>>Welcome back to the cubes coverage of dr khan 2021 virtual. I'm john for a host of the cube. Got a great cube segment here at Donnie Bergholz, VP of products at Docker Industry veterans, seeing all the ways of innovation now uh had a product that dr dani great to see you. >>It's great to see you again to john >>hey, great program this year, Dr khan almost pushing the envelope again. Just the world's changed significantly over the past few years in this past year has been pretty crazy last year were virtual at the beginning of the pandemic, the watershed moment. Dr khan 2020 you know, with virtual event and then share action packed keynote track, uh four tracks run share build accelerate, you got a cube track, you've got live hits. Uh, community rooms global, huge growth in the developer community around Docker Kubernetes is now well understood by everyone and the general consensus is everyone's in production with it moving like a fast train cloud natives at the center of the action coupons, very operational operators. Dr khan's very development focus. So this is a key developer event really in the CNC F cloud native world. What's going on the process? Give us the update? >>Yeah. And I think you made a fantastic point there, john which is the developer focus. Uh, I joined dr back in october of last year and one of the first things that I did was make sure that we were going out there listening to our customers, having a lot of fresh conversations with them and using those as the core product strategy as we were talking to customers. What we learned fell into three big buckets around building sharing and running modern applications. So we've used those to create our product strategy which is based on solving problems that our customers and developers using Docker care about rather than lot of product strategies that I've come across as an analyst and as a leader on the enterprise side, which are very much feature factory driven of like here's the thing we can ship it, what kind of shove it in your face and try and sell it to you. So I'm really excited about what we're doing a doctor by delivering things that are developers really care about based on problems that they have told us are really valuable to solve problems that when we win, we went together and so we're focused on helping developers really accelerate their application delivery. So what are we doing? There's so much stuff and you know, if you've seen the keynote already, you'll see more and more of that. We announced for really big things and a lot of smaller things as well, um things like uh doctor verified publisher program which brings more trusted content. Um the doctor deV environments that help teams collaborate more effectively, um dr desktop on apple silicon bringing environments to the latest and greatest of machines that everybody is trying to get ahold of. Especially now that cps are harder to come by. Uh uh as well as uh some of those little things like scoped personal access tokens, which makes it easier for people to use a Ci pipeline without having to give it full right privileges and be concerned that if they get hacked, if the sea acrobatic it's hacked, then they get hacked to we're trying to help them defend against those kinds of cases. >>It's funny you made me think of the eye with the apple silicon comment, the supply chain threats that you've seen in hardware. And even here I'm hearing the word kicked around just in the CTO of doctor used the word supply chain, software supply chain. So again, you bring up this idea of supply chain, you mentioned trust. I can almost see the dots connecting, you know, in real time out in the audience out there saying, okay, you've got trust supply chain hardware, software, containers, there's no perimeter and clouds. You have to have a kind of unit level security. This is kind of a big deal. Can you just unpack this trend? Because this is a security kind of anywhere kind of not going to use a buzzword, but like supply chain actually hits home here. Like talk about that. What? All wise all this means? >>Yeah, I think Doctor is in a really interesting position in terms of how development teams and enterprises are adopting it, because it's been around for long enough that enterprises have come to trust Docker and it's really gotten in there in a way that a lot of brand new technologies have not. And yet we're still pushing the boundaries of innovation at the same time. So when when we think about where dr fits in for developers, we've got dr official images, which are probably adopted the default for anything you're going to do in a container. You go and get a doctor official image and start doing it. But then what Right? You pulling a bunch of those, you start building applications, you start pulling other libraries, you build your own code on top, um, on your DEV environment where you're probably running doctor desktop to do so. And so we've got content coming from a trusted source, we've got dr running on the developer laptop and then we've got everything else like where else does it go from there? Uh, and so there's a ton of um, both problem and opportunity to help bring all that complex kind of spaghetti pipeline mess together and help provide people with the path of they can have confidence in while they're doing so. It's interesting because it's different for developers than it is for option. Security teams very, very different in terms of what they care about. >>So talk about the automation impact because I can see two things happening. One is the trusted environment, more containers everywhere. And then you have more developers coming on board. Right? So actually more people writing code, not just bots, machines and humans. So you have more people flooding in writing code, more containers everywhere that need to be trusted? What's the impact to the environment? What's the but how do you, how does develop experience get easier and simpler when that's happening? >>We see that as you get more and more content, The tail, the long tail continues to extend, right, more and more community generated third party content. People publishing their own applications on Docker hub and all across the Internet. And that makes the importance of being able to discover things that you can trust that you can incorporate without worrying about what might be there all the more important. So we've got dr official images today, we announced the doctor verified publisher program. All these are things that we're doing to try and make it easier for developers to find the good stuff to use it and not worry about it and just move on with their lives. >>What's your vision and what's your, what stalkers take on the collaboration aspect of coding? I think it's one of the key themes here. Where does that fit in? What's the story with collaboration? >>Yeah, we see this as an area that really has been left behind around the adoption of containers, the adoption of kubernetes, the focus has been so much on that pipeline and that path and production and production container orchestration where we watched the generation of kubernetes arise and most of the vendors in the space, we're doing some kind of top down infrastructure deal right selling to the VP of Ops or something along those lines. Um and so the development of those applications really was left by the wayside because that's not a problem that the VP of us cares about, but it's a very interesting problem as we think about dr being focused on developers now to help those teams collaborate because no application is built in a closet. Every single application that is built is built in partnership with other developers, with product managers, with designers, all these people who need to somehow work together to review not only the source code, but the application as a whole. >>What