So automation for Boomi will be, let me look at the workloads that you are using to run on Boomi, and predict when I need to scale your environment. Automation. You'll see slowly even more automation capabilities to make it easier for scaling, sizing. So that's one aspect of hopefully answering what you're asking and trying to dissect a little bit about automation. So one will be automation for ourselves. I mean to help basic, just don't think about your moving around time anymore. It's just going to work. It's just going to scale. So we are planning to get to that point where it's fully automated. >> And that's efficiency for you. Creates value. >> Michael: Yeah, correct. >> Deploy resources to other areas. >> Yes, but here's something else to consider is it also saves our support organization the call. That's the most important thing, is the company when you scale, is you have to put in your company cultures. You build the product. What can you do to avoid that service call coming in? So I do want to talk about culture a little bit, even for intelligence. And I like to give a very simple example about how does a product like Boomi change their culture about building in intelligence into the product. And I have a great example. So let's say I'm a developer that's been assigned to put a new feature in Boomi. And it has five configuration parameters that you need to ask the customer to configure before you can use it. Why? Why five? Can't I just tell the customer what they need for three of those? And now there's only two? And it gets people thinking, oh yeah, I guess I could have gone back into their metadata. They already did this once. So why don't I grab that value that they already did? And that's an interesting mindshift when you think about it is instead of five, I challenge you to get down to two. Get it down to two. So, intelligence is not just an outward facing customer feature. It's a development culture. >> You talk about operating systems. It's really a great conversation, because you know when you look at data, and then and what you're talking about, back to the demo and the privacy conversation that you guys are talking about, is if you think about data holistically, as a system, not as a isolated thing, 'cause that's what you're getting at. It's a systems approach. >> Michael: It is. >> The data's somewhere. Why you have another form? You get it, pull it in, automation. But as you did the demo, people were buzzing about mind blowing, whoa! Look what's flying around! What was the purpose behind the demo? What was your main point? What were you trying to get across in that demo that you wanted people to walk away with? Was it that there's threats out there that's an issue or their problems are going to be solved? Or is this cool? What was the main driver behind the demo and the privacy as the first step? >> That's a very good question. And so I'll give you the first thing that comes to mind. The company and data is a living ecosystem. It never stops. It's always in motion. It's harder to manage. It's harder to observe. Boomi is meant to basically build the engine of your living ecosystem. All right? How can you possibly as a human get insight into that ecosystem? It's impossible. But with a product like Boomi, we're giving you insights into the living part of your business. That's the really the theme. Now applying to, you said threats. Good word. Threats to what? In this case, it's threats to being fined by GDPR. It's not necessarily a security breach. But fines are real now. I mean there's monetary loss. And so that's the message. >> What have some of the, you mentioned the word mindshift in your demo this morning, you mentioned it a minute ago, when you've been working with some of these customers helping you evaluate this intelligent insight capability, what has been the mindshift there, in terms of exposing this information? What are some of the things these customers have been really like whoa, really surprised that this intelligent insights can show them, that they just have no idea about with respect to their business? >> Yep, great question. Because I gauge success on the reaction, all right? And in this case the human reaction is actually seeing a map between countries with lines. It's actually that simple, to visually be able to see as a human, the flow of data. Then on top of that, the flow of private data. >> It's like an x-ray. It's like looking at the bloodstream. >> Ah, that's a good analogy. >> Yeah, I mean the blood's flowing, all aspects. >> Right, you can't see your blood. I can't see it, right? I know it's there. >> John: (laughing) Yeah, I think so. It's red. >> I hope so. >> That's like Superman. You can see through the data points to get into what you want because the data's flowing. You guys make that observable. Now what about the data that's not in the Boomi platform? Connectors, how would people, I mean so obviously not, Boomi's not everywhere, you've got 9,000 customers, not 900,000 customers. So there's a lot of other businesses that aren't using Boomi. Can I leverage it with other platforms? How do you think about that? >> Again I'm going to interpret what you're asking. There's many other sources of data of course that people are not using Boomi to access. But if, this may be a bit of a salesman opinion, the more you use Boomi, the more insights you're going to get. So why wouldn't you connect to those things? >> So but connecting means I can just connect to those things. I'll give you a hypothetical, real world example. We have so much data on these CUBE interviews. In fact, after this CUBE interview's done, your words will be transcribed into a transcript, will be linked to the video. We can make clips out of it. It's a big data set. When people will share those clips, we know who's sharing the data. So we are there, a lot of good data. So I would be like hey, I'd like to tap into that Boomi. Why build it? I can just connect. So do I connect all my applications into Boomi or just my data? >> That's actually interesting. Now, of course, I'm the CTO of the business. I'm going to invent stuff on the fly 'cause that's what I do, right? You have metadata about, you have metadata about these files? >> We have APIs, metadata, all kinds of stuff, yeah. >> What we would expect would be this. You would need to, if you're looking for other insights, all right, you're going to now see start combining data. So analytics is really about taking multiple sources of data, putting it in one place, and mining it for new insights because of correlating things together. >> And that validates your point about being that sales rep, because more data, the better data. Look it, we just did a master class here. Master and student. Real time, on the fly. >> This is the second master class you guys have done. At Dell Technologies World, there was a master class on block chain I sat in between you two. >> I got to say, that's a new format we should look at, this real time invention. >> Michael: I love it. >> Well, Michael, thank you so much for joining John and me on theCUBE. It's been really exciting to see, in 11 months, what's transpired for Boomi. We can't wait for next Boomi World. I can't wait to hear how this double i intelligent-- >> Maybe another i? >> Insights. I cubed? I three? All right, all right. Won't quote you on that, but we appreciate it. >> Great to see you. >> Very cool stuff. For John Ferrier, I'm Lisa Martin. You're watching theCUBE from Boomi World '19. Thanks for watching. (upbeat music)

>> Live from Las Vegas it's theCUBE covering Boomi World 2018. Brought to you by Dell Boomi. >> Good evening, welcome back to theCUBE. I'm Lisa Martin, live from Las Vegas at Boomi World '18. Been here all day talking with Dell Technology CEO, Michael Dell, to Dell Boomi execs, customers. We're joined by a couple of gentlemen now, one is a customer of Dell Boomi, that's Peter de Lange, from Digital Angel, the CEO and co-founder, welcome, and Mike Veldhuis, co-founder of Nalta, which is their transformation partner. Guys, thanks so much for joining me on theCUBE this afternoon. >> You're welcome. >> You're welcome. >> So, I first saw you this morning on stage, saw you accepting your award. This was Dell Boomi's first time honoring and recognizing customers so congratulations on being the winner of the Emerging Technology Award, but let's start by just giving our viewers an idea of, we'll start Mike, with you, Nalta, as a Boomi partner. >> Yup. >> Tell us a little bit about Nalta. What do you guys do, what makes you unique, where are you based? >> Well, first of all, we are from Holland. You know, so, for us it's great to be in Vegas, great to be in the U.S. and tell our story over here. We started in the Netherlands, in 2000. We're not a very big company compared to many large U.S. companies. We're a team of 60 people, and we started as an infrastructure company in 2000, already a Dell partner and we had a software department as well as software company and what's so cool about I.O.T. and the stuff we build nowadays is that we combine those two disciplines integrate I.T. platforms like we did for Digital Angel. >> So let's talk about Digital Angel. Thank you, Mike. First of all, I love the name, there's a lot of significance to that. We talked about award winner for Dell Boomi. Tell us a little bit about Digital Angel. What was the genesis of creating it not so long ago? >> Well, um, first thing was, if you're looking at what's happening in healthcare, one thing that's really important is getting qualified caregivers, because there's a big shortage on that. Next to that, if you look at the development of the baby boomers, the older or the seniors are, the group is growing, and on the other hand, the caregivers are less available. So how can we match that? So we need new technology. The first question was, or the main question, can we connect smart healthcare products to the internet? And maybe with those products we can help the healthcare sector. >> Give me an example of some of those products that you're talking about. >> The first product we have connected to our platform is a smart mattress. >> A smart mattress? >> Yeah, it's embedded with light sensors and it measures, for example, the way a person lies on a mattress, but it also measures the heartbeats, breathing rates, all those data variables. >> Wow. That's pretty cool, smart mattress. So, you had this idea, really kind of nothing in the Netherlands, or even here in the U.S. at the time, but healthcare is one of those industries that obviously, we're talking about life or death situations. There are so many devices that are not connected, and people can lose their lives as a result. So, walk us through this concept of a smart mattress and how you're working with manufacturers to build that and then we'll get to how you're working on transforming with Nalta. >> Yeah, no problem. Well, starting off from the question, can we connect, yes we can. Next of the factors is we need a platform to land all the data in. We need customers like manufacturers because they must produce products that are able to generate data. So the first one was the mattress, the next one is a bed, a wheelchair, so we already have several products live within approx situation. That's where we got off, yeah. >> So Mike, talk to us about when you first started engaging with Digital Angel. A presumably unique opportunity to really transform an industry, save lives, talk to us a little bit about when you guys got together to really take this idea and really help it grow and help transform an industry. >> First of all, for us, it's wonderful to work on such a huge case. Like you said, you're potentially saving lives and I.T., sometimes, is so I.T.-ish. You're talking about technology, tools, applications, technicians, engineers, it's all in that I.T. level, and that's perfectly fine. They're solving problems and challenges. But, talking about a business case or business itself is so energizing because you can actually tap into a customer's needs and help them find solutions for the challenges they have. And in this case, we are talking about I.O.T., internet of things, which is a little vague. Digital transformation is even vaguer. >> Right. >> So when Digital Angel approached us with this, on first sight, very simple need, we want to connect a mattress or a device to a platform to present the data and the insights of this device to the end customer in favor of the patient, it's our job to start questions, questioning, and listen and put it on paper, write user stories, get a clear picture of what the actual need is. Then from that, we build our first project and our first product, and eventually the first platform. That became the Digital Angel platform itself. >> And you've done this in a very short period of time. >> True. >> Uh, yeah. I think the, >> Eight months? >> No, no, no. It was faster. The first version was within seven months. >> Wow. Seven months. >> Yeah, and that's the beauty of if you can cooperate with people with knowledge like Nalta in a partnership, but also the availability of components like Dell Boomi. >> Yeah. >> So you can fasten up the process to create new things and that's really important to get much further and get things done. >> So let's unpack that a little bit more. Dell Boomi's platform as kind of a fueler, maybe some power to your platform? >> Mhmm. >> Talk to us about the integration, how you're using it specifically and what some of the new things that they announced this week, how does that excite you about being able to grow your business? >> Well, the thing is, and that's what Mike explained, is listen to the needs. So, we have needs as a company, Digital Angel, next to the fact that patients also have needs. How can we translate that into technology? So, the question we asked Mike, or Nalta, we must have a platform that is able to be completely flexible, so that's the basic, it must be able to do the analytics, if necessary. There's a long list of things we have to have within the platform and then, it's Nalta who is answering that question. >> Yeah, we translate it into a Boomi solution. And I think what's innovative, we just came out of a breakout session and one of the questions we got we were telling the Digital Angel Story and our story, how we work with customers, where does Boomi fit in? Does it come at last, what is the reason you put Boomi into the solution, just for moving data from point A to point B? The answer to that is that we have Boomi at the core of the design itself, so we start with Boomi, it's not an afterthought, it's not that we have a solution an application and now all of a sudden we have to tie it into a different ecosystem. We start with Boomi, and that's very powerful because we have all the time and flexibility to choose the best of great solutions around this Boomi solution, and that's what we've done. >> So, looking at this unique opportunity, to be able to transform average, everyday hospital products into smart devices that can actually influence the pace of care, the treatment of care, innovation. That's pretty remarkable. I'd love to understand, Peter, from your perspective, what are some of the actual results that you're starting to see maybe in the Netherlands. >> Yeah. >> You mentioned, I think before we went live that you're starting to come over here. Give us some of those tangible nuggets that you're like, this is why we're doing this, this is why we're helping these organizations connect. >> By having the platform and connecting all of those products, you have to know several things. When you are visiting healthcare institutes, one of the things is, we are using networks on 165 apps already, so we need another one. We already use I.T. related products, so, I'm busy with a patient and I have to scribe from one app to the other to get my information, but the thing I see is single information, because I can see the blood-pressure or the heartbeat or something like that. So if it's possible, can we combine that? So in the back end we can combine all the data of the different products and it enables us not only in the background, but also on the front end to have one user interface, so we don't need all the 165 apps. So we are creating time. >> Creating time? >> Yeah. >> Interesting. >> That's really interesting, and with that time, as a caregiver, because we know there's a shortage on caregivers, the right care at the right moment, to the right person can be given, and that's one of the goals we have and can already see as a result. We can also calculate saving, but the most important thing for us as the company, we want to improve the quality of life and not so much talk about savings. One of them is, the first digital product we've created, based on the data, saves 6000 dollars a year, for one digital product, for one patient. So that's in numbers. That's results. That's real, real results. >> I've never heard anybody talk about a business outcome as creating time. (laughter) >> But, in healthcare, we've talked about that a number of times, it's essential. So, last question, Peter, for you. You've mentioned expanding to the U.S., because of the things I find shocking in 2018 almost 2019 is you have a loved one who is in the hospital and there are so many people that come in to do rounds and they all have devices and nothing is connected. How are you going to help us in the U.S. to resolve that problem with Digital Angel? >> I can answer that with another example. One of the things was, if we are able to see how a person lies on his bed, and the care institute has a protocol, and the protocol says, you have to turn these patients each and every three hours, what we did know in total 30 to 50 percent of the people turn around themselves during the night. So you don't have to turn them. >> Interesting. >> Even if you turn them, the chance of example, pressure sores, is much higher. >> Really? >> Yeah. 30 to 50 percent. >> Wow. All of this by evaluating data. Well, gentlemen, I wish we had more time it's such an interesting use-case. Peter, congratulations on the award, Mike you as well. >> Thank you very much >> Thanks so much for stopping by theCUBE and talking to us about how you guys are helping to transform an industry. >> Thank you very much, for the opportunity >> Thank you. >> We want to thank you for watching theCUBE, I'm Lisa Martin. Stick around John Ferger and I will be back with our show wrap in just a short minute. (upbeat music)

(upbeat electronic music) >> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018, brought to you by Dell Boomi. >> Welcome back to theCUBE, we've been live all day at Boomi World 2018 in Las Vegas. I am Lisa Martin with John Furrier. John, this is the second annual Boomi World, the first time theCUBE is here. We've had a great day. Started things off with Michael Dell, who I really found it very telling that Boomi, as a business unit of Dell Technologies, that the CEO of Dell Technologies comes here to kick things off this morning. What is your impression after talking with Michael and some of the folks from Boomi, what is your impression of Boomi? >> Well I think Michael Dell has talked about, he always talks the same talking points, 'cause we've done them so many times, he's got the traditional Dell business, Dell Technologies business foundation, you've got EMC merger of equals, but he's quietly been incubating some key flagship directions. One is VMware, which hasn't been incubated, it is quite a market leader in virtualization, the relationship with Amazon, so VMware is kind of its own, the main flagship. Pivotal has been really core. So he talks about VMware, Pivotal, and the portfolio of Dell Technologies. So I think for me the big takeaway from this event is that Dell Boomi is the third flagship of the kind of armada of Dell's future. So having Michael be here, he could be at VMware in Europe, in Barcelona, he's here. He sees Boomi as a core linchpin to connect into the growth of Pivotal, which has been growing off VMware, and now you've got Boomi coming up the rear, saying, hey, we could actually tie stuff together. And they solve a problem that the average productivity developer or IT person, who doesn't want to write a lot of code, they call it low code, to deliver kind of the assembly and integration of the next generation applications. So net new applications while improving existing. And this is under a category called Integrated Platform as a Service at an enterprise level. So I think Boomi is becoming a strategic part of the Dell playbook. I think that's a big surprise to me because Boomi is known, but their growth has been phenomenal, 80% numbers he said. So this has been kind of a coming out party for Boomi in the sense that this is real. >> I'm curious, though, why do you think, so the Dell Technologies companies Pivotal, RSA, VMware you mentioned, Dell EMC, Virtustream. Why is it that you think that Dell Boomi is a business unit of Dell Technologies and not one of those, part of the seven-eight standalone companies. >> Well they bought them eight years ago and it's evolving, so it's organically grown and it's on a relevant weight. The relevant weight is cloud native, cloud scale with data as a value proposition that's the scale horizontally. So from different database you want to pull that data into realtime. That's a key integration point whether it's APIs for stateless applications or having statuses with data. This is the battleground you're seeing with Kubernetes, you're seeing it with network services at the micro services level, so they solve a big problem. The rest of Dell is just a massively huge portfolio of products that solve the enterprise other problems. So why have 26 vendors, he said, when you can go to Dell and get all the basic things you need but have an enabler for the future. And that is really about having that bridge to the future and that's what Michael wants and that's what Dell's doing is just saying, look it, VMware runs your stuff and a lot of stuff around it Pivotal's going to integrate you in with cloud, cloud-native, cloud-foundry, and do all these things, and Boomi's going to help tie it all together. That's a nice value proposition, that gives customers comfort in my opinion. I think that's a good story and I think Boomi could be a big part of that piece of the puzzle. >> We heard a lot about trust today, we hear a lot about trust, John, at every event, talking about data needs to be trusted, but Dell Technologies, and Dell Boomi as well, as a trusted advisor, you mentioned the growth numbers, I think 80% last quarter that Michael Dell shared this morning. Chris McNabb, the Boomi CEO, also talked about that. But they've also grown this, it's doubled in its second year. It's gotten too big for San Francisco. They have 7,500 plus customers and counting globally. They're adding five new customers a day. One of the things that I heard pervasively throughout the day is how symbiotic Dell Boomi is with their customers, with their employees, and with their partner ecosystem. So they now come and say, with the iPaaS market, fifth year in a row as a leader in the partner MQ, but now they've come out and said today, we want to redefine the I in iPaaS. iPaaS is a well established market, they're now saying, we're going to use intelligence, and I think it was north of almost 30 terabytes of anonymous metadata, and as Michael has said a number of times, companies need to be using their data as a way to identify their competitive advantage, and they're doing that. >> That's a core value proposition and I think Boomi is undervalued in my opinion the way the market sees them because no one has yet valued how important the insights are out of it. Because people are just now starting to operationalize this notion of, well, I can get insights out of a legacy, value critical mission system in a cloud native environment. So these new value propositions that are emerging and Boomi, it's easy to say, hey, on the face of the numbers, okay, the purchase price per customer is low, but the value's high, the value of the data's high, so I think the only thing Boomi's got working against it is its own success could be a problem on the ticket. So there's a lot more revenue around Dell than what Boomi's doing on a straight product basis. They've got a great product market fit, check the box there, that's a great thing. Question is, if I'm a competitor, I could say, oh, I'm going to put them in a box, but they do more. There's so much going on around Boomi that I think Dell's smart in saying, okay, the purchase price that they're going to get in bookings revenue is x, but the value's high enough, that's why the growth is there on the sales side, but the actual contribution to overall Dell is much higher. So I think Boomi could be a very strategic piece of the puzzle for Dell. >> It really sounded like that today from Michael Dell on down. And they came out today and said boldly, Dell Boomi is your transformation partner really carrying on the theme of Dell Technologies World which theCUBE was at just about six months ago which was all about digital transformation, IT transformation, security transformation, workforce transformation. That theme at Dell Technologies World of the platform of the possible extended here with Boomi, unlimited possibilities. >> Yeah, I think people look at the cloud and then they try to figure it out and I think it's pretty clear that the SaaS business model shows the scale. But there also used to be an analogy in business where it's kind of like McDonald's or fast food and people always move from station to station. In IT people are now wearing multiple hats so you're going to see that the trend move towards multiple hats, people wearing multiple hats and managing multiple things. Boomi allows that to happen because when they do integration they don't have to go back and fix it. So you can ship it and move on to the next thing which could be another task. So I think the people management side of the culture of DevOps is a big thing. >> And Michael talked about that, the people culture, the change management. That's really challenging. And we asked him to share, well, Dell Technologies now, 34 years after he started his business in his dorm room with $1,000, probably couldn't have imagined it is becoming what it is. But this is an organization that has transformed itself dramatically, and had to transform its people and culture to, I would argue, be the fuel for that digital IT security transformation. >> It's the fuel for the rocket ship, and that's what Dell was talking about. It's very interesting to see how they play it out but I think Boomi's got some upside big time for Dell and I think that the customer traction shows that the data value in integrating fast and having that low code automation is a winning formula. It's in line with where VMware's going, it's in line with what Pivotal's doing, and it's in line with this digital transformation trend. I think that's what they're talking about. >> Well I enjoyed hosting with you today, John. I think it was a really interesting event and I love unpacking things like integration. It's so much more than that, and they did a great job of articulating that. >> We talked about Kubernetes too, when Kubernetes came out on theCUBE too. Always good to get those Kubernetes soundbites. >> We talked about blockchain as well, and how Boomi and partners are enabling customers to really take advantage of a blockchain. They're announcing some support with that. IoT, as Michael said, speaking of boom in Boomi, there's going to be a boom at the edge. Again, that was a theme from Dell Technologies World that came here today, and some of the customers, the last customer we just had on-- >> Yeah, I mean, the thing that I'd say too is Boomi's got this cool vibe going on, but remember Boomi was born in the cloud that means they're cloud native. All their stuff is cloud, so they understand the culture that they're selling into. And I think that gives Dell a cool factor here and very cool and relevant with the trend lines. So I think they've got a good opportunity. Great to host with you, great time. >> Excellent. Well, thanks John. >> Thanks. >> We want to thank you for watching theCUBE. Lisa Martin for John Furrier from Boomi World 18. Thanks for watching, we'll catch you next time. (upbeat music)

