>> Narrator: Live from London, England. It's theCUBE, covering AWS Summit London 2019. Brought to you by Amazon Web Services. >> Welcome back to Excel London everybody. My name is Dave Vellante, and you're watching theCUBE, the leader in live tech coverage, we go out to the events, we extract the signal from the noise, this is our day long coverage of the AWS Summit in London, 12,000 people here. It's a Summit, it's like a mini reinvent. Dominic Deacon is here, he's the sales director for cloud and alliances at CenturyLink, Dominic, thanks for coming on theCUBE. >> Thanks very much for having me. >> So, what's going on here at the show, what's CenturyLink showing? What are the conversations like, and what are you guys up to? >> Well, it's been a fantastic day for us here at CenturyLink, we've got a big stand presence out on our floor here, it's been fantastic to see the vast number of people here today, and fascinating from all different types of industries, different types of technology companies, manufacturing companies, it's just a vast, different array of people. And some fantastic conversations on the stand today. >> So cloud computing when it came in, a lot of people sort of didn't understand it. A lot of people ignored it. A lot of people thought they could replicate it. But now, it's starting to come into focus, now that we're in, you know, whatever it is, 15 years in. >> Dominic: Yeah. >> 12, 13 years in. It's been a real tailwind for your business. Describe why that is, where you fit in the value chain of the ecosystem. >> Sure, so you know, CenturyLink is a global IT network technology organization. So we operate in many many different countries, 60 off countries globally. And for us the value proposition with CenturyLink is around connecting customers to AWS cloud. It's around then helping do the migration and transition of workloads to AWS and the cloud. And then for us, a key part of our heritage is the managed services, so then we are able, once applications have been, and workloads, have been transitioned to AWS, we're able to managed those as a managed service provider for the organizations, and a lot of enterprises now are on this digital transformation journey, you know, a lot of industries today are being disrupted by new entrants, and we've seen a lot of those over the past, kind of five to ten years. Probably name a, you know, 25 of them off the top of my head if we wanted to right now. So industries are being disrupted, and we're there to really help organizations in that digital transformation journey through connecting, through migration, and then through the management aspect. >> So the early days of cloud, of course you saw a lot of startups, and a lot of innovators moving to the cloud. You saw large corporations maybe doing a little shadow IT... >> Dominic: Yeah. >> You saw IT maybe throwing up some crapplications, you know, we used to jokingly call them in the cloud. Now the cloud is essentially running, you know, any workload, any application, anywhere in the world. What are you seeing in terms of some of the trends, in terms of what people are doing with the cloud, what they're putting in the cloud, who are they, what's your customer based look on it? >> Yeah, I mean it's, you know, it's been a fascinating journey over the last kind of ten years really. You know, I remember going back ten years ago and, you know, enterprise organizations were, yeah this cloud thing, not sure, they'd give you a million reasons why they wouldn't do it, and then you'd have some parts of the organization generally you know, lines of businesses that were, that were a bit stuck with their own IT departments around speed and agility, hey we need this now, but you guys are telling me it's gonna take four months just to deliver some service and then another month to build it out, I can't wait six months to be able to, you know, accelerate our business, so we needed different ways, so that's when we starting seeing the shadow IT aspects, and especially with AWS, right? Well I've got a credit card, I can get the resources that I need within 30 seconds, I've just logged in, right? I've got all the resources there right now, we can accelerate, and now we can go, and that really started the revolution, but also, became a bit of a challenge to enterprises because now they've got unregulated IT spends, we've got lots of different silos of applications, that starts to become a challenge to manage that at scale, which really started to turn enterprises into understanding, well actually, digital transformation for us, cloud fixes at the core part of those strategies, okay, so now let's start bringing that in, how do we start utilizing that to the best of our ability, and we've seen that shift over the last ten years to really get to a point where we are today with some really cool things happening with, you know, large scale enterprise mission critical applications now being deployed in AWS. SAP, ERP applications for example, ten years ago, I didn't think anyone would've realized that you could've run that in AWS, and here we are today where you can. >> I don't know if you saw the keynote this morning, but the guy from Saintsbury said that they moved an Oracle rack instance into AWS, and I got a lot of questions for him... (laughs) but he ran off, and there were a number of examples of Oracles, not trivial to move Oracle in, but SAP of course is not as antagonistic with regards to AWS as Oracle are, but so there's a better partnership there. So you're seeing those types of applications now moved to the cloud. What's the motivation for people doing that? Are they able to change the operating model, how are they able to affect their business by doing that? >> Well I think the fundamental change in the last, maybe five years is that their, is that the board of their enterprise organizations have actually woken up to the fact that we can start delivering transformation at speed and at scale, utilizing services like AWS. And the broad ecosystem of specialist partners that sit in and around AWS to be able to deliver that value, and the board and steering committees, of, you know, the large enterprise customers have kind of sat there going, right, the time is now, disruption is, you know, quite prevalent in our marketplace now, so we need to change, we need to become more agile, we need to change our cost base, we need to change our operations model, we need to be thinking more about the customer experience and how do we deliver new services quickly to remain relevant, and you kind of have this tidal wave of everything aligning, and the realization that there is a way to be able to do this, and realize the benefits of that. And I think that's really what we've seen in the last few years or so. >> Now, you guys obviously, first talk about your AWS partnership, how did it start, how's it going, what's the relationship like, what's that journey been like? >> Sure, so, yeah, CenturyLink, as I said before, provides global network services, and also provides, you know hosting, cloud, and managed services that combine with that with a security wrap and a managed security service that goes across, you know, network, infrastructure, and applications. That's the core of our business globally. I'd say for us, you know, essentially, we made a pivot around three or four years ago, which was to say, do we really need to own our data centers anymore, or do we just want to be able to provide the expertise and services that come from a data center? So rather than building all of our own, you know, cloud infrastructure and trying to take that to market, actually what we are experts in is being able to deliver value with that infrastructure from an application standpoint, and being able to manage that and optimize it in the most economical model to be a service provider for those customers, and so, you know, we've been on that journey ourselves for probably the last three or four years, and that led us up to the point where, you know, a lot of our customers were asking us, hey, I've got some applications and some kind of traditional hosting with CenturyLink, but we're also looking at AWS for some of our newer workloads, hey CenturyLink, are you able to help us across both of these, and then we kind of saw the magnification of, you know, the hybrid IT kind of platform come in, I've got applications that I need to set in a private cloud, or some legacy infrastructure, I'm also looking at my AWS public cloud, and actually what I need is a service provider to be a consistent provider across all of these different infrastructure types now as we transition. So CenturyLink made that pivot, we joined forces with AWS about three years ago now. It's a fantastic partnership for us, and we deliver all of those cool capabilities that we have for years with the AWS platform as part of their partner ecosystem, delivering that value for our mutual customers. >> So Matt Garmin said this morning in the keynote that, you know, he firmly believes they do this, he believes that over time, the vast majority of workloads are gonna live in the public cloud. Having said that, he said something you didn't hear AWS recognize several years ago, which was hybrid. You just mentioned hybrid. >> Dominic: Yup. >> And then he laid out a number of things that they're doing for folks on prem, I think you mentioned Snowball, which I think was one of the first ones. >> Dominic: Yeah. >> You know, and then a number of other ones, of course Outpost. >> Dominic: That's the big one. >> Grab a lot of attention, so my point of this question is that, and a sort of observation and then question, is AWS, never say never, when it comes to AWS. >> Dominic: Absolutely. >> You know, years ago, people said no, they'll never do on prem, never do hybrid, of course now, they're gonna become a leader in hybrid, predicted that on theCUBE for a while. There's also this world of multi cloud, of course AWS doesn't wanna talk about, you know, non, other clouds, but there's a multi cloud world, every show you go to, everybody's talking about multi cloud, it's a huge opportunity for you. I've contended that multi cloud is largely a symptom of multi vendor, and line of business, and shadow IT, and as we said now, we've got this mess out there that IT's gotta deal with. >> Yeah. >> But it's an opportunity, you know, chaos is cash for you guys, so what are your thoughts on multi cloud, how real is it, how far are we into the journey of multi cloud? >> Yeah, I mean that's a, that's a really interesting questions, and actually, we see, we see that more and more in the enterprise space now. I think as that, as the thinking in enterprises has matured, there's a realization that, you know, it's not always that one thing fits everything. So it's about understanding, you know, the workload that I've got today, and where's the best platform for that workload to reside on that delivers the scale, the performance, you know, from a compliance perspective, am I compliant with this workload, and which platform is the most compliant around that? So there's a number of factors that come into play, which leads to, you know, some platforms being, we call it the best execution venue, becomes the best venue to deploy the application. You know, public cloud is fantastic and provides the agility, speed, innovation, but sometimes isn't necessarily the right platform for some of the legacy workloads that actually just need to transition out of a customer status center, because they don't want a data center anymore. So, there is movements today where, you know, as that market's maturing, the organizations are sort of saying to themselves, well I need a, I need a staging post to now understand what I do with these workloads before I can then do a level of migration and transition and refactoring, and so that I can get to, get to private cloud. Generally that comes down to, you know, sometimes it's capex avoidance, I don't wanna refresh my whole data center, or I actually don't wanna own bricks and mortar anymore, for us we just wanna be able to consume the service under an SLA that's outcome driven. So that's where we start seeing the, you know, the hybrid cloud model, and that's a mixture of private cloud, and sometimes a mixture of public clouds as well. Sometimes, enterprises look at it and go, well if I put all my eggs in one basket, does that blast my risk compliance? Or do I split it out, and you know, basically have two public clouds that we mitigate the risk and can move one workload into another? There's a number of different factors that are driving that, but generally it's around risk mitigation, speed, and economics. >> I'm glad you brought that up too, and as well horses for courses, you know? You were saying that sometimes, there's, you know, a workload that fits best here. So I, we've predicted on theCUBE that eventually, Amazon will get into that business, you'll see, because once it gets big enough, and if it's real, Amazon will have a solution, you know. >> Dominic: Sure. >> Because their customers will ask for it. >> Dominic: Absolutely. >> Amazon says they're customer driven, they actually are. >> Dominic: Yeah. >> Enough customers say that's how things like Outpost... >> Dominic: Absolutely. >> Occur. So take use back to sort of, what's happening in your business today, where you see this sort of next near term, to mid term, going for CenturyLink. >> Sure so, you know, for us our focus is on really, you know, delivering great customer outcomes and customer experience. And it's about delivering the value add in partnership with AWS, so combining the strength of CenturyLink with the strength of AWS delivers great customer experience, also delivers great customer business outcomes, which keeps, you know, our mutual customers together with us for many many years, hopefully. And that's really for us focusing on delivering, you know, our core innovation with, on top of AWS around how we deliver our automated managed services, we're looking at simplification, automation of operational functions for our customers, because if we can streamline that, the economics become better, SLAs increase, their business productivity and performance increases along with that, and it's a mutual win win win for all three partners involved, which is what we're all striving for. >> Well, as somebody once said, the network is the computer, you guys are the network, so, thanks very much for coming on theCUBE Dominic. >> Dominic: Thank you for having me. >> You're very welcome. All right, keep it right there everybody, we'll be back with our next guest, you're watching the cube, this is Dave Vellante, live from London AWS Summit, we'll be right back.

>> Announcer: Live from San Francisco, it's theCUBE. Covering Google Cloud Next '19. Brought to you by Google Cloud and it's ecosystem partners. >> Welcome back to the Moscone Center in San Francisco everybody. This is theCUBE, the leader in live tech coverage. This is day two of our coverage of Google Cloud Next #GoogleNext19. I'm here with my co-host Stuart Miniman and I'm Dave Vellante, John Furrier is also here. Dominic Preuss is here, he's the Director of Product Management, Storage and Databases at Google. Dominic, good to see you. Thanks for coming on. >> Great, thanks to be here. >> Gosh, 15, 20 years ago there were like three databases and now there's like, I feel like there's 300. It's exploding, all this innovation. You guys made some announcements yesterday, we're gonna get into, but let's start with, I mean, data, we were just talking at the open, is the critical part of any IT transformation, business value, it's at the heart of it. Your job is at the heart of it and it's important to Google. >> Yes. Yeah, you know, Google has a long history of building businesses based on data. We understand the importance of it, we understand how critical it is. And so, really, that ethos is carried over into Google Cloud platform. We think about it very much as a data platform and we have a very strong responsibility to our customers to make sure that we provide the most secure, the most reliable, the most available data platform for their data. And it's a key part of any decision when a customer chooses a hyper cloud vendor. >> So summarize your strategy. You guys had some announcements yesterday really embracing open source. There's certainly been a lot of discussion in the software industry about other cloud service providers who were sort of bogarting open source and not giving back, et cetera, et cetera, et cetera. How would you characterize Google's strategy with regard to open source, data storage, data management and how do you differentiate from other cloud service providers? >> Yeah, Google has always been the open cloud. We have a long history in our commitment to open source. Whether be Kubernetes, TensorFlow, Angular, Golang. Pick any one of these that we've been contributing heavily back to open source. Google's entire history is built on the success of open source. So we believe very strongly that it's an important part of the success. We also believe that we can take a different approach to open source. We're in a very pivotal point in the open source industry, as these companies are understanding and deciding how to monetize in a hyper cloud world. So we think we can take a fundamentally different approach and be very collaborative and support the open source community without taking advantage or not giving back. >> So, somebody might say, okay, but Google's got its own operational databases, you got analytic databases, relational, non-relational. I guess Google Spanner kind of fits in between those. It was an amazing product. I remember that that first came out, it was making my eyes bleed reading the white paper on it but awesome tech. You certainly own a lot of your own database technology and do a lot of innovation there. So, square that circle with regard to partnerships with open source vendors. >> Yeah, I think you alluded to a little bit earlier there are hundreds of database technologies out there today. And there's really been a proliferation of new technology, specifically databases, for very specific use cases. Whether it be graph or time series, all these other things. As a hyper cloud vendor, we're gonna try to do the most common things that people need. We're gonna do manage MySQL, and PostgreS and SQL Server. But for other databases that people wanna run we want to make sure that those solutions are first class opportunities on the platform. So we've engaged with seven of the top and leading open source companies to make sure that they can provide a managed service on Google Cloud Platform that is first class. What that means is that as a GCP customer I can choose a Google offered service or a third-party offered service and I'm gonna have the same, seamless, frictionless, integrated experience. So I'm gonna get unified billing, I'm gonna get one bill at the end of the day. I'm gonna have unified support, I'm gonna reach out to Google support and they're going to figure out what the problem is, without blaming the third-party or saying that isn't our problem. We take ownership of the issue and we'll go and figure out what's happening to make sure you get an answer. Then thirdly, a unified experience so that the GCP customer can manage that experience, inside a cloud console, just like they would their Google offered serves. >> A fully-managed database as a service essentially. >> Yes, so of the seven vendors, a number of them are databases. But also for Kafka, to manage Kafka or any other solutions that are out there as well. >> All right, so we could spend the whole time talking about databases. I wanna spend a couple minutes talking about the other piece of your business, which is storage. >> Dominic: Absolutely. >> Dave and I have a long history in what we'd call traditional storage. And the dialog over the last few years has been we're actually talking about data more than the storing of information. A few years back, I called cloud the silent killer of the old storage market. Because, you know, I'm not looking at buying a storage array or building something in the cloud. I use storage is one of the many services that I leverage. Can you just give us some of the latest updates as to what's new and interesting in your world. As well as when customers come to Google where does storage fit in that overall discussion? >> I think that the amazing opportunity that we see for for large enterprises right now is today, a lot of that data that they have in their company are in silos. It's not properly documented, they don't necessarily know where it is or who owns it or the data lineage. When we pick all that date up across the enterprise and bring it in to Google Cloud Platform, what's so great about is regardless of what storage solution you choose to put your data in it's in a centralized place. It's all integrated, then you can really start to understand what data you have, how do I do connections across it? How do I try to drive value by correlating it? For us, we're trying to make sure that whatever data comes across, customers can choose whatever storage solution they want. Whichever is most appropriate for their workload. Then once the data's in the platform we help them take advantage of it. We are very proud of the fact that when you bring data into object storage, we have a single unified API. There's only one product to use. If you would have really cold data, or really fast data, you don't have to wait hours to get the data, it's all available within milliseconds. Now we're really excited that we announced today is a new storage class. So, in Google Cloud Storage, which is our object storage product, we're now gonna have a very cold, archival storage option, that's going to start at $0.12 per gigabyte, per month. We think that that's really going to change the game in terms of customers that are trying to retire their old tape backup systems or are really looking for the most cost efficient, long term storage option for their data. >> The other thing that we've heard a lot about this week is that hybrid and multi-cloud environment. Google laid out a lot of the partnerships. I think you had VMware up on stage. You had Cisco up on stage, I see Nutanix is here. How does that storage, the hybrid multi-cloud, fit together for your world. >> I think the way that we view hybrid is that every customer, at some point, is hybrid. Like, no one ever picks up all their data on day one and on day two, it's on the cloud. It's gonna be a journey of bringing that data across. So, it's always going to be hybrid for that period of time. So for us, it's making sure that all of our storage solutions, we support open standards. So if you're using an an S3 compliant storage solution on-premise, you can use Google Cloud Storage with our S3 compatible API. If you are doing block, we work with all the large vendors, whether be NetApp or EMC or any of the other vendors you're used to having on-premise, making sure we can support those. I'm personally very excited about the work that we've done with NetApp around NetApp cloud buying for Google Cloud Platform. If you're a NetApp shop and you've been leveraging that technology and you're really comfortable and really like it on-premise, we make it really easy to bring that data to the cloud and have the same exact experience. You get all the the wonderful features that NetApp offers you on-premise in a cloud native service where you're paying on a consumption based service. So, it really takes, kind of, the decision away for the customers. You like NetApp on-premise but you want cloud native features and pricing? Great, we'll give you NetApp in the cloud. It really makes it to be an easy transition. So, for us it's making sure that we're engaged and that we have a story with all the storage vendors that you used to using on-premise today. >> Let me ask you a question, about go back, to the very cold, ice cold storage. You said $0.12 per gigabyte per month, which is kinda in between your other two major competitors. What was your thinking on the pricing strategy there? >> Yeah, basically everything we do is based on customer demand. So after talking to a bunch of customers, understanding the workloads, understanding the cost structure that they need, we think that that's the right price to meet all of those needs and allow us to basically compete for all the deals. We think that that's a really great price-point for our customers. And it really unlocks all those workloads for the cloud. >> It's dirt cheap, it's easy to store and then it takes a while to get it back, right, that's the concept? >> No, it is not at all. We are very different than other storage vendors or other public cloud offerings. When you drop your data into our system, basically, the trade up that you're making is saying, I will give you a cheaper price in exchange for agreeing to leave the data in the platform, for a longer time. So, basically you're making a time-based commitment to us, at which point we're giving you a cheaper price. But, what's fundamentally different about Google Cloud Storage, is that regardless of which storage class you use, everything is available within milliseconds. You don't have to wait hours or any amount of time to be able to get that data. It's all available to you. So, this is really important, if you have long-term archival data and then, let's say, that you got a compliance request or regulatory requests and you need to analyze all the data and get to all your data, you're not