does the product? Um, Evolution looked like as Justin Cormack and I were talking about, you know, developer productivity, the simplification containers as a P. I. S. What is the, what is the priority? How, how do you look at that? Because the securities front and center and a variety of security partners here in the ecosystem. Where's the priorities on the road map? You can, if someone asked you, hey Donnie, what's the bottom line? What's the product strategy? >>Yeah, our priority is the team. First and foremost, it is not optimizing for the single developer, it is optimizing for that team working together effectively. We feel that that is a very underserved audience of that developer team as a unit. Um, if you look at everybody in the container space, like I said, they're all kind of focused on operations, production, cloud environments, not on that team. And so we see that as a great opportunity to solve really important problems that nobody else is doing a great job of solving today. >>I gotta ask you on the team formation is the general consensus. Also in a lot of my interviews here at dr khan and outside in the industry, is that the, the monolithic organization building monolithic applications certainly has been disrupted. Certainly the engineering teams now look like they're going to be into end workloads, full visibility and to end with an s sorry, on the team, everyone kind of built in these teams. We kind of platform engineering flexing in between. So you don't have that kind of like silent organization certainly has been discussed for well, but this seems to be the standard. Now, what's your take on this and is that what you mean by teams that could you share your view on how people are organizing teams? Because certainly get hub and a lot of other leaders are saying, yeah, we see the same way these teams have, you know, threaded leaders and or fully baked team members inside these teams. >>Yeah, we definitely see that team as a cross functional team. It's not, you know, your your old world, we might have been like, you've got the development team here, you've got the QA team here, you've got the operations team there. It's completely not that it's that team is it's got developers on it. If there are dedicated testers or software engineers and test their on it, if they need to have a devops person or an SRE there on it as well, it's all part of the same team and that team is building on top of the platforms that are exposed by other teams. And that's the big shift that I think has been in the works for probably a decade at this point has been that kind of rotation of responsibilities that you used to be, that DEV's owned the DEV environment and DEV test and ops owned Prod and everything about PROd and now it's much more that there are platforms that span every environment and there's a platform team responsible for each one of those components that delivers it in a self service way. And then there are teams that build on top of that that own their application all the way from development through to production, they support it there on call for it. This is how we work internally, our development teams in our product development teams, I should say, because they're cross functional, really take ownership for their applications and it's it's a super powerful imperative. It gives people the ability to iterate much more quickly by taking away a lot of those gatekeepers. And it's it's the same thing as a matter of fact, when I was at an enterprise before I joined dr it's the same thing we did. A big part of our strategy was creating these self service platforms so that product teams could move quickly. >>Remember I interviewed during the QB was awesome. Great concept. Go back to look at that tape. That's not exactly not tape, it's on disk, but Great. Great concept. Let me ask you one more question on that because one of the things that's clear that's coming out even in the university areas Engineering DeVOPS has now brought in much more of a focus of the SRE that used to be an ops role but now becomes becoming developer. I mean it's DEVOPS, as you said, it's been going on for a while over a decade now it's much more clear that this s. R. Re engineering role is key. So with that I've always thought Doctor and containers is a perfect integration tool capability. I mean why not? I mean that's one of the benefits of containers as you allow, you can contain arise things. So if you play out what you just said about the team's integration is huge. Talk about how you see that evolving as a product person. >>Yeah. I think as you say, the integration is huge. Um You know, one way that I look at it is that the application itself or the service itself is defined by either a container or a set of containers. Um And the product development team cares about what's inside of that set of containers up and to that container layer or that group of containers layer. Whether that's the doctor file with its containers. Docker compose those kinds of things and then there might be a platform team responsible for running a great kubernetes environment, whether they're using a cloud platform or in house and they care about everything outside of the containers, up to the containers as that interface. Uh So when we think about those focuses, like Docker is all about that application in words. Um And a lot of the more production oriented containers vendors are container outwards. So it's very different when we think about the kinds of problems we want to solve. It's about making that application definition really easy and portable and enabling a clean handoff to SRE teams who may be responsible for running that Apple product. >>You brought up trusted content, trusted containers, modern applications earlier. What does trusted containers mean to you? I mean that's I mean obviously means security built in but there's a lot of migration there with containers, containers coming in and out of clusters all the time. They're being orchestrated. They're being used with state and state stateless data. What does trusted content mean? >>No. Really, for us, the focus is an interesting one because when we think about building, sharing and running applications for developers, our run means we want to give developers are great interface into the production environment. We don't want to provide the production environment. And so some of those problems are ones we deeply care about where the developers are making sure that they've got a trusted, secure, verifiable path to get the content that they are incorporating into their app all the way to production or to a point of hand off. If there is a point of hand off, once it gets to production, it becomes the problem of different products and different vendors to make it really easy for those same enterprises to effectively secure that application and project. >>What does containers is as an A P. I mean that's just docker reference classic approach or is there a new definition to containers as a piece? Our container ap >>Yeah, I think the question becomes really interesting when you start thinking about what's inside of each one of those containers and how you might be able to use those as building blocks. Even thinking about trends that are on the rise, like Loco Noko development, how could you imagine incorporating containers or a service composed of a group of containers um, into one of those kinds of contexts to do so you have to have a clean ap that you can define and published in support of how a different component would interface with every one of those containers. What are the ports? What are the protocols? What are the formats? Every one of those things is important to creating an API >>So I gotta ask you don? T put you on the spot because you've been on many, many sides of the table, analyst Docker, you've