(upbeat techno music) >> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018. Brought to you by Dell Boomi. >> Good afternoon, welcome back to theCUBE's continuing coverage of Boomi World 2018 from Las Vegas. I'm Lisa Martin with John Furrier and we're welcoming back to theCUBE one of our alumni Nima Badiey, Head of Technology Ecosystems from Pivotal. Nima, welcome back. >> Thank you for having me back. >> So Pivotal, part of the Dell technologies part of the companies, >> Yeah. >> You guys IPOd recently. And I did read that of the first half 2018, eight of the 10 tech IPOs were powered by Boomi. >> Well, I don't know about that specific. I know that tech IPOs are making a big comeback. We did IPO on the 20th of April, so we've passed out six-month anniversary if you can say. But it's been a distinct privilege to be part of the overall Dell family of businesses. I think what you have in Michael as a leader, who, he has a specific vision, but he's left the independent operating units to work on their own, to find their path through that journey, and to help each other as brethren, as like sisters and brothers. And the fact that Pivotal is here supporting Boomi. That Boomi is within our conference of supporting our customers that we're working together really speaks volumes. I think if you take a look at it, a lot of things happened this week, right? So a couple weeks ago, IBM's acquiring RedHat, this morning VMWare's acquiring Heptio. That's a solid signal that the enterprise transformation and adoption of cloud native model is really taking off. So the new middleware is really all about the cloud native polyglock, multiglock environment. >> And what's interesting, I want to get your thoughts on this because first of all congratulations on the IP, some are saying Pivotal's never going to go public, and they did, you guys were spectacular, great success. But what's going on now is interesting. We're hearing here at this show, as other shows is, cloud scale and data are really at the center of this horizontally scalable cloud poly proposition. Okay great, you mention Kubernetes and Heptio and VM where, that's all great. The question that is how do you compete when ecosystems become the most important thing. You worked at VMware you're at Pivotal. Dell knows ecosystems. Boomi's got an ecosystem. Partners, which is also suppliers and integrators. >> Yeah. >> They integrate and also developers. This is a key competitive advantage. What's your take on that here? >> So I think you touched on the right point. You compete because of your ecosystem, not despite your ecosystem. We can't be completely hedgemonic like Microsoft or Cisco or Amazon can afford to be. And I don't think customers really want that. Customers actually want choice. They want the best options but from a variety of sources. And that's why one of the reasons that we not only invest Dell ecosystem but also in Pivotal's own ecosystem is to cultivate the right technologies that will help our customers on that journey. And our philosophy's always find the leaders in the quadrant. The Cadillac vendors, the Lexus vendors onboard them and the most important thing you can do is, to ensure a pristine customer experience. We're not measuring whether feature A from one partner is better than feature B from another partner. We really don't care. What we care about is we can hand wire and automate what would have been a very manual process for customers, so that, let's say Boomi with Cloud Foundry works perfectly out of the box. So the customers doesn't have to go through and hire consultants and additional external resources just to figure out how two pieces of software should work together, they just should. So when they make that buying decision they know that the day after that buying decision, everything's going to be installed and their developers and their app dev teams and their ops teams can be productive. So that's the power of the ecosystem. >> Can you talk about the relationship between Pivotal and Boomi, because Boomi's been born in the Cloud as start up. Acquired eight years ago. You're part of the Dell Technologies family. VMware's VMware, we know about VMware doing great. You guys doing great. Now Boomi's out there. So how do they factor into and what's the relationship you have with them and how does that work, how do you guys work together? >> Perfect question. So, in my primary role at Pivotal is to manage all of our partner ecosystems, specifically the technology partners. And what I look for are any force multipliers. Any essentially ISVs who can help us accomplish more together than we could on our own. Boomi's a classic example of that. What do they enable? So take your classic customer. Classic customer has, let's say, 100 applications in inventory that they have built, managed, and purchased procured off from shelf-to-shelf components. And roughly 20 or 30% are newish, green field applications, perfect for the cloud native transformation. Most 80% of them or 70% are going to be older, ground field applications that will have to be refactored. But there's always going to be that 15% towards the end that's legacy mainframe. It can't be changed, you cannot afford to modernize it, to restructure it, to refactor it. You're going to have to leave it alone, but you need it. Your inventory systems are there. >> These are critical systems, those people who think legacy as outdated, but they're actually just valued. >> No, they're critically valuable. >> Yes. >> We just cannot be modernized. >> Bingo. >> So a partner like Boomi will allow you to access the full breadth of those resources without having to change them. So I could potentially put Boomi in front of any number of older business applications and effectively modernize them by bridging those older legacy systems with the new systems that I want to build. So let's do an example. I am the Gap and I want to build a new version of our in-store procurement system that runs on my iPhone, that I can just point to a garment and it will automatically put it in my, ya know, check out box. How do I do that? Well I can build all the intelligence. And I can use AI and functions and I can build everything it's out of containers, that's great. But I still have to connect to the inventory system. Inventory system... >> Which is a database. All these systems are out there. >> Somewhere, something. And my developers don't know enough about the old legacy database to be able to use it. But if I put a restful interface using Boomi in front of it and a business connector that's not older XML or kind of inflexible, whatever, solo gateways. Then I have enabled my developer to actually build something that is real. That is customer focused. It is appropriate for that market without being hamstrung by my existing legacy infrastructure. And now my legacy infrastructure is not an anchor that's holding me back. >> You had mentioned force, me and Lisa talk about this all the time on theCUBE, where that scenario's totally legit and relevant because in the old version of IT you have to essentially build inventory management into the new app. You'd have to essentially kill the old to bring in the new. I think with containers and cloud native has shown is you can keep the old and sunset it if you want on your own time table or keep it there and make it productive. Make the data exposeble, but you can bring the cool relevant new stuff in. >> Yeah. >> I think that is what I see and we see from customers, like OK cool, I don't have to kill the old. I'll take care of it on my own timetable versus a complete switching cost analysis. Take down a production system. >> Exactly. >> Build something new, will it work. Ya know cross your fingers. Okay, again and this is a key IT different dynamic. >> It is and it's a realization that there are things you can move and those are immutable. They're simply just monolithic that will never move. And you're going to work within those confines. You can have the best of both worlds. You can maintain your legacy applications. They're still fine, they run most of your business. And still invent the new and explore new markets and new industries and new verticals. And just new capabilities all through and through without having to touch in your back end systems. Without having to bring the older vendors in and say can you please modernize your stuff because my business is dependent and I am going to lose that. I'm going to become the new Sears, I going to become the new Woolworth or whoever. Blockbuster that has missed an opportunity to vector into a new way of delivering their services. >> When you're having customer conversations, Nima, I'm curious, talking with enterprise organizations who have tons of data, all the systems including the legacy, which I'm glad that you brought up that that's not just old systems. There's a lot of business critical, mission critical application running on 'em. Where do you start that conversation with the large enterprise, who doesn't want to become a Blockbuster to your point, and going this is the suite of applications we have, where do we start? Talk to us about that customer journey that you help enable. >> That's great 'cause in most cases the customers already know exactly what they want. It's not the what that you have to have the conversation around, it's the how do I get there. I know what I want, I know what I want to be, I know what I want to design. And it's how do I transform my business fundamentally do an app transformation, enterprise transformation, digital transformation? Where do I begin? And so, ya know, our perspective at Pivotal is, ya know, we're diehard adopters of agile methodology. We truly, truly believe that you can be an agile development organization. We truly believe in Marc Andreessen's vision of software eating the world. Which let's unpack what that means. It just means that if you're going to survive the next 10 years you have to fundamentally become a software company, right? So look at all the companies we work with. Are you an insurance company or are you delivering an insurance product through software? Are you a bank or are you delivering banking product through software? Well, when was the last time you talked to a bank teller? Or the atm, most of your banking's done online. Your computer or your mobile device. Even my check cashing, I don't have to talk to anyone. It's wonderful. Ford Motor Company, do they bend sheet metal and put wheels on it or are they a software company? Well consider that your modern pickup truck has... >> They're an IOT company now. (laughing) (crosstalking) Manufacturing lines. >> That's what's crazy. You have a 150 million lines of code in your pickup truck. Your car, your pickup truck, your whatever is more software than it is anything else. >> But also data's key. I want to get your thoughts since this is super important Michael Dell brought up on the keynote today here at Boomi World was, okay the data's got to stay in the car. I don't need to have a latency issue of hey, I need to know nanosecond results. With data, cloud has become a great use case. With multicloud on the horizon, some people are going to throw data in multiple clouds and that's clear use case, and everyone can see the benefits of that. How do you guys look at this? 'Cause now data needs to be addressable across horizontal systems. You mentioned the Gap and the Gap example. >> That's great, so, one of the biggest trends we see in data is really event streaming. Is the idea that the ability to generate data far out exceeds the ability to consume it. So, what if we treated data as just a river? And I'm going to cast my line and only pick up what I want out of that stream. And this is where CAFCA and companies like Solice and any venturing networks and spring cloud functions and spring cloud data are really coming into play, is acknowledgement that yes we are not in a world where we can store all of the data all the time and figure out what to do with it after the fact. We need timely, and timely is within milliseconds, if not seconds. Action taken on an event or data even coming through. So why don't we modernize around, ya know, that type of data structure and data event and data horizon. So that's one of the trends we see. The second is that there is no one database to rule them all anymore. I can't get away with having oracle and that's my be all, end all. I now have my ESQL and SQL and Mongo and Cassandra and Redis and any other number of databases that are form, fit and function specific for a utility and they're perfect for that. I see graph databases, I see key value stores, I see distributed data warehouse. And so my options as a developer, as a user is really expanding, which means the total types of data components that I can use are also expanding exponentially. And that gives me a lot more flexibility on the types of products that I can build and the services that I can ultimately deliver. >> And that highlights micro services trend, because you have now a multitude of databases, it's not the one database rules them all. They'll be literally thousands of database on censors, so micro service has become the key element to connect all these systems. >> All of it together. And micro services really a higher level of abstraction. So we started with virtual machines and then we went to containers and then we went to functions and micro services. It's on an upward trend necessarily as it is an expansion. Into different ways of being able to do work. So some of my work products are going to be very, very small. They can afford to be ephemeral, but there may be many of them. How do I manage a cluster of millions of these potential work loads? Backing off I can have an ephemeral applications that run inside of containers or I can have ridged fixed applications that have to run inside a virtual machines. I'm going to have all of them. What I need is a platform that delivers all of this for me without me having to figure out how to hand wire these bits and pieces from various different either proprietary or open source kits just to make it work. I'm going to need a 60 to 100 or 200 person team just to maintain this very bespoke thing that I have developed. I'll just pull it off the shelf 'cause this is a solved problem. Right, Pivotal has already solved this problem. Other companies have already solved this problem. Let me start there and so now I'm here. I don't have to worry about all this left over plumbing. Now I can actually build on top of my business. The analogy I'd use is you don't bring furniture with you every time you check into a hotel. And we're telling customers every time you want to move to a different city just for business meeting or for work trip we're going to build you a house and you need to furnish it. Well, that's ridiculous. I'm going to check into a hotel and my expectation is I can check out of any other room and they'll all be the same, it doesn't really matter what floor I'm on, what room I'm in. But they'll have the same facilities, the same bed, the same, ya know, restroom facilities. That's what I want. That's what containers are. Eventually all the services surrounding that hotel room experience will be micro services. >> And we're the work load, the people. >> And we are the work load and we're the most important thing, we are the application, you're right. >> I love that. That's probably best analogy I've heard of containers. Nima, thanks so much for stopping by theCUBE, joining John and me today. And talking to us about what's going on with Pivotal and how you guys are really helping as part of Dell business dramatically transform. >> Been my pleasure. Thank you both. >> Thank you. >> Thank you. Thank you for watching theCUBE. I'm Lisa Martin with John Furrier. We are in Las Vegas at Boomi World '18. Stick around, John and I will be right back with our next guest. (light techno music)

>> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018, brought to you by Dell Boomi. >> Welcome back to theCUBE, I'm Lisa Martin Live at Boomi World 2018 at The Encore in Las Vegas. Been here all day, had a lot of great chats. We're excited to welcome to theCUBE for the first time a couple of gents from Hathority Implementation Partner of Dell Boomi, Philip Bernick, PhD, Principal, and Human-Centered Technologist, aka Technology Wonk. >> I go by both. >> It does say on your card, I think that's fantastic. And Vishwan Annam, MBA and principal technology architect at Hathority. Guys, welcome to theCUBE. >> Yes, thank you. >> Thank you for having us Lisa. >> So Hathority has been an implementation partner with Dell Boomi for several years now, congratulations yesterday on winning the Innovation Partner of the Year. Philip, you had an opportunity to talk yesterday at the partner summit with CTO Michael Morton, talk to us a little bit about that and about this Innovation Partner of the Year award, that's a big title. >> It is, and we're really excited to be able to do really interesting things with Boomi. It's more than just an integration platform, it really let's us do a lot of things with devices. IOT is coming to the mainstream because now we have infrastructure that will support it. It's a lot of data, it needs a big, fat pipe. We need gigabit networks in order to move it all around, to get it to the people who need to make decisions or to get it to systems who are making decisions for us, the Dell Boomi atom let's us do that and we've got it running on little tiny devices like Raspberry Pies and we can put it on other Edge devices and routers so we've done some micro services for cities that are interested in improving their smartness. >> Excellent. >> So yeah, we're excited. >> Vishwam, tell us about, for those of our viewers who haven't heard of Hathority, tell us a little bit about what you guys do, who you are, where you're located. >> Sure, so we're a data integration company so we work with Dell Boomi in automating a lot of the data integration practices, so a lot of our customers, they're in all across the world and they're serving their different (mumbles). Just as there's airlines and the healthcare and smart cities, and some are like, you know, the gaming industry. So what we are doing is we are automating all of their work flows and connecting all of their systems in one place so that's where we are liberating. We're based in the greater Phoenix area so, and our employees are, some are here in the U.S., some are India, some are in U.K., so based on what the customers needs are like in Dell Boomi our, our consultants would work there so we are 35 in strength so far, our company. >> So about three or four years you've been in business, Dell Boomi, a number of things that came out this morning, I was up to hear numbers and statistics during the general session and Chris McNabb, CEO, talked about their adding five new customers every single day, they also were, I was reading this over the weekend, fifth year in a row strong leader in the Gartner Magic Quadrant for iPads, but they've come out today and said we are redefining the I in iPads. This is more than integration, it's more than integrating applications, you got to integrate data, news sources, existing sources, you got to integrate people and processings and trading networks with this new reimagination of the I to the intelligence. Philip, I'm curious, what does that signify to you about your partnership with Dell Boomi and what opportunities are you excited that this is going to open up for you? >> Well it says to me that they're excited about the same kinds of things that we're excited about so one of the things that we demonstrated, we have customers who are interested in lots of different technologies, yesterday they talked about three years ago IOT was the eyeroll, right, don't get a headache. This year it's Blockchain. But one of the demos we brought to Boomi World is a demo where we actually use Dell Boomi to integrate with Hyperledger, a Blockchain application, and on top of that we used Flow to produce the front end and so we can integrate across a variety of platforms and now we integrated into the Blockchain and our customers want these kinds of things. The Blockchain is interesting because it's immutable, it's auditable, and it's validated by all of the participants in a particular set of nodes in the Blockchain so, you know, it's an exciting technology. It's exciting because, not because of the tokenization, things like Bitcoin, but because it's a database that you can share, a ledger that we can share. >> Because one of the challenges that a lot of our customers run into is managing the data integrity when somebody sends the data, how reliable it is and whether there, is there any place in the middle that somebody's monitoring the data so those are the challenges that Blockchain would solve in guaranteeing the data delivery and the quality of it so those are kind of I that he was mentioning, you know, as part of integration, innovation and more of a, you know, new parts and transformation. >> We're really transforming. >> The data transformation in the digital world these days. >> So Blockchain, I often hear companies that might be integration companies that talk a lot about Blockchain and I kind of sit back and go I don't understand what your story is there. Talk to us about, cause it's a, you know, crypto Blockchain, huge buzzwords, talk to us exactly about what you guys do and what Dell Boomi is doing, I think they announced support for hyperledger fabric as well as Ethereum but-- >> Right. >> Help unpack that myth around Blockchain and what integrations role is in it. >> A lot of the confusion around Blockchain comes from things like Bitcoin so the interesting thing around Bitcoin is it was the first Blockchain and it's built around this idea of a token, the Bitcoin, right? And so what this ledger is keeping track of are these Bitcoin, but you can keep track of any sort of data on a Blockchain. You can contribute data of any sort to a, not the Bitcoin Blockchain, but Ethereum, for example, we can include software, we can include other sorts of data, you can include a healthcare record that is your healthcare record that you share only with individuals with whom you share part of your private key, right, but you own it and it's yours and it's always yours and you control it. But it's validated by all of the people who are participating in producing that Blockchain so it's decentralized but it's imutable and it's auditable so it guarantees integrity because unless all of the participants agree that a transaction took place, it didn't. So we ensure data integrity through the Blockchain. That's the interesting thing about it, for us. >> That's a major part of integration companies, because a lot of the technologies that we hear, Solaris is one of the messaging queuing systems that they presentate, so they're guaranteeing the delivery at the same time relabel messaging transmissions, streaming the data, and it's faster, reliable, and managing the full data usage. >> Here's a great use case, today is voting day. Many polling places no longer have paper ballots, so you cast your vote but you have no way to actually see the vote that you cast. If it were on a Blockchain, you could inspect your vote, but no body else could know how you voted. You could insure the fact your vote was entered into the Blockchain and count it in the way that you wanted it to be. >> That's a great example and relatable, so thanks for sharing that. So guys, Dell Boomi has, I think they said this morning, Chris McNabb, over 350 partners, you guys are one of them. They have a broad ecosystem. Embedded partners, implementation, GSIs. Talk to us about your partnership and how, as Boomi says, we want to be the transformation partner, and it is all about transformation, right? Especially in an enterprise that wasn't born in the cloud. It can't survive without, as the customer expectation drives, I want to be able to buy something from your physical store, maybe a partner store, online, Amazon, Zappos, whatnot and I expect as a customer to have a seamless experience. That's hard to do for a company that's maybe 20, 30 years old to transform. I'm thinking of omni-channel retailers as the example. How is your integration, pun intended, will Dell Boomi really helping customers transform their digital, IT, security, workforce, what goes through with that opportunity to transform? >> You know, the relationship between Dell Boomi and it's partners is really synergistic. I mean they provide a lot of support. There's really excellent training, there's excellent communication. There's marketing support, we share on projects in a variety of ways, we do jump starts. So we help teach people how to use Boomi in addition to helping Boomi folks teaching us how to use the new tools. There's a great community for providing feedback, for getting resources if there's something that we need to do that we don't know how to do. There's