waiting hours to get access to that data. We're actually giving you, within milliseconds, giving you access to that data, so that you can get the answers you need. >> And the quid pro quo is I commit to storing it there for some period of time, is that you said? >> Correct. So, we have four storage classes. We have our Standard, our Nearline, our Coldline and this new Archival. Each of them has a lower price point, in exchange for a longer, committed time the you'll leave the product. >> That's cool. I think that adds real business value there. So, obviously, it's not sitting on tape somewhere. >> We have a number of solutions for how we store the data. For us, it's indifferent, how we store the data. It's all about how long you're willing to tell us it'll be there and that allows us to plan for those resources long term. >> That's a great story. Now, you also have this pay-as-you-go pricing tiers, can you talk about that a little bit? >> For which, for Google Cloud Storage? >> Dave: Yes. >> Yeah, everything is pay-as-you-go and so basically you write data to us and there's a charge for the operations you do and then you charge for however long you leave the data in the system. So, if you're using our Standard class, you're just paying our standard price. You can either use Regional or Multi-Regional, depending on the disaster recovery and the durability and availability requirements that you have. Then you're just paying us for that for however long you leave the data in the system. Once you delete it, you stop paying. >> So it must be, I'm not sure what kind of customer discussions are going on in terms of storage optionality. It used to be just, okay, I got block and I got file, but now you've got all different kind of. You just mentioned several different tiers of performance. What's the customer conversation like, specifically in terms of optionality and what are they asking you to deliver? >> I think within the storage space, there's really three things, there's object, block and file. So, on the object side, or on the block side we have our persistence product. Customers are asking for better price performance, more performance, more IOPS, more throughput. We're continuing to deliver a higher-performance, block device for them and that's going very, very well. For those that need file, we have our first-party service, which is Cloud Filestore, which is our manage NFS. So if you need managed NFS, we can provide that for you at a really low price point. We also partner with, you mentioned Elastifile earlier. We partner with NetApp, we're partnering with EMC. So all those options are also available for file. Then on the object side, if you can accept the object API, it's not POSIX-compliant it's a very different model. If your workloads can support that model then we give you a bunch of options with the Object Model API. >> So, data management is another hot topic and it means a lot of things to a lot of people. You hear the backup guys talking about data management. The database guys talk about data management. What is data management to Google and what your philosophy and strategy there? >> I think for us, again, I spend a lot of time making sure that the solutions are unified and consistent across. So, for us, the idea is that if you bring data into the platform, you're gonna get a consistent experience. So you're gonna have consistent backup options you're gonna have consistent pricing models. Everything should be very similar across the various products So, number one, we're just making sure that it's not confusing by making everything very simple and very consistent. Then over time, we're providing additional features that help you manage that. I'm really excited about all the work we're doing on the security side. So, you heard Orr's talk about access transparency and access approvals right. So basically, we can have a unified way to know whether or not anyone, either Google or if a third-party offer, a third-party request has come in about if we're having to access the data for any reason. So we're giving you full transparency as to what's going on with your data. And that's across the data platform. That's not on a per-product basis. We can basically layer in all these amazing security features on top of your data. The way that we view our business is that we are stewards of your data. You've given us your data and asked us to take care of it, right, don't lose it. Give it back to me when I want it and let me know when anything's happening to it. We take that very seriously and we see all the things we're able to bring to bear on the security side, to really help us be good stewards of that data. >> The other thing you said is I get those access logs in near real time, which is, again, nuanced but it's very important. Dominic, great story, really. I think clear thinking and you, obviously, delivered some value for the customers there. So thanks very much for coming on theCUBE and sharing that with us. >> Absolutely, happy to be here. >> All right, keep it right there everybody, we'll be back with our next guest right after this. You're watching theCUBE live from Google Cloud Next from Moscone. Dave Vellante, Stu Miniman, John Furrier. We'll be right back. (upbeat music)

(upbeat music) >> From our studios in the heart of Silicon Valley, Palo Alto, California this is a CUBE Conversation. >> Hi I'm Peter Burris and welcome to another CUBE Conversation. from our Palo Alto studios. Now as we do with all CUBE Conversations, we want to have a great conversation about an interesting topic with a thought leader in the industry and that's exactly what we're doing today. The topic we're going to breach is why is it that networking remains so expensive. If we go back over the past 20 years of computing, we've seen dramatic price performance improvements in virtually every single sector of infrastructure, but networking persists as a relatively expensive technology arena despite the fact that we're moving into an era that is going to become increasingly depending upon networks and to better understand both what the nature of the problem is and how we're going to move forward with a solution, we've got Dominic Wilde with us today. Dominic is a CEO of SnapRoute. Dominic, welcome back to theCUBE. >> Thank you. Great to be here. >> So tell us, let's start. Tell us a little bit about SnapRoute. Tell us about yourself and SnapRoute and then we'll get into it. >> Sure, sure. So SnapRoute is delivering basically a new paradigm in network operating systems. We're delivering a cloud native network operating system that's designed from the ground up to integrate in this, into this new world of cloud architecturally. It's a fully containerized microservices architecture from the ground up. And what that does is it enables an operator to deliver fast time-to-service for applications, to always be secure and up-to-date with security compliance and also to drive significant operational efficiencies as well. So we believe that we have a really strong value proposition for the industry here, particularly in the age of cloud. But we're also marrying to that architectural innovation some economic innovation as well. An economic disruption and we believe that the time is really right here for networking to step up its game effective. >> Oh let's talk a bit about that 'cause if I'm a CIO, >> Yeah. >> every year for a variety of reasons, every other business comes to me and says, okay, you got to give me back 10%. We want you to do more. And more is law and other physical features of how computing work has been very kind to me. >> Right. >> I've been able to provide some of that back because I was able to get cheaper servers and then open source allowed me to get cheaper operating systems and even applications got cheaper and then SAS comes along and the cloud comes along. Networking is a hold out. Why has networking been the hold out? >> Yeah, well simply stated, I think it's because networking has not embraced or driven software economics, whereas compute has in many different aspects, if you look at the sort of timeline of what's happened in recent history in compute and so to parallel that with networking, compute got Linux. And that gave an architectural innovation, it gave greater control and the opportunity for operators to innovate on their own. But it also drove this big economic disruption. The prices really came down. Then came virtualization, of course there was the opportunity there to drive down that the prices again because I don't need five servers I only need one. And another great innovation in terms of operator control. And here we are now in the age of containers and cloud native and get much greater, sort of performance benefits of going containers on bare metal and so all of these things have happened where you have an architectural innovation married together with an economic innovation >> at the software level >> At the software level. And this has not happened in networking because in networking we've continued to really treat the network as an appliance. Its proprietary integrated packaged switches, routers, et cetera. And quite frankly, we got Linux. We got Linux in networking but the price has gone up because there was, APIs are introduced and programmability, and there's much greater value there so therefore were charged more. And then virtualization came along, and SDN, the SDN movement. And there was great hope, I think, in the industry that this would drive a real sort of economic revolution in networking. But what happened was that, rather than really addressing the actual network itself and the software issues with the network itself that make it brittle and very difficult to manage, we got overlays and we added overlays over the top and abstracted the underlying network and added more layers of complexity and expense. And then here we are in the container age and one of the things that we've done here at SnapRoute is we've said, look, you know, let's embrace containers fundamentally and let's build an operating system using that technology with DevOps principles to deliver an architecture that lends itself to the task at hand, which is the move to cloud and how can we enable organizations to move quickly to cloud. And let's face it. Cloud is a distributed architecture and so >> Very much so. >> by building a network operating system with an architecture that is essentially a distributed architecture, it gives us some advantages. But let's marry together that, let's put the economic, software economics in there as well. And quite frankly we tried this around about the time of virtualization, the sort of white box networking movement happened and again there was great hope that, hey this means I can get cheaper networking. >> But we'll explain that. White box, you mean, is that effectively you're able to get commodity hardware >> Yeah. >> and hopefully you could just drop your network operating system software on top of it and replace these full stack switches and these full stack riders that were supporting 50, 60% margins. >> That's right, exactly right. And I can go direct to an ODM. I can buy the hardware at the same, if I buy the volumes at the same cost that an OEM would buy them at, go find myself some software or software operating system and put it on top, up I go, it should be cheaper. The reality was that what happened in the industry is that the software that you could buy, the disaggregated software operating systems absorbed the savings that you got from a lower-cost hardware and so everything evened out and actually, quite frankly the white box has not delivered on its promise. It has for the hyperscale vendors who are buying a massive, massive volume and are building their own operating systems, built for purpose, but in the broader industry we haven't seen those advantages. And so what we did at SnapRoute is we took a big step back and we said, look, if you really need software economics here then as a software company we need to step up. We need to be >> You're a software company and not a networking company. >> We're a software company, I mean, at the end of the day, we're delivering a network operating system >> Got it. >> but we view it as it's an application >> Sure. >> And the architecture we've built is not a traditional monolithic Linux sort of blob as it were. We've really embraced the DevOps culture, the DevOps paradigms. We've been embraced all this sort of, the application and software developer paradigms of how you build a state-of-the-art cloud class application today. And that's what we've done with the network operating system. We've taken that approach to deliver what is effectively a distributed application. >> So let's build on that a little bit because the, as you said, the white box approach doesn't work that well in the networking world largely because some of these network operating systems companies were delivering these very large monolithic pieces of software >> Right. >> that really were just layers on top of the network that often people didn't need and generated a significant amount of lock-in so that was always questionable to begin with. The approach that you're taking, using containers, modern software techniques, cloud native approaches, allows, it seems to be two benefits, let me see if I got this right. >> Yeah, sure. >> Benefit number one is it looks like a set of programmable services to the DevOps world, which is good. >> Yeah. >> And number two because it doesn't have this monolithic footprint you can appropriately skinny it up so that it now does make sense >> Right. >> to think in terms of a new economic model. >> Yeah. >> because you can get access to the services you want, you don't have the security, you don't have the footprint associated with... >> Yeah. >> Talk about that. >> Yeah it's, I mean, it's if you look at it architecturally and you're spot on it but if you look at it architecturally and let's for a moment empathize with the net ops teams because their job has been to take something, take a network using tools and products that the industry have given them and try to live in a very dynamic world, the cloud world, the new class of enterprise. But what they've been given is a set of tools and a set of products that only enable them to build a very static and very brittle, distributed sort of, system, distributed network. And these are, they just haven't had the tools to work with. >> They're largely separate from the services that were running on the network. >> Very much so. The net ops has been siloed, the network is more siloed. Our founders came from Apple, where they ran Apple's biggest data centers and one of things they tell me is that the sort of peer pressure and stuff was that if there was a security vulnerability that had to be patched or something that the DevOps team would come in, the compute team would sort of say, okay, we can patch that in couple of hours, a couple of days at worst. And there's the networking team, they would sit there and in the corner of the room, very shy, sort of saying, well it will take us several weeks to get back to you with a plan for a plan and then we've got to wait for an outage window and we've got a, and it could take months. And so net ops has had this really, really difficult task of living in this dynamic world with everybody else. But the issue here is that if you can deliver the tools, the set of tools and that means an operating system that is designed to be dynamic in the first place, then you should also not only be able to reduce the operational costs overall because now you enable NetOps teams to move faster and stuff. But you have to be able to deliver an economic value in terms of Opex because otherwise there's no reason for anybody to move. It's probably safer to stay where you are. It's probably, Change, it always comes with some kind of cost and some kind of risk. And by the very nature NetOps teams have become risk-averse because any time they changed anything the network could break so they have had to start live in a world of no. Every time somebody comes to them and says, hey I have an application, I need you to do this, that and the other, the answer is no, because I don't want to change anything. I'm measured on uptime. That is the standard measure that networking teams are measured by. And if I'm measured by uptime then I don't want to change anything. >> Well, the server world we used to talk about how the cost of the change was underwritten by the improvements in price performance and in many respects what you're saying is by taking a new approach you are paying for the cost and risk of the change because you're jumping to a new economic model >> Right. >> that could fundamentally put you on a different vector not only for new economics but also creates new classes of options in the network that's much more cloud-like. >> Yes, exactly. I mean it's, And this is I believe a fundamental of the sort of cloud thinking, cloud mentality and the reason that we're all trying to get to cloud is exactly because it gives you, it gives you more flexibility at a lower cost. I mean, everybody's embracing the public cloud. Now what we've seen is some recent numbers that are coming out of Lyft that they've had to commit 300 million dollars through 2021 to the public cloud provider and those numbers are scary and terrifying for a lot of companies. So going all-in on the public cloud maybe is not the right way to go. But living in a hybrid world where you have some on-prem, you have some public cloud and working out which model is best for your company is the right way to go. And the network has been an inhibitor to that because if you have to have a different on-prem network model than is being used in the cloud and the public cloud or use the virtual services there well now you're adding a bunch of cost operationally 'cause you have to do two different things. You have to figure all this out >> And very importantly you're losing a lot of the options that the cloud provides you and the whole point is to get a better, get a better cost profile to be able to use new techniques and approaches >> Right. >> to building applications but also to be on a vector that provides new types of options in the future so that you don't have to worry about this network having these limits and that network having a different set of limits. And so >> Right. >> it brings a more unified approach to say, this is a common resource to the business that is these profiles, this physical characteristic, these software characteristics, and these economic characteristics. >> Exactly. >> Yeah, it's a service book mentality. It's like, hey I want to have us a set, a list of services that I subscribe to and I just pick and choose. Or innovate new ones and that's been very difficult in the legacy networking world. So yeah, we're, the approach is to come in with this, this architectural change that it enables the innovation, it enables that service mentality. It enables, it frees up the business to be more dynamic, to be more responsive and agile. But give the economic driver. Do it in software economics, allows you to kick-start that, allows you to gain the momentum within your organization to say hey we should try something new because there is enough savings here and there are significant savings here. So to give you an idea. What we deliver at the system level so if you take a white box, an ODM box and you take our software and put the two together. Install one on the other at the system level. We're about 50% the price of any of the legacy, incumbent vendors, so it's half the price now. Previously in white box what people have found is actually when they were trying to do stuff themselves the price is pretty much the same if not a little bit more expensive once you add in the operational costs. So we're really actually giving the opportunity to make white box successful. We're giving the opportunity to deliver control and the opportunity to innovate to operators, but most significantly when you're going to talk to your CFO or your CIO or anybody else we're driving the price down so significantly that >> Well I was doing quick calculation on my head, 50% savings on network and a sizable enterprise translates into about two-tenths of a margin point for the business. >> Yeah. >> Not bad. Dominic Wilde, CEO of SnapRoute. Thanks very much for talking to us on theCUBE today. >> Thanks, mate, thanks. >> And once again I'm Peter Burris and this has been another CUBE Conversation. Until next time. (dramatic music)

>> Everyone. Welcome to a special cube conversation. We're here in Palo Alto, California Cube Studios. I'm John, four year host of the Q. We hear Atomic Wild, the CEO of Snapper out. Tom. Great to see you. You doing? I'm great. Thanks. You guys. You're launching Snapper. Snapper out. What is the company? What do you guys launching? Tell us. >> Well, quite simply stated were delivering a new class of network operating system for the cloud native era. Andrea Lee. What that does, is it. It delivers on the promise of time to service for applications. Always on security assurance and compliance. Andi greater operational efficiency, which is really one of the things that's been plaguing organizations tonight. >> How long is the company been around? This is the first public launch. A solution? Talk about the history real quick. >> So the company was founded in two thousand fifteen by some former operators from Apple. They built and ran Apple. Sort of biggest public facing data centers from the networking perspective on DH. You know, we've been working diligently on this. This is a new class of operating system that was really inspired by, you know, that their time building out those data centers on def. You, you kind of look back. NETWORKINGS not really had any major disruptive innovation in the last twenty five, thirty years. Ah, but back into the two thousand six, with the advent of a Ws and the and the new sort of big, hyper scaler tze, those guys started to realize that the network was something that was kind of getting in the way of their operational efficiency, of being able to automate and drive the network at scale on DSO. Our founders, you know, went through that whole sort of discovery process and things when when they were Apple on DH, you know, and the hyper scales drove the advent of this kind of white box disaggregated networking, separating the software operating system from the hardware and the reason behind that was really around game great gaining greater control because it's a legacy. Networking vendors were not delivering what was needed, and they needed to get more control on DSO. Are found us. You really saw the opportunity to say, Look, we think that there's a way of solving what an operator really needs and what an organization needs and one of the big challenges. There is howto networking operations. Teams collaborate with dev up stings because the devil teams are responsible for, you know, time to service for the application. And that's, you know, that's really the value of the organization. And so, you know, they set out to solve that problem to say, Well, hell, can we build a network operating system on what they realised was that you know what Deb Ops had done is embrace. It's a cloud. Native principles container ization, virtual ization, my crack services on DH. So what we've done is we've built from the ground up a newly architected network operating system that is a fully containerized micro services architecture that embeds coup Panetti's on DH allows the networking for this first time to be brought natively into the de bop store chain. Sonett ops teams can still sort of control and deploy the network and define policy and things. But now they don't have to worry about that is, you know, sort of annoying day today, tasks where, you know the Devil apps engineer is tryingto get an application on the network and, you know, they have to just do sort of some, you know, pretty trivial movies that changes things. And so, you know, in in doing that, what we also figured out was we could solve, you know, problems not just around the operational efficiencies and the time to service, but also a lot of security >> issues as well. So a lot of development going public with the product you mentioned. Cooper Netease, top of cloud. >> What are the >> big shifts in the industry that you guys air riding on because you have tail winds get cloud? Yeah, What is the way that you're on? Can you take a minute to explain some of the big shifts in the industry that's going, guys? >> Yeah, well, I I think there's several things. I think one of the biggest is that, you know, every single organization out there is looking nervously over its shoulder because we live in an age of very, very rapid disruption. It's kind of you know what call the Amazon affect. You know, those big, established companies who've been around for many, many years, who are being disrupted by, you know, Jason, you know, cos we're in adjacent spaces or new start ups coming in so everybody near realizes they need to use technology to their advantage, and they have to disrupt themselves Before, you know, they're they're disrupted. So? So that's one of the big drivers and And so time to service speed, efficiency are all sort of paramount. When you were in, you know, any C suite, you know, discussion, those air. Those are things that come up a ll the time from a technology perspective. We're seeing things, things changing significantly and how we use technology. And, you know, So everything is