>>Welcome to the customer. Obsession begins with data session. Uh, thank you for, for attending. Um, at Cloudera, we believe that a custom session begins with, uh, with, with data. Um, and, uh, you know, financial services is Cloudera is largest industry vertical. We have approximately 425 global financial services customers, uh, which consists of 82 out of a hundred of the largest global banks of which we have 27 that are globally systemic banks, uh, four out of the five, uh, top stock exchanges, eight out of the 10 top wealth management firms and all four of the top credit card networks. Uh, so as you can see most financial services institutions utilize Cloudera for data analytics and machine learning. Uh, we also have over 20 central banks and it doesn't or so financial regulators. So it's an incredible footprint, which glimpse Cloudera, lots of insight into the many innovations that our customers are coming in up >>With >>Customers have grown more independent and demanding. Uh, they want the ability to perform many functions on their own and, uh, be able to do it. Uh, he do them on their mobile devices, uh, in a recent Accenture study, more than 50% of customers, uh, are focused on, uh, improving their customer experience through more personalized, uh, offers in advice. The study found that 75% of people are actually willing to share their data for better personalized offers and more efficient and intuitive of services >>Together. And >>A better understanding of your customers use all the data available to develop a complete view of your customer and, uh, and better serve them. Uh, this also breaks down, uh, costly silos, uh, shares data in, in accordance with privacy laws and assists with regulatory adherence. So different and organizations are going to be at different points in their data analytics and AI journey. Uh, there are several degrees of streaming and batch data, both structured and unstructured. Uh, you need a platform that can handle both, uh, with common, with a common governance layer, um, near real time and real real-time sources help make data more relevant. So if you look at this graphic, looking at it from left to right, uh, normal streaming and batch data comes from core banking and, uh, and lending operations data in pretty much a structured format as financial institutions start to evolve. >>Uh, they start to ingest near real-time streaming that comes not only from customers, but also from, from newsfeeds for example, and they start to capture more behavioral data that they can use to evolve their models, uh, and customer experience. Uh, ultimately they start to ingest more real-time streaming data, not only, um, standard, uh, sources like market and transaction data, but also alternative sources such as social media and connected sources, such as wearable devices, uh, giving them more, more data, better data, uh, to extract intelligence and drive personalized actions based on data in real time at the right time, um, and use machine learning and AI, uh, to drive anomaly detection and protect and predict, uh, present potential outcomes. >>So this >>Is another way to look at it. Um, this slide shows the progression of the big data journey as it relates to a customer experience example, um, the dark blue represents, um, visibility or understanding your customer. So we have a data warehouse and are starting to develop some analytics, uh, to know your customer and start to provide a better customer 360 experience. Uh, the medium blue area, uh, is, uh, customer centric or where we learn, uh, the customer's behavior. Uh, at this point we're improving our analytics, uh, gathering more customer centric information to perform, uh, some more exploratory, uh, data sciences. And we can start to do things like cross sell or upsell based on the customer's behavior, which should improve, uh, customer retention. The light blue area is, uh, is proactive customer inter interactions or where we now have the ability, uh, to predict customers needs and wants and improve our interaction with the customer, uh, using applied machine learning and, and AI, uh, clap the Cloudera data platform. >>Um, you know, business use cases require enabling, uh, the end-to-end journey, which we referred to as the data life cycle, uh, what the data life cycle, what is the data life cycle that our customers want to take their data through to enable the end-to-end data journey. If you ask our customers, they want different types of analytics, uh, for their diverse user bases to, to help them implement their, their, their use cases while managed by a centralized security and governance later layer. Uh, in other words, um, the data life cycle to them provides multifunction analytics, uh, at each stage within the data journey, uh, that, uh, integrated and centralized, uh, security, uh, and governance, for example, uh, enterprise data consists of real-time and transactional type type data. Examples include, uh, clickstream data, web logs, um, machine generated, data chatbots, um, call center interactions, uh, transactions, uh, within legacy applications, market data, et cetera. >>We need to manage, uh, that data life cycle, uh, to provide real enterprise data insights, uh, for use cases around enhance them personalized customer experience, um, customer