been at an enterprise doing some hardcore devops. If I'm a customer out there and say I'm a classic main street enterprise. Hey Donnie, I'm putting my teams, we're kicking ass. We've been kicking the tires, been in the cloud pandemics, giving us a little lift, we know it to double down on, we feel good about where we're going. Um, but I got a couple clouds out there. I'm all in on one. I got another one going, but I'm going hybrid all the way. I don't even know what multi cloud is yet, but hybrid means edge and ultimately distributed computing. What do I do? What's the doctor Playbook, What do you, what do you say to me? How do you keep me calm and motivated? Yeah, >>I think, you know, the reality is like you say every company is going to be running in multiple different environments. Um It's probably not the same application in multiple environments and different apps and they've gotten to a place maybe accidentally as different business units are different functions started picking different clouds of their choice and getting them there. But in the end of it, like the company as a whole has to figure out how do I support that and how do I make it all work together effectively and deal with all the different, not just levels of expertise in these different environments, but the different levels of performance and latency to expect as you have applications that may need to run across all those, um you know, I used to work in the travel industry and you might have somebody trying to book a flight and that's but you know, bouncing across a cloud to a data center, to a different cloud, to a service provider and on back and you can imagine very quickly, how do you solve for those latency problems that we know are correlated to user experience and in an e commerce kind of context correlated with revenue because people balance if they can't get a good response, it's complicated. The fact is it's just it's a hard problem to solve. Um containers can definitely help solve part of that by providing a consistent platform that lets you take your applications from place to place. That lets you build a consistent set of expertise so that, you know, a container here is like a container, there is like a container over there um And work with those in a fairly consistent way. But there's always going to be differences. I think it's very dangerous to assume that because you have a container in multiple places, it's going to provide the same levels of guarantees. And we had a lot of these conversations back in the early 2010s when private cloud was really starting to pick up steam and we said Oh let's make compatible storage layers. Uh And it was true to a point you could provide api compatibility but you had to run as hard as you could to keep up with the changes and you couldn't provide the same level of resiliency, You couldn't provide the same level of data protection, you couldn't provide the same level of performance and global footprint and all those provide what what does the A. P. I mean to a developer using it. It's all of those things regardless of whether they're in an api spec somewhere. >>That's a great call out looking at the how things are moving so fast and you just got to keep up. It's almost like you want some peace, peace time kind of philosophy. So I gotta ask you as you look at the landscape again, you've got a unique perspective running product over a docker which puts you at the front lines and looking at the whole marketplace as as a whole cloud native. But you also been an analyst. I got to ask you what does success look like because as the world changes that it's not always obvious until you see it. And then you know that success and then some people are trying different approaches. How do you tell the winners from the losers or the better approaches versus the ones that struggle? Is there a pattern that you're seeing emerge from the pandemic as a team is a tech? What's the, what's the pattern of success that you see? Development teams and organizations deploying that's working and what's a sign of bad things? >>Yeah, I think, you know, one of the biggest patterns is the ability to iterate quickly and learn fast. You know, if there's nothing else that you can do, you just think about what are those basic principles that let you be Agile? Not as a development team. Agile is a company getting from those ideas and that customer feedback all the way through the loop. To build that thing, tested with your customers before you ship it, get it out there. Maybe you do some kind of a modern deployment practice to decrease your risk as you're doing so right. It's Canary, it's rolling, releases its blue green, all those things Right? How do you d risk, how do you experiment while you're doing so and how do you stay agile so that you're able to provide customer value as fast as possible? Almost every failure pattern that you see is one that happens because you're not listening to your customers effectively and often enough and you're not iterating quickly enough so you're building in a direction that is not what they wanted or needed, >>you know, looking at Dr khan 2021 this year, look at the calendar, the cube tracks in there, which I'm excited to do a bunch of coverage on. It's always fun. But you got the classic build share run, which is the ethos of Doctor, but you get a new track called accelerate, there is an acceleration coming out of the pandemic more than ever. Um it's been pretty cool. I mean you're seeing a lot more action in all areas but talk about the acceleration with containers and what you what you're seeing on the landscape side of the industry and how that's impacting customers. What specifically is this acceleration really all about? >>Yeah, when I think about what acceleration means to me, it's about how do you avoid building things, avoid finding things that you don't need to spend your time on? How can you pick things up? Incorporate those into your workflows, incorporate those into your applications that you don't have to build it yourself right, you can accelerate every time you want to accelerate. Its because somebody else built something that you can then reuse and build on top of whether its application components, whether that's SAs or apps, developer services, whether that's pre integrated pipelines. So you've already got plug ins and tools that work every one of those things as an accelerator, A lot of them are delivered by all kinds of different vendors all over the map. And so if they don't integrate well together, if there aren't open A. P. S, if there aren't pre integrated offerings, it's not gonna be an accelerator is gonna be exactly the opposite. It's going to be I want to get this thing in, let me bring in five or six different consulting teams to start trying to piece all this stuff together. Big, big slow down. So the pretty integrated solutions, the open A. P. S. Those are the kinds of things that really are going to accelerate people. >>I can't I can't agree with you more on this whole slowdown thing. And one of the hardest things to do is insert new team members are new kind of rules and process into kind of already accelerated momentum, which is hard. This is a hard new kind of a cloud native dynamic, which is scale and speed are critical, right? So it's one of those things that's actually benefit. But if you don't rein it in a little bit, how do you balance that? What's your advice to folks? This is, this is a common problem. I mean, it could get away from you. It's on one hand, but if you slow down too much, it's a gridlock and you, you misfire. What's your thoughts on this? >>Yeah, that, that balance of scale and speed. Um, and it definitely is a balance there. You know, I think there's always a danger of over architect ng for your current state of reality. Um, and you