mobile. Ah, you know, we have the advent of I O t coming in, and so, you know, lots of services and moving to the edge. And so the data centers that were traditionally completely centralized and they'll sort of starting to distribute a little bit of well, eh? So you have this, you know, idea of sort of age data centers in H compute. So there's there's a lot of things, you know, changing and happening. And there's a lot of opportunity for us to deliver, you know, some strong value in this. >> So they obviously the cloud native trend you mentioned is big. That's driving the application market. De bobs you mentioned earlier huge we've seen years now in years of evidence of growth yet on dev ups. Okay, so now it's coming down into the network how? How our company's solving challenges for application developers that are in a devil's world because that seems to be the growth. And the sooner the pressure's coming from is that more requirements coming from the applications to the network. How are companies solving this problem? >> So, you know, So I think from the computer and storage side, things have moved along, you know, pretty, pretty, pretty swiftly eso, you know, as an application engineer. What? What you want is you want the infrastructure to service. You just You just want it to do what the application needs. Unfortunately, you know, traditionally, infrastructures has has been the other way around. You know, you deploy the infrastructure and you say, Okay, well, this is what the application could do within the constraints of the infrastructure and networking has, you know, just continued that idea. And so what you want to do is you want to take this idea of you we've talked before about infrastructure as code, you know. How do you make it? So is when an application engineer rights and application, he can actually regard the infrastructure as almost like a code library. And that's something that a lot of legacy vendors have talked about marketed to for some time. But the reality is-- >> It makes a lot of sense. >> Yeah, it does. It makes a ton of sense. But the reality is that all they could do was offer up some, you know, proprietary APIs and and programmatic interfaces. And the big challenge was the actual architecture of a network operating system was not designed in a way to actually enable that that infrastructure to react in the proper way by developing this containerized microservices architecture on by embedding communities and putting native DevOps tool chains you know inside the operating system. We actually can deliver on the promise of infrastructure as code. >> and this is what everyone wants. I gotta ask you, if everyone wants this and we hearing all around the Cuban all the events we go to clearly a requirement becoming table stakes. But what? What's been preventing people from doing this? >> Well, it's it's the architecture. I mean, if you look at, I call them Legacy Network architectures, but network architecture. Yeah, network operating system itself. The actual you know, the operating system that exists on the physical switch. That is where the problem starts, because that is designed as one big >> blob off >> coat. So all of the features Aaron there, they're all in the same place. They all sort of interact with each other, and it gives you reliability problems that give you innovation problems, because every time you change something, it has a knock on effect. If there's a bug and you have to fix that bug, you have to replace the entire blob. If you replace the entire blob, you have to down the switch or, you know, do some kind of complex patching. If there's a security vulnerability, you have to either differ like actually fixing their on DH, become non complaint or you have to down the switch. And you know we live in an age, As I said, where everything is on all the time, everything is mobile, you know, everybody wants their services right here right now. And the very you know, the very existence of a business depends on being able to deliver those applications all the time. So you can't bring network's down. So when when we've taken this micro services approach and we've containerized the actual infrastructure, you know, on the protocols and everything else, everything existed in its own container. Now, if there's a security vulnerability, we can replace just that container. If you're not using certain services on the operating system, you could kill those containers. And in the process, you reduce the threat surface off the the operating system in the switch. Where is in a legacy world with this monolithic blob, you can just you can turn off the features, but the code still there, the threat surfaces huge, and you're still vulnerable. So what's the >> solution to this and snap route? Fix this. What's the operational benefits? How do you guys play into fixing? The problems have been holding everyone back. >> Well, I think you know collaboration, I think is, you know, is one of the big benefits. You know, Quite frankly, I think there's, you know, there's there's been sort of tension in organizations. I think unfairly network operating operations teams have been, you know, treated as you know, holding things back or non responsive, whatever, anything that's completely unfair because actually, the problem is with the the vendor community. We haven't been delivering the tools that enable them to, you know, deliver the services they need. And so with you know, with our approach with this cloud native approach, we're actually able, sort of, you know, bring the net net tops world. You know, closer to Deb. Ops allow this Khun collaboration to happen on give you you know that the benefit ofthe I Abel sort of coordinated approach to delivering the application and the application is the value that the business delivers on. Biff, you know, if your application stops working, I mean, you know this in your personal life, right? You know, we use our phones and our devices. You try, use an application and it and it's not working. You're going to go and find a competitive. You're just going to go and say, Oh, well, you know, you saw download something else from the APP store on DH. So, you know, availability is a huge thing for businesses today on the network has been one of the most vulnerable pieces in terms of availability. Not because not necessarily because people are attacking it, but because it's so complex. And brittle that any time you change anything, things fall to pieces. And that's why people don't want to touch the network. And that is why we had the rise of the whole Sgn movement. The ESPN movement was on approach That said, we need to make the network more dynamic. And so, rather than addressing the actual operating system, put overlays over the top, create overlays and allow Deb ops teams to do what they need to do to deploy applications over the top of your fairly done plumbing. What we're saying is, look, we're going to simplify and claps. Thatyou don't need translation layers, and a PR is You don't need overlays. You don't need all of that stuff. We're now re architect in the operating system itself. So you, Khun Natively, address that and you know and directly, you know, control the policy that you need to deploy an application. >> Don, This is about modern infrastructure. It's what cloud is modernizing all parts of the value changing how people by consume, deploy, provide valued application known as you guys are part of that. How do people engage with snap route? So I say, Okay, this is the direction. I'm going. I'm going. I'm in cloud native and doing Cooper Netease. I got containing amusing microspheres betting my company's future on this direction. And a lot of people are. Yep. How doe I engage with you guys. And how do you fit into the equation? >> Right? So s so first of all, you know, initial engagement, you know, website linked in Facebook. You know, we're on all of those things. Weigh, You know, we're in customer trials right now. Invaders right now, you know, where was the launching the product? So you know where we'll be shipping off of your first commercial deployments. But as faras, you know how and where are the good? You know, the good opportunities to to deploy us on. Obviously, there are, you know, sort of new. Come, we're high growth companies who, you know, we're talking to who, you know, kind of wanna build off us as a base to start with. But if you already have ah, large investment in disorder deployed legacy equipment we can fit in quite nicely on. And we can still add a ton of value because one of the big problem areas, he's actually the top of rack, Switch the double racks, which is actually where Dev ops and Net ops come together. It's the first place where compute on the application touched the network on DH. This is where usually Annette, ops engineer, spends a lot of time doing, you know, fairly said of your trivial tasks to help applications, you get onto the network and you know, it's a big >> waste of conversion. You see, you think you're playing at the top Iraq switch, >> that is, that is a good place for for somebody to start to get a tremendous amount of value out of our product. You don't need to replace the entire network. You don't have to have us into end. You don't have to have us in the corps if you deploy us at the top of Rex, which so, you know, take a white box device. You know, deploy our operating system on top is very, very simple to do. The network engineer Khun very simply get that device up and running a little token. Figure itself. And then the Dev ops engineers can, you know, come in and say How would employ an application And I didn't need the network to do the following things, and the device will configure itself in that way. >> This is really two worlds coming together. Network operations and developer operations coming together. Yeah. How do you see that? Coming together and meshing together? Obviously, the top of Rex, which you mentioned? A key area where you get your kogel work. But as those cultural communities come together, you know, network operations and depth there, they're seeing benefits with each other. How are those worlds colliding? What's the benefit? What's it going to look like? And what's the opportunity? >> Yeah, well, I you know, I mean, first of all, I think that there's this misconception that these two over there, you know, these two types of organizations don't want to collaborate anything. That's a complete miss misconception. I mean, everybody wants to do the right thing they wanted, You know, their business is to grow ondas. I said earlier. I mean, I think the problem is that, you know, the vendor community is not delivered, as you know, a set of tools and products and capabilities that enable this collaboration. Andi, you know, that's what we're bringing to the table. But I do think you know that there's this This sort of, you know, this cross pollination, this this this ability to you don't have to learn each other's area of expertise. You don't suddenly have to become a networking expert. You know, the dead box engineer doesn't become a networking expert. Vice versa. But there is this, you know, there's there's this point of view, no collaboration and harmony that we can create where there was a lot of tension on DH, you know, and, you know, in fact, there was, you know, a lot of problems that way. Consider harmonize that and allow these organizations to just, you know, move forward with what really counts, which is growing the business. >> Tom, thanks for coming in. I appreciate your time. Original launch. Final question for you. Taking me displaying your background. Your previous roles in networking. We first met when you were at a PHP that he's being. Then why you attracted to snap Prada's as an opportunity on what's. >> Yeah, so, you know, I'm I've been in networking for over thirty years on and help me on DH. You know, network in security. Various roles, mostly in sort of product Rolls product management. You know, pride to snap her out. I was the general manager of the data center networking group HP on DH. You know, I got to do some, you know, fabulous things at HP. We have, you know, quite a ruber. And in other things there which have been hugely successful. So it was a lot of fun. But I came to the point with my career there, where I realized, you know, I I done, you know, many of the things that I wanted to do, and also, you know, most of the opportunities that were there in transforming and transitioning that company. And I wanted to get back to my start up roots on DH. You know, the, you know, long conversation. >> No data centers, these apple guys. >> Yeah, Andi, you know, And so I started talking Teo to snap Brown on, you know, they were asking my advice and things. And the one of the things that attracted me, as you say was it's a company built by operators for operators. You know, it's I, You know, I've never had the opportunity to be in a company founded by operators who just intrinsically know what the customer problem is on B because they've lived it. And And I think you really do have to live it to truly understand on DH. So, you know, that was a huge plus for me. I was really attracted, Teo, that Adam and Glenn, our founders, you know, really interesting great guys. But also there's this inflection point. There's this inflection point in the marking and market and everything to do with, you know, start ups and successful startups is not just having the right innovative technology, which I truly believe we do but having the right overthere innovative technology at the right time. And the timing here is perfect. I mean, child native, you know, Cuba netease, the movement behind Cuba. Netease is just a force unto itself. You know, Dev Ops is, you know, is really moving forward. There's a huge sort of groundswell within the networking team community to, you know, to modernize and to, you know, toe toe. Contribute more to the success of business s So we have a massive >> opportunity. And And the trend of programmable networks Infrastructure is code is happening now. He wanted rubber is hitting the road now? >> Yeah, absolutely. You know it's, you know, we'll go through the usual adoption curves of, you know, early adopters and mass market etcetera. And so, you know, there's a There's a journey ahead of us, but but yeah. No, I mean, you know, people are doing this right now. >> Well, congratulations on your launch net, right? We'll be watching you. Really innovative. Moving right to the core of the devices with an operating system. No abstraction. Layers with Cooper Netease. Interesting architecture. Looking forward to following it. Dominic Wild CEO Snapper out here inside the Cube studios and fellow Also, I'm John Ferrier. Thanks for watching.

>> Hello everyone. Welcome to this CUBE conversation. I'm John Furrier host like you here in our Palo Alto studio here in Palo Alto. Here with Dominic Wilde, known as Dom, CEO of SnapRoute, a hot new startup. A great venture. Backers don. Welcome to skip conversation. So love having to start ups. And so talk about Snape route the company because you're doing something interesting that we've been covering your pretty aggressively the convergence between Dev Ops and Networking. We've known you for many, many years. You were a former Hewlett Packard than you woodpecker enterprise running the networking group over there. You know, networking. And you're an operator. Snap rows. Interesting, because, um, great names back behind it. Big venture backers. Lightspeed Norwest, among others. Yes. Take a minute. Explain what? A SnapRoute. >> So SnapRoute was founded to really address one of the big, big problems we see in infrastructure, which is that, you know, essentially the network gets in the way of the deployment the rapid and angel deployment of applications. And so in the modern environment that we're in, you know, the business environment, highly competitive environment of disruption, continuous disruption going on in our industry, every company out there is constantly looking over their shoulder is, you know, making sure that they're moving fast enough there innovating fast enough that they don't want to be disrupted. They don't want to be overrun by, you know, a new upstart. And in order to do that, you know the application is is actually the work product that you really want to deploy, that you you want to roll out, and you want to be able to do that on a continuous basis. You want to be really agile about how you do it. And, quite frankly, when it comes to infrastructure, networking has been fifteen years behind the rest of the infrastructure and enabling that it's, ah, it's a big roadblock. It's obviously, you know, some of the innovations and developments and networking of lag behind other areas on what we snap Brown set out to do was to say, You know, look, if we're if we're going to bring networking forward and we're going to try and solve some of these problems, how do we do that? In a way, architecturally, that will enable networking to become not just a part of Ah, you know a cloud native infrastructure but actually enable those those organizations to drive forward. And so what we did was we took all of our sort of devops principles and Dev ups tools, and we built a network operating system from the ground up using devops principles, devops architectures and devops tools. And so what we're delivering is a cloud native network operating system that is built entirely on containers and is delivered is a micro services architecture on the big...one of the big value propositions that we deliver is what we call see a CD for networking, which is your continuous integration. Continuous deployment is obviously, you know, Big devops principal there. But doing that for networking, allowing a network to be constantly up enabling network Teo adapt to immutable infrastructure principles. You know we're just replacing pieces that need to be replaced. Different pieces of the operating system can be replaced If there's a security vulnerability, for instance, or if there's ah, bugger and you feature needed so you know we can innovate quicker. We can enable the network to be more reliable, allow it to be more agile, more responsive to the needs of the organization on all of this, fundamentally means that your Operation shins model now becomes ah, lot more unified. A lot more simple. You. Now, we now enable the net ox teams to become a sort of more native part of the conversation with devils. Reduce the tension there, eliminate any conflicts and everything. And we do that through this. You know, this innovative offices. >> Classically, the infrastructure is code ethos. >> Yeah, exactly right. I mean, it's you know, a lot of people have been talking about infrastructure is code for a long, long time. But what we really do, I mean, if if you deploy our network operating system you employ onto the bare metal switching, then you really enable Dev ops to hang have, you know, I take control and to drive the network in the way they want using their native tool chains. So, you know, Cuba Netease, for instance, ears. You know that the big growing dev ops orchestration to all of the moment. In fact, we think it's more than of the moment. You know, I've never seen in the industry that sort of, you know, this kind of momentum behind on open source initiative like there is behind Cuba. Netease. And we've taken communities and baked it natively into the operating system. Such that now our network operating system that runs on a physical switch can be a native part off that communities and develops tool >> Dom, I want to get to the marketplace, dynamics. Kind of what's different. Why now? But I think what's interesting about SnapRoute you're the chief of is that it's a venture back with big names? Yeah. Lightspeed, Norwest, among others. It's a signal of a wave that we've been covering people are interested in. How do you make developers deploy faster, more agility at scale, on premises and in clouds. But I want you to before we get there, want to talk about the origin story of company? Yeah. Why does it exist? How did it come to bear you mentioned? Operation is a big part of cloud to cloud is about operating model so much a company. Yes. This is the big trend. That's the big way. But how did it all get started? What's the SnapRoute story? >> Yeah, it's an interesting story. Our founders were actually operators at at Apple back in the day, and they were responsible for building out some of Apple's biggest. You know, data centers for their sort of customer facing services, like, you know, like loud iTunes, all those good things and you know they would. They were tasked with, sort of, you know, sort of modernizing the operational model with with those data centers and, you know, and then they, like many other operators, do you know, had a sense of community and worked with their peers. You know, another big organizations, even you know, other hyper scale organizations and wanted to learn from what they did on DH. What they recognised was that, you know, cos like, you know, Google and Facebook and Microsoft is urine things. They had done some incredible things and some incredible innovations around infrastructure and particularly in networking, that enabled them to Dr Thie infrastructure from A from a Devil ops perspective and make it more native. But those words that if you know, fairly tailored for there, if you know, for their organizations and so what they saw was the opportunity to say, Well, you know, there's there's many other organizations who are delivering, you know, infrastructure is a service or SAS, or you know, who are just very large enterprises who are acting as these new cloud service providers. And they would have a need to, you know, to also have, you know, tools and capabilities, particularly in the network, to enable the network to be more responsive, more to the devil apps like. And so, you know, they they they founded SnapRoute on that principle that, you know, here's the problem that we know we can solve. It's been solved, you know, some degree, but it's an architectural problem, and it's not about taking, You know, all of the, you know, the last twenty five years of networking knowledge and just incrementally doing a sort of, you know, dot upgrade and, you know, trying to sort of say, Hey, we're just add on some AP eyes and things. You really needed to start from the ground up and rethink this entirely from an architectural perspective and design the network operating system as on with Dev ups, tools and principles. So they started the company, you know, been around just very late two thousand fifteen early two thousand sixteen. >> And how much money have you read >> The last around. We are Siri's, eh? We took in twenty five million. >> And who were the venture? >> It was Lightspeed Ventures on DH Norwest. And we also had some strategic investment from Microsoft Ventures and from teams >> from great name blue chips. What was their interest? What was their thesis? Well, and you mentioned the problem. What was the core problem that you're solving that they were attracted to? Why would that why was the thirst with such big name VCs? >> Yeah, I mean, I think it was, you know, a zip said, I think it's the the opportunity to change the operational more. And I think one of the big things that was very different about our company is and, you know, we like to say, you know, we're building for effort. Operators, by operators, you know, I've found is, as I said, well, more operators from Apple, they have lived and breathed what it is to be woken up at three. A. M. On Christmas Eve toe. You know, some outage and have to, you know, try and figure that out and fight your way through a legacy kind of network and figure out what's going on. So you know, so they empathize with what that means and having that DNA and our company is incredibly meaningful in terms of how we build that you know the product on how we engage with customers. We're not just a bunch of vendors who you know we're coming from, you know, previous spender backgrounds. Although I do, you know, I bring to the table the ability to, you know, to deliver a package and you know, So there's just a cloud scale its clouds, Gail. It's it's but it's It's enabling a bridge if you like. If you look at what the hyper scales have done, what they're achieving and the operational models they have, where a if you like a bridge to enable that capability for a much broader set of operators and C. S. P s and as a service companies and dry forward a an aggressive Angela innovation agenda for companies, >> businesses. You know, we always discussing the Cuban. Everyone who watches the Kiev knows I'm always ranting about how cloud providers make their market share numbers, and lot of people include sass, right? I think everyone will be in the SAS business, so I kind of look at the SAS numbers on, say, it's really infrastructures service platform to service Amazon, Google, Microsoft and then, you know, Ali Baba in China. Others. Then you got IBM or one of it's kind of in the big kind of cluster there top. That is a whole nother set of business requirements that sass driven this cloud based. Yeah, this seems to be a really growing market. Is that what you're targeting? And the question is, how do you relate Visa? Visa Cooper? Netease trend? Because communities and these abstraction layers, you're starting to hear things like service mesh, policy based state Full application states up. Is that you trying to that trend explain. >> We're very complimentary, Teo. Those trends, we're, you