journey analytics, next best action, uh, sentiment and churn analytics market, uh, campaign optimization, uh, mortgage, uh, processing optimization and so on. Um, we bring a diverse set of data then, um, and then enrich it with other data about our customers and products, uh, provide reports and dashboards such as customer 360 and use predictions from machine learning models to provide, uh, business decisions and, and offers of, uh, different products and services to customers and maintain customer satisfaction, um, by using, um, sentiment and turn analytics. These examples show that, um, the whole data life cycle is involved, um, and, uh, is in continuous fashion in order to meet these types of use cases, uh, using a single cohesive platform that can be, uh, that can be served by CDP, uh, the data, the Cloudera data platform. >>Okay. Let's, uh, let's talk about, uh, some of the experiences, uh, from our customers. Uh, first we'll talk about Bunco, something there. Um, Banco Santander is a major global bank headquartered in Spain, uh, with, uh, major operations and subsidiaries all over Europe and north and, and south America. Uh, one of its subsidiary, something there UK wanted to revolutionize the customer experience with the use of real-time data and, uh, in app analytics, uh, for mobile users, however, like many financial institutions send them there had a, he had a, had a large number of legacy data warehouses spread across many business use, and it's within consistent data and different ways of calculating the same metrics, uh, leading to different results. As a result, the company couldn't get the comprehensive customer insights it needed. And, uh, and business staff often worked on multiple versions of the truth. Sometimes there worked with Cloudera to improve a single data platform that could support all its workloads, including self-service analytics, uh, operational analytics and data science processes in processing 10 million transactions, daily or 30,000 transactions per second at peak times. >>And, uh, bringing together really, uh, nearly two to two petabytes of data. The platform provides unprecedented, uh, customer insight and business value across the organization, uh, over 80 cents. And Dera has realized impressive, uh, benefits spanning, uh, new revenues, cost savings and risk reductions, including creating analytics for, for corporate customers with near real-time shopping behavior, um, and, and helping identify 7,000 new corporate, uh, customer prospects, uh, reducing capital expenditures by, uh, 3.2 million annually and decreasing operating expenses by, uh, 650,000, um, enabling marketing to realize, uh, 2.4 million in annual savings on, on cash back on commercial transactions, um, and protecting 3.7 million customers from financial crime impacts through 95, new proactive control alerts, improving risk and capital calculations to reduce the amount of money. It must set aside, uh, as part of a, as part of risk mandates. Uh, for example, in one instance, the risk team was able to release a $5.2 million that it had withheld for non-performing credit card loans by properly identifying healthy accounts miscategorized as high risk next, uh, let's uh, talk about, uh, Rabo bank. >>Um, Rabobank is one of the largest banks in the Netherlands, uh, with approximately 8.3 million customers. Uh, it was founded by farmers in the late 19th century and specializes in agricultural financing and sustainability oriented banking, uh, in order to help its customers become more self-sufficient and, uh, improve their financial situations such as debt settlement, uh, rebel bank needed to access, uh, to a varied mix of high quality, accurate, and timely customer data, the talent, uh, to provide this insight, however, was the ability to execute sophisticated and timely data analytics at scale Rabobank was also faced with the challenge of, uh, shortening time to market. Uh, it needed easier access to customer data sets to ensure that they were using and receiving the right financial support at the right time with, with, uh, data quality and speed of processing. Um, highlighted as two vital areas of improvement. Robert bank was looking to incorporate, um, or create new data in an environment that would not only allow the organization to create a centralized repository of high quality data, but also allow them to stream and, uh, conduct data analytics on the fly, uh, to create actionable insights and deliver a strong customer service experience. >>Rabobank >>Leverage Cloudera due to its ability to cope with heavy pressures on data processing and its capability of ingesting large quantities of real-time streaming data. They were able to quickly create a new data lake that allowed for faster queries of both historical and real-time data to analyze customer loan repayment patterns, uh, to up to the minute transaction records, um, Robert bank and, and its customers could now immediately access, uh, the valuable data needed to help them understand, um, the status of their financial situation, this enabled, uh, rebel bank to spot financial disasters before they happened, enabling them to gain deep and timely insights into which customers were at risk of defaulting on loans. Um, having established the foundation of a modern data