know, one of the things that I've learned over the years is, you've got to, you got to scale your process and scale your architecture to where you're at and where you're going to be soon, if you start Designing for five years, 10 years down the road, um it's going to slow you down in the short term and you might never get to where you thought you were going to be in five or 10 years. You've got to build for where you're at, built for where you're going soon, you're not gonna go for the future. And this is, it ties into these ideas like evolutionary architecture, like how do you build in a way that makes change easy because, you know, things are always going to change. Um, you know, some of the recent trends around things like project product playing so well to this, right? It's not like a project team comes together and builds the solution and then walks away and the solution works untouched for years or decades. Instead, it's it's that agile approach of is a product team there long lived. They own what they're building and they support it and they continue to enhance it, going forward to improve their ability to meet their customers needs over time. >>Yeah, and I think that's a super important point. The magical product team that just scales infinitely by itself while you're sleeping is different. Again, the team formation is an indicator of that. So, I think this whole agility going to the next level really is all about, you know, a series of these teams. Micro micro teams. Microservices, I mean, again, monolithic applications yielded monolithic organizations. >>Microservices >>brings in kind of this open source ethos, this new hate to use the term to Pizza team because it's an Amazonian thing, but it kind of applies here, Right? So you got to have these teams. I had to focus and to end and take ownership of that, whether it's product, platform or project at the end of the day, you're still serving customers. Final question for you on. Well, I got you here. I know end user experience you brought this up earlier. This is a huge important piece. I think last year, you and I talked about this briefly in our interview as developers come to the front lines of the business, some of them all don't have M B A. S and that always, you know, going to business school and some of the best engineers shouldn't go to business school in my opinion, But but you know, they have to learn the vernacular of complex topics, understand quality, get bring craft into the software more and more developers on the front lines closer and closer to the customer as they go direct. This is a huge change from just 5, 10 years ago. What's your thoughts on this? And what do you tell people when when they say hey donnie what how should I ah posture to the customer? What can I do to get better? What do you say to that? >>Yeah it's a great question. Um and it's one that I think a lot of companies are struggling to solve. How do we bring developers closer to the customers? And what does that mean? One of the things that we do regularly at Dr is we bring our developers along on customer interviews. So our product managers are constantly out there, you know kind of beating the virtual street, talking to developers talking to customers. Um and regularly they'll bring developers on the same team along. This is super valuable in helping our developers really build an understanding of the customers are building for, right. It may not even be about that specific thing that they're building on that one day. Um but it's about understanding the customer's needs and really making that something that is internalized in the way they think about how do they solve problems? How do they design solutions? How do they do? So in a way that is much more likely to resonate with the customers. Um Do they have an NBA? No, but where do you start? You gotta start somewhere? You start by bringing people into the conversation, so we don't expect them to lead an interview. We expect them to come along, learn and ask questions. And what happens so often is that people with, you know, the business in other companies might say yeah, developers, they're just these tech people will just like give him a set of requirements and they'll deliver stuff. Um but bring them along for the ride and letting them interact with the customers that are using their product is an amazing and exciting experience for developers. We hear consistently just super excited, treat back. >>It's clearly the trend. I mean one of the best, the best performing teams have the business and developers working together. It's really interesting phenomenon. I think it's going to change the makeup of taking that and to end approach to a whole nother level dani. Great to have you on. Great to see you final question. Um take a minute to put a plug in for the product team over there. What are you working on? What are you most excited about? Give a quick plug? >>You know, I am super excited about what we're doing in both trusted content and around team collaboration. Um I think both of those are just going to be amazing. Amazing opportunities to improve how developers are working on their microservices. It's so fragmented, it's so complicated that helping make that easier is going to be really important and valuable an area for development teams to focus on. >>Uh, Dr khan 2021 Virtual, Donnie Bergholz, VP of products and Dakar, good friend of the CUBA and the industry as well. Dani, thanks for that. Great insight and sharing some gems you drop there. Thanks. >>All right. Thank you. All >>right. Dr khan coverage I'm john for your host of the cube, The Cube track here at Dakar 2021 virtual. Thanks for watching. Mhm.

(funky upbeat music) >> Live from Barcelona, Spain. It's theCUBE covering Cisco Live! Europe. Brought to you by Cisco and its ecosystem partners. >> Welcome back to Barcelona everybody we're wrapping up day one of Cisco Live! Barcelona CUBE coverage. I'm Dave Vellante, he's Stu Miniman. You're watching theCUBE, the leader in live tech coverage. Donnie Williams is the IT Director at Scott Equipment out of Louisiana and Eric Herzog is back. He's the CMO of IBM Storage. Gentlemen, good to see you, welcome. >> Thank you. >> Thank you for having us. >> You're very welcome. So tell us about Scott Equipment. What do you guys do? What's the company all about? >> We're a heavy equipment dealer, so we've been in the business for 80 years, privately owned company. And so we started out in farm implement 80 years ago by the founder Tom Scott which is where the name Scott Equipment comes from. And so we transitioned over the years to construction equipment and we're now, so back in 2014 we sold all of our, the farm stores that handle all of that equipment, and now we're strictly servicing the construction industry and petrochemical industry. >> So you're a dealer of large equipment. And you service it as well, or? >> Yes we service it. We're primarily a rental company first. Then we also sell what we rent. We service it and it also parts as well. >> So we're talking massive? >> Yes big. If you think, one of our main clients is Volvo which if you've seen the show Gold Rush, that Volvo equipment that you see there, that's what we sell. >> It's incredible machines. >> Yeah, yeah they are I had a chance to play with one. I went to a Shippensburg Pennsylvania where their North America office is and had a chance to play with their largest excavator. That was fun. >> So is a lot of you IT centered on sort of the maintenance business and the service business or? >> Yes. Mostly Mirror is like a car dealership. So like I said, we do sale service, parts, all of that. >> So the business flow starts after the sale is made, obviously. >> Exactly, yes, we sell, yeah, exactly. We get the equipment out there in the territory and then the revenue