know, we're not looking to replace any of that, really. And and my big philosophy is, if you're not simplifying something, then you're not really adding back here, you know, what you're doing is complicating matters or adding another layer on top. So so yeah, I mean, we are of value to those companies who are looking at hybrid approaches or have some on prime asset. Our operating system will land on a physical, bare metal switch So you know what? What we do is when you look at it, you know, service most is your message measures and all the other, You know, technologies you talked about with very, very complimentary to those approaches because we're delivering the on underlying network infrastructure on network fabric. Whatever you'd like to call it, that can be managed natively with class native tools, squeezing the alliteration there. But but, you know, it means that you don't need toe add overlays. We don't need to sort of say, Hey, look, the network is this static, archaic thing that's really fragile. And And I mean, if we touch it, it's going to break. So let's just leave it alone and let's let's put some kind of overlay over the top of it on do you know, run over the top? What we're saying is you can collapse that down. Now what you can say, what you can do is you can say, Well, let's make the network dynamic responsive. Let's build a network operating system out of micro services so you can replace parts of it. You can, you know, fix bugs. You can fix security vulnerabilities and you can do all that on the fly without having to schedule outage windows, which is, you know, for a cloud native company or a sass or infrastructure service company. I mean, that's your business. You can't take outage windows. Your business depends on being available all the time. And so we were really changing that fundamentals of a principle of networking and saying, You know, networking is now dynamic, you know, in a very, very native way, but it also integrates very closely with Dev ops. Operational model >> is a lot of innovation that network. We're seeing that clearly around the industry. No doubt everyone sees late and see that comes into multi Cloud was saying that the trend moving the data to the compute coyote again that's a network issue network is now an innovation opportunity. So I gotta ask you, where do you guys see that happening? And I want to ask you specifically talking about the cloud architects out in the marketplace in these enterprises who were trying to figure out about the architecture of clowns. So they know on premises there, moving that into a cloud operations. We see Amazon, they see Google and Microsoft has clouds that might want to engage with have cloud native presence in a hybrid and multi cloud fashion for those cloud architects. What are the things that you like to see them doing? More of that relates to your value problems. In other words, if they're using containers or they're using micro services, is this good or bad? What? What you should enterprise to be working on that ties into your value proposition. >> So I think about this the other way around, actually, if I can kind of turn that turn that question. But on his head, I think what you know, enterprises, you know, organization C, S. P s. I think what they should be doing is focusing on their business and what their business needs. They shouldn't be looking at their infrastructure architecture and saying, you know, okay, how can we, you know, build all these pieces? And then you know what can the business and do on top of that infrastructure? You wanna look at it the other way around? I need to deploy applications rapidly. I need to innovate those applications. I need to, you know, upgrade, change whatever you need to do with those applications. And I need an infrastructure that can be responsive. I need an infrastructure that can be hybrid. I need infrastructure that can be, you know, orchestrated in the hybrid manner on DH. Therefore, I want to go and look for the building blocks out there of those those architectural and infrastructure building blocks out there that can service that application in the most appropriate way to enable the velocity of my business and the innovation from my business. Because at the end of the day, I mean, you know, when we talk to customers, the most important thing T customers, you know, is the velocity of their business. It is keeping ahead in the highly competitive environment and staying so far ahead that you're not going to be disrupted. And, you know, if any element of your infrastructure is holding you back and even you know, you know the most mild way it's a problem. It's something you should address. And we now have the capability to do that for, you know, for many, many years. In fact, you know, I would claim up to today without snap route that you know, you you do not have the ability to remove the network problem. The network is always going to be a boat anchor on your business. It introduces extra cycles. It introduces big security, of underplaying >> the problems of the network and the consequences that prior to snap her out that you guys saw. >> So I take the security issue right? I mean, everybody is very concerned about security today. One of the biggest attack vectors in the security world world today is the infrastructure. It's it's it's so vulnerable. A lot of infrastructure is is built on sort of proprietary software and operating systems. You know, it's very complex. There's a lot of, you know, operations, operational, moves out and change it. So there's there's a lot of opportunity for mistakes to be made. There's a lot of opportunity for, you know, for vulnerabilities to be exposed. And so what you want to do is you want to reduce the threat surface of, you know, your your infrastructure. So one of the things that we can do it SnapRoute that was never possible before is when you look at a traditional network operating system. Andreas, A traditional. I mean, any operating system is out there, other you know, Other >> than our own. >> It's basically a monolithic Lennox blob. It is one blob of code that contains all of the features. And it could be, you know, architect in in a way that it Sze chopped up nicely. But if you're not using certain features, they're still there. And that increases the threat surface with our sat proud plant native network operating system. Because it is a micro services are key picture. If you are not using certain services or features, you can destroy and remove the containers that contain those features and reduce the threat surface of the operating system. And then beyond that, if you do become aware ofthe vulnerability or a threat that you know is somewhere in there, you can replace it in seconds on the fly without taking the infrastructure. Damn, without having to completely replace that whole blob of software causing, you know, an outage window. So that's just one example of, you know, the things we can do. But even when it comes to simple things, like, you know, adding in new services or things because we're containerized service is a ll boot together. It's no, eh? You know it doesn't. It doesn't have a one after the other. It it's all in parallel. So you know this this operating system comes up faster. It's more reliable. It eliminates the risk factors, the security, you know, the issues that you have. It provides native automation capabilities. It natively integrates with, You know, your Dev Ops tool chain. It brings networking into the cloud. Native >> really, really isn't in frustrations. Code is an operating system, so it sounds like your solution is a cloud native operating system. That's correct. That's pretty much the solution. That's it. How do customers engage with you guys? And what do you say? That cloud architect this is Don't tell me what to do. What's the playbook, right? How you guys advice? Because I see this is a new solution. Talk about the solution and your recommendation to architects as they start thinking about building that elastic in that flexible environment. >> Yeah. I mean, I think you know, Ah, big recommendation is, you know, is to embrace, you know, that all the all of the cloud native principles and most of the companies that were talking to, you know, definitely doing that and moving very quickly. But, you know, my recommendation. You know, engaging with us is you should be looking for the network to in naval, your your goals and your you know your applications rather than limiting. I mean, that's that's the big difference that, you know, the people who really see the value in what we do recognize that, you know, the network should be Andi is an asset. It should be enabling new innovation, new capabilities in the business rather than looking at the network as necessary evil where we you know, where we have to get over its limitations or it's holding us back. And so, you know, for any organization that is, you know, is looking at deploying, you know, new switching infrastructure in any way, shape or form. I think, you know, you should be looking at Well, how am I going to integrate this into a dev ops? You know, world, how may going to integrate this into a cloud native world. So as my business moves forward, I'm actually servicing the application in enabling a faster time to service for the application for the business. At the end of the day, that's that's everybody's going, >> you know, we've been seeing in reporting this consistently, and it's even more mainstream now that cloud computing has opened up the aperture of the value and the economics and also the technical innovation around application developers coding faster having the kind of resource is. But it also created a CZ creating a renaissance and networking. So the value of networking and application development that collision is coming together very quickly. So the intersection you guys play. So I'm sure this will resonate well with customers Will as they try to figure out the role the network because against security number one analytics all the things that go into what Sadiq they care about share data, shared coat all this is kind of coming together. So if someone hears this story, they'll go, OK, love this snap around store. I gotta I gotta dig in. How do they engage you? What do you guys sell to them? What's the pitch? Give the quick plug for the company real >> quick. Engaging with us is, you know, is a simple issue. No, come to www snapper out dot com. And you know, you know contacts are up there. You know, we were currently obviously we're a small company. We sell direct, more engaged with, you know, our first customers and deploying our product, you know, right now, and it's going very, very well, and, you know, it's a PSE faras. You know how you know what and when to engage us. I would say you can engage us at any stage and and value whether or not your architect ing a whole new network deploying a new data center. Obviously. Which is, you know, it is an ideal is built from the ground up, but we add value to the >> data center preexisting data saying that wants >> the modernizing data centers. I mean, very want >> to modernize my data center, my candidate. >> So one of the biggest challenges in an existing data center in when one of the biggest areas of tension is at the top of rack switch the top of racks, which is where you connect in your you know, your your application assets, your servers are connected. You're connecting into the into the, you know, first leap into the network. One of the challenges there is. You know, Dev ops engineers, They want Teo, you know, deploy containers. They want to deploy virtual machines they wantto and stuff move stuff, change stuff and they need network engineers to help them to do that. For a network engineer, the least interesting part of the infrastructure is the top Arax. Which it is a constant barrage day in, day, out of request. Hey, can I have a villain? Can have an i p address. Can we move this? And it's not interesting. It just chews up time we alleviate that tension. What we enable you to do is network engineer can you know, deploy the network, get it up and running, and then control what needs to be controlled natively from their box from debits tool chains and allow the devil ups engineers to take control as infrastructure. So the >> Taelon is taking the stress out of the top of racks. Wedge, take the drama out of this. >> Take that arm around the network. Right. >> So okay, you have the soul from a customer. What am I buying? What do you guys offering? Is that a professional services package? Is it software? Is it a sad solution? Itself is the product. >> It is software, you know. We are. We're selling a network operating system. It lands on, you know, bare metal. He liked white box switching. Ah, nde. We offer that as both perpetual licenses or as a subscription. We also office, um, you know, the value and services around that as well. You know, Andre, right now that is, you know, that is our approach to market. You know, we may expand that, you know, two other services in the future, but that is what we're selling right now. It is a network operating >> system down. Thanks for coming and sharing this story of SnapRoute. Final question for you is you've been in this century. While we've had many conversations we'd love to talk about gear, speeds and feeds. I'll see softwares eating. The world was seeing that we're seeing cloud create massive amounts. Opportunity. You're in a big wave, right? What is this wave look like for the next couple of years? How do you see this? Playing out as Cloud continues to go global and you start to Seymour networking becoming much more innovative. Part of the equation with Mohr developers coming onboard. Faster, more scale. How do you see? It's all playing out in the industry. >> Yeah. So I think the next sort of, you know, big wave of things is really around the operational. But I mean, we've we've we've concentrated for many years in the networking industry on speeds and feeds. And then it was, you know, it's all about protocols and you know how protocol stacks of building stuff. That's all noise. It's really about How do you engage with the network? How do you how do you operate your network to service your business? Quite frankly, you know, you should not even know the network is there. If we're doing a really good job of network, you shouldn't even know about it. And that's where we need to get to is an industry. And you know that's that's my belief is where, where we can take >> it. Low latent. See programmable networks. Great stuff. SnapRoute Dominic. While no one is dominant industry friend of the Cube also keep alumni CEO of Snapper Out. Hot new start up with some big backers. Interesting signal. Programmable networks software Cloud Global all kind of big Party innovation equation. Here in Silicon Valley, I'm showing for with cube conversations. Thanks for watching

>>Hey guys and girls, welcome back to The Cube's Live coverage of AWS Reinvent 22 from Sin City. We've been here, this is our third day of coverage. We started Monday night first. Full day of the show was yesterday. Big news yesterday. Big news. Today we're hearing north of 50,000 people, and I'm hearing hundreds of thousands online. We've been having great conversations with AWS folks in the ecosystem, AWS customers, partners, ISVs, you name it. We're pleased to welcome back one of our alumni to the program, talking about partner ecosystem. Dominic Rav Vida joins us, the VP of Developer relations at single store. It's so great to have you on the program. Dominic. Thanks for coming. >>Thanks. Great. Great to see you >>Again. Great to see you too. We go way back. >>We do, yeah. >>So let's talk about reinvent 22. This is the 11th reinvent. Yeah. What are some of the things that you've heard this week that are exciting that are newsworthy from single stores perspective? >>I think in particular what we heard AWS announce on the zero ETL between Aurora and Redshift, I think it's, it's significant in that AWS has provided lots of services for building blocks for applications for a long time. And that's a great amount of flexibility for developers. But there are cases where, you know, it's a common thing to need to move data from transactional systems to analytics systems and making that easy with zero etl, I think it's a significant thing and in general we see in the market and especially in the data management market in the cloud, a unification of different types of workloads. So I think that's a step in the right direction for aws. And I think for the market as a whole, why it's significant for single store is, that's our specialty in particular, is to unify transactions and analytics for realtime applications and analytics. When you've got customer facing analytic applications and you need low latency data from realtime streaming data sources and you've gotta crunch and compute that. Those are diverse types of workloads over document transactional workloads as well as, you know, analytical workloads of various shapes and the data types could be diverse from geospatial time series. And then you've gotta serve that because we're all living in this digital service first world and you need that relevant, consistent, fresh data. And so that unification is what we think is like the big thing in data right >>Now. So validation for single store, >>It does feel like that. I mean, I'd say in the recent like six months, you've seen announcements from Google with Alloy db basically adding the complement to their workload types. You see it with Snowflake adding the complement to their traditional analytical workload site. You see it with Mongo and others. And yeah, we do feel it was validation cuz at single store we completed the functionality for what we call universal storage, which is, is the industry's first third type of storage after row store and column store, single store dbs, universal storage, unifies those. So on a single copy of data you can form these diverse workloads. And that was completed three years ago. So we sort of see like, you know, we're onto something >>Here. Welcome to the game guys. >>That's right. >>What's the value in that universal storage for customers, whether it's a healthcare organization, a financial institution, what's the value in it in those business outcomes that you guys are really helping to fuel? >>I think in short, if there were like a, a bumper sticker for that message, it's like, are you ready for the next interaction? The next interaction with your customer, the next interaction with your supply chain partner, the next interaction with your internal stakeholders, your operational managers being ready for that interaction means you've gotta have the historical data at the ready, accessible, efficiently accessible, and and, and queryable along with the most recent fresh data. And that's the context that's expected and be able to serve that instantaneously. So being ready for that next interaction is what single store helps companies do. >>Talk about single store helping customers. You know, every company these days has to be a data company. I always think, whether it's my grocery store that has all my information and helps keep me fed or a gas station or a car dealer or my bank. And we've also here, one of the things that John Furrier got to do, and he does this every year before aws, he gets to sit down with the CEO and gets really kind of a preview of what's gonna happen at at the show, right? And Adams Lisky said to him some interesting very poignant things. One is that that data, we talk about data democratization, but he says the role of the data analyst is gonna go away. Or that maybe that term in, in that every person within an organization, whether you're marketing, sales, ops, finance, is going to be analyzing data for their jobs to become data driven. Right? How does single store help customers really become data companies, especially powering data intensive apps like I know you do. >>Yeah, that's, there's a lot of talk about that and, and I think there's a lot of work that's been done with companies to make that easier to analyze data in all these different job functions. While we do that, it's not really our starting point because, and our starting point is like operationalizing that analytics as part of the business. So you can think of it in terms of database terms. Like is it batch analysis? Batch analytics after the fact, what happened last week? What happened last month? That's a lot of what those data teams are doing and those analysts are doing. What single store focuses more is in putting those insights into action for the business operations, which typically is more on the application side, it's the API side, you might call it a data product. If you're monetizing your data and you're transacting with that providing as an api, or you're delivering it as software as a service, and you're providing an end-to-end function for, you know, our marketing marketer, then we help power those kinds of real time data applications that have the interactivity and have that customer touchpoint or that partner touchpoint. So you can say we sort of, we put the data in action in that way. >>And that's the most, one of the most important things is putting data in action. If it's, it can be gold, it can be whatever you wanna call it, but if you can't actually put it into action, act on insights in real time, right? The value goes way down or there's liability, >>Right? And I think you have to do that with privacy in mind as well, right? And so you have to take control of that data and use it for your business strategy And the way that you can do that, there's technology like single store makes that possible in ways that weren't possible before. And I'll give you an example. So we have a, a customer named Fathom Analytics. They provide web analytics for marketers, right? So if you're in marketing, you understand this use case. Any demand gen marketer knows that they want to see what the traffic that hits their site is. What are the page views, what are the click streams, what are the sequences? Have these visitors to my website hit certain goals? So the big name in that for years of course has been Google Analytics and that's a free service. And you interact with that and you can see how your website's performing. >>So what Fathom does is a privacy first alternative to Google Analytics. And when you think about, well, how is that possible that they, and as a paid service, it's as software, as a service, how, first of all, how can you keep up with that real time deluge of clickstream data at the rate that Google Analytics can do it? That's the technical problem. But also at the data layer, how could you keep up with Google has, you know, in terms of databases And Fathom's answer to that is to use single store. Their, their prior architecture had four different types of database technologies under the hood. They were using Redis to have fast read time cash. They were using MySEQ database as the application database they were using. They were looking at last search to do full tech search. And they were using DynamoDB as part of a another kind of fast look up fast cash. They replaced all four of those with single store. And, and again, what they're doing is like sort of battling defacto giant in Google Analytics and having a great success at doing that for posting tens of thousands of websites. Some big names that you've heard of as well. >>I can imagine that's a big reduction from four to one, four x reduction in databases. The complexities that go away, the simplification that happens, I can imagine is quite huge for them. >>And we've done a study, an independent study with Giga Home Research. We published this back in June looking at total cost of ownership with benchmarks and the relevant benchmarks for transactions and analytics and databases are tpcc for transactions, TPC H for analytics, TPC DS for analytics. And we did a TCO study using those benchmark datas on a combination of transactional and analytical databases together and saw some pretty big improvements. 60% improvement over Myse Snowflake, for >>Instance. Awesome. Big business outcomes. We only have a few seconds left, so you've already given me a bumper sticker. Yeah. And I know I live in Silicon Valley, I've seen those billboards. I know single store has done some cheeky billboard marketing campaigns. But if you had a new billboard to create from your perspective about single store, what does it say? >>I, I think it's that, are you, are you ready for the next interaction? Because business is won and lost in every moment, in every location, in every digital moment passing by. And if you're not ready to, to interact and transact rather your systems on your behalf, then you're behind the curve. It's easy to be displaced people swipe left and pick your competitor. So I think that's the next bumper sticker. I may, I would say our, my favorite billboard so far of what we've run is cover your SaaS, which is what is how, what is the data layer to, to manage the next level of SaaS applications, the next generation. And we think single store is a big part >>Of that. Cover your SaaS. Love it. Dominic, thank you so much for joining me, giving us an update on single store from your perspective, what's going on there, kind of really where you are in the market. We appreciate that. We'll have to >>Have you back. Thank you. Glad to >>Be here. All right. For Dominic rta, I'm Lisa Martin. You're watching The Cube, the leader in live, emerging and enterprise tech coverage.