architecture Rabobank is now able to run sophisticated machine learning algorithms and, uh, financial models, uh, to help customers manage, um, financial, uh, obligations, um, including, uh, loan repayments, and are able to generate accurate, uh, current liquidity overviews, uh, no next, uh, let's, uh, speak about, um, uh, OVO. >>Uh, so OVO is the leading digital payment rewards and financial services platform in Indonesia, and is present in 115 million devices across the company across the country. Excuse me. Um, as the volume of, of products, uh, within Obos ecosystem increases, the ability to ensure marketing effectiveness is critical to avoid unnecessary waste of time and resources, unlike competitors, uh, banks, w which use traditional mass marketing, uh, to reach customers over, oh, decided to embark on a, on a bold new approach to connect with customers via a ultra personalized marketing, uh, using the stack, the team at OVO were able to implement a change point detection algorithm, uh, to discover customer life stage changes. This allowed OVO, uh, to, uh, build a segmentation model of one, uh, the contextual offer engine Bill's recommendation algorithms on top of the product, uh, including collaborative and context-based filters, uh, to detect changes in consumer consumption >>Patterns. >>As a result, OVO has achieved a 15% increase in revenue, thanks to this, to this project, um, significant time savings through automation and eliminating the chance of human error and have reduced engineers workloads by, by 30%. Uh, next let's talk about, uh, bank Bri, uh, bank Bri is one of the largest and oldest, uh, banks in Indonesia, um, engaging in, in general banking services, uh, for its customers. Uh, they are headquartered in, in Jakarta Indonesia, uh, BR is a well-known, uh, for its, uh, focused on financing initiative initiatives and serves over 75 million customers through its more than 11,000 offices and rural outposts, >>Um, Bri >>Needed to gain better understanding of their customers and market, uh, to improve the efficiency of its operations, uh, reduce losses from non-performing loans and address the rising concern around data security from regulators and consumers, uh, through enhanced fraud detection. This would require the ability to analyze vast amounts of, uh, historical financial data and use those insights, uh, to enhance operations and, uh, deliver better service. Um, Bri used Cloudera's enterprise data platform to build an agile and reliable, uh, predictive augmented intelligence solution. Uh, Bri was now able to analyze 124 years worth of historical financial data and use those insights to enhance its operations and deliver better services. Um, they were able to, uh, enhance their credit scoring system, um, the solution analyzes customer transaction data, and predicts the probability of a customer defaulting on, on payments. Um, the following month, it also alerts Bri's loan officers, um, to at-risk customers, prompting them to take the necessary action to reduce the likelihood of a Vanette profit lost. Uh, this resulted in improved credits in, in improved, uh, credit scoring system, uh, that cut down the approval of micro financing loans, uh, from two weeks to two days to two minutes and, uh, enhanced, uh, fraud detector. >>All right. Uh, this example shows a tabular representation, uh, the evolution of a customer retention use case, um, the evolution of data and analytics, uh, journey that, uh, that for that use case, uh, from aware, uh, text flirtation, uh, to optimization, to being transformative, uh, with every level, uh, data sources increase. And, uh, for the most part, uh, are, are less, less standard, more dynamic and less structured, but always adding more value, more insights into the customer, uh, allowing us to continuously improve our analytics, increase the velocity of the data we ingest, uh, from, from batch, uh, to, uh, near real time, uh, to real-time streaming, uh, the volume of data we ingest continually increases and we progress, uh, the value of the data on our customers, uh, is continuously improving, allowing us to interact more proactively and more efficiently. And, and with that, um, I would, uh, you know, ask you to consider an assess if you are using all the, uh, the data available to understand, uh, and service your customers, and to learn more about, about this, um, you know, visit cloudera.com and schedule a meeting with Cloudera to learn more. And with that, thank you for your time. And thank you for listening.