continues to come in. >> So what are some of the challenges, the external challenges that are driving your business? >> So really, our, the whole heavy equipment industry is, is kind of behind the times in my, from a dealership perspective. From a manufacturer perspective. They're somewhat up with technology, especially Volvo, but from a dealership, they're mainly privately owned, so they're not, there's not a whole lot of resources in technology. That's not a focus for them. They're focused on the business side of it, so. When I first started at the company 10, 11 years ago now, there was one guy servicing 600 employees. And it was-- >> One IT person? >> One IT person. So, as you can imagine, it was a nightmare. I mean it's not the guy's fault. I don't blame him at all. It's just the way that they had done business and not changed. >> He was a bummed out IT person. >> Yeah, right exactly, yeah. >> Now how'd you guys find them? >> So they're a customer of ours for the verses stack. We have a partner that they've been buying their IBM and their Cisco gear from, and then when they were doing a modernization effort, the reseller talked to Scott and said, Donnie, what d'ya think? How about doing this converge infrastructure. Easier to employ at sep-tor. So it all came through their existing channel partner that they were using for both IBM gear and Cisco gear. >> So you wanted a solution that one guy could run, right? >> We've now at least grown that, our company to, now we have six total in our department. So we've changed a lot since I started 11 years ago. >> And what are they spending their time doing? >> Primarily, we do a lot of help desk, assistant administration, we do mostly, my focus is to make sure that our employees are satisfied so they can take care of the customer. And that's the primary goal and along with that comes systems administration, as well, so. >> But you know, a full stack like this. I mean the joke. You need more than one person. >> Right. But it's going to be simplified, you know what you're buying, >> Right, exactly. >> It's predictable, and therefore, you shouldn't need to be seen on a day to day basis. >> Yes, I like keeping things simple, simple as possible. So, that makes my job easier, it makes my team's job easier, as well. >> So what kind of things are you driving? Is it, ya know, data protection? Is it, what sort of, you know, use cases do you have on your stack? >> We're from our, we're servicing on our, with Cisco, I'm sorry, verses stack. It's mostly it's all private cloud. We're servicing applications that supplement our core ERP system. So, we have reporting solutions. When we first bought the verses stack, we were considering moving to another ERP system, and we would have that infrastructure in place to migrate to that. So we still have that, actually, element table as an option for us. >> The migration to a new ERP system? >> Yes. >> We should talk afterwords. >> We're avoiding that all costs. >> Right, well, of course. You don't want to convert if you don't have to. Yeah but sometimes it's a business case. Sometimes it's hard to make. We'll talk. >> Exactly. >> Cloud in your future or present? >> We're doing some-- >> SAS stuff, or? >> Yeah a little of that. I mean anything. I mean things that make sense for us to do cloud. Security services. We're doing, of course, probably the most common is hosting email. We're doing a lot of that. Share point. That type of solution in the cloud. >> How long you've been with the company? >> 11 years. >> 11 years, okay, so, thinking about the last decade, I mean a lot has changed. >> Yes. >> What are you most proud of? What's like your biggest success that you can share with us? >> Really building the IT department and bringing our company into the 21st century from a technology perspective. I mean, like I said, we had one person that was handling it. It was really impossible. I mean, you couldn't depend on one person and expect the company to survive long term. >> Yeah, that one person had to say no a lot. >> Exactly, right. He just couldn't get everything done. >> So, really that modernization and that's kind of where you guys came in, right? >> IT modernization play. The verses stack is heavily used for that and, you know, as we've said on the earlier interview, we had a CSPN. We've also used it to go to the next level from an IT transformation to the future. 'Cause in that case, as you know, that was a CSP who uses it to service, you know, hundreds of customers all across the UK in a service model. And in this case, this is more of a IT modernization, take the old stuff, upgrade it to what it was. They even had an old IBM blade servers. That's old this stuff was. Old XE6 Blade servers that must've been 10 years old before they went to the verses stack. >> How many people in the company? Roughly? >> Right now, we've actually sold off side since I've been with the company, we've sold off some of our nonperforming business units. We're probably roughly around 550 now. >> Okay. >> So I mean, we're actually more profitable now than we were 11 years ago. We have less employees, but our profitability is actually exceeded. >> Theme of simplification. >> Exactly, right. >> So what's the biggest challenge you face as the head of IT, today? >> The biggest, probably the biggest challenge would be me wanting to implement technologies that are not ready. I want to have the competitive edge of the industry. I want to be able to be ahead of the curve. And that's probably the biggest challenge. >> And you're saying you can't because the tech isn't ready? Or it's a skills issue? >> It's just the industry. Just trying to work with vendors and getting them to be ready for, I say vendors, manufacturers. They're our vendors. To get them to, and know their dealers as well. To all be acceptable to the technology's that's been there 20 years. >> What would you say is the top, number one, or the top things IBM has done to make your life easier? And what's the one thing they could to do that they're not doing that could make your life easier? What's the, start with what they've done. You know what the success is that have helped. >> Really, we've been a longtime IBM customer. We have not just the verses stack, but we also have the power system, which actually runs our core ERP. >> Ah, okay, so. >> So I mean, we've had long standing relationship with IBM. Reliability is there. The trust is there, as well. >> Yeah, long term partnership. Alright, what's the one thing they could do? If you could wave a wand and you said, IBM will to X, what would x be to make your life better? >> Cut the price. >> Ah, here we go! (all laughing) I should've prefaced that soon! Besides cut the price. Alright we'll leave it there on that topic. But you know, the power system thing brings up, you know, our friend Bob Piccano's running the cognitive systems group now. You guys doing some stuff with AI. Maybe talk about that a little bit. >> So what we've done is two things. First of all, we've imbued inside of our systems AI all over the place. So for example, we tier data which can do not only to own array, but literally to 440 arrays that have someone else's logo on them. It's all AI done. So when the data's hot, it's on the fastest tier. So if you have 15,000 RPM drives and 7,200 RPM drives, it goes to 15,000 when it cools off. AI automatically moves it. The storage admin does nothing. You don't set palsies AI takes care of it. We have Flash, and you have hard drives. Same thing. It'll move around. And you could have an IBM array talking to an EMC array. So all sorts of technology that we've implemented that's AI in the box. Then on top of that, what we've done is come up with a series of AI reference architectures for storage as one of the critical elements of the platform. So what we've done is create what we call a data pipeline. It involves not only our storage arrays, but four pieces or our software, spectrum scale, which is giant scale off file system, in fact, the two fastest supercomputers in the world have almost half an exabyte of that software, storage with that software. Our spectrum discover, which we announced in CUBE 4, which is all about better management of metadata. So, for AI workloads, big data analytic workloads, the data scientist doesn't prep the data. They can actually talk to what we do, and you can create all these metadata templates, and then boom, they run an AI workload on Thursday, and then run an analytic workload on Friday, but all automated. Our archive, and then our cloud object storage. So, all that is really, think about it more as an oval, because when you're doing an AI system, you're constantly learning. So the thing you got to do is, one, you've got to have high performance and be able to handle the analytics which you we do on Flash. 