(digital music) >> And we're back live in New York. It's theCUBE. It's not SNL, it's better than SNL. Lisa Martin and John Furrier here with about 10,000 to 12,000 folks. (John chuckles) There is a ton of energy here. There's a ton of interest in what's going on. But one of the things that we know that AWS is really well-known for is its massive ecosystem. And one of its ecosystem partners is joining us. Please welcome Domenic Ravita, the VP of Product Marketing from SingleStore. Dominic, great to have you on the program. >> Well, thank you. Glad to be here. >> It's a nice opening, wasn't it? (Lisa and John laughing) >> I love SNL. Who doesn't? >> Right? I know. So some big news came out today. >> Yes. >> Funding. Good number. Talk to us a little bit about that before we dig in to SingleStore and what you guys are doing with AWS. >> Right, yeah. Thank you. We announced this morning our latest round, 116 million. We're really grateful to our customers and our investors and the partners and employees and making SingleStore a success to go on this journey of, really, to fulfill our mission to unify and simplify modern, real time data. >> So talk to us about SingleStore. Give us the value prop, the key differentiators, 'cause obviously customers have choice. Help us understand where you're nailing it. >> SingleStore is all about, what we like to say, the moments that matter. When you have an analytical question about what's happening in the moment, SingleStore is your best way to solve that cost-effectively. So that is for, in the case of Thorn, where they're helping to protect and save children from online trafficking or in the case of True Digital, which early in the pandemic, was a company in Southeast Asia that used anonymized phone pings to identify real time population density changes and movements across Thailand to have a proactive response. So really real time data in the moment can help to save lives quite literally. But also it does things that are just good commercially that gives you an advantage like what we do with Uber to help real time pricing and things like this. >> It's interesting this data intensity happening right now. We were talking earlier on theCUBE with another guest and we said, "Why is it happening now?" The big data has been around since the dupe days. That was hard to work with, then data lakes kicked in. But we seem to be, in the past year, everyone's now aware like, "Wow, I got a lot of data." Is it the pandemic? Now we're seeing customers understand the consequences. So how do you look at that? Because is it just timing, evolution? Are they now getting it or is the technology better? Is machine learning better? What's the forces driving the massive data growth acceleration in terms of implementing and getting stuff out, done? (chuckles) >> We think it's the confluence of a lot of those things you mentioned there. First of all, we just celebrate the 15-year anniversary of the iPhone, so that is like wallpaper now. It's just faded into our daily lives. We don't even think of that as a separate thing. So there's an expectation that we all have instant information and not just for the consumer interactions, for the business interactions. That permeates everything. I think COVID with the pandemic forced everyone, every business to try to move to digital first and so that put pressure on the digital service economy to mature even faster and to be digital first. That is what drives what we call data intensity. And more generally, the economic phenomenon is the data intensive era. It's a continuous competition and game for customers. In every moment in every location, in every dimension, the more data hat you have, the better value prop you can give. And so SingleStore is uniquely positioned to and focused on solving this problem of data intensity by bringing and unifying data together. >> What's the big customer success story? Can you share any examples that highlight that? What are some cool things that are happening that can illustrate this new, I won't say bit that's been flipped, that's been happening for a while, but can you share some cutting edge customer successes? >> It's happening across a lot of industries. So I would say first in financial services, FinTech. FinTech is always at the leading edge of these kind of technology adaptions for speeds and things like that. So we have a customer named IEX Cloud and they're focused on providing real time financial data as an API. So it's a data product, API-first. They're providing a lot of historical information on instruments and that sort of thing, as well as real time trending information. So they have customers like Seeking Alpha, for instance, who are providing real time updates on massive, massive data sets. They looked at lots of different ways to do this and there's the traditional, transactionals, LTP database and then maybe if you want to scale an API like theirs, you might have a separate end-memory cache and then yet another database for analytics. And so we bring all that together and simplify that and the benefit of simplification, but it's also this unification and lower latency. Another example is GE who basically uses us to bring together lots of financial information to provide quicker close to the end-of-month process across many different systems. >> So we think about special purpose databases, you mentioned one of the customers having those. We were in the keynote this morning where AWS is like, "We have the broadest set of special purpose databases," but you're saying the industry can't afford them anymore. Why and would it make SingleStore unique in terms of what you deliver? >> It goes back to this data intensity, in that the new business models that are coming out now are all about giving you this instant context and that's all data-driven and it's digital and it's also analytical. And so the reason that's you can't afford to do this, otherwise, is data's getting so big. Moving that data gets expensive, 'cause in the cloud you pay for every byte you store, every byte you process, every byte you move. So data movement is a cost in dollars and cents. It's a cost in time. It's also a cost in skill sets. So when you have many different specialized data sets or data-based technologies, you need skilled people to manage those. So that's why we think the industry needs to be simplified and then that's why you're seeing this unification trend across the database industry and other parts of the stack happening. With AWS, I mean, they've been a great partner of ours for years since we launched our first cloud database product and their perspective is a little bit different. They're offering choice of the specialty, 'cause many people build this way. But if you're going after real time data, you need to bring it. They also offer a SingleStore as a service on AWS. We offer it that way. It's in the AWS Marketplace. So it's easily consumable that way. >> Access to real time data is no longer a nice-to-have for any company, it's table stakes. We saw that especially in the last 20 months or so with companies that needed to pivot so quickly. What is it about SingleStore that delivers, that you talked about moments that matter? Talk about the access to real time data. How that's a differentiator as well? >> I think businesses need to be where their customers are and in the moments their customers are interacting. So that is the real time business-driver. As far as technology wise, it's not easy to do this. And you think about what makes a database fast? A major way of what makes it fast is how you store the data. And so since 2014, when we first released this, what Gartner called at the time, hybrid transaction/analytical processing or HTAP, where we brought transactional data and analytical data together. Fast forward five years to 2019, we released this innovation called Universal Storage, which does that in a single unified table type. Why that matters is because, I would say, basically cost efficiency and better speed. Again, because you pay for the storage and you pay for the movement. If you're not duplicating that data, moving it across different stores, you're going to have a better experience. >> One of the things you guys pioneered is unifying workloads. You mentioned some of the things you've done. Others are now doing it. Snowflake, Google and others. What does that mean for you guys? I mean, 'cause are they copying you? Are they trying to meet the functionality? >> I think. >> I mean, unification. I mean, people want to just store things and make it, get all the table stakes, check boxes, compliance, security and just keep coding and keep building. >> We think it's actually great 'cause they're validating what we've been seeing in the market for years. And obviously, they see that it's needed by customers. And so we welcome them to the party in terms of bringing these unified workloads together. >> Is it easy or hard? >> It's a difficult thing. We started this in 2014. And we've now have lots of production workloads on this. So we know where all the production edge cases are and that capability is also a building block towards a broader, expansive set of capabilities that we've moved onto that next phase and tomorrow actually we have an event called, The Real Time Data Revolution, excuse me, where we're announcing what's in that new product of ours. >> Is that a physical event or virtual? >> It's a virtual event. >> So we'll get the URL on the show notes, or if you know, just go to the new site. >> Absolutely. SingleStore Real Time Data Revolution, you'll find it. >> Can you tease us with the top three takeaways from Revolution tomorrow? >> So like I said, what makes a database fast? It's the storage and we completed that functionality three years ago with Universal Storage. What we're now doing for this next phase of the evolution is making enterprise features available and Workspaces is one of the foundational capabilities there. What SingleStore Workspaces does is it allows you to have this isolation of compute between your different workloads. So that's often a concern to new users to SingleStore. How can I combine transactions and analytics together? That seems like something that might be not a good thing. Well, there are multiple ways we've been doing that with resource governance, workload management. Workspaces offers another management capability and it's also flexible in that you can scale those workloads independently, or if you have a multi-tenant application, you can segment your application, your customer tenant workloads by each workspace. Another capability we're releasing is called Wasm, which is W-A-S-M, Web Assembly. This is something that's really growing in the open source community and SingleStore's contributing to that open source scene, CF project with WASI and Wasm. Where it's been mentioned mostly in the last few years has been in the browser as a more efficient way to run code in the browser. We're adapting that technology to allow you to run any language of your choice in the database and why that's important, again, it's for data movement. As data gets large in petabyte sizes, you can't move it in and out of Pandas in Python. >> Great innovation. That's real valuable. >> So we call this Code Engine with Wasm and- >> What do you call it? >> Code Engine Powered by Wasm. >> Wow. Wow. And that's open source? >> We contribute to the Wasm open source community. >> But you guys have a service that you- >> Yes. It's our implementation and our database. But Wasm allows you to have code that's portable, so any sort of runtime, which is... At release- >> You move the code, not the data. >> Exactly. >> With the compute. (chuckles) >> That's right, bring the compute to the data is what we say. >> You mentioned a whole bunch of great customer examples, GE, Uber, Thorn, you talked about IEX Cloud. When you're in customer conversations, are you dealing mostly with customers that are looking to you to help replace an existing database that was struggling from a performance perspective? Or are you working with startups who are looking to build a product on SingleStore? Is it both? >> It is a mix of both. I would say among SaaS scale up companies, their API, for instance, is their product or their SaaS application is their product. So quite literally, we're the data engine and the database powering their scale to be able to sign that next big customer or to at least sleep at night to know that it's not going to crash if they sign that next big costumer. So in those cases, we're mainly replacing a lot of databases like MySQL, Postgre, where they're typically starting, but more and more we're finding, it's free to start with SingleStore. You can run it in production for free. And in our developer community, we see a lot of customers running in that way. We have a really interesting community member who has a Minecraft server analytics that he's building based on that SingleStore free tier. In the enterprise, it's different, because there are many incumbent databases there. So it typically is a case where there is a, maybe a new product offering, they're maybe delivering a FinTech API or a new SaaS digital offering, again, to better participate in this digital service economy and they're looking for a better price performance for that real time experience in the app. That's typically the starting point, but there are replacements of traditional incumbent databases as well. >> How has the customer conversation evolved the last couple of years? As we talked about, one of the things we learned in the pandemic was access to real time data and those moments that matter isn't a nice-to-have anymore for businesses. There was that force march to digital. We saw the survivors, we're seeing the thrivers, but want to get your perspective on that. From the customers, how has the conversation evolved or elevated, escalated within an organization as every company has to be a data company? >> It really depends on their business strategy, how they are adapting or how they have adapted to this new digital first orientation and what does that mean for them in the direct interaction with their customers and partners. Often, what it means is they realize that they need to take advantage of using more data in the customer and partner interaction and when they come to those new ideas for new product introductions, they find that it's complicated and expensive to build in the old way. And if you're going to have these real time interactions, interactive applications, APIs, with all this context, you're going to have to find a better, more cost-effective approach to get that to market faster, but also not to have a big sprawling data-based technology infrastructure. We find that in those situations, we're replacing four or five different database technologies. A specialized database for key value, a specialized database for search- >> Because there's no unification before? Is that one of the reasons? >> I think it's an awareness thing. I think technology awareness takes a little bit of time, that there's a new way to do things. I think the old saying about, "Don't pave cow paths when the car..." You could build a straight road and pave it. You don't have to pave along the cow path. I think that's the natural course of technology adaption and so as more- >> And the- pandemic, too, highlighted a lot of the things, like, "Do we really need that?" (chuckles) "Who's going to service that?" >> That's right. >> So it's an awakening moment there where it's like, "Hey, let's look at what's working." >> That's right. >> Double down on it. >> Absolutely. >> What are you excited about new round of funding? We talked about, obviously, probably investments in key growth areas, but what excites you about being part of SingleStore and being a partner of AWS? >> SingleStore is super exciting. I've been in this industry a long time as an engineer and an engineering leader. At the time, we were MemSQL, came into SingleStore. And just that unification and simplification, the systems that I had built as a system engineer and helped architect did the job. They could get the speed and scale you needed to do track and trace kinds of use cases in real time, but it was a big trade off you had to make in terms of the complexity, the skill sets you needed and the cost and just hard to maintain. What excites me most about SingleStore is that it really feels like the iPhone moment for databases because it's not something you asked for, but once your friend has it and shows it to you, why would you have three different devices in your pocket with a flip phone, a calculator? (Lisa and Domenic chuckles) Remember these days? >> Yes. >> And a Blackberry pager. (all chuckling) You just suddenly- >> Or a computer. That's in there. >> That's right. So you just suddenly started using iPhone and that is sort of the moment. It feels like we're at it in the database market where there's a growing awareness and those announcements you mentioned show that others are seeing the same. >> And your point earlier about the iPhone throwing off a lot of data. So now you have data explosions at levels that unprecedented, we've never seen before and the fact that you want to have that iPhone moment, too, as a database. >> Absolutely. >> Great stuff. >> The other part of your question, what excites us about AWS. AWS has been a great partner since the beginning. I mean, when we first released our database, it was the cloud database. It was on AWS by customer demand. That's where our customers were. That's where they were building other applications. And now we have integrations with other native services like AWS Glue and we're in the Marketplace. We've expanded, that said we are a multi-cloud system. We are available in any cloud of your choice and on premise and in hybrid. So we're multi-cloud, hybrid and SaaS distribution. >> Got it. All right. >> Got it. So the event is tomorrow, Revolution. Where can folks go to register? What time does it start? >> 1:00 PM Eastern and- >> 1:00 PM. Eastern. >> Just Google SingleStore Real Time Data Revolution and you'll find it. Love for everyone to join us. >> All right. We look forward to it. Domenic, thank you so much for joining us, talking about SingleStore, the value prop, the differentiators, the validation that's happening in the market and what you guys are doing with AWS. We appreciate it. >> Thanks so much for having me. >> Our pleasure. For Domenic Ravita and John Furrier, I'm Lisa Martin. You're watching theCUBE, live from New York at AWS Summit 22. John and I are going to be back after a short break, so come back. (digital pulsing music)

>> Announcer: From around the globe, it's theCUBE, with digital coverage of IBM Think 2021, brought to you by IBM. >> Hey, welcome to theCUBE's coverage of IBM Think, the digital event experience. I'm your host, Lisa Martin, welcoming back to the program one of our CUBE alumn. Dominique Dubois joins me. She's the Global Strategy and Offerings Executive in the Business Transformation Services of IBM. Dominique, it's great to talk to you again. >> Hi Lisa, great to be with you today. >> So we're going to be talking about the theme of this interview. It's going to be the ROI of AI for business. We've been talking about AI emerging technologies for a long time now. We've also seen a massive change in the world. I'd love to talk to you about how organizations are adopting these emerging technologies to really help transform their businesses. And one of the things that you've talked about in the past, is that there's these different elements of AI for business. One of them is trust, right, the second is ease of use, and then there's this importance of data in all of these important emerging technologies that require so much data. How do those elements of AI come together to help IBM's clients be able to deliver the products and services that their customers are depending on? >> Yeah. Thank you, Lisa. So, when we look at AI and AI solutions with our clients, I think how that comes together is in the way in which we don't look at AI, or AI application solution, independently, right. We're looking at it and we're applying it within our customer's operations with respect to the work that it's going to do, with respect to the part of the operations and the workflow and the function that it sits in, right. So the idea around trust and ease of use and the data that can be leveraged in order to kind of create that AI and allow that AI to be self-learning and continue to add value really is fundamental around how we design and how we implement it within the workflow itself. And how we are working with the employees, with the actual humans, that are going to be touching that AI, right, to help them with new skills that are required to work with AI, to help them with what we call the new ways of working, right, 'cause it's that adoption that really is critical to get the use of AI in enterprises at scale. >> That adoption that you just mentioned, that's critical. That can be kind of table stakes. But what we've seen in the last year is that we've all had to pivot, multiple times, and be reactionary, or reactive, to so many things out of our control. I'm curious what you've seen in the last year in terms of the appetite for adoption on the employees front. Are they more willing to go, all right, we've got to change the way we do things, and it's probably going to be, some of these are going to be permanent? >> Yeah. Lisa, we've absolutely seen a huge rise in the adoption, right, or in the openness, the mindset. Let's just call it the mindset, right. It's more of an open mindset around the use of technology, the use of technology that might be AI backed or AI based, and the willingness to, and I will say, the willingness to try is really then what starts that journey of trust, right. And we're seeing that open up in spades. >> That is absolutely critical. It's just the willingness, being open-minded enough to go, all right, we've got to do this, so we've got to think about this. We don't really have any other choices here. Things are changing pretty quickly. So talk to me, in this last year of change, we've seen massive disruptions and some silver linings for sure, but I'd love to know what IBM and the state of Rhode Island have done together in its challenging time. >> Yeah, so, really interesting partnership that we started with the state of Rhode Island. Obviously, I think this year, there's been lots of things. One of them has been speed, so everything that we had to do has been with haste, right, with urgency. And that's no different than what we did with the state of Rhode Island. The governor there, Gina Raimondo, she took very swift action, right, when the pandemic started. And one of the actions she took was to partner with private firms, such as IBM and others, to really help get her economy back open. And that required a lot of things. One of them, as you mentioned, trust, right, was a major part of what the governor there needed with her citizenships, with her citizens, excuse me, in order to be able to open back up the economy, right. And so, a key pillar of her program, and with our partnership, was around the AI-backed solutions that we brought to the state of Rhode Island, so inclusive of contact tracing, inclusive of work that we had provided around AI-based analytics that allowed really the governor to speak to citizens with hard facts quickly, almost real time, right, and start to build that trust, but also competence, and competence was the main, one of the main things that was required during this pandemic time. And so, there were, through this, the AI-based solutions that we provided, which were, there were many pillars, we were able to help Rhode Island not only open their economy, but they were one of the only states that had their schools open in the fall, and as a parent, I always see that as a litmus, if you will, of how our state is doing, right. And so they opened in the fall, and they, as far as I know, have stayed open. And I think part of that was from the AI-based contact tracing, the AI-backed virtual, sorry, AI analytics, the analytics suite around infections and predictions and what we were able to provide the governor in order to make swift decisions and take action. >> That's really impressive. That's one of the challenges I've had living in California, is you (mumbles) you are going to be data-driven than actually be data-driven, but the technology, living in Silicon Valley, the technology is there to be able to facilitate that, yet there was such a disconnect, and I think that's, you bring up the word confidence, and customers need confidence, citizens need confidence, knowing that what we've seen in the last year has shown in a lot of examples that real time isn't a nice-to-have anymore, it's a requirement. I mean, this is clearly life-and-death situations. That's a great example of how a state came to IBM to partner and say, how can we actually leverage emerging technologies like AI to really and truly make real-time data-driven decisions that affect every single person in our state. >> Mm-hmm. Absolutely, absolutely! Really, really, I think, a great example of the public-private partnerships that are really popping up now, more and more so because of that sense of urgency and that need to build greater ecosystems to create better solutions. >> So that's a great example in healthcare, one that our government in public health, and I think everybody, it will resonate with everybody here, but you've also done some really interesting work that I want to talk about with AI-driven insights into supply chain. We've also seen massive changes to supply chain, and so many organizations having to figure out, whether they were brick-and-mortar only, changing that, or really leveraging technology to figure out where do we need to be distributing products and services, where do we need to be investing. Talk to me about Bestseller India, and what it is that you guys have done there with intelligent workflows to really help them transform their supply chain. >> Yeah, Bestseller India, really great, hugely successful fashion forward company in India, and that term fashion forward always is mind boggling to me because basically, these are clothing retailers who go from runway to store within a matter of days, couple of weeks, which always is just hugely impressive, right, just what goes into that. And when you think about what happens in a supply chain to be able to do that, the requirements around demand forecasting, what quantities, of what style, what design, to what stores, and you think about the India market, which is notoriously a difficult market, lots of micro-segments, and so very difficult to serve. And then you couple that what's been happening from an environmental sustainability perspective, right. I think every industry has been looking more about how they can be more environmentally sustainable, and the clothing industry is no different. And when, and there is a lot of impact, right, so a stat that really has hit home with me, right: 20% of all the clothes that are made globally goes unsold. That's all a lot of clothing, that's a lot of material, and that's a lot of environmental product that goes into creating it. And so, Bestseller India