[Music] from the cube studios in Palo Alto in Boston it's the cube covering the IBM think brought to you by IBM welcome back to the cubes coverage of IBM think 2020 the digital version of IBM think Bill Smith is here he's the general manager of IBM Global Financing bill thanks for coming on thank you very much for having me up I'm looking forward to it yeah me too so you know I remember the days of the the glory days of IBM you know leasing I used to run the leasing program for a couple of years at IDC and it was just it was an awesome time but things have changed a lot I mean iBM has really transformed its financing army what do we need to know about today's IBM Global Financing well some things are still saying but as you said a lot is different we constantly are celebrating our 40th anniversary this year a big part of our business is now software and services financing a lot of project man Singh we still do a lot of hardware business but it's a much much smaller portion of our thirty billion dollar asset base so it's a great business it was a great business back then when you were involved in it the very profitable and and interesting business today as it was then as I said big difference though a lot of software and services yeah well I've of course I would have mentioned that most if not all mainframes are still leased but now you've expanded it to many many more areas what can you tell us about you know some of the financial metrics you know what's the profile of the business look like yeah sure it's a it's a big business it looks a lot like a bank and we're around 30 billion in asset we do business and you know 40 plus countries around the world 26% return on equity most of the portfolio's very high percentage of that portfolio is investment rate so a couple other key metrics is we we actually issue our own debt we became an SCC registrant a couple years ago we have a you know many debt holders we only have one owner and one equity owner and that's IBM it's a very good business but 2% of IBM's revenue but about 10% of IBM's from yeah well so now this is an important aspect that I want to join to it when people you know look at the IBM balance sheet they'll you know go out or whatever Yahoo Finance and say oh my gosh look at all this debt must be you know I know of course the redhead acquisition is part of that but you're carrying a lot of the debt as part of the financing operation but people need to understand it's a very profitable and very high quality debt and if we could just address that one of the big benefits to becoming an SCC registrant is the amount of transparency that we were able to provide the investors so unlike other captive financing companies they just get rolled in to different units or parts of the books you know we actually report in the segment reporting every quarter we certify just like they you know public company would we're still a wholly owned subsidiary but the level of transparency is really great for the investors which is why you know debt holders were able to Willington by our paper it's still a very client based business we do very specialized structures we only do business and NIT as I told the board many times I'd be on board many times we don't do planes trains and automobiles we only do we only do I see and and really you know 99 percent of our businesses is IBM only so you talked about branching into software and services I'm interested in how the the client base has has transformed as a result of that sure you know there's a lot of digital transformations going on there's still a lot of ERP implementations around the world very large project so we we described it as project financing so if client will come to us and say bill we'd like to match the benefit of this very large GBS or services engagement that the IBM team is leading we like to match the benefit when we have the cash outlay so we'll put a structure together that will delay the payment for when those benefits begin to come online for the enterprise and then match payment with when benefits are actually received it's proven to be a very very effective financing instrument for us but highly effective economic instruments for the clients also gives if I'm you know contracting with IBM services you've got a major incentive for the services organization to deliver value as soon as possible and that aligns everybody doesn't it it absolutely does you know we have a lot of business partners where they'll do similar structures as well so other integrators you know if the redhead acquisition and and clients moving to a hybrid cloud model sometimes there's a migration that will take place between the traditional legacy systems and when they move that cloud well that bubble of been we take Dera so will will finance that migration effort for the client and again to match their cash outlays with when they receive the benefit that I've left from that cloud migration in the day there were tons of leasing companies who would take the risk and predict the residual values and then they'd take the paper and and and then it was just an awesome business and of course the government provided some incentives to do that with the investment tax credit what about things like refurbished equipment is that's still something that you do today or is that a thing of the mainframe pass that's great yeah that's a great question you know it's a it's still a really important and a sustainable business for us we we take equipment back that comes off of a lease or sometimes alone but typically a lease and we will refurbish that or reman factor that equipment and then put it back into market oftentimes it goes into our services organization for them to use with their clients the global technology services typically you know we will we will matram a fact or a remarket about 29,000 IT devices a week 16,000 tons of idea quipment around the in a year around the world so these remanufacturing refurbishing centers so it's a even though the hardware business has come down in its percentage of IBM's business compared to software