'Kay, so the Flash is connected. You've got to be able to move the data around and part of the thing with the Spectrum Discover is that we can talk through an API, to a piece of AI software, to piece of analytic software, to a piece of big data software. And they can literally go through that API, create templates for the metadata, and then automatically suck what they need into their app and then munge it and then spew it back out. And then obviously on the archive side, want to be able quickly recall the data because if you think about an AI system, it's like a human. So let's give you my Russian example. So I'm old enough, when I was a kid, there were bomb shelters in my neighborhood that people dug in the backyard. Then we have, you know, Nixon lighting up the Chinese. Then we have Reagan and Gorbachev. Next thing you know, the wall comes down, right? Then the next thing you know, there's no longer a Soviet Union. All of a sudden, ah, the Russians might be getting a little aggressive even though they're no longer communist, and now you see, depending on which political party, that they're totally against us, or they're totally helping us, but, you know, if they really were hacking systems, whatever political party you're in, they really were hacking our systems trying to manipulate the election. Pro or con, the point is that's kind of like a cyber attack. And that's not a good thing. So we learn and it changes. So an AI system needs to understand and change, constantly learn, if all of a sudden you have flying cars, that's going to be different than a car with tires. Now a lot of it may be the same. The interior, all the amenities, but the engines going to be different, and there are companies, including the big three, four, five, auto, who are actually working on flying cars. Who knows if it'll happen, but the AI system needs to understand and learn that and constantly learn. And so, the foundation has to heavily resilient, heavily performant, heavily available, last thing you want is an AI system going down on you. Especially if you're in healthcare, or big giant manufacturing, like Volvo, his customer. When they're building those cranes and things, they must cost 50, 60 million dollars. If that assembly line goes down, it's probably a big deal for them. So you need AI systems that always keep your other systems up and running. So you have to have that solid foundation of storage underneath. >> Awesome, alright, we got to leave it there. Give the customer the last word. Donnie, first time in Barcelona, right? >> Yes it is. >> How are you finding the show and the city? >> Oh it's awesome. This is my fifth Cisco Live. First time in Europe, so yeah. Enjoying it. >> Good, good. Well thank you guys for coming to theCUBE. >> Great thank you for coming. >> Thank you! >> Really appreciate it. >> You're welcome. Alright keep it right there everybody. We'll be back to wrap day one Cisco Live! Barcelona. You're watching theCUBE. (techno music)

>> Live from Barcelona, Spain. It's the cue covering Sisqo Live Europe, brought to you by Cisco and its ecosystem partners. Welcome back >> to Barcelona. Everybody would adapt. Wrapping up day one of Sisqo live Barcelona Cube coverage. I'm David. Long day. He's stupid men. You're watching the Cube. The leader in live tech coverage. Donnie Williams is it director at Scott Equipment out of Louisiana. And Eric hurts August back. He's the CMO of IBM storage. Gentlemen, good to see you. Welcome. >> Thank you for having us. >> You're very welcome. So tell us about Scott equipment. What do you guys do? Look, what's the company all about were >> a heavy equipment dealer, So we've been we've been in the business for eighty years, privately owned company. And so we're we're We started out and farm implement eighty years ago by the founder, Thomas Scott, which is where the name Scott equipment comes from. And so we transition over the years, Teo construction equipment, Andi were now back in two thousand fourteen, we sold all of our the farm stores that handled all of that equipment. And now we're We're strictly servicing the construction industry and petrochemical in >> history. So your dealer of exactly what equipment and your services as well? >> Yes. We service that we were primarily a rental company. First then then we We also sell what we rent. We service service it and and also parts as well. So we're talking massive? Yes, they got. If you if you think our one of our main lines is Volvo, which you have you have you seen the show? Gold rush that that Volvo equipment you see there, that's that's what we sell. So is incredible machine. Yeah, Yeah, they are. Hada chance tio to play with one. I went Teo Shippensburg, Pennsylvania. Where were their North America offices and had a chance to play with their largest excavator? That was That was >> fun. So is a lot of your Senate on sort of the maintenance business in the service business? >> Yes. So we were just mostly. Mirror is like a car dealership. If if you so we were like I said, we do sale service parts, all of that. >> So the business flow starts after the sale is made on >> exactly. Yes. We still like, Yeah, exactly. We get. We get equipment out there in the in the in the territory, and then the revenue continues tio to come in. >> So what are some of the challenges? The external challenges that are driving your business? You really >> are. The whole heavy equipment industry is It's kind of behind the times in my from a dealership perspective from from a manufacturer perspective there. They're somewhat up with technology, especially especially Volvo. But from a dealership there, there might mainly privately owned. So they're not there's not a whole lot of resource is in, and ah, in technology they don't. That's not a focus for them that they're they're focused on the business side of it. So what? We we're not When I first started the company ten, eleven years ago, now there was one guy servicing six hundred employees and and it was one eyed person, one i t person. So, as you can imagine, it was, it was a nightmare. Go. I mean, it's not the guy's fault. I don't blame him at all. Is this Is this the way that they had done business and not change bombed out, >> right? Exactly. Yeah. Guys >> find them. >> So their customer of ours for the versus stack, we have, ah, partner that they've been buying their IBM in their Cisco gear from. And then when they were doing a modernization effort, the reseller talk to Scott and said, Dani, what do you think? How about doing this? Converge infrastructure. Easier to play. It's after. So it all came through their existing channel. Part of that they were using for both IBM gear and Cisco Gear. >> So you wanted a solution. That one guy could run, right? We've now at least growing that company to house. We have six total