a huge community that shares, we all share connectors, right? We're building integration and a connector doesn't exist and we create a new connector, not the configuration of the connector itself, we share it. So that collaborative approach to doing business is really important to us and it reflects our companies ethos as we hope is also reflects Dell Boomi's ethos. >> We've been working in Boomi since 2012, so over the years like even though we were certified partners since 2015, we have been contributing to various channels, like the support or, like, the community channel, and contributing to the release planning as well, because we are the first line of defense from the customers, we know what the customers are expecting. So say they got Salesforce to implement it. So we as a system integrator, we come in and see what are the data points for the Salesforce. And say like user data, they want to build their contacts in there or any activities or sales data. So there are multiple systems that are feeding into Salesforce in this case. So we are the ones who are contributing to Dell Boomi. Okay, these are the features that we could consider. So because Salesforce a-walled in, just like Boomi, they launched a different watch list as well So as in Boomi, there is a different connector for Salesforce and Service Cloud and multiple layers in that so those are the unique cases that we are contributing to Dell, and obviously there, I mean, they take the feedback so from the partners like us where they see it as they work towards delivering with this. So one use case that we are working with some of out customers who have innovated, we have been asking Dell to build it, like, you know, and they were able to deliver it. There are, like, they want some reporting of it, so you transmit the data to one system to other, and they wanted to see okay how the data system was the source and the system was the destination and how this data was transmitted. So Boomi gave the real time visibility into those. So those are some kind of partnering opportunities like all the way from customer to the product so we are happy to be in the middle and contributing our part of it. >> That's one of the things that I've heard a lot today is that Boomi is listening, one of the great examples of that on stage this morning was Chris McNabb talking about the Dell Boomi employee onboarding solution. They actually did an internal survey earlier this year and found, whoa, this is really not an optimal process, and in implementing an onboarding solution to make that more streamline, to obviously, you know, you hire someone who's brilliant, you want to be able to get them up and running and innovating as fast as possible. I like they shared the feedback they got from their own employees and created a solution that they're now being able to deliver to the market. >> And there was another piece to that that was really interesting which is that they utilized their partner network in order to build solution, right? They didn't build all of it in house. >> You're right, they did talk about that. >> They reach out and partners, they work with partners in a variety of ways and we really, really appreciate that. >> Yeah, that listening, that synergy that you've both talked about was really apparent. So when we look at certain business initiatives, like onboarding or customer 360 or e-commerce, any favorite joint customer example that you've helped to integrate that has approached one of those daunting business initiatives, and worked with Hathority, and you're laughing, to really transform. >> They're all like that. >> Really interesting, yeah. Do you want to talk about it here? >> Give me one of your favorite examples. >> Share, well, share. >> Okay, so with some of our customers, and especially with some of our enterprise scale, so there are a lot of systems that are at stake for them because, you know, they want to have the digital transformation journey so the major one Dell Boomi contributes to is connecting all of the system, giving them their visibility so with, not only the point to point integrations, they also pull the real time integrations capability. So we're like, with this case, where the customer go into retail store and say they want to do something at the point of sale transaction, they want to purchase something, so there and you have the credit card transaction. I mean, those need to encrypt, I mean, we cannot wait for 10 minutes to get the data so that's where, you know, like Dell Boomi is scalable and it's robust in the sense that their response time is pretty quick. So it's on a real time basis. So a lot of these cases like, you know, with the Boomi that we are able to deliver it. You know, on the the integration side, APA side, and now with the EMB hedge, which is a master data hub, a new product from them within the last two years. We have been working with our customers implementing a master data hub as well as ManyWho, which is a Dell Boomi Flow which is amazing. Some of our customers, you know, with the APAs, like can you see the data? But with the Flow, you can visualize, these are the exact UI that you are seeing. How your data is getting in on the back end and then you can throw it out so, because these enterprise customers, especially on the business side if they're working with something, so they want to try it out, but you know, they don't want to learn, you know, programming to do that so that's when, like, Flow will, is already helping, we are already seeing the value of it with our customers. >> We've heard a little bit about that today as well, Flow and terms of the automation, but also how that will enable customers, there was a cute little video on their website that I saw recently which showed an example of Flow. Somebody bangs their car into a tree, gets out, and takes a photograph of the incident, uploads it to their insurance carrier app who then actually initiates the entire claim into process, and that's was to me a clear example of you have to go where the data is. Michael Dell says frequently there's a big boom at the edge, but if I'm in that scenario as a customer, I want to know, I don't care what's on the back end, I want to be able to get this initiated quickly and I thought that was a nice, kind of, example of how they're able to abstract that so that the customer experience can be superior than the competition. >> Absolutely, so that's where Boomi has something called run time engine, which is scalable, like you could install, like, you know, a smaller device like Raspberry Pie which is like, you know, just a mini computer. Or you you could install on the big switchboard itself, so this is a scalable so earlier, as Michael Dell was mentioning, the edge of computing. So you could install on a Gateway, which sits on the-- >> On a tree >> On a tree. (laughs) So you don't have to send all the data to cloud for processing so it's an amazing leap into the next distribution computing because, as you mentioned, the fast, the fastness of response time, you know. We don't have to wait for the cloud to respond so all the combinations and real time navigation's are happening within the Edge network itself so, we are all on the same, we have implemented the same solution so, which was one of the reason why we're the winner of Innovation Partner of the Year award. >> Well congratulations again for that gentlemen. Thank you so much for stopping by. >> Thank you. >> And sharing with our viewers a little bit about Hathority and what you guys are, how you really symbiotically innovating with Dell Boomi. Philip, Vishwam, thanks so much for your time today. >> Thank you for having us. >> Thank you, thank you for having us. >> My pleasure, we want to thank you for watching theCUBE. I'm Lisa Martin live from Boomi World 2018 in Las Vegas. Stick around, I'll be back with John Frayer and our next guest after a short break. (upbeat music)

>> Live from Las Vegas. It's theCUBE, covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE, we are continuing our coverage of Boomi World 2018. I'm Lisa Martin in Las Vegas with John Furrier and we're welcoming to theCUBE, Pragnya Paramita, Senior Product Marketing Manager at Dell Boomi. Pragnya, welcome. >> Hi, nice to meet you guys. >> So second annual Dell Boomi World, we had Mandy Dhaliwal, your CMO, on shortly, ago who said doubled from last year. Some of the really cool stats that caught my ears and eyes this morning during the general session are 7500 plus customers globally that Dell Boomi has now. You're adding five new customers everyday. There are about close to 70 different customers speaking at this event. The customers are coming together to share how Dell Boomi is helping them on this nebulous, daunting transformation journey. Talk to us about some of the news coming out in the last couple of days, and as a product marketing manager, what are some of the things that excite you? >> I think, after the last few weeks, what we've been able to put out in the market with our partnership with the Blockchain consortium has been really exciting. To be working for a company that's always been at the cutting edge and looking to do things at the cutting edge, just as an employee, that's like a really cool thing to be a part of. But what I'm really excited about is tomorrow's Keynote. And I know we've probably been teasing everybody through the day about tomorrow's Keynote but I'm really excited to unveil what we are going to be showing you guys tomorrow. >> So one of the things that's exciting about you guys is that the product market fit is clear with customer traction. As you guys look at, say, Blockchain smart contracts, this is about business, so you're messaging around, connecting businesses with developer integration as a starting point with low code is a productivity question, it's a foundational question. As you have this platform, what's some of the product positionings that you guys are looking to expand on? Obviously we heard Michael Dell today say, data tsunami, scaling AI. These are questions that people want to have answers. Is that how you guys see the positioning when you go to market? >> So, at first positioning I think the true value that we do provide our customers is fast time to market, so I think speed and the ability to do things efficiently and being the first to market is what our customers really value and we want to be able to power that so that's goal to our positioning in the market. The other one is flexibility. I think with each vendor and consolidation happening around in the market, people are marking their turfs and territory and in this day and event, at Boomi, we really want to be an open ecosystem. You bring your data, you bring your application, you bring your cloud. You could have a hybrid environment as you operate your business, Boomi will connect to everything, and I think that is a cool part of our messaging that we want to make sure customers understand, we want to make sure the market understand that we'll be true to that. >> As you got the cool technology with the Cloud-Native, you guys are born in the cloud, still operating at cloud scale, as you sit at the product marketing meetings and think about the customers, you're solving a lot of problems, there's a lot of check boxes on the solving customer problems but you also want a position for the future. So I got to ask you, when you look at your customer base holistically, what's the core problem that you guys solve for your customers? >> I think unlocking the value of the data, customer data. So it resides in siloed application, it resides in parts of business that some... So if you're not the American business, your ability to interact with your Australian counterparts is not only restricted by time zones but it's also restricted by laws and data protection and all of those things which governments are waking up to. And to be able to do that securely, to be able to do that at a scale, is something that we want to be able to deliver to our customers. And I think our ability to be a Cloud-Native platform allows us that flexibility to do it in a way that customers feel comfortable and again, are able to get some value back from their data. >> So about six months ago, the Gartner Magic Quadrant for IPAAS came out and once again I think, John, we've heard today for the fifth year in a row Dell Boomi is a strong leader. I'm curious, six months later, now, today, you guys said we are re-imagining the I in iPaaS. From a market that's well established, highly competitive, that now customers, it's not just about integrating applications, it's integrating data from new sources, from existing sources, to be able to identify new revenue streams, new products, new services. What is it about this re-imagining the I to be intelligence, that, in your opinion, is going to further really kind of elevate Dell Boomi's competitive differentiation. >> So, the true differentiation is that in the market, we were the first who were a Native-Cloud application. So the value of that single instance multi-tenant cloud application is what we are really leveraging as part of our intelligence in the platform. So many of our competitors and other vendors in the market have probably caught on to this whole cloud thing in the last couple of years. But at the end of the day, we have 10 years of a lead with them, that would be hard for them to match. And again, it is value from what customers have been doing on our platform, so our ability to look at that enormous amount of data anonymously and then provide value back to them has been really critical to our success in how our customers have found value and I guess with the ability for us to leverage AI and machine learning capabilities within the platform, we want to be able to make it much more easier for our customers. >> So in terms of business initiatives, some of the key ones that Dell Boomi targets are e-commerce, order to cash, Customer 360, as well as onboarding. Talk to us, I really like that Chris McNabb, in the general session this morning kind of opened the kimono and said, "Hey, we found, "through the voice of our own employees, "we weren't so great in this particular area." Talk to us about the Dell Boomi employee onboarding solution and how it was really born based on your own internal needs for improvement. >> So I joined a year ago, I was employee number 300 something, and this year we are at employee number 700 plus, maybe going onto 800 at the last we heard, so you can imagine the scale that the company is growing at and for us and I guess what Chris articulated this morning, employee onboarding was becoming a choke point, not only in making sure employees are productive faster, but are also enjoying this new company that they've decided to, you know, become a part of. We, at Boomi, as Boomers ourselves, do really value our culture a lot, but that didn't quite reflect in the employee onboarding experience that we were providing, and I think that was a big stimulus, Chris shared the numbers of our NPS scores that he saw, for him to say that hey, we are running at a really fast pace but this is critical issue. >> Pretty big negative number a year ago or six months ago on that end. >> And as a CEO, he decided this is a priority, but then as we went through this exercise, what we were able to find out that it's not only a challenge that we are facing, but our customers, both large and small, continue facing that issue. So the approach that we took was while we were solving our own employee onboarding challenge, we were able to productize that entire solution and create an accelerator. And the value of that accelerator, it's a common problem, we know it is a problem that happens at scale, and at a certain scale it becomes really detrimental to your business. But then your business is really unique so we cannot give you a one-size-fit-all solution that you can go and turn on on day one and it'll work. What we are giving you here is a framework, we leveraged it, we had great results, we are more than happy to share that back, that something that took like 92 days for an employee to get access to 27 applications now takes minutes, like literally five minutes. What took about 19 admins across the organizations who were doing this as a second job almost, because we're a small company, the guy who bought the license for this new software that he wanted his team to use, became the admin for that product, and now his team is, from seven people, it's now 52 people. But he's still the admin of that product, along with managing that solution, so all of that effort was consolidated from 19 people to like two people, that's real gain there in just employee productivity that we have been able to standardize. And what we are doing now is taking the solution and the accelerator package to our customers and we are having some great conversation with many of our customers who had initially looked at Boomi and said like, hey, you guys provide us an integration solution to our problem. But at the end of the day, onboarding, as within an organization, is a cross-functional issue. It ties together workflows from your finance team, from your benefits team, from your recruiting team who is getting the candidate to your HR, who is going to make sure-- >> Facilities where you sit, all kinds of data. >> All kinds of things, and making sure you have your laptop and your badges and all of those things on day one. So a lot of people in the organizations are like these silent heroes who are making sure that every employee who shows up on day one has a good experience but there's only so far that a manual process can go, and being able to automate that process, and a good reason why we are now able to do this is because of Boomi Flow. The ManyWho acquisition that we did last year, it has opened doors for us to have conversations with our customers where we are like, you have cross-functional processes, you need to be able to automate them as much as possible and let your employees actually do more value added work instead of being, you know, sending emails and then collating emails with data from every place, putting it in a spreadsheet, adding that to your SAP, or your workday system and-- >> So that sounds like that's the consequence of two problems, I hear this right, one, data silos and manual or purpose-built applications that are dependent upon data silos. No data silos allows for automation, and then everything kind of goes away and solves the problem. Is that right? >> Yeah, absolutely. So cross-functional workflows are something that when people try to solve, they end up causing the integration problem at the end of the day. So you try to solve for one thing but then integration is always at the core of it. With Boomi, because we are coming integration up, we sort of automatically solve for that, but then with Boomi Flow, what we are able to do is we are able to abstract that away from users who don't really care about how you're going to get two applications to work together, so if you are in the HR team, you just want to make sure that here is the value proposition for the organization that I hired these employees for, they get to see that. I don't really care if your 15 applications need to work together at the backend. (cross talking) >> American Airlines example's a good one, they've hundreds of integrations, some will ship it and forget it. They won't have to remember it, hey, number 52, what was that again? Solved the problem but broke this over there. That's kind of the problem that is the core issue, right? >> It's a core issue. So we have a session later today with American Airlines, and MOD Pizza. So, both of them are a study in contrast. MOD Pizza is an organization that was founded a couple of years ago, around the same time that American Airlines and US Airways merges was happening. So the session is very interesting because you get a perspective from a company that started in 2011 or 2013, and took an approach of being a Cloud-Native infrastructure. So they make choices where all of their applications are in the Cloud but then when they grew at a certain scale, employee onboarding became an issue, they came to Boomi and how they are solving it, and on the flip side of it, you have a perspective from a large organization that around the same time relogged that their employee onboarding issues and then looked at Boomi and then said that, hey, how can we solve this? And as they said in the Keynote, good is not good enough, you need to have a great experience. >> Well you've also raised your NPS score 168 points, and now you've got an opportunity to reach customers in a different way, like you said to be able to integrate these functions and have to work together, that abstraction layer is critical for the business being more efficient and more productive. Finding new revenue streams faster, being more competitive, and really unlocking the value of that data so it can be used across multiple business units within organizations at the same time. Pragnya, thanks so much for stopping by and joining John and me on theCUBE today. >> Yeah, it was great talking to you guys. >> We appreciate it and have a great time at-- >> Hope you have a great Boomi World. >> Absolutely, off to a great start. Thanks so much for your time. For John Furrier, I'm Lisa Martin, you're watching theCUBE, Live from Boomi World 18 in Vegas, stick around, John and I will be back with our next guest. (light music)

>> Live, from Las Vegas, it's theCUBE, covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE, we are live at Boomi World 2018 at the Encore Las Vegas. I am Lisa Martin with my co-host John Furrier, and we're excited to welcome the CMO, the new CMO of Dell Boomi, Mandy Dhaliwal. Mandy, welcome to theCUBE. >> Thank you Lisa, it's great to be here. >> And thanks for having us here. >> Oh my gosh. >> Second annual Boomi World >> Yes >> Doubled in size from last year, moved it from San Francisco to Las Vegas. This morning's keynote was action-packed, standing room only, and some of the stats that really struck out at me: five new customers are being added to Dell Boomi everyday, over 7500 customers to date, your Dell Boomi community is over 64,000 strong, there's a lot of momentum. Talk to us about, you're new, been seven weeks, what are some of the things that excited you about coming to lead marketing for Dell Boomi? >> Oh my gosh, hard to pinpoint one thing. So many wonderful things about this company. Market leading technology, Gartner Magic Quadrant leader five years in a row, right? Just fantastic reputation in the technology landscape. Everybody has very positive things to say about Boomi. The company culture, right? Companies like this don't come around everyday. It's fantastic, everybody is very collaborative, we have a winning culture, we put customers first. We don't just talk to the talk, we walk the walk, and it's fantastic to be a part of it. Outstanding sales team, outstanding leadership team, I could go on. >> Michael Dell said 80%, sales are booming at Boomi. But, as far as a marketer, or CMO, you have a challenge. You have a successful company that was acquired by Dell eight years ago, incubated, and is part of the puzzle pieces of the Micheal Dell strategy. You have all of Dell Technologies' portfolio, but Boomi seems to be one of the key ingredients. You got VMware, everyone knows what's going on there, Pivotal, and now Dell Boomi, born in the cloud. So you got product market fit, check. >> Absolutely, yes. >> Now you got to get the word out, you got to drive value, be part of that flagship trio that's Dell Technologies. >> Right, right. >> That's a big task, how are you going to attack that? What's your plan, what's the vision? >> First and foremost, it's awareness, right? We've got to get the word out. We've got so many wonderful customer stories, that we just need to share with the world. Our own company, amongst Dell Technologies, day one, Dell EMC merger, sales force was integrated, day one. And guess who did that, what technology was behind the scenes? We drink our own champagne. >> That's impressive considering I can't even imagine the sheer number of sales force instances that came together in a single day >> Absolutely, customer service. We're our own best proof point. Dell Technologies is our largest enterprise case study. Customer service, across RSA, Secureworks, and Dell Boomi, one point of contact, one phone call. We get notes and if there's an issue with any one of our customers, we're able to pass through that customer request directly to the company that needs to be dealing with the customer. We don't make the customer hang up and call another number. >> So cloud scale certainly gives you an advantage, we heard that. Product is strong, data now is becoming much more instrumental across horizontal data sets. So it's not just the silo data and do some integration, you got cloud native, you got VMware and the enterprise, you've got Pivotal, Kubernetes, Cloud Foundry, cloud native stuff. How are you guys going to take that data explosion and make it trustable? Is that part of the plan, is that going to be a key part of that? >> Trustable in terms in privacy and data governance? >> Just leveraging the data, being data driven. You mention integrating sales, that's a tough job that has to be done, check. But now how do you get value out of the app and the workloads that run with that data? >> Well it's a complex ecosystem that we're a part of, right? And that's Boomi's job, we radically simplify that whole ecosystem, so the value is starting to show. We're about to unleash next week a Forrester TEI study. So we took a conglomerate with five of our top enterprise customers and built this 300 billion dollar business as a scenario, and started to look at the value that Boomi was able to derive in terms of cost reduction, in terms of savings on infrastructure costs, in terms of innovation potential, as far as speeding up their routes to market, in the ROI, which came back conservative from an innovation potential perspective, because you really can't quantify what you don't know, 300% was the number in terms of the ROI that we're able to deliver as a Boomi-empowered business. >> Which is huge, there were, besides that, a number of other really eye-popping quantitative stats, business outcomes, that that Forrester Total Economic Impact study covered, one of them being, incremental revenue is the biggest benefit that Dell Boomi customers get, 3.4 million of incremental revenue. Here's some other stats that I saw here that I thought were really transformative are, cutting development times by 70%, freeing up IT resources, being