and services it's still a very very big business as you can see by the the size of the number of equipment and the tonnage what about some of the initiatives that are so you mentioned you know the digital transformation a lot going on with cloud machine intelligence I mean those big projects you know some of them are still multi-year you know seven weeks people say oh there's no more multi-year projects but digital transformations are multi-year projects even though you might take them in chunks but I'm going to capitalize those can I finance them as well what role does does IBM finance play in that you absolutely can and and that is a big big part of our business today though the the client will they look I've got a very large digital transformation project going to take place in four countries we are looking for an opportunity to match those cash outlays with when those countries come online or when we begin to receive the benefits we also want you've been and some of the software that goes with this digital transformation and we also want to spin and the IT infrastructure that's required so we may put those services software and hardware on a different financial instruments but it looks like you know one total bill for the client and it and its global it's a global footprint so we're able to handle the different currencies around the world and and again most importantly match those cash outlays with when the benefits are received so bill you know as long as I've been in this business the IT investments from a CFOs perspective have always been viewed as a higher risk granted higher reward but but you know the the CFOs would say okay you're gonna have to have a little higher IRR for this one because you know the business moves so fast technology changes so quickly how are you seeing the CIO - CFO conversation evolve what's your advice to see iPods in terms of how they talk to two CFO's that's another really good question so I was just on with actually new client this morning one was the F of the other one was a treasurer and they were asking my opinion about this financial instrument and and and getting some advice actually the conversation went look it's not really cost the debt issue the cost of money is always part of the economic decision but oftentimes those clients use financing instrument as a way to manage the asset manage the asset throughout the life the project they also want to focus on the delivery the quality of the delivery I think that takes place during these very very large project financing engagements so the CFO specifically said look I really like business case it's quite clear when we're gonna receive these benefit what I'd like to know Bill is how do you view the risk of the implementation and you know we were able to share with them the risk work that we do with with GBS team our level of confidence that it will be done on time and on budget and the skill level of the of the partner team that's been assigned so it actually has allowed us to have a different conversation with different group or senior level at the account CFO Treasury sometimes the controller you play an important role in de-risking the the business case and as well I mean I would imagine right now in there you know these on certain times that you know IBM Global Financing can provide liquidity to businesses who need it that you you know are confident you know are stable business but might need some help you know getting through this pandemic we can and as you said the what makes us a little different is you know we make credit decisions on what we call arm's length credit visions you know for a standalone albeit at the financing company so we're very very focused on maintaining the right investment grade of the portfolio we're going to make really really good prudent risk decisions you know that being said we have some fabulous IBM clients that have been clients for a long time we work very closely with them understanding their financial structures what's what's important to them and they're very transparent with us about you know with financial challenges they have so we'll continue to provide that liquidity we are going to be very prudent but we'll certainly help those really good clients well last question it's kind of where do you see this going what's your kind of vision for IBM global global finance and give us a little glimpse of the future sure you know I think you'll see us continue to migrate in the direction of the IBM company moves the IBM company is aggressively moving towards a hybrid cloud model we'll continue to provide those migration services will continue to do you know some short-term financing a part of the business we didn't talk about was the commercial financing we provide short-term working capital through IBM 6000 isness partners so to help them with their free cash flow running their businesses you know that's a pretty big business for us we'll do about you know 14 billion or so in financing to that commercial financing business so I'll see that continue as well and then finally I'm sure you'll see us continue to grow the software and services financing as well and we'll stay with the very very high anything rate for whatever is left of IBM's Hardware portfolio point you made about the partner financing is