really took it to heart to become not only more environmentally sustainable, but to help itself and be digitally ready for things like the pandemic that ultimately hit. And they were in a really good position. And we worked with them to create something called Fabric AI. So Fabric AI is India's only, first and only, AI-based platform that drives their supply chain, so it drives not only their decisions on what design should they manufacture, but it also helps to improve the entire workflow of what we call design to store. And the AI-based solution is really revolutionary, right, within India, but I think it's pretty revolutionary globally, right, globally as well. And it delivered really big impact, so, reductions in the cost, right, 15-plus reduction in cost. It helped their top line, so they saw a 5% plus top line, but it also reduced their unsold inventory by 5% and more, right. They're continuing to focus on that environmental sustainability that I think is a really important part of their DNA, right, the Bestseller India's DNA. >> And it's one that so many companies and other industries can learn from. I was reading in that case study on Bestseller India on the IBM website that I think it was 40 liters of water to make a cotton shirt. And to your point about the percentage of clothing that actually goes unsold and ends up in landfills, you see there the opportunity for AI to unlock the visibility that companies in any industry need to determine what is the demand that we should be filling, where should it be distributed, where should we not be distributing things. And so I think it was an interesting kind of impetus that Bestseller India had about one of their retail lines or brands was dropping in revenue, but they had been able to apply this technology to other areas of the business and make a pretty big impact. >> Yeah, absolutely. So they had been been very fortunate to have 11 years of growth, right, in all of their brands. And then one of their brands kind of hit headwinds, but the CIO and head of supply chain at that time really had the foresight to be able to say, you know what, we're hitting a problem, one of our brands, but this really is indicative of a more systemic problem. And that problem was lack of transparency, lack of data-driven, predictive, and automation to be able to drive a more effective and efficient kind of supply chain in the end, so, really had the forethought to dive into that and fix it. >> Yeah. And now talk to me about IBM Garage Band, and how's that, how did that help in this particular case? >> Yeah. So, in order to do this, right, it was, they had no use of AI, no use of automation, at the time that we started this. And so to really not only design and build and execute on Fabric AI, but to actually focus on the adoption, right, of AI within the business, we really needed to bring together the leaders across many lines of businesses, IT and HR, right. And when you think about pulling all of these different units together, we used our IBM Garage approach, which really is, there are many attributes and many facets of the IBM Garage, but I think one of the great results of using our IBM Garage approach is being able to pull from across all those different businesses, all of which may have some different objectives, right, they're coming from a different lens, from a different space, and pulling them together around one focus mission, which for here was Fabric AI. And we were able to actually design and build this in less than six months, which I think is pretty dramatic and pretty incredible from a speed and acceleration perspective. But I think even more so was the adoption, was the way in which we had, through all of it, already been working with the employees 'cause it's really touched almost every part of Bestseller India, so really being able to work with them and all the employees to make sure that they were ready for these new ways of working, that they had the right skills, that they had the right perspective, and that it was going to be adopted. >> That, we, if we unpack that, if we had time, that can be a whole separate conversation because the important, the most important thing about adoption is the cultures of these different business units have to come together. You said you rolled this out in a very short period of time, but you also were taking the focus on the employees. They need to understand the value in it. why they should be adopting it. And changing that culture, that's a whole other separate conversation, but that's an, that's a very interesting and very challenging thing to do. I wish we had more time to talk about that one. >> Yeah. It really is an, that the approach of bringing everyone together, it makes it just very dynamic, which is what's needed when you have all of those different lenses coming together, so, yeah. >> It is, 'cause you get a little bit of thought diversity as well when we're using AI. Well, Dominic, thank you for joining me today. Talked to me about what you guys are doing with many different types of customers, how you're helping them to integrate emerging technologies to really transform their business and their culture. We appreciate your time. >> Well, thank you, Lisa. Thanks >> For Dominique Dubois, I'm Lisa Martin. You're watching theCUBE's coverage of IBM Think, the digital event. (upbeat music)

(serene music) >> From around the globe, it's theCUBE, with digital coverage of IBM Think 2021, brought to you by IBM. >> Hey, welcome to theCUBE's coverage of IBM Think, the digital event experience. I'm your host, Lisa Martin, welcoming back to the program one of our CUBE alumn. Dominique Dubois joins me. She's the Global Strategy and Offerings Executive in the Business Transformation Services of IBM. Dominique, it's great to talk to you again. >> Hi Lisa, great to be with you today. >> So we're going to be talking about the theme of this interview. It's going to be the ROI of AI for business. We've been talking about AI emerging technologies for a long time now. We've also seen a massive change in the world. I'd love to talk to you about how organizations are adopting these emerging technologies to really help transform their businesses. And one of the things that you've talked about in the past, is that there's these different elements of AI for business. One of them is trust, right, the second is ease of use, and then there's this importance of data in all of these important emerging technologies that require so much data. How do those elements of AI come together to help IBM's clients be able to deliver the products and services that their customers are depending on? >> Yeah. Thank you, Lisa. So, when we look at AI and AI solutions with our clients, I think how that comes together is in the way in which we don't look at AI, or AI application solution, independently, right. We're looking at it and we're applying it within our customer's operations with respect to the work that it's going to do, with respect to the part of the operations and the workflow and the function that it sits in, right. So the idea around trust and ease of use and the data that can be leveraged in order to kind of create that AI and allow that AI to be self-learning and continue to add value really is fundamental around how we design and how we implement it within the workflow itself. And how we are working with the employees, with the actual humans, that are going to be touching that AI, right, to help them with new skills that are required to work with AI, to help them with what we call the new ways of working, right, 'cause it's that adoption that really is critical to get the use of AI in enterprises at scale. >> That adoption that you just mentioned, that's critical. That can be kind of table stakes. But what we've seen in the last year is that we've all had to pivot, multiple times, and be reactionary, or reactive, to so many things out of our control. I'm curious what you've seen in the last year in terms of the appetite for adoption on the employees front. Are they more willing to go, all right, we've got to change the way we do things, and it's probably going to be, some of these are going to be permanent? >> Yeah. Lisa, we've absolutely seen a huge rise in the adoption, right, or in the openness, the mindset. Let's just call it the mindset, right. It's more of an open mindset around the use of technology, the use of technology that might be AI backed or AI based, and the willingness to, and I will say, the willingness to try is really then what starts that journey of trust, right. And we're seeing that open up in spades. >> That is absolutely critical. It's just the willingness, being open-minded enough to go, all right, we've got to do this, so we've got to think about this. We don't really have any other choices here. Things are changing pretty quickly. So talk to me, in this last year of change, we've seen massive disruptions and some silver linings for sure, but I'd love to know what IBM and the state of Rhode Island have done together in its challenging time. >> Yeah, so, really interesting partnership that we started with the state of Rhode Island. Obviously, I think this year, there's been lots of things. One of them has been speed, so everything that we had to do has been with haste, right, with urgency. And that's no different than what we did with the state of Rhode Island. The governor there, Gina Raimondo, she took very swift action, right, when the pandemic started. And one of the actions she took was to partner with private firms, such as IBM and others, to really help get her economy back open. And that required a lot of things. One of them, as you mentioned, trust, right, was a major part of what the governor there needed with her citizenships, with her citizens, excuse me, in order to be able to open back up the economy, right. And so, a key pillar of her program, and with our partnership, was around the AI-backed solutions that we brought to the state of Rhode Island, so inclusive of contact tracing, inclusive of work that we had provided around AI-based analytics that allowed really the governor to speak to citizens with hard facts quickly, almost real time, right, and start to build that trust, but also competence, and competence was the main, one of the main things that was required during this pandemic time. And so, there were, through this, the AI-based solutions that we provided, which were, there were many pillars, we were able to help Rhode Island not only open their economy, but they were one of the only states that had their schools open in the fall, and as a parent, I always see that as a litmus, if you will, of how our state is doing, right. And so they opened in the fall, and they, as far as I know, have stayed open. And I think part of that was from the AI-based contact tracing, the AI-backed virtual, sorry, AI analytics, the analytics suite around infections and predictions and what we were able to provide the governor in order to make swift decisions and take action. >> That's really impressive. That's one of the challenges I've had living in California, is you (mumbles) you are going to be data-driven than actually be data-driven, but the technology, living in Silicon Valley, the technology is there to be able to facilitate that, yet there was such a disconnect, and I think that's, you bring up the word confidence, and customers need confidence, citizens need confidence, knowing that what we've seen in the last year has shown in a lot of examples that real time isn't a nice-to-have anymore, it's a requirement. I mean, this is clearly life-and-death situations. That's a great example of how a state came to IBM to partner and say, how can we actually leverage emerging technologies like AI to really and truly make real-time data-driven decisions that affect every single person in our state. >> Mm-hmm. Absolutely, absolutely! Really, really, I think, a great example of the public-private partnerships that are really popping up now, more and more so because of that sense of urgency and that need to build greater ecosystems to create better solutions. >> So that's a great example in healthcare, one that our government in public health, and I think everybody, it will resonate with everybody here, but you've also done some really interesting work that I want to talk about with AI-driven insights into supply chain. We've also seen massive changes to supply chain, and so many organizations having to figure out, whether they were brick-and-mortar only, changing that, or really leveraging technology to figure out where do we need to be distributing products and services, where do we need to be investing. Talk to me about Bestseller India, and what it is that you guys have done there with intelligent workflows to really help them transform their supply chain. >> Yeah, Bestseller India, really great, hugely successful fashion forward company in India, and that term fashion forward always is mind boggling to me because basically, these are clothing retailers who go from runway to store within a matter of days, couple of weeks, which always is just hugely impressive, right, just what goes into that. And when you think about what happens in a supply chain to be able to do that, the requirements around demand forecasting, what quantities, of what style, what design, to what stores, and you think about the India market, which is notoriously a difficult market, lots of micro-segments, and so very difficult to serve. And then you couple that what's been happening from an environmental sustainability perspective, right. I think every industry has been looking more about how they can be more environmentally sustainable, and the clothing industry is no different. And when, and there is a lot of impact, right, so a stat that really has hit home with me, right: 20% of all the clothes that are made globally goes unsold. That's all a lot of clothing, that's a lot of material, and that's a lot of environmental product that goes into creating it. And so, Bestseller India really took it to heart to become not only more environmentally sustainable, but to help itself and be digitally ready for things like the pandemic that ultimately hit. And they were in a really good position. And we worked with them to create something called Fabric AI. So Fabric AI is India's only, first and only, AI-based platform that drives their supply chain, so it drives not only their decisions on what design should they manufacture, but it also helps to improve the entire workflow of what we call design to store. And the AI-based solution is really revolutionary, right, within India, but I think it's pretty revolutionary globally, right, globally as well. And it delivered really big impact, so, reductions in the cost, right, 15-plus reduction in cost. It helped their top line, so they saw a 5% plus top line, but it also reduced their unsold inventory by 5% and more, right. They're continuing to focus on that environmental sustainability that I think is a really important part of their DNA, right, the Bestseller India's DNA. >> And it's one that so many companies and other industries can learn from. I was reading in that case study on Bestseller India on the IBM website that I think it was 40 liters of water to make a cotton shirt. And to your point about the percentage of clothing that actually goes unsold and ends up in landfills, you see there the opportunity for AI to unlock the visibility that companies in any industry need to determine what is the demand that we should be filling, where should it be distributed, where should we not be distributing things. And so I think it was an interesting kind of impetus that Bestseller India had about one of their retail lines or brands was dropping in revenue, but they had been able to apply this technology to other areas of the business and make a pretty big impact. >> Yeah, absolutely. So they had been been very fortunate to have 11 years of growth, right, in all of their brands. And then one of their brands kind of hit headwinds, but the CIO and head of supply chain at that time really had the foresight to be able to say, you know what, we're hitting a problem, one of our brands, but this really is indicative of a more systemic problem. And that problem was lack of transparency, lack of data-driven, predictive, and automation to be able to drive a more effective and efficient kind of supply chain in the end, so, really had the forethought to dive into that and fix it. >> Yeah. And now talk to me about IBM Garage Band, and how's that, how did that help in this particular case? >> Yeah. So, in order to do this, right, it was, they had no use of AI, no use of automation, at the time that we started this. And so to really not only design and build and execute on Fabric AI, but to actually focus on the adoption, right, of AI within the business, we really needed to bring together the leaders across many lines of businesses, IT and HR, right. And when you think about pulling all of these different units together, we used our IBM Garage approach, which really is, there are many attributes and many facets of the IBM Garage, but I think one of the great results of using our IBM Garage approach is being able to pull from across all those different businesses, all of which may have some different objectives, right, they're coming from a different lens, from a different space, and pulling them together around one focus mission, which for here was Fabric AI. And we were able to actually design and build this in less than six months, which I think is pretty dramatic and pretty incredible from a speed and acceleration perspective. But I think even more so was the adoption, was the way in which we had, through all of it, already been working with the employees 'cause it's really touched almost every part of Bestseller India, so really being able to work with them and all the employees to make sure that they were ready for these new ways of working, that they had the right skills, that they had the right perspective, and that it was going to be adopted. >> That, we, if we unpack that, if we had time, that can be a whole separate conversation because the important, the most important thing about adoption is the cultures of these different business units have to come together. You said you rolled this out in a very short period of time, but you also were taking the focus on the employees. They need to understand the value in it. why they should be adopting it. And changing that culture, that's a whole other separate conversation, but that's an, that's a very interesting and very challenging thing to do. I wish we had more time to talk about that one. >> Yeah. It really is an, that the approach of bringing everyone together, it makes it just very dynamic, which is what's needed when you have all of those different lenses coming together, so, yeah. >> It is, 'cause you get a little bit of thought diversity as well when we're using AI. Well, Dominic, thank you for joining me today. Talked to me about what you guys are doing with many different types of customers, how you're helping them to integrate emerging technologies to really transform their business and their culture. We appreciate your time. >> Well, thank you, Lisa. Thanks >> For Dominique Dubois, I'm Lisa Martin. You're watching theCUBE's coverage of IBM Think, the digital event. (upbeat music)

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Rodeo by Google Cloud and its ecosystem partners. >> Welcome back to San Francisco, everybody. This is the Cube, the leader in live tech coverage. And we hear it. Mosconi Center, Google Cloud. Next twenty nineteen. Hashtag Google. Next nineteen. I'm Dave, along with my co host student, Amanda's Day two for us. Anthony Lives here. Senior vice president, general manager of the Cloud Data Services Business Unit That net app Cuba Lawman Louis Versi. Who's senior cloud engineer at Cloud Health. Gentlemen. Welcome, Cardinal. Help that I got cloud in the brain. Gentlemen, welcome to the Cube. Thank you much for coming on, Luis. Let's start with you. Uh, a little bit about Cardinal Health. What you guys air are all about. Tell us about the business. Sure. >> Uh, Cardinal Health is a global supply chain medical products services company. We service hospitals, pharmacies throughout the world. We're drivers are delivering cost effective solutions to our two patients right throughout the world. >> Awesome. We're gonna get into that, Anthony, you've been in the Cube a couple times here almost a year since we were last at this show. it's grown quite a bit. Good thing Mosconi is new and improved. He's got all these new customers here. Give us the update. On what? Look back a year, What's transpired? One of the highlights for you. >> Open it up. You know, we've achieved a tremendous amount. I mean, you know, we were a Google partner of the year, which was quite nice. Wasn't even award for the hard work? You know, we have a very special relationship with Google. We actually engineer directly into the Google console, our services that their products that are sold by Google, which gives us a very unique value proposition. We just keep adding, you know, we have more services and we had more regions on. We continue to sort of differentiate the basic services that that customers are now using for secondary workloads and increasingly very large primary work. Look all >> right, we're going to get into it and learn more about the partnership. But but thinking about what's going on, a cardinal health question for you, Lewis is one of the drivers in your business that are affecting your technology strategy and how you're dealing with those. >> Sure, there's a few things on. I'm sure this is the same in many industries, right? We're facing cost pressures. We need to deliver solutions at a lower cost than we have been in the past. We need to move faster. We need to have agility to be able to respond to changes in the market place. So on Prem doesn't didn't give us a lot of that flexibility to turn those lovers in any of those three areas that those three things have really driven our push into the cloud. All >> right, Louis, let let's dig into that a little bit. You could kind of Do you still have on Prem as part of your solution way? Still have >> some eso We've been working over the past two years to my great work loads out of our data center into the cloud. We're about eighty percent of the way there. There's gonna be some workloads. I Siri's doesn't run in the cloud. Very well. You know, we've got Cem >> Way. Were just joking about that earlier today. Yes, yes, yes. Lots of things. But in the back corner somewhere, I've got that icier running or the day working on that Anthony way. >> Blessed with blessed. You know, this is a customer of ours, and way enabled him to run some, you know, pretty heavy on Prem workloads that required NFS can now run, you know, production on Google clouds. So >> yeah, and you're basically trying to make that experience Seamus Wright A cz muchas. You can wait. Talk about that. That partnership with Google, What are the challenges that you guys are tryingto tackle? I'm just going to refer to your >> question. I mean, you know, what we see is that there's a sort of a pivot with the clouds that traditional i t people thought horizontally and they try and sort of you had a storage team and you had a security team and you had a networking team in the cloud. It's sort of pivots ninety degrees, and you have people who don't work clothes on the workload. People are experts in every single thing, and so they go to the cloud, assuming that the cloud itself will take care of a lot of that problem for So we worked with Google and we built a service. We didn't We didn't build it for a storage guy tow, configure. And you know it undo the bolts and nuts way built it like dial tone. That there is. The NFS is always on in Google Cloud and you come and provisioned an end point and you just tell us how much capacity you want and how much performance. And that's it. It takes about eight seconds to establish a volume in Ghoul Cloud that may take through, you know, trouble tickets, and I t capital purchases about six months to do. >> Yeah, Anthony. Actually, one of my favorite interviews last year is I talked to Dave Hits at your event, and he talked about when we first started building it. We build something that storage people would love, and you shot him down and said, No, no, no, This needs to be a cloud first Clouds absolution. Louis, I want to poke at you. You actually said Price is a main driver for cloud agility. Absolutely. But bring this inside a little bit. I know you're speaking at the show a year. You know, people always say, it's like, Hey, you know, cloud isn't easy. Is it cheap? Well, you know, Devil's in the details there. So would love to hear your experience there. And you know how you know less expensive translates in your world? Sure. >> So when we were looking for something, we tried to get away from Nasim. We're moving to the cloud and we just can't do it right There's way have a lot of cots, applications, a lot of processes that you just have to have known as right and we're looking for something Is Anthony described that with a click of a button are developers Khun spin up their own storage. The price point was lower than then. Frankly, you could get just provisioning the type of disk that you need in the cloud fur, and that was acceptable for most of our workloads. The the the ability to tear right. There's through three classes of storage and in the cloud volume services. Most of our workloads are running on the standard tear, but we've got some workloads where they've got higher performance and we provisioned them right on the standard. And when that you're doing, they're testing like, hey, we need a little bit more with a click of a button there at a higher tier of storage. No downtime, no restarting, no moving storage. It's I just worked. So the cost, the agility were getting all of that out of the solution to >> manage those laces, that sort of, ah, sort of automated way or you sort of monitoring things. And what's the process for for managing, which slays the slaves on the different tiers of storage. If >> we provide him, Yeah, we're not. We're not money for s. >> So it's all automated. >> Run it. And we stand by guarantees throughput guarantees on we take the pain away. You know, I always like to say, you know, what people want to do in the public cloud is innovate, not administrator. And generally, you know. So when when people say clouds cheaper, it's because I think they've decided that they're better use of the dollar is in application development, data science, and then they can retire people and put application developers into the business. So what ghoul does, I think incredibly well as it has infrastructure to remove the sort of the legacy barrier and the traditional stuff. And then it has this wonderful new innovation that, you know, maybe a few companies in the world could decide could use it. But most people couldn't afford to put TP use or GP use in their data center, so they know he was really two very strong Valley proposition. >> And maybe what they're saying is when they say the cloud is cheaper, maybe is better are why I'm spending money elsewhere. That's give me a