able to reallocate them, helping, ultimately, accelerate the pace of innovation, which we know is critical to transforming and continuing to use data, and to John's point, establish that trust, not just with customers and partners, but also internally. >> Absolutely. Every company's a software company, right? We've been hearing that now for years. We practice it, we live it every day, we're empowering these brands to go out and do what they do best and re-imagine their businesses from their customers' perspectives. It's incredibly powerful, it's exciting. >> And you, sorry John, I was going to say you've got, speaking of customers, over 92% of the breakout sessions here have customers and partners, and I know as a marketer how challenging it is to get. And you said about 68 customers here speaking on your behalf. >> Absolutely. >> That's huge. >> Our community is tremendous. We truly partner with our customers, and it shows. You heard Chris Port on stage, recognizing customers for innovation in various categories. We take our customers and partner with them for them to be successful. The company culture extends beyond the employees, and it's been the secret to our success. We're able to help them unlock the value of their businesses. It starts with the data and the applications, but at the end of the day, we're an enterprise transformation company. And you're going to start to see a lot more of that in the coming months, as far as messaging, and the value that we deliver as a platform. >> I want to give you thoughts, Mandy, on a couple things. One is the technology partner program, and the ecosystem, you mentioned that, but also you're starting to see the messaging change around Boomi, Dell Boomi. Integration, certainly we know how hard it is, as a glue layer, to put stuff together, but you guys are talking about connecting businesses. So you're now moving up the value proposition, the more holistic kind of perspective. By design, is there a rationale for it? Can you explain why this is happening, what's the evolution? >> The market is taking us there, right? The customer need is where we're focused. Digital transformation, right now, today, the stats that we have, only 26% of digital transformations succeed. We've got an awful lot of customers saying, "Hey, we got to get this figured out." It's on the C-suite agenda, it's on the boardroom agenda. It has to succeed, it's innovate or die. There's stats out there in terms of how many of the Fortune 500 are going to be around 10 years from now, five years from now, right? Boomi is that company that will solve those problems. Michael said it this morning. >> And speed's important too, they got to get there faster. >> Absolutely, absolutely. >> And that's not what they're used to. (chuckles) >> We have a very simple UI, very plug-and-play, drag-and-drop platform that helps our customers go deliver. Not to mention the power of the analytics and the AI that we've got behind us. We've got the pattern recognition down. >> Talking about the partner program, I'll say (mumbles) some of the announcements. Yesterday was a partner day. What happened yesterday, what's going on today, what's the vibe of the show, ecosystem, partner program, what are the new things? >> You know, bottom line for the partners, we're here to help them extend their businesses. There's tremendous momentum in the market as far as, we're pulling through demand on the integration scenarios. You know, we've got Deloitte and TCS, Accenture, some of our top sponsors here, our sponsorships are sold out, right? Our partners are here in this ecosystem. Dell Technologies, right behind us. It's a tremendous show of force, it's fantastic. And it just shows you the market potential and the need out there. Customers are clamoring for these types of solutions. >> As the CMO, I want to get your take on some of the messaging breakdown. One of them that came out today, left bold messaging is, not only, as you mentioned a minute ago, Dell Boomi is the transformation partner, but also that, "Hey we're re-imagining the 'i' in iPass." iPass is a competitive, well-established market. You guys are using your own, upwards of 30 terabytes of anonymous metadata to make the Boomi unified platform smarter, more responsive. As you look to help that 76% of customers who are failing in their digital transformations, how is the "re-imagined" 'i' in iPass going to be a facilitator of that? >> It's putting the user at the center of the experience. Steve Wood, our Chief Product Officer, is going to be on stage tomorrow, doing a demo of this re-imagined user experience. It's driven by the data that we've got, It's driven by the patterns that we've been able to look at as far as business processes and integrations, and be able to provide a user experience where the customer's at the center, I go with a problem, not a list of technologies that I need to connect. Mandy wants to build EDI for a couple of trading partners, right? I don't need to tell Boomi that, I need to tell them, "I need this outcome, "and I need data to be transferred from here to here," and at the end of the day, I, from my cell phone, want to be able to figure out what's going on as far as my supply chain. I want to know where that boat is, coming for Black Friday. Is my inventory hitting the port when it needs to? I should be able to see that from my phone. That's what we're doing, we're giving the power back to the users, and enabling them to go power their businesses. >> As a new person to Dell, we've known each other, at the last (mumbles) you were at a born in the cloud, Amazon sets the agenda for a lot of the cloud computing market, you guys are cloud native as a startup, really kind of nailed that stats formula with Boomi. Dell is not restrictive in the sense, but it's got a lot of muscle behind you. Boomi seems to be standing on its own and flying out, like VMware, while it's still 100% owned by Dell. Those trends are big, that's a big wave that you're on. How are you thinking about it as you look at your assignment as the CMO, how are you going to ride that wave, are you going to hang 10 early, are you going to build it out slowly? What's going on? >> Oh, we're going. We're going for it. We're going to go ride that wave, it's here. If anything, we've got to work better with our Dell Technologies partners, right? We're getting in deeper from a go-to-market standpoint, with a lot of the enterprise reps already in the ecosystem. We're looking at driving customer value. As Michael said, there's always a need for Boomi. We haven't found a single opportunity yet that Boomi isn't needed. >> So you're on a growth curve? >> We're absolutely on a growth curve. It's just, we can't get there fast enough. We're hiring like crazy, we're, you know, we're just doing it. >> What kind of jobs you guys looking for, what's the hiring, what are your needs? Take a minute to share. >> Technical talent is always priority number one for a company like ours. On the go-to-market side as well, we need sales people, you know I've got marketing recs out already, check our website. There's lots of opportunity from a VD standpoint partner as well, so tremendous opportunity on the go-to-market side as well as on the R&D side. >> Looks like Boomi is going to be one of those flagships for Dell Technologies. >> I certainly hope so, that's my vision. >> I mean, you've got good company. VMware didn't skip a beat, Pivotal's growing like a weed, Dell Boomi's exploding in a big way, you guys are doing great, congratulations. >> Thank you, thank you. >> And another thing, before we wrap up here, that is impressive, all those companies, those Dell companies that John just mentioned, including Dell Boomi as a business unit, all of them have women at the executive level. There are six CMOs, including yourself, female CMOs in that position, and that's something that theCUBE has always long been a supporter of women in technology, and I always admire that. It's great, congratulations on your appointment. It's great seeing a strong female leader in a role. And your energy is contagious, so. It's a good thing that they got you on that growth trajectory, 'cause I can feel it. >> It's happening, it's going to be amazing. And thank you for being a part of this journey with us. >> Thanks so much, Mandy, for having us, we appreciate your time, and have a great time at the rest of the event, we'll see you next year. >> Thank you, thank you. >> For John Furrier, I'm Lisa Martin. You're watching theCUBE live from Boomi World 2018, John and I will be right back with our next guest. (digital music)

>> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE's continuing coverage of the 2nd Annual Boomi World 2018 from Las Vegas. I am Lisa Martin with John Ferrier, and we're welcoming to theCUBE, for the first time, the chief operating officer and chief customer officer, Chris Port. Chris, thanks so much for joining us on the program today. >> Thank you for having me. >> So, 2nd Annual Boomi World. Over 1,000 people here. The keynote was streaming, in what, 17 countries this morning. Big impact, 7,500 customers. You also said, Dell Boomi, we're adding five new customers every day. >> Yes. >> You have this opportunity to get your customers together with Crass, and Analysts, and your Partner Ecosystem. Talk to us about some of the strong messages that have come out from Dell Boomi in the last couple of days about your technology partner program, how you're re-defining iPaaS. >> Yes. Yeah, I think it's about the leadership that we've talked about effectively since there was a Gartner Magic Quadrant from our space, we've been in the leader of quadrants. So, incredibly excited about that, but the goal is how do we become a leader for the next 10, 20, 30 years. And, I think this week is not just the start, it's a continuation of that. So, we talked about the new technology partner program, which, to me, is just the continued evolution. We've always had a partner program, but it's just continuing on that journey and really starting to explore ways for partners to now start to build solutions on top of Boomi that they can then take to market that we support. Obviously, leveraging Boomi's technology, but then, building on our platform. I think we're talking about exploring and expanding our GSI and SI capabilities. So that force multiplier that Chris talked about. We have a great group of Boomi team members, but we know that those SIs and GSIs provide that force multiplier. We've also launched new services around enterprise innovation and enterprise architecture. We listen, this is 100% customer-driven. Customers talk to us. They love professional services from us, but they love to see it in a much more predictable, provided deliverables, in a subscription model, so we launched that this week. And then Steve Wood's going to talk tomorrow about a multitude of things from a product perspective that we feel are really kind of, this is where the iPaaS 2.0, as Chris called it, tomorrow is the start of that, and I think you guys will see that journey. >> There's a lot of challenges in this marketplace with cloud-native and on-premise legacy applications. They have great value as they get modernized in cloud. You guys are born in the cloud. Everything that Boomi has done since the start-up days has been cloud-native. So, that's an interesting perspective. That's going to be helpful as you guys take the customers to the next level. But, this connected business market that's developing is complicated. You got smart contracts around the corner with Blockchain. You've got integrating multiple developer environments, multiple toolchains. Just on and on. A lot of complexity. And, what team leaders want is less complexity. So, they don't want more complexity to solve more complexity. So, this is the struggle. How do you guys talk to customers who come to you and say, look, I've got complexity and I want to simplify but I still want to scale. I want to do these things. I want to be prepared for Blockchain. I want to be prepared for the next level of business. >> Yeah, I mean, I would say a couple things. I think, first off, we're agnostic in terms of on-prem versus cloud from an application perspective. Our predominant use case is a SaaS-based application that's in the cloud and an on-premise application. So, I think 7,500 customers, the 10 billion minutes of experience we talked about, that experience spans both on-prem and cloud. So, I think we have a really unique opportunity to see and live in both universes. The architecture is 100% cloud-native which gives us fundamental advantages. Now, in terms of what you talk about, in terms of the simplification. That's what everybody's striving for. They want to reduce the tools sets. And, again, I think that's the power of the platform. Steve Wood talks about it, drop the mic, we're the best at integration, low-code, high productivity. It's where we were born. It's what we built the back of the company on, but that said, over the last five to seven years, we've built a true platform around that core capability to now encompass master data management with Hub, API with MIDI, EDI with Exchange, and ultimately Flow that kind of brings everything together from that workflow low-code app piece. >> So, foundationally... Congratulations by the way. It's a good job. But, that's just the foundation. >> Absolutely. >> You guys talk about the keynote today. Michael Dell kind of hit it hard with the scale and the data tsunami with AI. >> Yes. >> As IoT is right around the corner or here with edge, whole new processes are developing. That not necessarily are predictable. Sometimes architecture might change over night. This is kind of the next Boomi way that we're seeing you guys set up for. How are you guys building that out? What are the key business model components? You mentioned the community that you have now, an ecosystem that's best developed and growing. How are you guys looking at configuring the business to build on the foundation and not skip a beat? >> Yeah, I mean, I think when you start talking about kind of the tsunami of data, as you put it, or that Michael put it this morning. When you think about Boomi, and how lightweight the out-of-market texture is, it creates this really incredibly fast way to create that data fabric. The data fabric, ultimately, is what will drive AI. It's being able to aggregate and see that, and then ultimately, put it in the AI engines. As we call it the fuel, or Michael or someone, coined it this morning the fuel. And, I think our architecture, and again, this is where being cloud-native, that you talked about, this is our profound differentiation. This is why we have the advantage in that space. It's up to us to take advantage of it, but I think, first off, it's that lightweight architecture that will allow us to really work within customers to create that data fabric that then drives AI, drives it into their organizations. We just heard from the panel that Mandy was on, and Blue/Green, and the chief security officer, chief privacy officer from Dell. And, again, everybody is talking about AI and howling about data and data privacy, but Boomi's in a unique place to kind of create that data fabric. I think the second one is being able to deploy AI into our own product and into our own community. And, in talking about staying ahead of the curve, that's paramount, that's our fundamental. In my opinion, that's the fundamental differentiator. It's the moat that we have today because we are single instance multi-tenants. So, people will talk about the number of customers they have, but all of ours live on one instance of Boomi. So, that 30 terabytes of anonymous metadata, that's all on one instance. So, we see that it's our opportunity, and you see it with suggest and assure and some of the things we pioneered in AI. It's our opportunity to take advantage of that with the future of things and Steve Wood will start talking about that tomorrow. I'm excited of how we deploy AI in Arctic community and our support in a much more proactive way help our customers solve problems and opportunities that they have every day. >> Michael Dell has talked numerous times on theCUBE, and even again today, and in the keynote that companies need to express their competitive differentiation with their data. Enterprises that has mostly been the sweet spot for Dell Boomi. Large organizations not born on the cloud, many of them, have a huge advantage of having a ton of data. You guys are a great example of how you are also using almost 30 terabytes of anonymous metadata, to tune... And that's too soft of a word. To really empower the platform. So, you're an example of, with the kind of transforming, using what you're saying is what companies need to differentiate. When you're in customer conversations, as the chief customer officer, how often does sort of that Boomi on Boomi transformation story come up and help customers get even more trust in the brand? >> That's a great question. I think it comes up more and more, and I would say it's Boomi on Boomi, but it's Boomi on Dell technologies as well. Because Michael talked about it, Dell went on this acquisition bench, and if you go look at it, it started roughly nine, 10 years ago. And, Boomi was literally the second, if you go look at kind of the assets that they purchased, Boomi was the second. And it was about 12 months after the first acquisition. And everybody is learning about what it can do, and they're like, wait a minute. We acquired this other company 12 months ago, and we're still trying to figure out, simply, how to make the two instances of Salesforce talk so that sales makers can just share leads and understand what they're doing in each other's accounts. We're, like, well that's kind of what Boomi does and within six weeks that problem was solved for that acquisition, and obviously the Boomi acquisition, and then, kind of carried that on. >> So, you use your own technology to solve the internal problem. >> Exactly, drink your own champagne. And that's just become more and more. I mean, we have a multitude of people from Dell technologies, IT here, this week, talking at some of the breakouts in terms of how they leverage it. They're now leveraging that. They're now leveraging Flow for different opportunities. Dell's got one of the largest service cloud deployments in the world happening. A lot of that will be powered by Boomi. And, so, those conversations come up all the time within customers. I think the Boomi on Boomi, I think the onboarding app will certainly give us an opportunity to talk more and more about that. Obviously, our application stack underneath the covers is integrated by Boomi. So, it absolutely comes up, but I think we're kind of at this inflection point in terms of these discussions where I would tell you they come up in a step function way more today than they did when I kind of came back to Boomi three years ago. >> You know, Chris, I got to ask your perspective. You made me think of some question. You mentioned that Internally Amazon had the same challenge with AWS. They solved their internal problems. And then, the rest is history. Dell has an interesting architecture now, and if you look back at the history of Dell, I know you look at how it was built out, Michael has been very successful in merging in as an equal with EMC, the acquisitions that came in, tuck-ins, and some in storage all over the place. You guys have a culture of acting like a startup. The founder on stage is, like, I'm jazzed, I'm going to go the next 30 years. I'm like, that's 85 I'll be like... (Chris laughing) Okay, so, this is a culture of startups. How does Boomi keep that startup edge? Because they were really SaaS first, early on. How does that maintain the culture? And, now, the power of Dell technologies. VMWare, the relationships. They've got some muscle within Dell, but mostly don't want to put the wet blanket on the innovation engine of Boomi. How do you guys operate that? Because you want to tap the internal. >> Yup. >> Build that, make that, feed into growth. Same time, be nimble and fast like a startup, and grow. >> Yeah, well, this is like the unique opportunity that I've had, right? I led the strategy that ultimately led to the acquisition of Boomi, led the due diligence, and then rolled out and was part of the leadership team eight years ago. Eight years ago to the day yesterday was the anniversary. And, part of the design point of the acquisition though, part of the selling point to Michael and his leadership team at the time, was incubate Boomi. Please, don't try to integrate it. >> Don't force it too early. >> No, let's leverage the power of Dell where we can, particularly from a go-to-market perspective and a branding perspective, but in terms of truly integrating when you think about integration in terms of M&A, that wasn't the playbook that we ran. In fact, my job as kind of the chief integration officer at the time was to really protect versus integrating. And, I would argue that that's kind of carried on eight years later. And, Chris McNabb and the team have, you know, Chris has built an incredible culture at Boomi. And, it's probably the first thing that we talk about at every leadership meeting which is we're trying to grow heads, and grow team members, and grow Boomers, 40, 50, 60% year-over-year in terms of our hiring. The one thing that we cannot relax on is that culture. And, Chris has infused that in us. Michael's absolutely an incredible backer of that. >> So, strategic since day one. >> Absolutely. >> You know that cloud's around the corner, but still you know you're early, so you probably got a good price on the deal anyway. But, you said, okay, cloud-native. You got VM, you got Pivotal. >> Yup. >> It's maturing in real-time every day. So, you guys had a plan from day one to be strategic that way. Not jam the revenue up and try to get the numbers up. >> No, and I would say even today, I think we're absolutely, we think there's incredible opportunities with partnerships with, obviously, Dell technologies, but with Pivotal, with Vitrustream, with potentially VMware. I think you'll continue to see us announce things and explore those, but Michael, he holds Chris, and ultimately the Boomi team, accountable to our P&L. We have to go meet our numbers. And, there is no forcing of partnerships. It's, like, it's where it makes sense, and there absolutely are things where there's logical sense. >> Well, now you're in the inflection point. You got to grow the business. But, the data is still going to be, that could be the next kick up. You don't know where you are in the inflection point, I'd imagine. Are you down here or is it hockey sticking up? Because if the data comes home, and you're a trust platform for the data, that feeds into the apps. >> Absolutely. >> That feeds into the API 2.0 economy. >> Yeah, yeah, yeah. And, I mean, yeah, it's a fair question. I don't know that we'll know until five years from now where we are today in terms of that inflection point. I would say typically we're actually seeing acceleration in our space, right? Like, usually, when you look at the Gartner, the Forrester stuff, that I stared at eight years ago. Usually they're very aggressive on their expectations. Their expectations for iPaaS were actually lower than what we've seen. And, we're actually seeing even acceleration and growth of the space. So, we know that we have this opportunity, I think, with data and the ability to create this data fabric and really drive those business results and insights into our customers. I think that's what puts us somewhere on that inflection point, but I would argue that it's more like this today than it is that. But, time will tell. >> So, customers, the bread and butter, the reason we're all here, right? 7,500 plus I mentioned in the beginning, five a day. You just today, Chris, recognized the first customer awards for Boomi customers, and you had some really cool categories, change agent, emerging technologies, innovator and ROI. Talk to us about the genesis of this customer awards program and how is that really kind of even internalized with the Boomi folks going, look at what we're enabling, so many different types of businesses to achieve. >> That's a great question. I mean, since I've been back, one thing that we try to instill in the sales cycle is really talking to customers, understanding what is the business value? What are you trying to get out of this? We're typically an ingredient of a broader project, so how do we articulate? What is that business value? What's the business outcome that you're trying to achieve? And, I think today was a way for us to talk aloud, and, ultimately, reward people that are leveraging technology. Boomi's a part of that, but, ultimately, what is the business value they're driving it? And, in a profound way, that's even amongst our 7,500 customers are unique in some way across those different four categories. So, that was really the genesis of the customer awards. It was trying to go find those types of customers that were somewhere much further along in their journey across one of those four pillars, but about their business outcomes. What they were trying to drive. Whether it be having a trading partner take six to 10 weeks down to three days. Whether it be driving better customer experience within customers trying to seek out advertising with charter. And, ultimately, get them, but, again, generating bottom-line results and top-line results. So it's about the business outcome, the business result. >> Final question, I know we got to break, but I want to get it out on the record. What are you investing in? What are you doubling down on? Obviously you're on a growth curve right now, so you can look back where you are in the next couple years, but certainly it's working. So, what are you doubling down on? Where is your key investment areas as you look at the next years, 24 months out. What's going down? How are you operating the business? >> Yeah, and maybe I'll highlight three things. I think first and foremost, it's our product, and I think you'll hear from Steve Wood tomorrow. So not just me, when you ask me that question, I'm going to talk about Boomi's investment priorities. So, first and foremost, the product. I think you'll see tomorrow. We started, I mean, look, three years ago we kind of did this separation from Dell technologies, where we're 100% owned, but that in terms of the profound impact and investment of the business, that's where we started this journey. But, in terms of the next 12 to 18 months, I'd tell you product, and you'll start to see that tomorrow, and how it's manifested itself, and where we're headed in the next 12 to 18 months. I'd tell you our go-to-market activity and there it's continuing to build out as global capabilities. It's continuing to really hone and focus our partner capabilities, and that's also figuring out how to leverage Dell technologies and really drive that, particularly to help bring us into those opportunities as we scale and continue to grow. And, then, I think the third is our customer success equation that I talked about this morning. Chris has been incredible. I genuinely mean it, success is a Boomi-wide initiative. We're only as good as our customer's experience today, and we invest in that every single day and that's been a profound investment area that we'll continue to ramp up to really plow down on that success equation we talked about. >> Well, Chris, thanks so much for joining John and me on the program. COO, chief customer officer and dare I also add chief listening officer. I've heard a lot about your listening to customers as well as employees. Thanks so much for your time, Chris. >> Thank you so much. >> I'm Lisa Martin with John Ferrier. You're watching theCUBE live from Boomi World 2018 in Las Vegas. John and I will be right back with our next guest. (upbeat music)

>> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE. We are live at the Encore in Las Vegas, I'm Lisa Martin with John Furrier. We're at Dell Boomi World 2018, second annual Dell Boomi World, and we're here with one of Dell Boomi and Dell's biggest GSIs. We've got Jason Cook, the Global Client Account Lead at Accenture serving Dell. Jason, thanks for joining John and me today. >> Thank you. >> So, second annual Dell Boomi World, bigger than last year. They were talking today, a lot of interesting numbers. 7,500 plus customers to date. They're adding five new customers everyday. I saw the Gartner Magic Quadrant from earlier this year and iPaaS, they are right up there in that strong leader category. Talk to us about the relationship that you have with Dell Technologies and the business heat of Dell Boomi. >> Yeah, yeah, it's an interesting one. So, Accenture has become very big. I think we now have 470,000 global employees, and our brand and presence is technology advisory and delivery, it predominates what we did. What's interesting about Dell and, specifically, Boomi is being so central to the technology ecosystem, there's much opportunity for partnership. Where Dell is present with enterprise clients, we're present too. And we tend to have long-running relationships with those clients. Most of our clients are tenured over 15 years. So it gives us an opportunity to have the type of longstanding relationship that Dell has with clients and advise on technology trends, and change, and break into the best thinking of the marketplace in their clients as they look to solve problems, of course, Dell is central to that solution set, as Boomi is too. >> And yesterday, they announced a new technology partner program. Dell Boomi has a broad partner ecosystem that it partners, implementation, GSIs, talk to us about that and the maybe new business opportunities that it will give to Accenture. >> Yeah, so we've enjoyed a relationship over the past several years in Europe working with Boomi. And we incubated a program over there called Eccentric Growth Partnerships, where with emerging companies such as Boomi, we've gone to market, leveraged the Accenture channel, and then brought scale to those technologies to deliver at enterprise level for their expectations. It's been very successful, you know, seen on both sides is a real win. And we're now transferring that into the North American market, so we're based on the heels of that success. We're looking to formalize some of the things we've been doing internationally in North America. A larger market for both of us, and so it's expanded opportunity in both places. >> Jason, talk about Accenture's own transformation. We've been following you guys for, I've been following Accenture when they changed their name. But recently you guys have invested, in the past decade, really early in data science. You guys have been on the public cloud very early. You've been partnering with your customers. And so that's all great, you guys do a good job with that. But what's interesting is you're actually helping them change their business model. >> Yes. >> So how has your own transformation within Accenture dealing with Dell, he's been doing a trillion dollars in business. Millions and millions of servers sold. His customers are changing. You guys are in that business model, enablement business, you're helping customers. What's the big business model impact that's happening in the market right now. >> Well, I think you know, as it pertains to Accenture, yeah, we've grown. I would say one of the hallmarks of the growth has been around digital, and I think 60% of our revenues are now digitally oriented, which are in the areas you described. So that's become our brand and presence, and the majority of what we do in the marketplace. I think the things that we're doing to serve clients, which are several of the things we've done internally, have been around all sorts of digitally-enabled journeys, whether it's the intelligent enterprise, the connected customer, the adoption of platforms, and the expanded use as a service within enterprises. There are plays within all those spaces where we end up bringing enablement to those clients. You know, examples would be, in the retail space, you know, growth and expansion of omnichannel techniques, so that the same customer experience exists across anywhere in retail. Programs around single views of customer are very, very common for us globally. Traditionally, less technical areas of the business, like a supply chain operating that's dominated by manufacturing and fulfillment and brick and mortar in the retail space. The real time visibility challenges that have historically been there are only now being able to be solved by technologies, and so there's several different. >> And the cloud certainly is horizontally scaled, so it impacts all industries that you play in, so, good for business. But the challenge that the CIOs have that we talked to, we hear and want to get your reaction to is, okay, I loved technology scale. I need to have proof points. I got to have mile markers that are going to be attainable with time-to-value. But the number one thing they say is I got to bring a competitive advantage into I.T., in a cloud construct that's horizontally scalable and work with partners in areas that aren't core. So, leverage supplier relationships, but build a core intellectual property or competitive advantage with I.T. How do you guys help them? What are some trends? What are those I.P. moments for your large and medium-sized customers? >> Yeah, I think that because we have the heritage of both advising on and delivering technology, where we tend to work closely with CIOs is around the speed-to-value, delivering on programs. We represent a wealth of experience and work in the marketplace, and those learnings can be brought to different clients, and fundamentally that's what's valuable to them. So I think that when we talk about cloud enablement, it's often a matter, too of thinking through, what are the specific business outcomes that can be delivered from the use of technology. And so, clients for example, I can think of some clients, that one company that has 1,400 legacy applications in a cloud footprint. And yet the business initiatives that come into the IT-- >> They must use containers a lot. >> Yeah, well exactly. The questions that come into the I.T. organization are often ones around how can we improve our visibility to product line profitability, as an example. And so, the use of cloud, the use of integration technologies like Boomi accelerates the ability to connect information from that disparate environment and deliver outcomes. >> And specifically more tactical, to get those outcomes, what specific things do you see? Is the cloud native? Is it the role of data? How are CIOs getting down and dirty, saying okay, I'm going to lock in on this as territory, we're going to build around and build on top of. Data, cloud, and IoT's new, and everyone knows what IoT is, it's going to be part of, either physical and/or low-hanging fruit. But what are they building on from an I.T. standpoint? Is it the data, is it the network? Is it the storage? So what do you see there? >> Yeah, I think it is the data. I think that's where we see, data-led seems to be the thinking in most of these cases around getting information consistently consumed throughout. 'Cause the world has become so data intensive that access to data is not the problem. It's the integration, and the derivation of value from it that's-- >> And scale, too, I mean. >> And scale, right, yeah. >> Hello cloud, so cloud and data seem to be. >> And it's become more distributed, too. And so dealing with distributed data sources and normalizing has been a-- >> That's where Boomi comes in, integrating all that stuff in, so cloud and data seem to be the pattern across the board generically speaking. I mean, obviously certain industries financial, service, oil, and gas have unique requirements. >> They all have their own cases for it, whether you're a distributed bank, or whether you're a distributed retailer, or whether you're dealing with oil wells in distributed locations, you run into common problems across all industries. >> And integration is so much more, as the iPaaS market has evolved, it's so much more than integrating applications. It's integrating applications, data from existing sources, from new sources, the API economy is essential for that. To enable an organization to create a customer experience that's going to allow them to use that data, and continue to get more customers, more data, and evolve faster than their competition. But transformation is a big challenge, right? And here, well, and even Dell Technologies were, the theme was about making it real, making it real for digital transformation, security transformation, huge priority, workforce. How, when Accenture is going in to integrate at, whether it's a retailer or an oil and gas company, how do you help them start? What's that start of a transformation? >> Well, it often is the transformations you were just referring to. Our typical engagement profile ranges from how do I engage my workforce in a new way? Or how do I improve visibility across a distributed network of retail stores, or banks, or what have you? And so those are the transformations, and then inevitably, the connection of information across those things become the enabling source. If you take, as an example, a customer experience program where, let's talk about a government example where they want a single view of a citizen, a tax payer, whatever it may be. There's so much information on that person in so many disparate places that has to be brought together in a cohesive way. Not only that, but brought together and then used effectively in serving that person. And that's where you see a lot of value. >> Jason, I want to pick your brain while you're here, 'cause Accenture's always got the smart people who know what's going on. And you got big customers, big examples. There's a dynamic right now between two kind of personas. Kind of making it generic for the conversation now. Persona one is the business executive who is responsible and chartered to drive the digital transformation with new and improved applications. Taking advantage of the legacy, bringing in the new, managing them either on their own schedule. And the second persona is the person deploying cloud. So how are companies organizing around these personas? One's got to be under the hood, I got to do multicloud I got to do Kubernetes, I got to do all these things. Stateless applications, stateful applications, integrate them all together. I'm deploying it. And then the business persona, hey, take that hill, more apps, more outcomes. So how are companies organizing around these dynamics? What's the best practice? >> Yeah, along the lines you describe. So, specifically, the business functions are becoming aligned with application domains, and those tend to be programmatically managed. And so we see structures around that programmatic management. To be very responsive to business needs, and particularly as clock speeds accelerate on delivery, maintaining that partnership is very, very important. Likewise, on the infrastructural side, we see alignment there too to take advantage of creating platforms, and enablement, and infrastructure, and delivery capabilities that can deliver on that promise. >> So they're working together on pizza teams, or like agile teams? >> So it's a customer-focused model for the programmatic work and it's an industrialization and an acceleration on the infrastructural side. And that's, again, where there's a strong fit with some of these-- >> Do you have a favorite example, speaking of that? So many departments, lines of business, need to have access to the same data to be able to develop new products and services, tune things, make things better, faster than their competition. So there's this sort of democratization and this need to be able to share the information so that the entire business can grow together. Do you have a favorite example of an organization of any industry that you've worked with that you've seen really do that well, so that business, at the end of the day, everyone's playing well together because they have to. The business now is connecting customers, vendors, partners, and delivering experiences that are truly differentiating. >> Integration programs, data programs, data lake programs, data science programs often have a governance mechanism out in front of them to prioritize the needs of their business. Both in the back, in terms of enablement of different sources of information being accessed, but also the uses on the front end. And so that is a practice that we're seeing grow exponentially. The other thing that's interesting, I think, in terms of best practice is that as intelligence accelerates and companies become more analytically driven, the traditional process of continuous improvement which used to be defined in terms of Six Sigma events and other things, where once in a while a function would be evaluated for efficiencies becomes a continuous capability. So in this governance model, the ability to refine, and tune, and improve things like integration, AI, analytics on a continuous cycle as opposed to having it be event-driven is certainly an emerging trend and a best practice that we see a lot of. >> Well, Jason, thanks so much for joining the program with John and me today, and sharing with us what's new with Accenture and Dell Boomi and how you're helping customers globally truly transform. >> It's a pleasure, thank you for having me. >> And for John Furrier, I'm Lisa Martin. You're watching theCUBE live from Boomi World 2018 in Las Vegas. John and I will be right back with our next guest. (electronic music)

>>live from Las Vegas. It's the Cube covering booby World 2018. Brought to you by Del Bumi >>Welcome back to the Cube. We're live at Bumi World 2018 in Las Vegas. I'm Lisa Martin with John Ferrier and we're welcoming to the King for the first time. Brian Stewart, managing director of Deloitte specifically in the h r transformation practice. Brian, thanks so much for joining us on the program today. >>Thanks for having me, >>Deloitte. Long time Global Systems integrator with Del Technologies del Bumi. You were on a customer panel this morning and the Kino that was very interesting. Talk to us about what? Deloitte His helping American Airlines transform with Del Boom. You mentioned This is, you know, this is a big, long duration transformation. American Airlines, well known, a lot of passengers. A lot of customers don't just about where you started three years ago, what that transformation has been like. >>Sure, in 2013 when American and US Airways came together, the first thing they did was focused on their customer world. And once they were able to get the customer rolled under control, they started looking at how they could take their employees world forward and what what we started to do was, as they said, we want to take successfactors and make that our system of record way came in to do the implementation. Okay, so we leverage Successfactors used elbow me to do the integration between all the external and internal systems. So it's some 136 plus integration State star systems and 327 internal systems spread out, you know, across the American Airlines. >>And what were some of the big results that you have helped them achieve to date? >>Well, I think for American the biggest thing was they wanted their employees experience to be the same as their customers never want it. They believe that if the employees experience is the best, it can be that the customers will have the best boss works pains. And so when they were able to do the implementation successfactors and tied together the integration points it allowed there and play experience to come up to the same standards as their customer experience. And for the first time, they had an integrated system that allowed them to get that view, provide consistent experience across the board and give them really give them place confidence. And they knew where to go to get their data, to manage their own data. >>About where you see Del Bumi succeeding where others haven't been successful, the attractions been great. A lot of watching might be looking at Dublin's Hey, okay, what's they're born in the cloud. What's why why were they successful? What's what's what's the key thing in your mind >>from our perspective, when we looked at the possible options way, looked at several possible metal wears and way Bumi stood out was to measure weight, scalability and flexibility going forward. When you're talking American Airlines, over the course of last 20 years, we're talking 325,000 plus employees that have traveled benefits. So in order to scale to that kind of number as we pull across, we had to have a solution that could be speed to build and pull that information on a regular basis. Okay, boom. He really check that box in the hard way where nobody else could. >>Big trend is different, you know, hit the easy, but not so easy when you're dealing with a lot of legacy integration points project timelines tend to get loaded in lengthened. That's the challenge. How to shorten those? Well, it's a big, big challenge. Howto customers get that that success point. >>There were a couple of different ways that we looked at handling that number one by using booming. We had all the pre built, you know, attachments to the FBI's for success factors. That was a big deal for us, because we're going to have speed to build, right? I mean, when you're talking 136 integrations that have now turned into 100 50 as after we've gone life, it's Yeah, it's a lot. It's a lot to manage, and we can't have a situation where every little thing is it's custom built. Then things start to fall apart, right? It becomes a self fulfilling, snowballing top of prophecy. So the consistency provided by Bumi allowed us to get that speed, and then it also gave us the flexibility to make calls where sometimes there are challenges with that kind of volume of data to make the combined like ad hoc report calls with the A P, I calls and do innovative actions that most people haven't seen. I know some of the stuff we were doing. They said we didn't know you could do that way, pulled it off. >>Well, what a surprise. So that's the business. You want to be in success point where you can actually go out, get value of the data and deliver the user experience. Peace, >>right. And as we go forward and we continue to leverage a state AIDS, you know, HR systems are great. And like I said, American believes that with experience must mean customer experience. But it's often hard to determine our why exactly right. Because, you know, HR Systems. You know, it's not always clear, but one of things you can take it forward on is combining it with other data across the organization and looking at how we can tie the employee data using Bumi with data from airports or customer, and tie that out and provide insights going forward. >>You know, that's a big deal. And I think you're in the hr side of it. This personal practice you're in now, but I think you nailed what we hear a lot, which is Oh, we have a staff that's gonna help you. But you know about a horizontally scalable cloud fabric model, whether it's on premises or in cloud. But the data accessibility cross pollinates. That's a key value. >>Yeah, you know, when you look at things that can impact operations Dr Shareholder value I mean, when you can get insights on those type of things back and binding that set of data going across like you're talking about, it really changes what you can get out of the system. >>So it's more than just immigration platform at that point. Yeah, it's a data trust platform >>on booming searches underlying foundation friendly with that date around >>transformation theme of many events. Del Bumi coming out today and say we want to be the transformation transformation is now a sea level conversation. It's a board level conversation. It's an imperative, very challenging for businesses like American Airlines, who grow dramatically by opposition et cetera, but also weren't born in the cloud to undergo such transformation. When you were having conversations with customers, where are you going right to that sea level? The boardroom. This is alright, delight. We have to transform. We need your help to help us identify where we should start. What's that customer like inquiry Start like >>it depends. I mean, sometimes it's a question about what can the road map look like? Kind of what you're talking about from that sea level executive or way. Maybe in the middle of an implementation where we're identifying, you know, like, here's how we can leverage the state and take it forward and bringing that forward. You know, when you talk to one of the things that you see all the time, is people on the ground have wonderful ideas and understand exactly what you know. Changes could help impact the business. And listening to those people and putting together their thoughts and taking it forward is one of the things we do to try to make sure way actually leverage all parts off Clyde experience. So I think you can start the way you're talking about. But it can also start with, you know, I think when the gentleman I work with it at American senior manager and his ideas are something constantly collaborate on to try to come up with how we can improve American Airlines is business. >>So, uh, >>in terms of delights partnership as a global systems integrator with Delta me, you have choice customers have choice. It's It's about much more than integrating applications data people processes. Today, Dell, Gloomy came out and said, We want to be not just the transformation partner, but we're We're gonna redefine the eye and ipads intelligence percent McNab talked about. I pass to Dato from some of the things you heard presumably yesterday. The Partner Summit. What excites you about this new vision that Del Bhumi is bringing the iPads >>well, the opening up in the flexibility of the platform and to add your logic in as the represented from sky, I'll have talked about this morning understanding how you can add that logic and to drive changes to anything from customer experience. You know, adding the intelligence into your workflow being part of the, you know, their flow product that they're talking about, adding that intelligence in really changes the game on what you can do. And that is the most exciting part to me, because if you had that intelligence and you can save both a customer frustration, user user experience and the bottom line and you know you can, you can anticipate things more quickly and be able to help people sell them ourselves. >>Ryan, My final question for you is you seen different evolutions of deployments and consultancy projects over the years. They've gotten shorter in the gravy train of two year projects. Everyone's making money that because planes serviced just different animal Baxter, I t was different. Now cloud speed is critical. You mentioned scale earlier. I need speed. I need scale and I need to have automation. I don't want to be going back and uploading on the 138 6 integration and find out the 3rd 1 has problems. This is chasing your tail kind of philosophy. That's over this new world. What's different about this world we're living in now? If you had to tell a friend Hey, As you start going into digital transformation, watch out for these things. But do more of this. What would that advice be? How would you advise >>I think in? If I were to try to phrase it like that, It's the key that we look for his automation and everything. So one, the big challenges I know most people faces. All right, I contest these interfaces. I've quarterly releases. People talk about release fatigue, right? How can I oughta make my testing Sakhalin away because that doesn't come just out of the box right in, actually leverage moving for some of that. But But how can automate that cycle? Because what you're exactly right. People don't want to have to say tweet one value on my data model. Now I have to test 48 interfaces. I shouldn't have to generate 40 a day sets. It should be automated and ready to go. And I think that kind of speed is what we look at as a big changer for how we how we handle keeping those things compressed and not testing everything in the world every time >>and changes the productivity. Yeah. I mean, those are like, that's grunt work. You gotta go down and get down and dirty. If you don't have the automation, someone's gonna do that. It's a weekend, you know. I mean, we could be ruined basically at that point, >>and and you see that frustration, right? Because you know, if people have to do that nobody you have highly experienced in highly paid people, they don't want to sit there in top in data all day because it's a waste of their time. So it's not evaluate either. >>It's no, it's a waste of time. It's also wasted a lot of money. Well, Brian, thanks so much for stopping by the Cube, joining John and me today and talk to us about what Deloitte is enabling customers with double me to achieve with respected transformation. We appreciate your time. >>Thank you very much. >>Thank you so much for watching the Cube life from Bhumi World 18. I'm Lisa Martin with John Ferrier will be right back with our next >>guest.