huge like you said it helps them bridge their free cash flow it makes IBM a more attractive partner for through those resellers and partners it does and we've been in that business for a very very long time oftentimes we are one of the you know largest predators for those partners so the liquidity that we provide Danville allow them to run their businesses day to day with that short term working capital is something that we're very committed to you over the long term for IBM product and services so IBM Global Financing a very important and strategic part of IBM's business a differentiator a very few companies actually can provide that type of service to their clients and so bill really appreciate you coming to the Kuban and sharing that with with our audience great to have you back yeah very much Brad you've been a real pleasure - our pleasure as well thank you for watching everybody this is Dave Volante for the cube our continuous coverage of IBM think 2020 we'll be right back right after this short break you're watching the cube [Music] you

>>Live from Copenhagen, Denmark. It's the cube covering Nutanix dot. Next 2019 brought to you by Nutanix. >>Welcome back everyone to the cubes live coverage of Nutanix. Dot. Next we are here in Copenhagen, Denmark. I'm your host, Rebecca Knight, along with Stu minimun. We are joined by Nicola Bosun awic. He is the VP GM desktop services at Newtanics. Thanks so much for coming on the show. And also you piss Carr who is an industry analyst and and the many time guest on the cube. That's right. Thank you so much for coming on the show. So you are actually the founder of frame and frame was bought by Nutanix a about a year ago. So tell us a little bit about the acquisition, how its acquisitions are challenging. How has it has, how has it been going? >>It's mayor great year. Uh, there's no better place than a tannics to do end user computing in VDI. And that's what frame was all about. How we make it simple. Uh, that was also all about Newtanics. How do you make computing simple, fast, delightful, and um, we've done, uh, so many things to really bridge that world of on prem and cloud off traditional legacy VDI, like Citrix and VMware on hyperconverged infrastructure and now new broker like frame. And we are really looking at that as one end user computing team and just do what's right for the customers. So it's been a blast. Yeah. Nicola, you know, last year when we had you on, we talked a lot about frame, so you've got a broader mandate now to do the whole desktop services. Give us your view of the landscape a little bit out there as you know, definitely. >>I understand, you know, VDI traditionally, boy was it complicated building that stack, the infrastructure and the software pieces. Um, you know, where are your customers today and you know, how's the industry doing it a whole on that modernization journey. >> Uh, it, as I said, it's been a great 12 months. If you're in VDI. A lot of people who are in the traditional VDI world with brokers like Citrix and VMware are looking to modernize their data centers and there is no better options than uh, hyperconverged and Newtanics to have bite size and linearly, um, scaled infrastructure, run VDI. We continue to innovate, we continue to work closely with um, the vendors, especially Citrix. Um, and at the same time as the focus is shifting to the public clouds, uh, we are, um, having our own opinion and how the broker in the public cloud should look like with frame and then mixing and matching where the desktops really are and really looking at very, um, industry and vertical specific use cases. We're seeing lot of new adoption in healthcare and financial services and with frame, we're seeing a lot of new use cases in education and public sector as well. Right. >>Is this, is this jiving with what you see as the terms of the way they're positioning themselves and what you're hearing from your sources in the market? >>Yeah, absolutely. I mean, um, you know, given the trend that, you know, applications are going into the cloud, um, it makes sense to kind of pick up those, you know, those applications that are harder to virtualize, harder to move to the cloud and you know, find a way to bring them to the cloud as well. To bring that, I don't know, that cloud like experience for the older applications as well. Um, and then the other hand there's, you know, the simplicity of running the, um, the older desktops. Uh, the traditional VDI just likes to set, I mean, it's difficult to set up that whole environment to manage it, to make sure it continues to operate and then to have something that kind of replaces that with a simple solution. I mean, that's what customers are looking for. Yup. >>Nicola, I know some of the conversations I had years ago was, you know, it's not even desktop. It's, it's about my applications, it's about my users. It's about how things, things are changing. They're in today's world where have many customers who are trying to do SAS first. You know, how, how do you, I guess, reframe that conversation of, you know, what was, you know, we spent over a decade with that VDI discussion. Look, I think we're going to end up, when it comes to infrastructure and when it comes to virtualization, we're going to come ups where some somewhere in