better return. >> I do things that make you different. Not the same, right, >> right, right. So storage strategy. I mean, I'm sure there should be such a thing anymore. Work illustrated back in the day when used to work A DMC was II by AMC for Block Net out for file Things have changed in terms of how you run a strategy. Think about your business. So what is your strategy when you think about infrastructure and storage and workloads? >> So we really don't want to have to focus on an infrastructure strategy, right? Right now we're mostly running traditional workloads in the cloud running on PM's. We're working towards getting a lot of work loads into geeky, using that service and in Google Cloud platform, >> so can you just step back for a second? How do you end up on Google? Why'd you choose them versus some of the alternative out there. >> So we started our cloud journey a couple of years ago. Started out with really the main cloud player in town, like most people have. Um, and about a year in, not all of our needs were being met. You know, they that company entered decided to enter our business segment. S O, you know, starts asking some questions. People start asking some questions there. So that prompted us to do an r f p to try to see technologically really, were we on the right cloud cloud platform? And we compared the top three cloud providers and ended up on GP from a technological decision, not just a business decision. It gave us the ability to have a top level organization where we could provisioned projects to application teams. They could work autonomously within those projects, but we still had a shared VPC, a shared network where we could put Enterprise Guard rails in place to protect the company. >> Dominic Price was on earlier with Google and he was saying some nice things about net happened. I'd like to hear your perspective is why Ned App What's unique about Nana. What's so special about net app in the cloud. Sure, a few of the >> things that Anthony talked about were really differentiators for us. We didn't have to go sign a Pio with another company, and we didn't need to commit to a certain amount of storage. We didn't need to build our own infrastructure. Even in the cloud, the service was just there. You do a little bit of up front, set up to connect your networking and weaken prevision storage whenever we want. We can change the speed the through. Put that we're getting on that storage at any point in time. We congrats. That storage with no downtime. Those are all things that were really different and other solutions that were out there. >> I mean, it's interesting infrastructure. Tio was really still even in a cloud. It's kind of like a bunch of Lego blocks on what we always said it was. You know, people want to buy the pirate ship, you know, they don't want to, like, have to dig in all these bins. And so we sort of said, Let's build storage, Kind of like a pirate ship that you just know that the end result is a pirate ship and I don't have to understand how to pick a ll Those pieces. Someone's done that for me. So, you know, we're really trying, Teo. I was I'd say we like to create easy buns. You know, people just hit the easy button and go. Someone else is going to make sure it's there. Someone else is going to make sure it performs. I am just a consumer off it, >> Anthony Wave talkto you and Ned app. You play across all the major cloud providers out there and you've got opinion when it comes to Kerber Netease, Help! Help! Help! Give us the you know where what you think about what you've heard this weekend. Google. You know, I think how they differentiate themselves in the market. >> You know, I think it's great, you know, that Google, I think open source community. So I think that was a ninja stry changing event. And, you know, I think community's really starts to redefine application development. I think portability is obviously a big thing with it, But But for an application, developer of the V. M. Was something that somebody added afterwards, and it was sort of like, Oh, no way overboard infrastructure. So now we'Ll virtual eyes it But the cost of virtual izing things was so expensive, you know, you put a no s in a V m and communities was, was built and was sort of attracted to the developer. And so the developers are coding and re factoring, and I just You just look around now and you just see the ground swell on Cuban cnc f is here, and the contributions that were being made to communities are astonishing. It's it's reached a scale way bigger than Lennox. The amount of innovation that's going into cos I think is unstoppable. Now it's it's going to be the standard if it isn't already >> Well, Louis, I'd love you to expand. You said it sounded like you moved to the cloud first, but now you're going down that application modernization, you know, how does Cooper Netease fit into that? And what what other pieces? Because it's changing the applications and get me the long pole in the tent and modernization. So >> cardinal took the approach of we need to get everything into the cloud. And then we can begin modernizing our applications because if we tried to modernize everything up front, would take us ten to fifteen years to get to the cloud, and we couldn't afford to do that. So lifting and shifting machines was about seventy eighty percent of our migration to the cloud. What we're looking at now is modern, modernizing some of her applications R E commerce solution will be will be running on Cooper. Nettie is very shortly on DH will be taking other workloads there in the future. That's definitely the next step. The next evolution >> Okuda Cloud or multi Cloud? That is the question way >> are multi cloud. There are, you know, certain needs that can only be met in certain clouds, right? So Google Cloud is our primary cloud provider. But we're also also using Amazon for specific >> workloads and used net up across those clouds erect. Okay, so is that What's that like? Is that nap experience across clouds so still coming together? Is it sort of highly similar? What's experience like? >> So it's it's using that app in both solutions is the same. I think there's some stuff that we're looking forward to, that where where things will be tied together a little bit more and >> that brings me to the road map Question. That's Please get your best people working on that. >> Oh, yeah. No, no. I mean, I So, look, I think storages that sort of wonderful business because, you know, data is heavy, it's hard, it doesn't like to be moved, and it needs to be managed. It's It's the primary asset of your business these days. So So we have we have, you know, we released continuously new features onto the service. So, you know, we've got full S and B nfs support routing an FSB four support routing a backup service. We're integrating NFS into communities, which is a very frequently asked response. A lot of companies developers want to build ST collapse and Block has a real problem when the container failed. NFS doesn't So we're almost seeing a renaissance with communities and NFS So So you know, we just we subscribe to that constant innovation and we'll just continue to build out mohr and more services that that allow I think cloud customers to, as I said, to sort of spend their time innovating while we take care of the administration for them >> two thousand six to floor. And I wrote a manifesto on storage is a service. Yeah, I didn't know it. Take this long, but I'm glad you got there. Last question, Lewis. Cool stuff. You working on fun projects? What's floating your boat these days? >> My time these days is, uh, the cloud. As I said, we went to the cloud for cost for cost savings. You can spend more money than you anticipate in the cloud. I know it's a shocker. So that's one of the things that I'm focusing our efforts on right now is making sure that way. Keep those costs under control. Still deliver the speed and agility. But keep an eye on those things >> that they put a bow on. Google next twenty nineteen. Partner of the year. That's awesome. Congratulations. Thank >> you. Uh, you know, I would say, you know, to put in a bone it's great to see Thomas again. You know, I went to Thomas that Oracle for about six and a half years. He's an incredibly bright man on DH. I think he's going to do a lot of really good things for Google. As you know, I work for his twin brother, George on DH. They are insanely bright people and really fun to work with. So for me, it was great to come up here and see Thomas and I shook hands when we won the award, and it was kind of too really was like, you know, we're both in a Google event. >> Yeah, it was fun. I'm gonna make an observation. I was saying the studio in the Kino today. They were both Patriots fans. So Bill Bala check. He has progeny. Coaches leave. They try to be him. It just doesn't work. Thomas Curie is not trying to be Larry. I'm sure they, you know, share a lot of the same technical philosophies and cellphone. But he's got his own way of doing things in his own style. So I really it's >> a great Haifa. Google great >> really is. Hey, guys, Thanks so much for coming to the cure. Thank you. Keep right, everybody Day Volante with student meant John Furry is also in the house. We're here. Google Next twenty nineteen, Google Cloud next week Right back. Right after this short break

>> Live from Orlando, Florida It's the que covering accelerate nineteen. Brought to you by important >> Welcome back to the Cube. Live from Orlando, Florida at Fortinet Accelerate twenty ninety nine. Lisa Martin Joining and welcoming to the queue for the first time, the CEO and president of Novy Flow. Dominique Jordan. Dominic. Great to have you joining on the Cube at accelerate. So here we are in Orlando, talking about all things cyber security. I just came from the keynote session where Fortinet was talking about how much they're innovating. What? How they're leading from a competitive perspective. What customers air saying why their security fabric is so differentiated? No, the flow is one of their security fabric ready partners. But before we talk about that, why don't you take a minute or two to describe to our audience who know the flow is and what you guys are doing in cybersecurity? >> Yeah, way We came in a little bit by accident. The cyber security. We we've been founded seven years ago, and the idea was to create the very programmable networks. It's very much in line with what we heard today on the keynote, and we became a technology leader in that field as the and software defined networking. And three, four years ago, customers started to use our product, obviously for cybersecurity application. We didn't even know about that. They don't necessarily tell us, and we spend a bit more focus into it. And over time we started to work with fortunate, for example. And now we have a developing. Is Greg relationship great solutions? Also for the for the customers. >> So one of the things that we understand from Fortinet and from all of the conversations that the Cube has globally is is that digital transformation is fundamental to every business to compete right. But as is secure transformation and security transformation, very challenging to do as businesses. And you think of any industry, financial services, retail, consumer packaged goods. As they expand digitally, so does the attack surface. So one of the things that fourteen it talks about is it's not enough anymore to have these point solutions pointed at different, you know, on Prem Cloud edge that the entire infrastructure as it's changing and they attacked services expanding has got to be protected more from an integrated perspective. This notion of the of the security fabric. Talk to us about a fabric ready partnership. What that means to know that though I know that's only in the last six months or so. So walk us through what you did to become a fabric ready partner and what it is that you in forging that are seeing in the market as challenges that you're helping to results. >> Yeah, what we see. Actually, I like to decide the defined that as a battlefield, the attacks are being waged, really, and and the band we feel is the networks of those carriers. There was a government agencies, large enterprise, etcetera, and those those companies are not really taking advantage of their position because, in fact, with the right network fabric the right tools to be able to react, they could actually be very much more powerful. So this is where we are working with forty nine to equip those customers with solutions that are much more agile, more programmable because the network is also evolving. It's not only that the attacks are broader, they also changing the nature of it is changing, and the fact that we came from a background of working at the edge of the networks mostly. Well, I wouldn't mention that before we deployed. Typically at the large tier one carriers all around the world are mentioned. A few tell Strike group, wait deployed at the Hutchison Group Young law, etcetera. And also a two of these five eyes. So government agencies that are engage in fighting these attacks. So So we come with a background of working in a decentralized approach anyway, So it was a very natural evolution. Work was done with Fortinet so far. So what we built so far together we built some integrated solutions s So far, we have two solutions that we are demonstrating two customers. The first one is to allow the large. It tends to be the larger customer fortunate that are making the transition from a in existing appliance to virtual eyes solutions. That's an area where we are very effective at helping them to scale. And those would be for customers that would have say, hundred gig of traffic or more. So we're fortunate we built a and undermanned solution. It's an integrated solution that enables those carriers to are. Those customers could be other kind of customers to gradually grow the number of the EMS that are used in real time for doing whatever Sabbath security job they have to do. And if they the demand comes down, these v EMS were released in the customer data centers. To do some other jobs like this is one of the products that we built together, and we are demonstrating. The second one is a. A feature of that is that we can process about the way this is Ah is able to scale all the way up to six point five terra bits per second. I'Ll repeat that six point five terror bits per second. This is a unheard of and this is, I think one of the interests of Fortinet is working with no visible. We already have developed not really the metal ring system, but all the O. N m features that you demand as a customer to be deployed in the real world. So so that's that. That's the base on. The second option is that we developed is a carry Great Nat again. Same idea. We can scale the Terra great net analysis up to one point six terabit per second. Former, very powerful. They're powerful solutions to meet this this raising the man which you talked about? They say this literally a wave of attacks coming more and more. >> So you mentioned some customers by name. Telstra, for example. CEO to CEO conversations tells, has been around for a long time as the organization expands digitally. And we talked about a minute ago as this the attack surface. What are some of the conversations that you're having with the scene? The C suite about security? It's not just talking to, you know, network security admits. Right? What are those conversations that you're having with the CEO in the C suite that are where they're saying these are my business problems? Dominic, help us solve these problems. >> Well, it comes to two words, basically its scale and are slow flexibility. It comes to that simple. Is this so they are struggling to see how they can cope with the especially the ones that are virtual izing because you end up. Imagine the model is that you go from a very powerful appliance and once you virtual eyes this appliance, you might end up with thirty different servers, you know, running in parallel, you have to have low balancers in front of it. That makes for a very complex and very expensive solution. So that's that's are they searching for? How can we reduce the complexity, for example, one of the advantages of our product working side by side with fortunate. Since we worked at six point five terabytes per second, we do some of the pre processing of the traffic before it hits the virtualized solution forty gate, for example. We have built some blacklist white list we can do also the load balancing. No need to install some additional law balancing can have. That is a kind of a black box I get that does all the required feature to increase the scaling off those those combined solution and the second, the second party flexibility. You got to be able to evolves your solution in time as these attacks are revolving now or product is built from bottom up, and it's built on and infrastructure typically white boxes that are running chips that are programmable by us. So the software, the NASA's it's Gone, is complemented by some very easy to use porting layers if you like. So the Fortinet solution could be easily adapted to this platform and And that's how we can achieve this kind of throughput. And in fact, I will tell to your viewers that we already have built live demos of those solutions in the Sofia anti police lab in France. The labs of Fortinet, Where were you? We're doing demos for the for customers of those solutions. >> So I'MA tell Stir, though, and you said speed and flexibility scale rather the other sailor disability scale. Inflexibility. What are some? How does my business? What am I looking to achieve? A. My looking to scale to x number of users X number of regions. How does how is that measured from, say, a Telstra's perspective as a big business impact that Novy Flow and Fortinet are helping to them to achieve? >> Yeah, the It's really all dimensions way have some challenge just by handling the raw volume of traffics. Sometimes some customers are pumping terra bits of traffic between one country and the other, so that's one. And but it's also geography because your attack and come and any anywhere in your network that the periphery or inside your network so you have to be able to in a centralized away once you detect there's an attack you have to be able to respondent and in some time, and that's how we can do with our programmable infrastructure can actually reprogrammed those air routing tables. You can take some mitigation action, for example, some of some of the bad traffic on the blacklist. If you've looked at it, perhaps you could put it on a white list for serpent of time. Don't don't look at it over and over. Just wait, maybe a little bit those kind of off measures to alleviate the load. So, in fact, it's work more intelligently with the raw volume of traffic that comes to you. So this is one of the real advantage of is the end. So after defined networking applied to a cyber security problem, >> what are some of the other industries that you are seeing that have potential to dramatically benefit from suffer to find networking in cyber security? Knowing that he d threat landscape, it is exponentially growing. Yes, we've got tools like a I and Machine Learning, which we'LL talk about later on the program today with respective forty Gar labs, for example. But of course, so do the attackers have access to utilize artificial intelligence to create even smarter attacks. But from your perspective, what are some of the other industries that are really right to take advantage of SGN and cyber security practices? >> You know, I think all industries are moving to data. There's no exception. I was talking to some guy, an interpreter in Montreuil yesterday's doing farming, but it's high tech farming with several earlier. It's all based on a I. It's all based on data, even those industry that the forming industry thing that may be so every industry will rely on data, and that means it will rely on a network, and it all comes down to the network. You gotta be able to build a cyber security network ready fabric from the bottom up so that your network is one of the key features is actually stop the attacks, and that doesn't matter in which industry you are. I think they you can think about the industry where you have vast volumes of data. They will be most likely the first one to take benefit of these. You know, we talk about countries before, and this is one such an industry, but it certainly where you process the vast amount of traffic. So they taking advantage of our technology, for example. And but I think it will be probably most of the industry will be affected by that shorter later >> and hopefully sooner rather than later, considering how fast all of these opportunities, good and bad, are growing. One of the things sporting that talked a lot about this morning during this section and some of the press releases is this growth that they've experienced growing twenty percent year on year from last year one point eight billion in revenue over three hundred eighty five thousand customers. You're one of the fabric ready partners, of which there are fifty seven. So a lot of growth, a lot of potential. What excites you as the head of no be Flo and your recent and developing partnership with Fortinet for twenty nineteen and beyond were gonna latch onto that growth trajectory. >> Absolute well, you know, when you mentioned high volume of traffic that plays to our cards. So the market is actually coming where we are way have our product runs at six for five terabytes per second, and that's today because we have a *** plans to move to twelve Tara bits and so forth. So for us, it's exciting because we feel we have the right scaling platform and the right program ability. So our customers, fortunate customers together with us can start with the existing. They're powerful platform. But should that evolved, they'LL be able to move to a new level of software new capacity gradually over time. So that's very exciting for us. >> But what about some of the announcements that came out this morning? Over three hundred new features added, for example, that's a tremendous amount of innovation since last year's accelerate. >> Yeah, well, the's features needs also have the right, I would say filtered level of data to be able to do it more efficiently. And that's where we commend we're not inside the subway Security company. We are really complimenting the product of forty nine by playing upstream and doing a pre filtering controlled by the policy management of the Fortunate, the equipment but nevertheless taking up some of the load of it so that the equipment could be more efficient. But just as an example, I read in a magazine a couple days ago that Google is building a A two hundred fifty terabyte cable between North America and Europe. Think about that. It's it's mindboggling is three time Library of Congress per second. And those are the kind of volume of data did you see coming so suddenly? Six point five terabytes per second doesn't sound so big, does it? But in fact, that's the world win today, and we're lucky it may be flow. We invested early on in the software layer that runs on top of these extremely powerful white boxes and were taking advantage of it with Fortinet. >> Gotta deliver that scale, that flexibility and his son's more and more like Speed. Dominic, thank you so much for stopping by the Cuban joining me on the program today, talking about Novy float what you're doing with Fortinet and what excites you about the year ahead >> was a pleasure, Liza. Thank you for >> mine as well. I want to thank you for watching the Cube Lisa Martin live on the Cube from Fortinet Accelerate twenty nineteen in Orlando. Thanks for watching