>> Live from Las Vegas, it's the Cube covering Boomi World 2018, brought to you by Dell Boomi. >> Hi, welcome back to the Cube's continuing coverage of Boomi World 2018, I'm Lisa Martin in Las Vegas at the win, with John Furrier, and we are at the second annual Boomi World with the CEO of Dell Boomi, Chris Mcnabb. Chris, great to have you back on the program. >> Lisa, it's great to be here. >> So, your key, you know, your fireside chat this morning was really interesting, so much information there. Couple of stats that I was researching about Dell Boomi recently, a leader again, I think Micheal said maybe for the seventh year in a row, Dell Boomi, in the iPaas Gartner Magic quadrant, you're way out there, you guys are adding five new customers every single day. >> We are. >> You have, and I love this, as a marketer, 92 percent of the break out sessions here at Boomi World have customers and partners. >> Exactly right. >> What better brand validation than that. Talk to us about this second annual Boomi World. What excites you about getting this community together? >> You know, the excitement and just being a part of this community is just, it's energizing every day. You know, what you're able to do to help customers and you know, solve transformation problems, have them reach out and get integration and connect and unlock data silos in the far reaches of their enterprises and leverage that data, to engage their customers their partners and employees in brand new ways. And when you look at, you know, what best, in my mind, in a user group meeting, customers need to take back to their enterprise what it is that they can do come Monday, to transform their business and so we thought what else better than concrete examples from what partners have done, from what other customers have done and so on. And, you know, as we, I said in the beginning of the keynote, it's so amazing to me when we had the opportunity to review all of the customer's submissions about, I'd like to talk about this, I'd like to talk about that, we had so many more than we can bring on and make a part of our agenda, and it's one success story after another about how they're transforming their business, how they make a massive impact. Even in our partner awards, we talk about the innovation award and the ROI award, etc. you know, having the folks like Charter Communications and Umbra and so on come up and just really innovate. Those are the kinds of things that really drive us at this conference and, I think our theme, Unlimited Possibilities, hit it right on the head. The possiblities for us and our customers to change businesses is truly unlimited. >> How important is integrative platforms of service now that Cloud Native now is certainly going mainstream, Cloud's business model is certainly showing people how the subscriber model works, the fly wheel is certainly going on, BM were just acquired, which is a small startup doing cuberneties, which kind of gets at this whole integration opportunity, how has it changed in iPaas or integrative pass, and what are the credible drivers in that market for you guys right now that's different than before? >> You know, integration platform as a service is a tremendously evolutionary path and one that is rapidly accelerating. When you sit in a category that has, it depends upon which analyst you look at, but somewhere in the range of 50 percent year on year growth, there's a, it tracks a lot of attention, you get a lot of people in startups, you get a lot of the megavenders showing up and you get a lot of the incumbents who have been around a decade like us that really try to get this business to go forward. That evolution pushes the progress of platforms on behalf of our customers very rapidly. It used to be the case in integration platforms of service not all that long ago, was really known as cloud integration platforms. We connect cloud due on premise. And over the last four to five years that has completely changed, right? They are now complete middle, enterprise middle ware solutions that are offered up as a service. They do on premise on premise integration, the do cloud to cloud integration, they can do EDI kinds of integration, ETL, etc. etc. Way beyond integration now, these platforms must come to the table with process integration, workflow orchestration, low code capabilities for mobile app development to engage your customers differently, MBM capabilities for data governance. >> Sounds like enterprise create certain, these are enterprise requirements. >> Yes. >> This is not like doing a little bit here and there, integrative platform service, enterprise grade. What differentiates those two? In your mind? >> I think Garner does a pretty good job of differentiating the segmentation in the market. They talk about enterprise grade integration platforms of service, people, vendors, they bring all of that to the table, and then they have domain specific. You'll get IOT platform as a service, or you'll get workflow as a service, etc. And those kind of niche providers provide deep capabilities but it's only in that one area. And when we look at it, we are a unified platform, is going to be able to dramatically reduce the complexity and speed people up because you can learn one thing and do many things, as opposed to having many domain specific ones then you have to learn them all. >> So, Chris, iPaas has been around for a while, you guys have been a leader, Dell Boomi has, for a long time. But it's more than integration, you guys talked about this reimagining of the I in iPaas. But also, it's not just about connecting applications, connecting data, new and existing sources, it's about connecting people, processes, enabling organizations to actually use that data as that fuel that it can be, to identify new products and services, get more customers, get more data, iterate, etc. etc. Talk to us about iPaas 2.0 from Dell Boomi's perspective and what makes you guys so well positioned to take this forward? >> Yeah, great question Lisa, the iPaas 2.0 for us is really about leveraging all the knowledge, information, and skills that all the talented engineers have put into Boomi for the past decade. And all of the metadata from all of the programs and all of the executions and all the configurations it's ever been run on exists in our repository today. We have nearly 30 terabytes of metadata and information about data integration and so on. It's that pile of metadata that we can leverage and we can put AI machine learning, neural networks to work on, to make sure that the knowledge encapsulated in that metadata repository is made available to not only engineers in our customers but also their constituents. That net effect will dramatically reduce the work load on integration engineers. IT departments that have a list of 50 things to do can now have a list of 10 things to do, they can get to them, and we can turn them from a department of people who say no, to a department that says yes to the business. >> And automation drives a lot of that. I want to get your thoughts on the customer traction. You know, I was just interviewing the adventure capitalist in Silicon Valley we were talking about complexity. You don't want to add more complexity to already complex and tedious tasks. You guys have made good traction with making things easier when you were a startup, now you're a part of Dell. How are you guys going to continue that forward? Is that a key part of your strategy? Making things easier and simpler? >> Yeah John it's always been a key part of our strategy. You know, we find that complexity is a ball and chain around people's leg when it comes to productivity and agility, right? It slows you down at a time you can't afford to be slowed down. And so what we do with our platform today, we allow people to learn one way to program stuff and no matter what kind of integration you want to be able to do, there is one way to do it. I don't have five different technologies to do five different types of integration. With one way to do it, we generate economies of skill for our customers. Do one thing and have it apply to many things, right? Removing the complexity instead of learning five different vendor's products and getting them to work together. That's one way in which we make things easier. We make things easier today based on the metadata that we got. So all of the programs that were written in the history of Boomi, they're all in a single instance of our cloud database, we're a cloud native, right? And so when somebody goes in to connect >> You're a cloud native, so all your stuff is in the cloud? >> We are a single instance multi tenant cloud application. We're offered up as a service, beautiful, right? >> So you're living what your customers are trying to do? >> You know when I see some of my vendors sending out, you know, the two and three page sets of documentation on what the customer needs to do to upgrade to version three or version four, I shudder. None of my costumers ever do upgrades, that's, we provide them, and do for them 11 upgrades a year. We skip Christmas for obvious reasons. But so anyway, going back to how we continue to make things much easier. We have a suggest capability that leverages metadata and immediately creates a mapping between system a and system b, even though you're new to it for the first time, my marketplace and the history of my customer base is not. I can leverage all that with one click and within 30 seconds, I can get you a working integration. >> So born in the cloud gives you an edge? >> It absolutely does. >> And now you're in Dell you have the power and muscle of Dell technology and Micheal Dell, who sees the future by the way not as he's mailing it in, he sees it as super exciting. You asked him that question on stage today around his legacy, and there's a lot of cool stuff happening but a lot of unknown things coming, like voice activated systems, b to bs getting cooler, less boring. How do you see that? >> Yeah, listen, like I say John, I think we're at the tip of the iceberg. I look at what we're doing today for our customers and it's just a foundation layer. Reconnecting to all the things in your enterprise, getting into those far reaches of systems that exist for a long time, and stuff is stuck in there and you can't get access, it's stuck in the cloud and you can't find it. We are breaking down all those barriers and we're making connectivity seamless. But that's just the starting point for us. When you start applying AINML and you start predicting failures for people, you can tell them when they're ready to launch a configuration with a ready to work load and I know before hand that's going to be problematic, that only handles work loads of arrival rates up to x and you're bringing 2x, we can help be that, we can encapsulate knowledge in the platform and really bring on AIML capabilities that take them to the next level leveraging all the smart knowledge and capabilities integration engineers have put into it. >> Speaking of impact, you guys just did with Forester, a total economic impact TEI and there was some big numbers, big quantitative business outcomes that a composite organization that works with Dell Boomi is achieving. One of the things that kind of struck me when you mentioned was that some of the development times can be shortened up to 70 percent with Dell Boomi as the unified platform. IT staff becomes more productive, a lot of cost savings there, the opportunity as a whole to retire legacy systems, reduce the burden on IT, because as we all know, technology is pervasive across the organization, so this new study really shows the significance, not just quantitative benefits, but strong qualitative benefits that your 7500 plus costumers across 35 countries are achieving. >> Absolutely right, you know, if you just look back to our ROI winner from this morning, our partner of the year, 1600 percent ROI on their project. I don't hear that number very often, I wish I had a few more of those in my drawer, but you know, Lisa, when we are a focus. A couple of interesting things about that economic study. One, they really looked at very large organizations. Right? When they averaged everything out, it was a 10 billion dollar organization, it was 30,000 people, it was an enterprise wide deployment. This isn't little, but we are capable of supporting the mid market as well as the large enterprise. And it's our techniques that I was telling earlier, like suggest, like our economies of skill, and other things that we bring to the table that make them much faster and easier. The fact that you can do things seven times faster and so on and so forth, shrinks the amount of time projects take. So think about the impact on one's business. If you schedule a project that takes a year and you take a hit halfway through, you can't really change your mind or take a different direction til your kind of done because you have all this sunk cost. You're sort of stuck following that direction you established 12 months ago, right? So if I can be seven times faster, eight times faster, I know give you seven times more decision points throughout the year to change your mind. Yeah, I thought I was going to do that next but technology has changed, the competition is something, my customers are asking something more of me. Those decision points result in agile, nimbleness for people's business. Our customers desire that, and that's how we talk about, that's how we will provide them agility in their business. >> One last question before we break, I want to get your thoughts on ecosystem and the community. You guys have a very community focus, I saw the showcase here, and you have an ecosystem again, now part of the Dell technologies, but Boomi had its own ecosystem. What's your vision of the ecosystem and community? What's your strategy, how you going to grow it, nurture it, and bring them into the value proposition? >> John, the community is everybody's secret sauce. If you're a Boomi customer, if you're in Boomi, or if you're a Boomi partner, that entire ecosystem, the community is all of our secret sauce. It's the thing that's going to carry us all to more successes. As people participate in, as they contribute to that, things happen, they do more in the platform, the platform learns, and the platform will turn around and provide it back. It is a wonderful, virtuous circle of continue to do more work, continue to get bigger, continue to grow, get smarter, deliver better results, deliver better ROI, do more work, and on we go. >> So you believe in co creation, that dynamic of bringing people into your production, into your development? >> We absolutely do, you know, being one of the last truly open integration platforms as a service provider's on the planet, and you know, many of the former folks have been locked down by larger vendors and so on and so forth, or bought out by private equities etc. And so now being one of the last truly open, we don't have a stake in the game other than I want to connect everything that you're trying to do I want you to engage your customers in new ways, and I want you to transform your business. >> Well, we're talking with Lucky Brand a little bit later today, it's going to be an interesting story, brick and mortar, almost 30 years old, how it's not just transforming with Dell Boomi as a partner, but really revolutionizing the customer experience, because as customers, we expect everything, anywhere, anytime. >> Yeah >> So thank you so much, Chris, for stopping by, wish we had more time to chat, but we appreciate that and we wish you a great event at the second Dell Boomi World. >> Lisa, thank you so much for being here, really enjoy it, and enjoy the rest of the evening. >> Our pleasure. >> Thank you John. >> Thanks Chris. >> And for John Furrier, I'm Lisa Marten, you're watching the cube live from Boomi World 2018. Stick around, John and I will be right back with our next guest.

(upbeat music) >> Live from Las Vegas. It's the Cube. Covering, Boomi World, 2018. Brought to you by Dell Boomi. >> Hello everyone, welcome to the live Cube coverage here in Las Vegas, the Wynn Hotel for Dell Boomi World 18. So, exclusive coverage. We're here all day. Wall to wall coverage covering the impact of cloud native to application developers and owners and for businesses. I'm John Furrier with Lisa Martin here. We're here with Michael Dell. 13th time on the Cube. He's the founder and CEO of Dell Technologies. Continuing to defy logic. Growing leaps and bounds. Continuing to do more in the new era of IT and computing. Mike, great to see you. Thanks for coming. >> Great to be with you. Lisa, John, always fun. And here at Boomi World it's really exciting to see the ecosystem continue to grow. As people try to connect everything together Boomi is right there. Incredible business last quarter. Booking growth, 80%, 7500 customers. I still can't find a customer that doesn't need Boomi. The team continues to evolve what the capabilities. We've just had a great show here. 1000 customers showed up. Lot's of great customer stories about how they're integrating all their apps and data together. With the tsunami of data that is coming, it just gets more and more important and interesting and fun. >> You know, you mentioned on the key note stage with CEO Boomi, talking about some performance numbers that you always throw out, server growth. Continuing to grow, okay. The pundants were saying oh servers, that's cloud server-less. You still need compute, networking and storage but they do change with the cloud and SaaS has proven that business model of as a service is key. Boomi's got this little secret weapon around the unified platform that integrates a lot of these traditional components that is still going to be foundational but yet set up the next wave around AI, Edge, data tsunami that you mentioned. This is a key variable in the architectural shift. Can you talk about how you see that playing out? Because you got a couple big pieces on the chess board. VMWare, the continuous Dell Technologies portfolio kind of as the table stakes. This is kind of interesting new architecture. Explain how you see that. >> Pivotal, Dell EMC, VMWare. >> So a lot of pieces. >> Right. >> How does Boomi play into that? Because if it does be a glue layer if you will for lack of a better word, it can be very powerful. >> Yeah, so the challenge is when you go to Software as a Service, how do you connect the things together? Now, connecting 1 or 2 together is pretty straight forward. But when you start having 50 or 100 of these things, and then you've got on premise systems and now you want to have actions like an employee does something and based on their roll then something else happens, you have work flow. And then you get this, you go from a couple billion PCs to 5 billion smart phones to 100s of billions of connected things out there with this explosion in the edge. How you integrate and connect everything together with work flow and do it securely is super, super important. So we're seeing just an explosion of use cases. There was some great examples from a city digitizing and being able to detect leaks and when traffic lights aren't working. The used cases are pretty unlimited and Boomi and Pivitol play sort of at the top layer for us so the applications and integrating all the data and allowing customers to express their competitive advantage with software and data and AI and machine learning. And then of course we've got VM Ware to virtualize everything from the data center to the network and beyond. With NSX, what we're doing with NFE and software to fine win. And then of course we're the initial infrastructure company. Absolute number 1 in all aspects of the data center. And growing much faster than any of the competitors. >> And I want to also get your thoughts on VM Ware announced up to this morning, actually Barcelona time for VM Ware Europe, the acquisition of Heptio. >> Absolutely. >> Okay, Pat Kelson said in VM World, we're going in, we're going to make Kubernetes the dial tone. This is a key architectural component around orchestration. Containers certainly everyone knows, that's been standardized. People love containers. They're using them. As applications need to be more efficiently built out, out of the Boomi's value proposition, Kubernetes and these cloud native things are super important. What's your view on that? Great acquisitions, very young company? Not 34 billion dollars for a Red Hat like IBM bought but a small tuck in. How important is that trend for you? >> Well, think about what we've done with Pivitol and VM Ware together with the Pivitol container service and now adding Heptio with 2 of the 3 founders of the whole Kubernetes movement. We're going to be making Kubernetes just part of the dial tone of vSpheres. So for virtually all the customers out there, 600000 of them that use vSphere, it'll just be super easy to now have Kubernetes containers built into their vSphere environment. That's the vision. We've got a great team working on it across VM Ware and Pivitol and now the Heptio team. Adding to it. We're super pumped about all this. >> If your friend asked you at a party this weekend, hey Michael, why is Kubernetes important? What do you say to that? >> I guess it would depend on how much they know about this. >> They're a business owner responsible for application development. >> Yeah. >> They are owning to transform their organization. They realize clouds going to be a part of it. They here Kubernetes really popular, it's trending. But it's a technology. A lot of people are now getting this for the first time and seeing it as the early dopples have shown it. They try to want to know the impact and why it's important. Why is Kubernetes important as you start to get into this orchestration of apps and work loads across clouds. Why is it important? >> I think people don't want to get locked in to a particular place when it comes to their infrastructure. Kubernetes has clearly won the battle in terms of being able to be that abstraction layer. That's the simple thing that is super exciting. When it sort of went from cloud to hybrid cloud to multi cloud, people realized they wanted a 2 way street where they could move things back and forth. And now with the edge, they want to move it to the edge. With the distributed core. This explosion in data, this dat tsunami really requires a whole new set of tools in terms of the software infrastructure to be able to make it all work. >> So transformation is ... You're talking about Dell Technologies now. 34 years later you have 7 corporations under that. Done a lot to keep those brands, as they're very valuable. Dell Boomi as a business unit. Transformation is essential and Dell Boomi wants to be the transformation partner. It's also incredibly difficult. IT transformation. Digital, security, workforce. Dell Boomi works and Dell Technologies with a lot of large enterprise organizations that are still probably fairly not as well connected as they should be to find new value, new business dreams. How do you talk with customers, large enterprises that need to transform to stay competitive? Where do they start? And how dose the Dell transformation story in and of itself help those customers feel confident in what Dell Technologies can deliver? >> Right, well first thing I'd say is we actually work with customers of all sizes. We have an enormous business with small and medium and large customers. We're number 1 across the whole spectrum. We serve 99% of the Fortune 500. Since your question is about those types. They're looking at the digital transformation and figuring out this is really not an IT project. It's about technology becoming pervasive in everything that they're doing. From sells to marketing, to product creation to their whole fundamental strategy. So then it shows up in the office of the CEO and business line executives and they're having to reimagine. And so they look for a partner and Dell Technologies is very unique. 2 years and 2 months ago we put together all these companies and it's been fabulous. We've been growing double digits consistently and the response has been great because we can deliver a complete set of capabilities. Now you're right, change management, and how do I do it in my company, that's a big deal. So they're pulling on us to bring them more of a ... The don't want us to show up with a bunch of parts and drop em off. They want us to actually build them a solution that is specific to their needs. Help them implement it. In many cases, run it for them. So we do much of that ourselves with our own services organization. 60000 plus people in our services organization. And of course we have the best, all the great SIs out there that are helping customers implement and run and manage like I said, 99% of the Fortune 500. We're right there with them in this digital transformation. Of course we do the IT, the workforce, the PCs and of course security. Unbelievably important. Your whole brand trust is all based on that so we wrap the whole thing with security and no company has the breath that we have. I think we've kind of won the hearts and minds of the decision makers because of the capabilities that we have. Not that we take it for granted. We have to go earn that trust every single day. We have unbelievably talented people in our company. Over 20000 engineers. Scientists, PHDs. About 90% of them are software engineers. This is a very different company than it was 5 or 10 years ago. We're having a blast. It's a rocket ship, so. >> I had a chance to interview an IT leader and his name is Allen Bean. He's the global CTO and head of IT innovation at Proctor and Gamble. He brought the cloud to Coca-Cola. Has had a career all in IT going back to DHL in the 90s and 80s. So we were talking and I asked him, does IT matter. And Dave Alampi always brings up the book by Nick Carr. And we always talk about it. >> Love it. Such a fun topper, yeah. >> And so he says, quote, at that time some people thought it didn't matter, everyone was kind of complaining, but he says it does matter. It's a competitive advantage. And over the decades IT was outsourced. And now people are trying to bring that back in and make it a competitive advantage. This is now ... It's a mandate basically. So as people who have been kind of anemic with IT, they've got people running stuff but eventually outsource all the value. They got to bring that value in. Cloud is that opportunity. How do you respond to the leaders out there trying to figure this out. What are the keys to success around bringing back the competitive advantage and using the cloud for things that aren't core to the core competency but getting that core competency nailed down. What's your vision. >> Yeah, well, look, I mean, it's all about understanding what is your competitive differentiation and advantage as a business. And if you give that away to somebody else, you're going to be out of business in not too much time. Packers applications are great for things that aren't differentiated. But if you actually do something that's unique and valuable and special and you can't express that in software with your own data, you're going to have a problem, right? This is what companies are figuring out. This is what we're doing with Pivitol and Boomi allowing companies to build all this together. And look I think as it relates to cloud, customers have figured out it's multi cloud, right? It's a workload dependent discussion. Some workloads are great in the public cloud but in many cases, not so much, right? As we've modernized and automated the infrastructure we have customers that tell us hey our private cloud for our predictable workload, which is 90%, is 5, 6 times less expensive than AWS. We're building these converge, hyper converge, like the fast track to the automated modernized infrastructure. And look, you can decide. But we're seeing customers that want to move things back and forth and we're seeing a bit of a boomerang. Where customers have said oh everything you upload to the cloud, and no, not everything. >> And the digital transformation really is making IT a competitive advantage. So I had a long ranging interview. It's up on YouTube. I asked him a final question. I always said, okay, so you know, he's transforming Proctor and Gamble. I said okay, as you look ads and all those things what's the next mountain that you're going to climb? You're an IT pro, you said in the agenda. And I'll read you the quote. I want to get your reaction. He said, "I think we're looking forward. Latency is still an issue. We have to find ways to defeat latency and we're not going to do it through basic physics, we're going to have to change out business models, change our technology, distribution, change everything that we're doing. Consumers and customers are demanding instant access to enhanced information through AI and machine learning right at the point when they want it." So this is his next mountain. This is kind of what you were talking about on the stage here at the Dell Boomi event around the impact of AI and data. What's your reaction to that quote? >> Well to me this is all about the edge and 5G coming around the corner. And you look at all the big telcos. They're all piling in on 5G because it's 1000 times faster and 1000 times less latency. That's going to be a big turbo charge. The rocket ship. And it will just create an explosion in data and compute on the edge. And a lot of it's going to stay on the edge. Because you'll have these edge devices talking to each other. A whole new class of applications and capabilities because of that. That's super exciting. We're already seeing it with this build out of distributed core. And that's why we see so much growth in the data center business. >> So Michael, Dell Boomi, if you look at Boomi for a second, was named by the Gartner Magic Quadrant of 2018 as a leader in Ipads. Today they talked about ... >> Again, I think 6th or 7th year in a row. It's been there for quite some time. >> An established leader in an established market. But today they were talking about, hey we want to change the, we want to redefine the I in Ipads to intelligence. How is Dell Technologies and Boomi particularly starting to leverage terra bites and terra bites of customer meta data to make your systems smarter? To enable businesses to truly connect. Prim, edge devices as things continue to get more distributed and data becomes more critical? >> Yeah, so, the key to AI and all of its variance of machine learning, deep learning neural network is the data. The data is the fuel for the rocket ship of AI. And the challenge is, if you have your data spread out in 100 softwares of service providers and 3 public clouds and here and there and where's all your data? We don't really know. How do you fuel the rocket? It becomes a very difficult problem. This is the problem that we're beginning to address for our customers. We're going to have an event all about AI coming up I think next week. Where we're going to be talking much more about this. We got a number of offerings that we're rolling out. We've been helping customers for years build their data lakes and curate the data. And of course Pivitol and Boomi are essential to how you bring all of this together and make sense of it. Because if you just have all the data but you can't actually use it. If you're not already using AI and it's variance to improve your products and services, you're doing it wrong. We've identified over 450 projects just within Dell Technologies internally. As I mentioned on stage, we've sold about 700 million computers since I started in my dorm room. We have enormous telemetry data. Imagine, if you will, that something doesn't work exactly the way it's supposed to. Okay? What's the chance that has never happened before? >> Zero. >> The answers almost zero, right? Our job is to take all this data that we have, use all this intelligence and actually prevent it from happening. So we're building all kinds of intelligence and AI and preventative technology into all of our solutions from the data center to the desk top to the edge, to the multi cloud so that all these systems are just self healing and auto magically way more reliable. >> Auto magically, I like that. It just sounds like what you're saying is Dell Technologies articulating it's value and it's differentiation because you're using that data. >> You have to. >> To identify insight, to take action immediately. >> And to your point about the big companies, they have an advantage but it's a bit of a time value expiring advantage. They have the data that the new entrance don't have. >> Right. >> But they have to activate it quickly with this new computer science or else they'll be dinosaurs, right? Nobody wants to be a dinosaur. >> Michael, what's the business drivers, and you talk to customers all the time, that they're seeing and that matter most to them. Is it agility, is it transform the customer employee experience, compliant security? How would you view the pattern around the most important business driver for your customers that are trying to put the business transformation together with digital. Could you comment just anecdotally what you see? >> I think every customer is a little bit different in their journey. Some customers, security is number 1. Because of the kind of business that they're in and it just has to be that way. For other customers it's how do I increase my speed to the solution. It used to be we need a new feature. We'll get it in a year or 2. How about never. Does never work for you? That's kind of the old IT. Now with agile development you've got, what we're doing with Pivotol cloud foundry, you've got companies implementing, these are giant companies. Biggest companies in the world. They're implementing new things like in 2 or 3 weeks. It's amazing how fast. Speed and as a chief executive, that's what you crave. How can I take this new requirement that I heard from the customer and turn it into a feature that I can go offer very, very quickly? That's what you want to be able to do. It's what we used to be able to do when we were little tiny cubs. How do you do it with 200000 people? >> I want to get your thoughts on a trend that you popularized early on in your career, the direct business model, you also had the just in time manufacturing kind of ethos of build it, build to order, really streamline efficiency. So I want to kind of take the leap to now a new generation with cloud native where you have workflows and efficiencies. You have integration. So in a way the customers are now going direct to their customers and wanting to compose and build solutions. As you said on stage, these are going to be new problems that not yet have been identified. New solutions. So that customers have to be what you did. They got to build their own. So they got to build their own, they got to have the suppliers, they got to have the code. How do you see customers being successful if they want to take that efficiency approach? Kind of be 5 nines if you will in this new modern era. Because this is the challenge that they have. They have to build their own. They need suppliers. They need you guys. How do you see the customers being successful in that scenario? >> Yeah, I think what they're trying to do is shrink the time from when at that point of customer interaction, they can use the data to make the service and the product better and if it's like this lengthy value chain with all these different intermediaries and it takes weeks or months or never, that's just way too slow. They want it to be like instantaneous. How do they create that direct relationship with their customers? I only had 1000 dollars when I started so we couldn't really afford much so each dollar you invest very carefully. We just kind of out of necessity came up with some ideas that ... >> You were efficient because you had to be. >> We didn't have any choice, right? >> So when we talk about integration, we talk about it's the foundation of digital transformation, we've talked about IT, security, workforce. One of the things that you mentioned earlier that I'd like to get your perspective on, a different view of transformation is cultural. An enterprise organization as you mentioned has a huge advantage of a tremendous wealth of data. With that amount of data and the need for speed as you just talked about, where, in your opinion, and your experience, is cultural transformation as an enabler of an enterprise to really be able to react that quickly to develop new products, new revenue strengths? >> Yeah, I think it's a big challenge. And a lot of customers struggle with change management. You never want a good crisis go to waste. We sort of grew up in the business where it was change or die, quick or dead. If you don't do it you're gone, right? This was just the way our business, this was just how we had to compete. It's what we grew up in. And I think what's happened is more and more businesses are that way now. It requires the business leaders to say hey friends, we've got a real challenge here and we've got to move faster. It is change or die, it's quick or dead, I think for all businesses because this is the fastest time ever but it's the slowest time relative to the future. It's just going to get faster and faster. If companies ... The only way you get good at change is to do it more frequently. And so if you've never changed anything for 80 years in your company and all the sudden you start trying to change, it's really hard. You just have to start. >> How do you inspire say employees at Dell Technologies who've been with you for a very long time to be able to be open and agile themselves to help facilitate this transformation? >> I believe we built it into our culture that they understand that change is good as opposed to change is bad. If you fear something well then it's bad, right? We precondition people to say okay we're going to change something. Not to say every time we change something it works perfectly. We make mistakes, we learn, we trial and error. That's all fine. Fail fast. But you need a culture where you can embrace change. No question about it. I think a lot of companies that didn't really have that are figuring that out and either by crisis or by leadership or by some combination they're then forced into it. For me, it's what we grew up in. Because hey it's a tough world out there. >> Mike, I want to ask you a final question. Thanks for coming on and spending the time with us. Great interview here. Good length. Recently in the news with a lot of commentary from us as well as the industry around IBM buying Red Hat. I made a comment around the innovation piece of this and I want to get your thoughts on that because when you bought EMC, it was a merger of equals. You integrated that and the growth that you've been successful since then, I want to get your perspective. I want you to take a minute to explain to folks watching, when you did the merger equal with EMC, what happened? You've been successful integrating the organization. What innovative things have you done since the EMC merger of equals? Take a minute to explain, again, there's a lot of moving pieces on the table. You got VM Wares, you got Pivitol, you got Boomi. A lot of moving parts in your plan. You've been successful with the numbers. Financial performance shows it. Take a minute to explain what happened, where's the innovation coming out of Dell Technologies? >> So in hind sight, it looks pretty obvious, right? You take the leader and servers and the leader in storage and you say hey infrastructure hardware goes together. And by the way, if you have the leader of infrastructure software, VM Wares, you put that all together. Wow, that'd be really great. And turns out it was. It was actually much better than we thought. And so customers have really bought into that and then with Pivitol and Boomi and Rsave, Virtustream, Secureworks etc., we have such a complete set of capabilities that customers have said, hey, why do I want to buy from 20 smaller less capable companies and integrate it myself versus you guys will just do all this for me. If they were buying from 2 or 3 or 4 parts of Dell Technologies they'll say, well, why don't we just take the others, right? We been picking up huge amounts of share across the whole business. I'm talking about like 10s of billions of dollars of growth here. There's clearly a consolidation going on in the kind of existing parts of the industry but we've also got massive investments in the new cloud native parts and software defined, and security. It's been a real blessing to be able to pull all of these teams together. We had this relationship with EMC going back from 2001. We were very early supporters of VM Ware. We had a theory of victory and it's played out very well. The teams have really gelled enormously well and the customers have continued to give us their trust. >> I think, first of all servers, storage, networking is never going away. It's the holy trinity of anything in computing. Just looks different and consumes differently. But I think people underestimate the execution innovation that you guys have done. You didn't skip a beat. VM Ware didn't skip a beat. So things have happened, so that was a challenge of the integration. >> Not everybody predicted that it was going to go that way. It's actually gone much better than even we had planned. The revenue synergies have been much larger. >> Well congratulations and thanks for taking the time on the Cube. Michael Dell is here inside the Cube here at Boomi World 18. Dell Boomi World. It's the part of Dell Technologies. We think of them being the power engine for data processing, data growth, powering AI, integrating all the application workloads. I'm John Furrier with Lisa Martin. Stay tuned for more coverage after this short break. (upbeat music) >> Since the dawn of the cloud, the Cube has been there. Connected.