in our in our department. So we've changed a lot since I started the eleven years ago. >> And why are they spending their time doing what? Premier >> Li? We do a lot of help desk on systems administration way do mostly, uh, are My focus is to make sure that our employees are satisfied that so they could take care of the customer, and that's that's the primary goal. And along with that comes comes systems administration. A cz. Well, so, But, >> you know, a full stack like this. I mean, the joke. You need more than one person, but it's going to be simplified. You know what you're buying, right? Predictable. And therefore, you shouldn't need to be seen on a basis. >> Yes, I like keeping things simple. Simple as possible. So that makes that makes my job easier. It makes my team's job easier. What >> kind of >> things you driving? Is it? You know, data protection, is it? You know what? What? What? What sort of, you know, use cases do you have on your stack >> on that Were from our were servicing on our with Francisco verse. Sorry versus stack. We are mostly it is all profit cloud were servicing applications. That's the supplement. Our court system. So we have reporting solutions. We were when we first bought it. The vs stack way were considering moving to another Air P system. Oh, and we would have that that infrastructure in place tio migrate to that. So we see what we still have that that actually on the table as a as an option >> for us, but the migration to a new Europe E system. Yes, we should talk afterwards. No, you >> were warning that it >> all about you. Of course, you don't want to convert if you don't have to write. But sometimes there's a business case. Sometimes it's hard to make you talk. Cloud in your in your future president were doing some that's ass stuff. >> Yeah, a little of that. I mean, anything. I mean things that that makes sense for us to to cloud I security services we're doing. Of course, probably most common is hosting email. Were doing a lot of that share point that that type of solution in the cloud >> How long you been with the company? Eleven years. Eleven years. Okay, So, thinking about the last decade, I mean, it's a lot of lot has changed. Yes. What's your What do you most proud of? What you like your biggest success that you can share with us. Oh, >> really? Building my the that dude the I T department and bringing our company into the twenty first system century from a from a technology perspective. I mean, like I said, we had one person that was that was handing. It was really impossible. I mean, you couldn't depend. Depends on one person. And and and, yeah, expect the company's or saw survive long term. Yeah, That one person had to say no a lot. Exactly. Right. Why would he? Just couldn't get everything >> done right? So that really that modernization? Yes, I know where you guys >> can. Ninety Mater, My team modernization play. The versus stack is heavily used for that. And, you know, as we said, on the earlier and every we had to see ESPN, we've also used it to do you know, to the next level from a night transformation to the future. Because in that case, as you know that was a CSP who uses it to service. You know, hundreds of customers all across the UK in a service model. And in this case, this is more of a mighty modernization. Take the old stuff, upgraded to what it was. They even have old IBM blade servers. That's how old the stuff wass old, actually, six played servers that must have been ten years old before they went to the Versus Stack. >> How many people in the company >> right now? We've actually sold off side since I've been with the company we sold off. Some of our non performing business units were probably roughly around five hundred fifty now. Okay, so I mean, we're Ah, we're actually more profitable now than we were eleven years ago from Ah, I mean, we have less employees, but our profitability is actually exceeded >> the name of simplification. Exactly. Right. So what's the biggest challenge you face Is the head of it today? The biggest, Probably >> the biggest challenge would be me wanting to implement technologies. They're not really not ready. I want it. I want tohave the competitive edge, that of the industry. I want to be able to be ahead of of the ahead of the curve. Uh, and that's probably the probably biggest challenge. And you're >> saying you can't Because the tech is ready or skills >> is just is just the industry just trying Teo. I work with vendors and getting getting them to be ready for I say, vendors, manufacturers, they're our vendors. Toe Get them Tio and other dealers as well. Teo Teo Albee. Acceptable to technology that's been there twenty years. >> What would you say is the but the top number one or the top things that IBM has done to make your life easier? And what's the one thing they could do that they're they're not doing that could make your life easier. What's the start with what they've done? You know whether successes, you know that >> really? Really. I mean, we've been a long time IBM customer. We have not, not just the versus Stack, but we also have the power system, which were actually runs are our core AARP. Um, okay. And so that we had long standing relationship with IBM, and the reliability is there. The trust is, >> there's well, a long term partnership. But what's the one thing they could do? One thing that you could If you could wave a wand and IBM will do x what would x B to make your life better? Uh, cut the price way. Go >> way. I should have prefaced that something that size >> on that topic. But you know, the power system thing brings up. You know, our friend Bob. Pity on who's running the cognitive systems group now You guys do with some stuff in a I talked about that a little bit. >> So what we've done is two things. First of all, we've been beauty inside of our system's ai ai all over the place. So, for example, we tear data which can weaken due not only to our own array, but literally two four hundred forty rays that have someone else's logo on them. It's all a eye dunce. When the data is hot, it's on the fastest here. So if you have fifteen thousand rpm drives in seventeen hundred rpm drives, it goes to fifteen thousand. When it cools off A. I automatically moves that the storage admin does nothing. You don't set policies, A takes care. We have flash and you have hard drive's same thing. It'll move around and you could have on IBM array talking to any AMC array. So all sorts of technology that we implement, that's a I in the box. Then, on top of that, what we've done is come up with a Siri's of a reference architectures for storage, as one of the critical elements in the platform. So we've done is create what we call a data pipeline. It involves not only our storage raise, but four pieces of our software spectrum scale, which is giant scale out file system, in fact, to fastest super computers in the world have almost half an exabyte of that software storage. With that software, our spectrum discover which we announced in queue for which is all about better management of metadata. So for a I workloads, big get anally work loves the data scientist doesn't prep the data. They can actually talk to what we do, and you could create all these meditate a template, then boom. They run a a ay workload on Thursday and then run a analytic workload on Friday. But all automated our archive and then our cloud objects towards. So all that is really think about it. Maura's an oval because when you're doing an A I system, you're constantly learning. So the thing you got to do is one you've got to have high performance and be ableto handle the analytics, which we do on flash. Okay, so the flashes connected, you've got to be able to move the date around. And part of thing with the spectrum Discover is that we can talk through an A P I