whether you're just getting started in terms of transforming your data center modernizing looking at hyperconvergence infrastructure or whether you're building out your cloud strategy thinking about private public distributed clouds Nutanix and the partners that you met here are committed to helping you on that journey I am very excited and proud to share that together we have made quite an impact on the four organizations that were here at dot next is part of our dot heart initiative girls intact the women's Sports Foundation move the foundation for hospital art and workforce opportunity services we have thanks to your generosity donated more than 7,500 dollars now we have a couple more hours to go to get to ten thousand and I know that we can do it so thank you so much for your generosity and be sure to take advantage of the last couple of hours I'm a solutions Expo to grab some tokens and get us to ten thousand dollars it is also my pleasure in the spirit of giving to award this tricked-out Nutanix colored Trek bicycle to one lucky winner from our social contest trek has been a customer of newt annexes since 2014 and like Nutanix they share a number of business values around giving back into the community creating positive change building things that last memories relationships products and so I'd like to take a moment to please welcome back out to stage Nutanix CMO Ben Gibson to help me do the honors [Music] [Applause] welcome back hey Julie that's a gorgeous bike yeah lights it's very like carbon fiber frame look at this thing Wow sleek can you tell me a little bit about it you know Julie this bike I mentioned before I'm a cyclist this is not only in beautiful Nutanix brand color it's got top-of-the-line component REE Shimano El Tigre this thing all comes together I'd like to think of this as hyperconvergence for the cyclist just as beautiful the same impute value it does have a Nutanix monkey on the front all right so we ready to unveil our winner let's do it all right so the winner of the trek social contest is Rob chlorine are you here yeah now Rob yeah come on up you got to come you know check this out we're not gonna ask you to clip in well actually maybe you should clip in I'm not sure we can ship it home for you so maybe you just ride it all the way home where you from New York from New York it's just a short ride back up there congratulations Rob we'll get this ship to you awesome thank you I think we have someone help you out done okay been in the spirit of giving I think I'm just gonna continue let the good times roll yeah in the beginning yesterday you also put out a challenge to our next audience trying to find the Easter eggs that were in the brand video yeah so we got some good responses people were hunting watching the video if you look carefully you could see some of these Easter eggs that were popping up on this video you look carefully you see some Nutanix logo you see prism up on the screen for someone who's showing freedom to get a lot of work done the one my favorite actually is number three there that's artistic the Nutanix acts in the sky so Julie we had a lot of people that tweet it in to try to identify and we have a winner don't worry yeah it was a little bit harder than I think people thought but there was one lucky winner who was one of the first people to find the Nutanix Easter eggs and that is Chad door are you here dad or are you here so you'll recall Chad gets to join us at dot next 2019 all expenses paid airfare hotel and pass very good we also intrude on X fashion like to reward the person who's been the most active on our mobile app so this is someone who's been giving us feedback being part of the community very prolific with the dot next app so congratulations to Faizal Joe waves if you are here you also will be joining us at Sonic's 2019 on us and then how many people are interested in the Nook anyone understand if we were given away all right congratulations to Mike Gellar nice job Mike so we have given away two prizes all expenses paid to dot next 2019 however we haven't mentioned where that's going to be Julie where is dot next 2019 well I think maybe in the spirit of the the culinary theme that we've been on we had Anthony Bourdain on stage we could make us a challenge we will throw out three culinary hints to you Nutanix employers you may not play and I think I have oh I do I have one more science cookbook for whoever gets it right all right so everything you get it right shout it out we've got people in the audience you're gonna be listening and then why don't you do the honors of the first clue all right first hint we're going to a place that's going undergoing a culinary revolution there's a famous chef named Jimmy Martinez just opened up a new restaurant renowned for handcrafted tacos I'm not sure with mr. Modine would say about that but handcrafted they sound delicious to me no I'm here too a few coming out let me give you a second I don't I'm not hearing it this city is also renowned the city is also renowned for celebrating the medieval era so you can enjoy a four-course meal while you're watching nice just for their honor I haven't yet say it again Anaheim yes so you will be joining us dot next 2019 in the sunny Southern California area of Anaheim so please mark your calendars May 7 through 9 and then of course if you really enjoyed the learning and the fun that we had this week and maybe some of your teammates weren't able to join you we will be out on dot next on tour coming to a city near you and if you enjoy the conference experience and would like to participate six months from now across the pond please feel free to join us at Dominic's conference in London from November 27th through 29 and I think maybe one of the the high notes to end on then might be to circle back on freedom yeah you know like I said when I opened our show this week this is a community we talked about enterprise cloud we explored a lot around what invisibility means and what we're achieving together on that front and we talked about why why are we together on it's about realizing new freedoms freedoms to build the data so do you want to build all the way through to freedom to play and I was at the party last night and I saw a good deal play last night too you know we were thrilled to have you join us here this week as a continuation of this growing community I want to thank you for your time and your energy and your engagement to make this what it is and I thought also I wanted to mention a couple things first of all thank you to all the wonderful Nutanix engineers and employees that worked so hard to bring this all together and there's two people in particular I want to acknowledge as part of our Newt annex family and broader community here that really put their heart and soul into making this experience what it is the first is Aaron Alonso and her wonderful team who create this entire event thank you very much Aaron amazing there's another gentleman named Rohit Goyal and he's not the only one but Rohit more than anyone else and his colleagues spend immeasurable amounts of time creating the wonderful content that showed up in all of our breakout sessions Rohit thank you so much and as a reminder those breakout sessions actually continue our last said right after this session here we'll go to our last set of breakout sessions and then we're going to depart for home so again Julie and I both thank you so much for being a part of this week hope to see you in London and if not London I heard a yes and if not London certainly we'll see you in Southern California beautiful Anaheim next year thank you so much baby thank you Jordao free [Applause] ladies and gentlemen this concludes our afternoon keynote breakout sessions will begin in 20 minutes

(techno music) >> Announcer: Live from Las Vegas, it's theCUBE. Covering Dell Technologies World 2018. Brought to you by Dell EMC and its Ecosystem Partners. >> Welcome back to theCUBE, we are live on day one is Las Vegas, of Dell Technologies World. I'm Lisa Martin with Dave Vellante. And we have a couple guests joining us now. We've got Ruya Barrett, the VP of Product Marketing for Data Protection at Dell EMC. Welcome back to theCUBE. >> Thank you. >> Lisa: And we've also got Kerry "KJ" Johnson from FieldCore, you are a senior systems engineer. Welcome, KJ. >> Thank you very much. >> So, KJ, we'll start with you. Tell us a little bit about FieldCore. I know you're a GE company but what is it about FieldCore that you guys do that makes you unique and how are you working with Dell EMC? >> Okay, so FieldCore is a global service provider in the power services sector. Our customers are governments and large countries. We service and build power plants all over the world. We're in the power generation business. So, anything that generates power. That could be wind, it could be water, it could be traditional oil and gas, it could be nuclear, anything that generates power. Basically, what FieldCore does is we service it, and we keep the lights on around the world, especially in, we're in 92 countries. So, other countries don't have the infrastructure that the United States has and experience outages a little more frequently than us. So our job is to get the power back on as quickly and as efficiently as possible. >> So last fall in the U.S. we were slammed with a lot of natural disasters, including Hurricane Irma. You guys at FieldCore had a critical situation last fall when that hurricane struck. Tell us about that, and how working with Dell EMC Technologies you were able to recover. >> Okay, so last year, they changed the forecast on Hurricane Irma from coming up the east coast of the state to coming up the west coast. And they were projecting it to hit the Tampa Bay area, which put all of our production systems directly in its path. So with them projecting the storm to hit us within about three to four days, we weren't prepared for it. I was on a call with all of the directors, and they asked me, what was our level of preparedness for this storm. So I told them that as far as data protection, we had replication, that was fine. We were replicating all of our SAP, Oracle, databases, all of our email via Exchange and file systems, to our data recovery center that was in Atlanta, via Dell EMC RecoverPoint appliances, so that was fine. We had a recovery point objective of less than two minutes. We could go back two minutes and be up and running. The problem was, had the storm hit us, and we had to then throw over and go live at our DR facility in Atlanta because Tampa was down, we wouldn't have any way to have backups during that time that we were live. So that was a gap that I identified. They subsequently asked me, is there something that could be done in three days- >> Dave: Got any magic beans? >> Yeah, exactly, so I'm going, I'll do everything in my power to make something happen. So basically I got on the phone and called my Dell EMC Data Protection rep, Matthew Sattler. And he was actually at a Dell management boot camp in Boston I believe, at the headquarters. And he actually took my call. He snuck out of the meeting and answered the call, which was an all-day meeting, which was, that enabled us to do what we did. He offered a solution that we could actually use virtual appliances, because we had not rolled out our DR equipment yet, it was wasn't even scheduled to be delivered for two weeks. So he shored up the licensing, he called a sales engineer, who got in touch with me, his name was Dominic Greco, he's based out of Pittsburgh, great guy. He lined up all of the resources. I got my resources together, and we put a plan together, and we actually had the project started by the end of that first day. >> Just another day at the factory. >> Hey, you know, our customers call us and we answer. That's how it works. >> So, it's common scenario for you guys? >> I think we had an exceptional team on the account, so exceptional teams always make a huge difference, and I think in this case, we definitely had a great team. And I think one of the things that KJ talked about, is how flexible the software-defined data protection approach can be. I think sometimes people think of us as an infrastructure company, infrastructure meaning hardware predominantly, but our data protection capabilities are just as robust on the software-defined data center front. So I think the flexibility of being able to do DR, and put in place a DR environment, that gave KJ all that flexibility, is really a testament to the software capabilities. >> So could we just kind of review exactly what happened? So, if I understand it correctly, you were concerned about the exposure on your remote site, right? You're going to fail over, RPO of only two minutes, so you're going to lose, maybe exposed to two minutes of data loss, you can live with that in business, right, understood that, you communicate it. But then you have no way to back up that failover site. >> KJ: Yeah. >> And so, the team came in and what, you you accelerated a DR project that was sort of in the pipeline? >> Exactly, we had hardware that was scheduled to be delivered to Atlanta, and be deployed within two weeks, but we didn't have the two weeks. >> Ruya: Three days. >> So our DR facility was still running on a legacy product, and that wouldn't work for us, because all of our production data was backed up to data domain and it's not interoperable. So, we went with the virtual appliances, and we deployed a virtual data domain, a virtual Avamar appliance, running Dell EMC Data Protection Software Suite, and an NDMP Accelerator, I always have trouble with that one, for our file systems, and by the end of the day, they were deployed and we were already starting the replication. >> So in this situation did you do you failover proactively, or you just wait for the disaster to hit? What's the- >> Well, the thing was just to be prepared. So, the storm was projected to hit Saturday. Day two, was Thursday, and we convened the conference call, an indefinite conference call, that means I was going to be on it, all of Dell EMC's people were going to be on it, until either we finished, or the storm blew us away. So we monitored the replication all Thursday and by like 6:45 that evening, all of the data had replicated over to the DR, and the next day, the office had closed early so people could go home and hunker down for the storm, look after their families and their property, and we kept the call going from home, but the data had finished by that evening. And the storm hit, started coming around midnight that evening on Saturday. So, fortunately, the storm only hit us as a weak Category 1, so we never even had to throw over to it, but had it hit us as a Category 3, we would have been very much in trouble, had we, weren't able to accomplish that. >> So I wanted to get, kind of an idea KJ, in terms of what is the business impact that you've been able to achieve? You've obviously had to accelerate this part of your security transformation, which you were able to do, what's the business impact that your bosses, and their bosses in the C-suite, at FieldCore, have seen as a result of being able to have the agility, with Dell EMC to implement this so quickly? >> Well, some of the things that came into play with the setup that we had with Dell EMC, one was the Data Protection Suite encompasses everything, hardware, software, licensing, replication, it's all one suite of things. It's not nickel and dime add-ons or bolt-ons, it's one full protection suite. So the package that we had, Matt said, "You already have this package", you know, there's nothing to buy, there was no charge for any of the resources rolling it out because we were on a, what's called a utility mode of billing, and it's basically, it's like instead of a CapEx expenditure, where we buy hardware, we don't buy anything, they bring it out for free, they install it for free, as soon as we start backing up, okay, how much deduplicated data do you have on a data domain? We'll bill you for it. And they send us a bill every month. So that helped us out. >> And you know the data domain efficiency quotient is just through the roof, it's one of the best platforms for dedupe, so it really helps our customers, especially when you're talking about a utility-base model as well, that efficiency, that architecture, that really brings that to bear. >> Dave: What do you call this utility model? >> This utility, it's the utility model, it's just one of our consumption models. It's the flexible consumption models that we offer across data protection software, as well as our platforms. >> So it's a pay by the drink? >> Ruya: Yeah absolutely. >> Now, I'm interested in the ripple effects, and I don't know your business well enough, but it sounds like, not only were you covered, but had a Category 3 hit, your customers, there would've been a ripple effect here to your customers, around the world, 92 countries I think you said. Is that right or is it, is this not a real-time business? >> Well, our users, the vast majority of them, are field technicians, they're field service guys. >> Dave: Oh. They work on turbines, they work on boilers, they work on nuclear plants, they're out in the field. They work on windmills. So they're not very technical people, but all of the laptops that they carry and hook up to this equipment, feeds equipment into our systems, and our systems can't go down. So, the impact would've been pretty great had our systems been offline for any amount of time, because when your global you know, there's really no good time to be down. When I'm sleeping, there's people busting their butts in other countries and you know, middle production hours. >> So last question here Ruya, to you, on this theme of Dell Technologies World, of make it real, KJ you've done a great job articulating how you've been leveraging your partnership as well as the technology, to make your security transformation a reality. Ruya, last question to you is, there was a recent ESG study on IT maturity, can you share with us some of the impacts there that you've seen, and how it kind of relates to FieldCore? >> Yeah, absolutely, be happy to. So we just recently unveiled a study we did with ESG, where we surveyed 4,000 customers, IT professionals, over 16 countries. And it really had to do with the IT transformation maturity curve, and their adoption. And one of the things that was really interesting is customer feedback, was that transformed companies, that have gone through this massive IT transformation, are perceived to be 16 times more innovative, be 2 1/2 times more competitive, perceived as being 2 1/2 times more competitive, and six times more apt to have IT as part of the business decision-making process. And data protection was one of the top areas of this transformation as well, because it's so critical. As data's moving out of the data center and becoming more distributed, we talked about the distributed core today, going to the edge with IOT, and all of those types of applications, there is this massive amount of data moving out, outside of the data center. So data's growing, it's moving out, and it's also becoming more and more critical for customers. So data protection, that recoverability, operational recoverability, disaster recoverability, cyber recovery, are becoming more and more critical. And there was three things in the maturity curve on data protection. Transformed companies are basically protecting data in five types of different applications. So they're not really looking at just physical protection, which a lot of legacy companies are still kind of stuck at physical, and maybe virtual, and starting to really do a lot more on virtual. These guys are looking at data protection across distributed environments, they're looking at public cloud, they're looking at hybrid cloud, they're looking at physical, virtual, so very comprehensive. So that was number one. Two, is really self-service models. Transformed companies, that have gone through IT transformation for their data protection have enabled application owners to be able to do self-service. So that has become a part of how they offer data protection. And the last one was really about automation and automated policies. So when you add a virtual machine, when you bring in a new system, how do you automatically apply policies, so protection isn't something that needs to happen as a backend consideration? And I think KJ talked about some of those things as well. And they're doing a self-service model as part of what they're rolling out, as well as the automated protection policies. So I think they're well on their way to transformation, and this is what makes it great, in terms of the partnership we have with our customers. >> Well thank you both so much for stopping by, sharing, KJ the great successes that you've had with that one very, very potent example, Ruya thanks for stopping by and sharing with us that data protection continues to be hot, hot, hot. >> And thanks for having us again. Thank you, nice seeing you guys. >> Our pleasure. We want to thank you, you're watching theCUBE live, day one, Dell Technologies World in Las Vegas, stick around. I'm Lisa Martin with Dave Vellante. We'll be back after a short break. (techno music)

>> Voiceover: Live from San Francisco, it's The Cube. Covering Samsung Developer Conference 2017. Brought to you by Samsung. >> Okay, welcome back, everyone. Live here in San Francisco, this is The Cube's exclusive coverage of Samsung Developer Conference, SDC 2017. I'm John Furrier, co-founder of SiliconANGLE Media, and co-host of The Cube. My next guest is Dominic Venuto, who is the General Manager of the consumer division of The Weather Channel, and Watson Advertising, which is part of The Weather Company. Welcome to The Cube. >> Thank you for having me. >> Finally, I got the consumer guy on. I've interviewed The Weather Company folks from the IBM side, two different brands. One's the data, big data science operation going on, the whole Weather Company. But Weather Channel, the consumer stuff, Weather Underground, that's your product. >> Yes, you saved the best for last. We touch the consumer. >> So, weather content is good. So obviously, the hurricanes have been in the news over the years. Out here in California, the fires. People are interested in whether the impact, it used to be a unique thing on cable, go to the Weather Channel, check the forecast, read the paper. Now with online apps, weather is constantly a utility for users. So it's not a long-tail editorial product. It's pretty fundamental. >> Yeah, we want to be where our consumers are. Fundamentally we want to help people make better decisions and propel the world. And since weather touches everything, we need to be where the consumers are. So now, with all the digital touchpoints, whether that's your phone, or its a watch, your television, desktop if you still have one and you're still using it, as some of us do. We want to be there, for that very reason. And in fact, what we're aiming for, is to move from a utility, because if we are going to help people make better decisions, a utility only goes so far, would be a platform to anticipate behavior and drive decisions. >> So tell me about the Weather Underground and the weather.com consumer product. They're all one in the same now? Obviously one was very successful, with user generated content. This is not going away. Explain the product side of The Weather Channel consumer division. >> Yeah, so we have two brands in our portfolio, Weather Underground, which is more of a challenger brand. It's very data rich, and visualizes data in a number of different ways, that a certain user group really loves. So if you're a weather geek, as we call them, an avid aficionado of weather, and you really want to really get in there and understand what's happening, and look at the data, then Weather Underground is a platform. >> So for users to tie into, to put up weather stations, and other things that might be relevant. >> Exactly so, we started out in 2001, originally the first IOT implementation at the consumer level, connected devices. Where you could connect a personal weather station, put one in your back yard, and connect it to our platform, and feed hyper-local data into our network. And then we feed that into our forecast, to improve that, and actually validate whether the forecast is right or not, based on what people have at home. And we've hit a recent milestone. We've got over 250,000 personal weather stations connected to the network, which we are super thrilled about. And now, what we are doing is, we are extending that network to other connected devices, and air quality is a big topic right now, in other parts of the world, especially in Asia, where air quality is not always where it should be, that's a big thing we think we can... >> That's a big innovation opportunity for you, I mean, you point out the underground product was part of maker-culture, people do-it-yourself weather stations, evolve now into really strong products. That same dynamic could be used for air control, not just micro-climates. >> Exactly, yeah. >> In California, we had a problem this week. >> Exactly, California is a good example, really topical, where cities may have had great air quality, and all of the sudden the environment changes, and you want to know, what is it like? What is the breathing quality like outside right now? And you can come to our network and see that. And we're growing the air quality sensors every month, it's only been up a few months right now, so that's expanding quite well. >> So for the folks that don't know, The Weather Channel back end, has a huge data-driven product. I don't want to get into that piece, because we've talked about it. Go to youtube.com/siliconangle, search Weather Company. You'll see all our great videos from the IBM events, that are out, if you want the detail. But I do want to ask you, what's really happening with you guys, there's two things. One is, it's an app and content for devices, like Samsung is using. And two, essentially you're an IOT network. Sensors are sensors, whether they're user-generated, or user-populated, you guys are deploying a serious IOT capability. >> Absolutely, it's one of the reasons that IBM acquired The Weather Company, which houses the brands of Weather Underground and The Weather Channel, is that we have this fantastic infrastructure, this IOT infrastructure, ingesting large amounts of data, processing it, and then serving it back out to consumers at scale globally. >> What are you guys doing there with Samsung? Anything just particular in the IOT side, or? >> We've got a couple of initiatives going on with Samsung, a few I can't mention right now, but stay tuned. Some really cool things in the connect-at-home, that we're excited about, that builds on some of the work... >> Nest competitor? >> Not exactly a Nest competitor. Think more kitchen. >> Kitchen, okay. >> Think more kitchen. >> We had the goods, cooking in the kitchen, from our previous guest. So the question is, IOT personal, I get that. What else is going on with IOT, with you guys, that you can share? Lifestyle, in the home is great, but... >> So again, going back to how do we help people make better decisions, now that we are collecting data from not just personal weather stations, but air quality monitors, we are collecting it from cars, we are collecting it from the cell phone. We are really able to ingest data at scale, and when you're doing that, we've got hundreds of thousands of data sets that we are feeding into our models, when you do that, we've solved the computing challenge, now we are applying machine-learning and artificial intelligence to process this and extract insights. To validate data sets, in our forecast, and then deliver that back to the end user. >> One of the tech geek themes we talk about all of the time is policy-based something. Programming, setting the policy. So, connecting the dots from what you're saying is, I'm driving my car, and I want to know if it's hot, or the road temperature. I might want to know if I'm running too fast, and my sensor device on me wants to impact the weather, for comfortable breathing for me, for instance. The lifestyle impacts, the content of data, is not just watching a video on The Weather Channel. >> No, it's not. >> So this is a new user experience. It's immersive, it's lifestyle-oriented, it's relevant. What are some of the products you're doing with Samsung, that can enable this new user expectation? >> One of the products that we have right now, we we're one of the initial partners for the Made for Samsung program, is, we've got calendar integration in our app. So now we know, if you've got a meeting coming up, and you need to travel to get there, maybe there's a car trip involved, we know, obviously, the forecast. We know what traffic might be, and we can give you heads up, an alert, that says, hey you might want to leave 15 minutes early for that meeting coming up. That's in the Samsung product right now, which is really, again, helping people make better decisions. So we've got a lot of examples like that. But again, the calendar integration in the Made for Samsung app is really exciting. We recently announced, in fact I think it was this morning, we announced integration with Trip Advisor. So similarly, if we see time on your calendar, and the weather is fine for the weekend, we might suggest outdoor activities for you to go and explore, using Trip Advisor's almost one-billion library of events that they have. >> What's the coolest thing you guys are working on right now? >> Oh, that's a very long list. I say that I'm probably the luckiest guy in IBM right now, because I get to work with millions of consumers, we reach 250 million consumers a month, and I'm also bringing Watson to consumers, and artificial intelligence, which is a unique challenge to solve. Introducing consumers to a new paradigm of user interaction and abilities. So, I think the most exciting thing is taking artificial intelligence and machine-learning, and bringing that to consumers at scale, and solving some of the challenges there. >> Well contratulations. I'm a big fan of IBM, what they're doing with weather data, The Weather Company, The Weather Channel. Bringing that data and immersing it into these new networks that are being created, new capabilities, really helps the consumer, so. Hope to see you at the Think conference coming up next year. >> Yes, we are excited about that, and stay tuned, we may have some more exciting stuff to unveil. >> Make sure our writers get ahold of it, break the stories. It's The Cube, bringing you the data. The weather's fine in San Francisco today. I'm John Farrier with The Cube. More live from San Francisco, from the SDC Samsung Developer Conference, after this short break. (electronic music)