>> Live, from Las Vegas, it's "The Cube" covering VMworld 2018, brought to you by VMware and its ecosystem partners. >> Welcome back. This is The Cube coverage of VM World 2018. Always love when we get to dig in with the practitioners here. I'm Stu Miniman. My cohost is Justin Warren. Welcome to the program first-time guest Andrew Chavez, who is a network and information technology manager with Indian Pueblo Cultural Center out of Albuquerque, New Mexico. >> Out of Albuquerque, New Mexico, that's correct. >> Excellent. Thanks so much for joining us. >> Well, thank you so much for having me. >> Alright, so first of all, tell us a little bit about your organization and your role. >> Well, the Indian Pueblo Cultural Center is kind of a touch point for all the 19 tribes in the state of New Mexico. It's actually one of the only places in the entire world, where 19 tribes, 19 different cultures, really, of Native American people have gotten together, built a cultural center and kind of have formed a gateway in Albuquerque, the largest city in New Mexico, and the gateways to the Pueblos. So it's kind of a cool place. There's just a mix of a lot of neat people, a lot of the different Pueblo people come in and out. It's culturally just a great place to be, just a wonderful, cool place. And on top of that, they at the Pueblo Cultural Center formed a development corporation. So not only do we have the cultural side, which is really neat, but we have this development side, which is developing the old Indian schools. I don't know if you remember the cultural background of the Indian schools throughout the United States of America. >> Yes. >> They've actually taken some of the land for the Cultural Center and the Indian school and are repurposing it, to really help out the Cultural Center and the 19 tribes as we give back to them. >> So is this nonprofit then? >> We have a nonprofit side and a for-profit side. >> OK, give us a little bit of the scope of the operation. You mentioned the tribes and everything, but is it multiple locations? And your scope of responsibilities. >> It's actually multiple locations, so we are actually housed in the Cultural Center itself, but directly across the street we're building up places like hotels, restaurants, office buildings, things of that nature, to kind of diversify the portfolio of things that we offer to the community at large. That money is given back to the stakeholders, who are are the 19 Pueblos. And I was brought in last year, to kind of take what they were as an IT department, and really improve on what they were doing, what they've already done, and just kind of take what's already been done and make it better, and really be able to not only serve the Pueblo Cultural Center, but I'm working to make a showcase there if we can. >> So, Andrew, maybe you could give us a bit of an idea of how IT supports the mission of the Cultural Center. A lot of people are worried that IT is just a cost center and it sits off on the end there and it's something that you have to pay for. So what are some of the things that IT enables the Cultural Center to do, that they wouldn't be able to do otherwise? >> Well, some of the things that we do is... cultural preservation is really one of the big things that we do. Because we do represent all the 19 tribes of New Mexico, different aspects of each of those tribes, in terms of pottery, paintings, all the very rich nature of the hand-crafted pieces that the Pueblos take care of, are all representative of the Cultural Center. So it's not only putting those, but it's cataloging, archiving them, and help with the preservation and dissemination of that information, right? So, when you walk through our museum, all the things are automated. You can go in and press buttons and hear the different languages, see how the pottery is made, see how a lot of these arts and crafts come together, see the history of the Pueblo people and kind of what happened, and how, really, other cultures have interdispersed themselves and interweaved themselves within the rich history of the Pueblo people of New Mexico. And how this overarching culture has really made a difference in the state. Those preservations and on top of that, it's using technology to be able to, again, disseminate it and show how those things work going forward. >> Great stuff, Andrew. Alright, so all the people that visit probably don't understand all the stuff that's behind the scenes. So, it's like all of us that have worked in IT, people are like "Oh, you do computer stuff, right?" So, take us a little bit behind the curtain and tell us a little bit about what technologies you are using to help enable all of those great things you talked about. >> Well, currently what we're using is, we kind of started really green field. The folks that were there before me had worked in more of a single server, hot closet environment (laughs), some of the ways it used to be. There were a lot of consultants, and the decision was made that, to match a lot of the technology initiatives that are going on with the other Pueblos, the Cultural Center needs to catch up. So that's one of the reasons why I was brought in. So one of the first things we did, is say, what can we start doing? And so, when you pull the curtain back one of the things we really decided on was going to a full virtual environment, and finding the right technology and the right player to help us put together a virtual environment, help us build out a data center, and do some of those things. So that's kind of where we started. We started with a five year plan on that build-out and how to maximize not only the budgets that we have, but push those budgets through proper depreciation. So it was really kind of neat to be able to go to a place that I could kind of just pick and choose the things I needed to move forward, and kind of set the course for us moving forward. >> Alright, so could you tell us about some of the decisions you actually made there? So, what did you choose, and what led you to make that particular choice of technology provider? >> Well, initially I started out, because I had worked in a previous endeavor using a UCS, you know, the three in one solution, you have your OS, you have the host, and then you have the navs that's presented to the host, and that's what originally I was going to do because that's what I knew. But I went out to a conference called TribalNet, and was introduced to Nutanix. And I was aware of Nutanix, but I hadn't delved into it. So I kind of talked to one of the reps out there, Justin, and he kind of talked me through Nutanix. When I got back, I searched out a place in Albuquerque called Ardham Technologies, who sells Nutanix, and sat with them. Now, the old UCS was less expensive, cause it's a little older technology, and we didn't think we could get into a hyperconverged solution, but working with the Nutanix rep and my rep from Ardham, they really found a way to make it affordable for us and get us into the hyperconverged technology, which is where I wanted to go. So it was really, kind of... That was the first big decision I made, and I've been very happy with it. >> Excellent. So, having made that deciison and put it in, what are ome of the things that you've now been able to do, given that this is where you wanted to go, and thought maybe it wasn't going to be possible, but now it is. So what's that enabled you to do, that you were looking forward to being able to do? >> Well, it's been abled for us to consolidate a lot of what we have. We haven't used it to its fullest potential because the implementation's only been in about five months. >> Right. >> But what we've been able to do is take those different single servers and move them into a virtualized environment, and then be able to build out a storage area and place user files, and group files, and all the disparate storage areas that were siloed throughout the environment, put it on one single piece of equipment that we can watch. >> Right. >> It's been able to allow us to move to a backup solution that goes to the cloud and isn't fractured, right? So it puts it all in one single area that we can watch, and gives us a single pane of glass for all our servers, which we didn't have before. It's just made us better at what we do, really, and be able to watch what we're doing a lot better. >> Andrew, it's interesting. We talked for years about hyperconvergence. It's not just about converging into the footprint, but it changes the model, because it's really more of a distributed architecture. I think you've got some geographic locations. Maybe help discuss how that fits together, between multiple locations, multi-cloud. It's not just about taking a couple of servers and putting them down to a smaller footprint, it's giving you more flexibility. >> And you've really hit the nail on the head, for the five year plan, right? So year one, it's like choose the vendor, choose the course, but the five year plan is to be able to geographically disperse what we're doing. Because we're using Nutanix, it allows us to put a three-note cluster over here in a single box, we take another single box and put a two-note cluster over here and geographically disperse it. It also allows us, I talked about depreciation, and this is something that I worked on in other places. What we did, is we bought the Nutanix node that we have now for today, right. We plan on using that and buying a secondary node, and using that for the next three years. As we build up, remember I talked about having the development across the road, as we're building new buildings, we're going to build an alternate data center there, and the third year, we're going to take that piece of equipment and move that to the data center and build out a disaster recovery center. So when we buy the new Nutanix node, those two will now be joined. So, not only are we sharing information between the two locations, and have backups geographically dispersed, but we also have been able to use SRM a lot of different ways, to keep the geographical locations up, keep business continuity, but the other portion that is really interesting to us, is that most technology is about a three year depreciation schedule, right. >> Yeah. >> We've been able to take that three year depreciation schedule, and because we're using the older technology as our backup business continuity center, that takes it out to six year depreciation, which extends the life of what we have and be able, when we buy new equipment, it's the newest, greatest, we have the business continuity equipment. And then of course the nodes talk to each other, so we're doing data duplication across two locations. So really when we're all done, we can have up to four to six sets of backups throughout any portion of the day, so it really protects our data and gives us a continuity that we wouldn't have before. >> As someone who really likes a good financial model and spends a lot of time in spreadsheets, mucking around with that, it's really good to hear someone from an IT arena talking about some of the financial impacts on this, some of the business impacts on this. It shows that what is possible when IT takes an interest in the business issues, and shows, we were talking about this earlier on The Cube, about IT people getting a seat at the table, being able to have that conversation about the five year plan, about what makes IT strategically important to the organization. And it's really great hearing a customer actually talk about IT in that context. >> Well, that's one of the things that I think IT gets lost in and as you know, with CIOs, CFOs, CEOs, IT is always seen as a cost center. And we'd eventually like to not be a cost center. (laughs) We'd like to make money, but we have to be fiscally responsible. We have to be fiscally responsible for a number of reasons where I come from at the Indian Pueblo Cultural Center, because we do have a responsibility to our shareholders. We have a responsibility to the Native American people that are taking care of us. We need to take care of them. So if we can find the technology that we need, that we can be a showcase, not only in the technological realm, but also how we budget and take care of money, that shows huge commitment to what we're doing. You know, you can't be a showcase unless you're going to be fiscally responsible as well as technologically responsible, so that's what we're trying to do. >> Yeah, and Andrew, the other thing that strikes me from your conversation, you talk about this five year plan. Sometimes we come to the shows and it's like oh wait, I'm worried about lock-in and enterprise license agreement. Talk about what you look for in choosing partners that will be strategic, that will be with you for this kind of engagement. >> Well, I'm looking for, everybody's always looking for cutting edge, right? But you need to have cutting edge with a background, with a roadmap, right? So what I look for in not only a partner that services me locally, but also in the larger vendor partners, for instance Nutanix. I look for somebody who has a roadmap of what they're doing. Here's what we started with. You know, if I have a five year plan, what's your five year plan? What was your five year plan? Where did you come from? Where are you going to? Can you show me what's going to go on over here? And that's one thing that I really liked about Nutanix, is they had here's what got us here, here's how it's changing, here's what we can show you moving forward, and here's how it can help you. And then, you know, my vendor in Albuquerque, I want the same things. Are you growing? Are you stagnant? What's your customer list? And then the last portion of that is really a relationship sell. There are people out there that will go buy from any vendor because that's what the price ensues, but I can't buy on just price because I need pricing and support and be able to, you know, one call (laughs) We used to say one throat to choke, but I don't like using that any more. But you know, somebody you can drive to and have a conversation with. And that's one thing I've really respected about my vendors, and I like from a customer perspective, is people that are real, they come and see you, and then I can reach out to not only my local vendor, but the folks that support them. I do have to say, with Nutanix, I met Justin who is the rep from Nutanix. He got me involved with the sales engineer at that point and they were on site, they worked directly with me and built just a great relationship around this brand new purchase, something I'm not familiar with but it's a foray into a wider world. And it made me really comfortable with my decision. >> Alright. What's the most exciting thing that you're looking forward to? So you've seen the roadmap, you've spoken to the vendors and you have an idea of what your five year plan is. What's the most exciting thing that's going to be coming up in the next few years? >> The biggest thing for me, and it's probably not even a new thing for Nutanix, but it's what Nutanix is built on. It's what you talked about, the geographical separation, the node building and how we can, Okay, you need more compute? We can give you more compute. You need more storage? We can give you more storage. You need to add something over here? We can do that. It's the flexibility it gives me to stick within budget, we don't have to do this huge budget every year, to be able to prop up what we need. We can buy piece by piece and build it out. And again part of that fiscal responsibility is being forward looking and working with a company that's saying hey, we can get you this today. We're going to take care of you, we're going to listen to your needs, we're going to get you what you need, and here's the bolt-on pieces as we move forward. So I think that's the most exciting piece, is being able to grow within that framework. I like to use a word called platforms for what (laughs) we're doing, right? And I think, from an IT perspective, that's what we're doing and from a cultural perspective, the Indian Pueblo cultural perspective, it's having that platform. So if we say from a museum standpoint, we found the latest and greatest software that's going to allow people to do virtual reality, but we need a back end to support it, I can say I got that. (laughs) We've been able to build the platform to put that on. So it's putting that platform in place, building on that platform, us growing into it and then that company growing with us. And that's been something that's been just transformative for us. >> Well, Andrew, you talked about authentic conversations. We really appreciate you sharing your story with us. Be sure to check out IndianPueblo.org for all that they have to offer. I want to check out the museum. You've got a great list of cultural activities there, so thanks so much for joining us. >> Yes, come see us at the Indian Pueblo Cultural Center. The best time to come is the first week in October for the Albuquerque Balloon Fiesta. We'd love to have you all. >> Alright, for Justin Warren, I'm Stu Miniman. We still have lots more coverage here from Vmworld 2018. Thanks for watching The Cube. (upbeat techno music)

>> (Announcer) Live, from Las Vegas it's the Cube. Covering VM World 2018. Brought to you by VM Ware and it's ecosystem partners. >> Welcome back to the Cube's continuing coverage of VM World 2018, I'm Lisa Marin, with Dave Vellante >> Hey, Lisa. >> Dave, day three, we have had tremendous guests the last couple of days. And we're- a lot of alumni, a lot of new guests, another alumni joining us, Calline Sanchez, vice president of IMB Enterprise System Storage. Welcome back, Calline, it's great to have you here. >> No, thank you very much for letting me be here. >> And I want to congratulate Calline, because she was just named for the Tucson Hispanic Chamber of Commerce, 2018 Businesswoman of the Year. Just a few weeks ago. Amazing. >> Lovin' Tucson, by the way. >> Thank you. >> U of A. >> Yes. >> Bear Down. >> I appreciate the Wildcats reference, so, >> Haha. >> No doubt. And so, this Saturday, oh, I'm sorry. This Saturday, the first game, so- >> My daughter is a freshman at U of A, Hi, Pilar, I love you, baby. Good luck. You're going to crush it, I know you are. >> Haha. >> Dad of the year going on here. So, just before we get into all the storage stuff- >> Yeah. >> They're doing a, they're honoring you, just in about a month and a half or so, with this- >> Yeah. Yes, and I'm very excited about that. Just like you were saying with the community aspect, it's a high-touch award, and I was very thankful for it, because they gave me specific examples of, what I've done in Southern Arizona, in Tucson in particular, that they'll name. For instance, Excite for Girls, and things like that. >> That's awesome. >> Girls in STEM, right? >> Congratulations, that's fantastic. >> We need more inspiration, so, it's great that we, >> Ah, thank you. >> Now count you as one of our distinguished alumni. So, let's talk about what going on at IMB. Here we are at VM World 2018, we're hearing Dave, numbers of upwards of 21,000 people that have been here the last few days. 100,000 more engaging with, expecting to engage with the live streaming and the on demand experiences. What's going on with IBM, you know, from a revenue perspective, a growth perspective? What is exciting you about where you are today? >> So, I will talk in particular about storage. I'm really, really proud about this, being that we work in partnership with, like, Ed Walsh, and then also Eric Herzog. They've inspired me to get closer to building solutions with our end users. So we meet and work with our clients to build up cloud deployment solutions, in partnership with VM Ware, and we enable things like, okay, so there's tape, and then there's cloud-to-tier, so there's fundamental solutions out there in the marketplace that we as developers want to go and play with. It's almost like a great big sandbox. So to speak. >> So, I've got to ask you, because, I mean, everybody in storage says, well, Tape, tape is dead. And every time I see you we talk about tape. We talk about FLAPE. We talk about innovations that are coming to tape. You're a technologist. Right, you just said, as a developer we love to- dot-dot-dot. So, what is it about things like tape, things like mainframe, DS8000, these technologies that have, tried, true, running businesses, what is about those that excite you as a developer? >> Everything old is new again, >> Yeah, right. >> If we just go back to the basics of like, table stakes, right? Security is table stakes, right? Delivering on-time quality releases with optimizers like, tier-to-cloud, things like that. That's fundamental for us. Now, as it relates to tape, so, everything old is new again, like I mentioned a moment ago. Tape was the first device to fully encrypt. So every drive, if it fell off the truck, it was fully encrypted. So, tape is actually training the rest of our portfolio in similar skills, on how we do the end-to-end encryption elements. So, right now with DS8000, we're working in partnership with system Z, to deliver pervasive encryption. >> I got to ask you, so as a development executive, I see you at a lot of these shows. You like coming here? A lot of times, development execs want to, sort of, stay in the lab. But you're out and about, talking to customers. What are you learning? What is that about you that draws you to these shows? >> I was afraid that WE as a lab team would not be relevant unless we have conversations with end users, partners. You know, to really substantiate what's possible from being innovative. So, I would say, number one is relevance, and I felt like, I wanted to more social, because, I'm definitely in some cases, an introvert, though I'm looking above my shoes. That's I'm wearing- >> That's the definition, of an introvert and an extrovert in the tech world. You know that the difference is, right? >> I don't. >> An introvert looks at his or her own shoes, an extrovert looks at your shoes. >> Well, there you go. I've been looking at some shoes- >> Alright, so you're, you're extrovert oriented out here, what are you learning at VM World? what are the customers saying? What are they asking you for? What are you going to take back to the lab? >> A single pane of glass associated with what we intend with like, v-stream, or some of the aspects of automation, with regards to cloud deployment, to make it, like, completely- connected. If that, so to speak. And what I think is really great about all of that is I hate to put it this way, it's very iTunes like. Where it's like, sticky, and it's easy to use, or and, by the way, it's not so expensive, at least to start up. So, a lot of the discussions we've been having are with the various vendors on the expo floor, that they want to build solutions. IBM solutions associate with the cloud, and then the AWS guys, we meet with them. And they're like, well, how are, how can we ensure that we live in an interconnected data-centric world? And so that's what I think is very exciting is that, it's this idea of coopetition. Let's all be well connected, and do it well. >> Let's talk about the customer collaboration, as you mentioned, everything old is new again, we see that, in every aspect of life. Tape, mainframe, but you talked about we need to be relevant, but also need to developing solutions that you end user customers need to solve their business problems. How are you collaborating with customers to stay relevant, and to ensure that their businesses are able to take advantage of the super powers that Pat Gelsinger talked about on Monday, AI, machine learning, emerging technologies, what's that collaboration like? >> I would say the biggest collaborations that I've been participating recently is with cloud servers providers. And they appreciate the economics of physical media, or tape. And so, they think to themselves or they know the data, it's like, okay, less than a half-cent per gig, that's a big deal, right? So, and then we have discussions about total cost of ownership, aspects like that. So the