the middle where not everything's going to be public cloud and that everything's going to be on prem. It's going to be somewhere in the middle of when it comes to application delivery versus full desktops. It started obviously with app virtualization, but more and more people are looking at delivering full desktop solutions. >>There is a great benefit to it, consistent performance, um, you know, isolation and security or some things that come to mind and we are now able to deliver great performance. Look at windows 10, which is a big migration. We can deliver great windows 10 performance using Citrix or using frame and um, for example, some of the innovation that NVIDIA's bringing to market with a virtualizing GPS. So for the longest time it was a niche and as becoming more of a mainstream, if you just want your desktop to be scrolling smoothly, you'll probably need your GPU. So I think that's where a VDI and a simplicity of VDI, um, really takes over. >>So you are talking about speed and security. What about design? How does that play into it? >>Well, kind of Newtanics is all about, you know, data delivery, design and delight. And a, I think with end user computing, uh, it's end user for a reason. It's experienced by a user, it's experienced by an administrator, and at the end of the day, best user experience is going to win. So for administrators, if they can install their applications and manage them in one click, that's a great benefit. Then that's what we bring with combination of hybrid converged and a frame. Same goes for end user experience, um, as opposed to, let's say 10 years ago when everybody was in a wired network. Uh, these days people work from anywhere. They work from Starbucks, they work over and allows a seller a. So it's very important to have that user experience. Um, you know, uh, be delightful. And, um, that's something that we're very focused on. Yeah. I think I've had so many discussions this year about kind of the CX, the customer experience as well as the employee experience. So, you know, I would think that this whole EUC discussion ties it. What, what are you hearing from them and seeing out there? >>So, you know, the, the whole, the whole discussion about experience. Um, I think it's really important. I mean, employees have to do their job. They are given the tools to do the job, but sometimes the tools that are given or you know, slightly older, um, they may not be modern, they may not be web-based, they may not be performant or, so the issue is how do you, you know, in a very specific niche and a very specific use case, how do you make sure that the older application will actually continue running? Right? Um, how do you bring that, you know, windows application into a, um, into a framework where you can actually work with it everywhere on any device? Right. And that's, that's of where, where I see the, um, um, the wish for a good employee experience cannot be broken down by the technical technical limitations of what applications can do. Right. Um, and the issue is, you know, not every application is cloud native, not every, every application runs in the cloud. So you have to have something that kind of bridges that gap between, you know, on the one hand what you want to offer to the employee and the other hand what you're kind of forced to use in specific use cases. Um, there's just no other way than, you know, w using that old windows application. Yeah. >>Nicola, once again, I think back to some of the years of talking about VDI deployments and it was like up, well, organizationally, we're now off to have the desktop team versus the server team and the storage people need to get involved. And you brought a customer to come talk to the analyst yesterday and they didn't, they were like, we don't want to worry about any of this. We want to worry about our application, what's going on. So help, help explain a little bit, kind of some of the transformational potential of the new model. It's almost the same way we can hyper converged compute within storage and hypervisor. We're hyper converging all these different roles from the storage role to the it role to the business for all where to be honest, you don't need three separate people or three separate teams to do it. Um, solutions like, um, frame for example, make it possible to do that from a single pane of glass and to manage it all. So the customer that we had yesterday is doing that thing. Exactly. And it's not going even to there. It, um, in some cases, um, like, Oh customer we're going to have tomorrow Vodafone, uh, that is, they're on a hyperconverged still has lot more than what I'd call a legacy. It's 5,000 applications delivered to 50,000 concurrent users and they're just doing a new refresh shot. It's here to stay. VDI is here to stay. Yeah. What are >>you see as some of the biggest challenges facing companies like Nutanix? Um, particularly in this space? >>So, I mean, the biggest challenge is going to be integration, right? I mean Nutanix is becoming a big company. It's up to you, I don't know, 5,500 people. I think it's a big company. It's a lot of products that, you know, the portfolio is expanding. And so making sure that all of those solutions fit into the portfolio. And again, coming back to that experience, right? Um, so can