partnership is also, how do we serve the data? And really having discussions about the data. And then, if evaluating the various work streams where, we would want to serve appropriately based on whatever specific cloud infrastructure. And then, also, taking a step back, we have to be interconnected. There's no question. So, I would say the number one set of skills our end users are working with right now happen to be the cloud service providers. >> What are some of the big business benefits that they're achieving, we think, new business models, new revenue streams, market expansion. What are some of the things that you're proud of that IBM storage solutions are helping your customers to deliver? >> Going to tape, it's the economics, yes. It's the security based on encryption, yes. And then also, the other aspect of, is, we're serving big data. I mean, it's like we're having discussions about they're going to grow to, zettabytes by 2020, things like that. I never thought in my life, especially as an engineering student, or in computer science, I would ever be talking about this big of data. And now we're here. And so, we're learning how to enable in partnership with clients, what would be the right, or appropriate solution. >> So, I'm searching our video library, because somebody said this week something that was really interesting to me and I wanted to get your perspective from a development mind, someone who's technical. We're hearing a lot about migrating to the cloud. And how easy that is. And then, I think it was Pat Gelsinger said, there's three laws. There's the law of physics, the laws of a company, and the law of the land. And, those are immutable, generally. But I want to ask you about the laws of physics. So, in terms of just moving data into the cloud, we talk about petabyte, exabytes, there's so much data. How feasible is it for a customer to move data, and just stuff it all into the cloud, and what are you doing to either help them do that, or bring the cloud experience to their data? >> Depending on the client interests of on-prem, off-prem, or hybrid, right? We work to evaluate APIs in collaborations, so we enable a streamline, so it's not only just understanding the components of the cloud deployment, but it's also partnering with all elements of the entire ecosystem's stack. So, it depends but we really start with the client's end use case. What do you want? What kind of security do you want? Are you okay with off-prem, public clouds? Or, maybe it's specific data, how do we go about managing the data so we secure it, like, we bucket-ize it. So those are some of the discussions we've been having on the floor, here, at VM world, but also, within our labs, and also with the clients directly. >> You know what I love about that answer? I'll translate it. It's not a biz- it's not a technical problem, Dave, it's a business problem, >> Yes. >> Is really what you're tell me. >> And that's a fundament- you asked the question before. That's fundamentally why I am here. >> Right. >> I don't believe we can live in this world anymore, where it's like, we build it, and then they come. >> Field of Dreams does not exist anymore. >> Yeah. And so, now we've got to have conversations with our end users, to develop, what we've going to put on the roadmap. And so I always felt like, okay, well, when I'd see the roadmap in the lab, I'm like, okay, well, who wants this? Who asked for this, right? And those ended up becoming some of my fundamental questions. So then, I started to come here, or conferences like this, because I could have those conversations with the end users and partners. >> That's interesting, who wants this? Who needs this? What problems does it solve? Why us, why now? Those are the kinds of things you're asking. >> Let's talk about why us? IBM has been around for a very long time. What do you think, again, in this got to be relevant, we need it to be really defined by customer needs and uses. Everything old is new again. What, in your opinion, makes, why should a customer go, in my VM environment, IBM. >> I'm going to start with why I even personally want to remain with IBM. It's a great big candy store. >> Haha. >> And what I have to remind myself is, just don't eat too much, right? And, by the way, I still eat way too much. But what's great about it is, it's a sandbox, so, I can talk to you software engineers one day, who are telling me about certain APIs they're building in Python. Then, oh, by the way, I meet with a mechanical set of engineers, cuz they want to enable robot arms. Oh, and by the way, should we have a discussion on microcode and firmware for the entire stack. So I take a step back, and I'm thinking, Wow- the only set of conversation I really prior was not having, is about services. And to me, services is like the wrapping paper, for a present that you're about to receive. And really understanding the overall, end-to-end stack infrastructure. So, I believe from an IBM perspective, it's the ecosystem. It's a great big candy store. Just don't eat too much. >> Haha. So, how do you spend your time? Do you spend your time thinking, collaborating with team on, architecture, on, vision, on, northstar, writing code. How do you spend your time day-to-day? >> Can I say, all of the above? And, the vast majority, right now, really just making sure we're relevant in the marketplace, so that we re-fresh the right amount of cycles. So, right now, what we're going to be doing in 2019, we're going to be talking about it right now. Architecting what the future looks like. And that's part of the reason why I'm here at VM World 2018, is I'm wanting to verify my roadmap. Am I taking the right approach with the extended team? Cuz it is team, and I work with them. These engineers and scientists are so right, and have great ideas. Let's just make sure they're great ideas that will keep us relevant and keep us paid. >> So, have you gotten that validation, in the last few days at VM World? >> Give me one more day. >> Haha. Well, Calline, thanks so much for stopping by and sharing. Not only what IBM is doing to continue to innovate and stay relevant, but also what's exciting to you- >> Yeah. >> About working for IBM, and again, Congrats on getting the award. >> Yes, and thank you very much for highlighting that, cuz it's, I'm very excited as just an individual, it's like, it was unexpected. >> Well, you're representing women in tech, women in STEM, it's awesome, congratulations. >> Thank you very much. >> We're really happy. >> And, by the way, I'll definitely reach out to your daughter at some point. >> Oh, great. >> Say, hey, let's go to a tailgate. >> Love it. >> I won't corrupt. >> Haha. Fantastic, Calline, thank you so much for your time. I'm Lisa Martin with Dave Vellante. We want to thank you for watching the Cube, we are in day three of our continue coverage from VM World 2018. Stick around, we'll be right back with our next guest.

>> Live, from Las Vegas, it's "The Cube" covering VMworld 2018, brought to you by VMware and its ecosystem partners. >> Welcome back. This is The Cube coverage of VM World 2018. Always love when we get to dig in with the practitioners here. I'm Stu Miniman. My cohost is Justin Warren. Welcome to the program first-time guest Andrew Chavez, who is a network and information technology manager with Indian Pueblo Cultural Center out of Albuquerque, New Mexico. >> Out of Albuquerque, New Mexico, that's correct. >> Excellent. Thanks so much for joining us. >> Well, thank you so much for having me. >> Alright, so first of all, tell us a little bit about your organization and your role. >> Well, the Indian Pueblo Cultural Center is kind of a touch point for all the 19 tribes in the state of New Mexico. It's actually one of the only places in the entire world, where 19 tribes, 19 different cultures, really, of Native American people have gotten together, built a cultural center and kind of have formed a gateway in Albuquerque, the largest city in New Mexico, and the gateways to the Pueblos. So it's kind of a cool place. There's just a mix of a lot of neat people, a lot of the different Pueblo people come in and out. It's culturally just a great place to be, just a wonderful, cool place. And on top of that, they at the Pueblo Cultural Center formed a development corporation. So not only do we have the cultural side, which is really neat, but we have this development side, which is developing the old Indian schools. I don't know if you remember the cultural background of the Indian schools throughout the United States of America. >> Yes. >> They've actually taken some of the land for the Cultural Center and the Indian school and are repurposing it, to really help out the Cultural Center and the 19 tribes as we give back to them. >> So is this nonprofit then? >> We have a nonprofit side and a for-profit side. >> OK, give us a little bit of the scope of the operation. You mentioned the tribes and everything, but is it multiple locations? And your scope of responsibilities. >> It's actually multiple locations, so we are actually housed in the Cultural Center itself, but directly across the street we're building up places like hotels, restaurants, office buildings, things of that nature, to kind of diversify the portfolio of things that we offer to the community at large. That money is given back to the stakeholders, who are are the 19 Pueblos. And I was brought in last year, to kind of take what they were as an IT department, and really improve on what they were doing, what they've already done, and just kind of take what's already been done and make it better, and really be able to not only serve the Pueblo Cultural Center, but I'm working to make a showcase there if we can. >> So, Andrew, maybe you could give us a bit of an idea of how IT supports the mission of the Cultural Center. A lot of people are worried that IT is just a cost center and it sits off on the end there and it's something that you have to pay for. So what are some of the things that IT enables the Cultural Center to do, that they wouldn't be able to do otherwise? >> Well, some of the things that we do is... cultural preservation is really one of the big things that we do. Because we do represent all the 19 tribes of New Mexico, different aspects of each of those tribes, in terms of pottery, paintings, all the very rich nature of the hand-crafted pieces that the Pueblos take care of, are all representative of the Cultural Center. So it's not only putting those, but it's cataloging, archiving them, and help with the preservation and dissemination of that information, right? So, when you walk through our museum, all the things are automated. You can go in and press buttons and hear the different languages, see how the pottery is made, see how a lot of these arts and crafts come together, see the history of the Pueblo people and kind of what happened, and how, really, other cultures have interdispersed themselves and interweaved themselves within the rich history of the Pueblo people of New Mexico. And how this overarching culture has really made a difference in the state. Those preservations and on top of that, it's using technology to be able to, again, disseminate it and show how those things work going forward. >> Great stuff, Andrew. Alright, so all the people that visit probably don't understand all the stuff that's behind the scenes. So, it's like all of us that have worked in IT, people are like "Oh, you do computer stuff, right?" So, take us a little bit behind the curtain and tell us a little bit about what technologies you are using to help enable all of those great things you talked about. >> Well, currently what we're using is, we kind of started really green field. The folks that were there before me had worked in more of a single server, hot closet environment (laughs), some of the ways it used to be. There were a lot of consultants, and the decision was made that, to match a lot of the technology initiatives that are going on with the other Pueblos, the Cultural Center needs to catch up. So that's one of the reasons why I was brought in. So one of the first things we did, is say, what can we start doing? And so, when you pull the curtain back one of the things we really decided on was going to a full virtual environment, and finding the right technology and the right player to help us put together a virtual environment, help us build out a data center, and do some of those things. So that's kind of where we started. We started with a five year plan on that build-out and how to maximize not only the budgets that we have, but push those budgets through proper depreciation. So it was really kind of neat to be able to go to a place that I could kind of just pick and choose the things I needed to move forward, and kind of set the course for us moving forward. >> Alright, so could you tell us about some of the decisions you actually made there? So, what did you choose, and what led you to make that particular choice of technology provider? >> Well, initially I started out, because I had worked in a previous endeavor using a UCS, you know, the three in one solution, you have your OS, you have the host, and then you have the navs that's presented to the host, and that's what originally I was going to do because that's what I knew. But I went out to a conference called TribalNet, and was introduced to Nutanix. And I was aware of Nutanix, but I hadn't delved into it. So I kind of talked to one of the reps out there, Justin, and he kind of talked me through Nutanix. When I got back, I searched out a place in Albuquerque called Ardham Technologies, who sells Nutanix, and sat with them. Now, the old UCS was less expensive, cause it's a little older technology, and we didn't think we could get into a hyperconverged solution, but working with the Nutanix rep and my rep from Ardham, they really found a way to make it affordable for us and get us into the hyperconverged technology, which is where I wanted to go. So it was really, kind of... That was the first big decision I made, and I've been very happy with it. >> Excellent. So, having made that deciison and put it in, what are ome of the things that you've now been able to do, given that this is where you wanted to go, and thought maybe it wasn't going to be possible, but now it is. So what's that enabled you to do, that you were looking forward to being able to do? >> Well, it's been abled for us to consolidate a lot of what we have. We haven't used it to its fullest potential because the implementation's only been in about five months. >> Right. >> But what we've been able to do is take those different single servers and move them into a virtualized environment, and then be able to build out a storage area and place user files, and group files, and all the disparate storage areas that were siloed throughout the environment, put it on one single piece of equipment that we can watch. >> Right. >> It's been able to allow us to move to a backup solution that goes to the cloud and isn't fractured, right? So it puts it all in one single area that we can watch, and gives us a single pane of glass for all our servers, which we didn't have before. It's just made us better at what we do, really, and be able to watch what we're doing a lot better. >> Andrew, it's interesting. We talked for years about hyperconvergence. It's not just about converging into the footprint, but it changes the model, because it's really more of a distributed architecture. I think you've got some geographic locations. Maybe help discuss how that fits together, between multiple locations, multi-cloud. It's not just about taking a couple of servers and putting them down to a smaller footprint, it's giving you more flexibility. >> And you've really hit the nail on the head, for the five year plan, right? So year one, it's like choose the vendor, choose the course, but the five year plan is to be able to geographically disperse what we're doing. Because we're using Nutanix, it allows us to put a three-note cluster over here in a single box, we take another single box and put a two-note cluster over here and geographically disperse it. It also allows us, I talked about depreciation, and this is something that I worked on in other places. What we did, is we bought the Nutanix node that we have now for today, right. We plan on using that and buying a secondary node, and using that for the next three years. As we build up, remember I talked about having the development across the road, as we're building new buildings, we're going to build an alternate data center there, and the third year, we're going to take that piece of equipment and move that to the data center and build out a disaster recovery center. So when we buy the new Nutanix node, those two will now be joined. So, not only are we sharing information between the two locations, and have backups geographically dispersed, but we also have been able to use SRM a lot of different ways, to keep the geographical locations up, keep business continuity, but the other portion that is really interesting to us, is that most technology is about a three year depreciation schedule, right. >> Yeah. >> We've been able to take that three year depreciation schedule, and because we're using the older technology as our backup business continuity center, that takes it out to six year depreciation, which extends the life of what we have and be able, when we buy new equipment, it's the newest, greatest, we have the business continuity equipment. And then of course the nodes talk to each other, so we're doing data duplication across two locations. So really when we're all done, we can have up to four to six sets of backups throughout any portion of the day, so it really protects our data and gives us a continuity that we wouldn't have before. >> As someone who really likes a good financial model and spends a lot of time in spreadsheets, mucking around with that, it's really good to hear someone from an IT arena talking about some of the financial impacts on this, some of the business impacts on this. It shows that what is possible when IT takes an interest in the business issues, and shows, we were talking about this earlier on The Cube, about IT people getting a seat at the table, being able to have that conversation about the five year plan, about what makes IT strategically important to the organization. And it's really great hearing a customer actually talk about IT in that context. >> Well, that's one of the things that I think IT gets lost in and as you know, with CIOs, CFOs, CEOs, IT is always seen as a cost center. And we'd eventually like to not be a cost center. (laughs) We'd like to make money, but we have to be fiscally responsible. We have to be fiscally responsible for a number of reasons where I come from at the Indian Pueblo Cultural Center, because we do have a responsibility to our shareholders. We have a responsibility to the Native American people that are taking care of us. We need to take care of them. So if we can find the technology that we need, that we can be a showcase, not only in the technological realm, but also how we budget and take care of money, that shows huge commitment to what we're doing. You know, you can't be a showcase unless you're going to be fiscally responsible as well as technologically responsible, so that's what we're trying to do. >> Yeah, and Andrew, the other thing that strikes me from your conversation, you talk about this five year plan. Sometimes we come to the shows and it's like oh wait, I'm worried about lock-in and enterprise license agreement. Talk about what you look for in choosing partners that will be strategic, that will be with you for this kind of engagement. >> Well, I'm looking for, everybody's always looking for cutting edge, right? But you need to have cutting edge with a background, with a roadmap, right? So what I look for in not only a partner that services me locally, but also in the larger vendor partners, for instance Nutanix. I look for somebody who has a roadmap of what they're doing. Here's what we started with. You know, if I have a five year plan, what's your five year plan? What was your five year plan? Where did you come from? Where are you going to? Can you show me what's going to go on over here? And that's one thing that I really liked about Nutanix, is they had here's what got us here, here's how it's changing, here's what we can show you moving forward, and here's how it can help you. And then, you know, my vendor in Albuquerque, I want the same things. Are you growing? Are you stagnant? What's your customer list? And then the last portion of that is really a relationship sell. There are people out there that will go buy from any vendor because that's what the price ensues, but I can't buy on just price because I need pricing and support and be able to, you know, one call (laughs) We used to say one throat to choke, but I don't like using that any more. But you know, somebody you can drive to and have a conversation with. And that's one thing I've really respected about my vendors, and I like from a customer perspective, is people that are real, they come and see you, and then I can reach out to not only my local vendor, but the folks that support them. I do have to say, with Nutanix, I met Justin who is the rep from Nutanix. He got me involved with the sales engineer at that point and they were on site, they worked directly with me and built just a great relationship around this brand new purchase, something I'm not familiar with but it's a foray into a wider world. And it made me really comfortable with my decision. >> Alright. What's the most exciting thing that you're looking forward to? So you've seen the roadmap, you've spoken to the vendors and you have an idea of what your five year plan is. What's the most exciting thing that's going to be coming up in the next few years? >> The biggest thing for me, and it's probably not even a new thing for Nutanix, but it's what Nutanix is built on. It's what you talked about, the geographical separation, the node building and how we can, Okay, you need more compute? We can give you more compute. You need more storage? We can give you more storage. You need to add something over here? We can do that. It's the flexibility it gives me to stick within budget, we don't have to do this huge budget every year, to be able to prop up what we need. We can buy piece by piece and build it out. And again part of that fiscal responsibility is being forward looking and working with a company that's saying hey, we can get you this today. We're going to take care of you, we're going to listen to your needs, we're going to get you what you need, and here's the bolt-on pieces as we move forward. So I think that's the most exciting piece, is being able to grow within that framework. I like to use a word called platforms for what (laughs) we're doing, right? And I think, from an IT perspective, that's what we're doing and from a cultural perspective, the Indian Pueblo cultural perspective, it's having that platform. So if we say from a museum standpoint, we found the latest and greatest software that's going to allow people to do virtual reality, but we need a back end to support it, I can say I got that. (laughs) We've been able to build the platform to put that on. So it's putting that platform in place, building on that platform, us growing into it and then that company growing with us. And that's been something that's been just transformative for us. >> Well, Andrew, you talked about authentic conversations. We really appreciate you sharing your story with us. Be sure to check out IndianPueblo.org for all that they have to offer. I want to check out the museum. You've got a great list of cultural activities there, so thanks so much for joining us. >> Yes, come see us at the Indian Pueblo Cultural Center. The best time to come is the first week in October for the Albuquerque Balloon Fiesta. We'd love to have you all. >> Alright, for Justin Warren, I'm Stu Miniman. We still have lots more coverage here from Vmworld 2018. Thanks for watching The Cube. (upbeat techno music)