candidates annex deliver a solution for many different problems within the data center and Indiana briars cloud without it seeming to be, you know, different products that are not integrated where the user experience is bad. I mean, we've all been there where you try to run a data center and you got bogged down with all of the details simply because the products that you use are not integrated. Um, so I think, you know, from, from any tannics perspective, making sure that everything's integrated and worked well with all of the other products in a portfolio, that's going to be the big challenge for the next year. You know, Nicola, we had Dera John this morning and he talked about those experiences. You know, customers shouldn't have >>Oh my gosh. You know, I looked on the slide and there's 30 different Nutanix products and I can't even spell all of them. Um, you know, uh, so, uh, tell us a little bit about, uh, you know, integrating frame through and making sure a desktop just becomes a, you know, a piece of that experience. The big switch for us as being thinking about solutions, not products for that same reason because there's so many products right now in a portfolio and end user computing or VDI has been one of the key solutions that we are focusing on in the next 12 and 24 mods. So would, that really means is that all the products are designed to work seamlessly. So it starts with your, um, hyper-converged, um, widths, um, Citrix as a broker, horizon as a broker, a frame as a broker, but it extends way beyond that. >>So talking about files, you obviously need your enterprise file server that is very, very seamlessly integrated with the end user computing solution. Same goes for flow. You can now have boundaries of who can access VMs or now we have identity based micro segmentation. Um, and then, uh, things like beam where you can seamlessly again have one-click integration and now how much is something costing you right now and how much the same workload would cost you if you ran it on prem or in a different cloud. So I think all of these things are designed to work seamlessly and we spend a ton of time, I mean literally a ton of time to get together with all the teams and to make sure that that user experience is as seamless as possible. >>So I want to go deeper into your past when at the age of 22, you helped lead a revolution that overthrew Slobodan Milosevic. I want to know the lessons that you learned as a revolutionary and how and how you apply them to the technology industry today. I mean because there is a lot of, you know, move fast and break, which is what you were doing then. Yeah. >>Now also like, ah, I, I spoke to a group of executive last night and mentioned, um, uh, those times in the 90s. I grew up in Serbia where the rest of the world was going for dotcom. Boom. We were dealing with, um, um, basically Yugoslavia breaking apart and in 96, from, um, um, pretty anonymous student in the, in a crowds after Milosevic's stolen election, um, I became the leader of what was a very, uh, uh, natural, but also very attentive, um, movement. Uh, within four weeks I was sitting with him just like this, negotiating and negotiating with about a hundred thousand people yelling and screaming under his window, and he had to, um, reverse the results of his election fraud. It took another couple of years. Then we got rid of him. The lesson that I learned at a very young age and just, you know, things just happen was that if you do things in an authentic way, if you speak with conviction ed the right time, you know, there, there are no things that you can do. >>And that was probably the revolutionary spirit that Newtanics shares when I met Dhiraj that, uh, you know, everything's possible that incumbencies not are insurmountable. And that's what led me to move to the U S um, go to my grad school, get BHD start gobbling companies. And looking back, I'm in my mid forties right now. It's pretty crazy to looking at the odds and they'll, what it takes to build a company, make it successful and how risky that is. Just going through some of these experiences when I was in my early twenties, certainly helped me. And, um, I think we'll live in the day and age where the risk is probably overestimated and that we should probably all take more risk. Uh, in modern day and age, the gain is potentially very large and the risk is relatively small. >>Those are that, that's great. But then the timing is everything too >>thing. And I know there was, um, a fall of two 96 20 cup, 20 something years ago. And I remember, um, you know, the biggest lesson that I've learned, if we've done exactly the same thing and we've done it 10 times better six months before or six months after, it wouldn't happen. It was really the right moment and the right wave of underlying energy that if you serve that way the right way, you can move mountains. But it's really important to have a krill clear message to do it with conviction and to do it the right time. >>Right. So it's a little bit of luck, but then also the willingness to take a risk. Absolutely. Excellent. Well, thank you so much. You've and Nicola. Thank you. It was a pleasure talking to you both. Thank you. Thank you. I'm Rebecca Knight for Stu Miniman. We will have more coming up tomorrow from nutanix.next.