to a piece of a AI software two piece of analytic software to piece of big data software, and they can literally go through that. AP I create templates for the metadata and then automatically suck what they need into their app and then munge it and then spirit back out and then obviously on the archives side, you want to be able to quickly recall the data, because if you think about a I system, it's like a human. So it's giving my Russian example. So I'm old enough. When I was a kid, there were bomb shelters in my neighborhood that people dug in the backyard. Then we have, you know, Nixon lightening up with the Chinese and we have Reagan and Gorbachev next, You know, the wall comes down right then. Next thing you know, there's no longer Soviet Union. All of a sudden, no, the Russians might get a little aggressive, even though they're no longer communist. And now, you see, depending on which political party. Either they're totally against us where they're totally helping us. But, you know, if they really were hacking systems whose whatever political party urine, they really were hacking our system, tried to manipulate the election pro or con. The point is, that's kind of like a cyber attack, and that's not a good thing. So we learn and it changes. So when a I system needs to understand and change constantly, learn. If all of a sudden you have flying cars, that's going to be different than a car with tires. Now, a lot of it, maybe the same, the interior, all the amenities. But the engine is going to be different. And there are companies, including the big Big three, four five who are actually working on flying cars, knows it will happen. But the A I system needs to understand and learn that and constantly learning. So the foundation has to be heavily resilient, heavily performance, heavily available, lasting one is an A I system going down on you, especially if you're in health care or big giant manufacturing. Like Volvo, his customer. When they're building those cranes and things, they must cost fifty sixty million dollars at that assembly line goes down its prey a big deal for them. So you need a I systems that always keep your other systems up and running. So you have to have that solid foundation storage underneath. >> Awesome. All right, we got to leave it there. Give the customer the last word. Donnie. First time in Barcelona, right? Yes. It ISS how you find in the show and the >> syphilis is awesome. This's my, actually my fifth, uh, Cisco lifers our first time in Europe, so yeah, enjoying it. >> Good. Good. Well, thank you, guys. For German of the >> correct. Thank you. Have you appreciate it? >> You're welcome. Alright. Keep right there, everybody. We'll be back to rap Day one. Sisqo live Barcelona watching you.

(lively music) >> Hello, and welcome to this special CUBE conversation. I'm John Furrier, founder of SiliconANGLE Media, co-host of theCUBE. We are here in our Palo Alto Studio to have a conversation around cloud computing, multi-cloud, hybrid cloud, the changes going on in the IT industry and for businesses across the globe as impacted by cloud computing, data, AI. All that's coming together, and a lot of people are trying to figure out how to architect their solution to scale globally but also take care of their businesses, not just cutting costs for information technologies, but delivering services that scale and benefit the businesses and ultimately their customers, the end users. I'm here with a very special guest, Donnie Berkholz, who's the VP of IT services delivery at CWT, Carlson Wagonlit Travel. Also the program chair of the Open Source summit, part of the Linux Foundation, formerly an analyst, a great friend of theCUBE. Donnie, great to see you. Thanks for joining us today. >> Well, thanks for having me on the show. I really appreciate it. >> So we've been having a lot of conversations around, obviously, cloud. We've been there, watching it, from day one. I know you have been covering it as an analyst. Part of that cloud ought to go back to 2007, '08 time frame roughly speaking, you know, even before that with Amazon. Just the massive growth certainly got everyone's attention. IBM once called Amazon irrelevant. Now going full cloud with buying Red Hat for billions and billions of dollars at a 63% premium. Open Source has grown significantly, and now cloud absolutely is the architectural linchpin for companies trying to change how they do business, gather more efficiencies, all built on the ethos of DevOps. That is now kind of going mainstream. So I want to get your thoughts and talk about this across a variety of touchpoints. One is what people are doing in your delivering services, IT services for CWT, and also trying to get positioned for the future. And then Open Source. You're on the Open Source program chair. Open Source driving all these benefits, now with IBM buying Red Hat, you've seen the commercialization of Open Source at a whole nother level which is causing a lot of conversation. So tell us what you're doing and what CWT is about and your role at the company. >> Absolutely, thank you. So CWT, we're in the middle of this journey we call CWT 3.0, which is really one about how do we take the old school green screens that you've seen when you've got travel agents or airline agents booking travel and bring people into the picture and blend together people with technology. So I joined about a year and a half ago to really help push things forward from the perspective of DevOps, because what we came to realize here was we can't deliver quickly and iterate quickly without the underlying platforms that give us the kind of agility that we need without the connections across a lot of our different product groups that led us, again, to iterate on the right things from the perspective of our customers. So I joined a year and a half ago. We've made a lot of strides since then in modernizing many of our technology platforms. The way I think about it here, it's a large enterprise. We've got hundreds of different applications. We've got many, many different product teams, and everything is on a spectrum. We've got some teams that are on the bleeding edge. Not even the leading edge, but I'd say the bleeding edge, trying out the very latest things that come out, experimenting with brand new Open Source tools, with brand new cloud offerings to see, can we incorporate that as quickly as possible so we can innovate faster than our competitors? Whether those are the traditional competitors or some of the new software companies coming into things from that angle. And then on the other end of the spectrum, we've got teams who are taking a much more conservative approach, and saying, "Let's wait and see what sticks "before we pick it up." And the fortunate thing, I think, about a company at the scale we are, is that we can have some of those groups really innovating and pushing the needle, and then other groups who can wait and see which parts stick before we start adopting those at scale. >> And so you've got to manage the production kind of stability versus kind of kicking the tires for the new functionality. So I've got to ask you first. Set up the architecture there. Are you guys on premise with cloud hybrid? Are you in the cloud-native? Do you have multiple clouds? Could you just give a sense of how you're deploying specifically with cloud? >> Yeah, absolutely. I think just like anything else, it's a spectrum of all we see here. There's a lot of different products. Some of them have been built cloud-native. They're using those serverless functions as service technologies from scratch. Brought in some leaders from Amazon to lead some of that drive here. They brought in a lot of good thinking, a lot of good culture, a lot of new perspective to the technologies we're adopting as a company that's not traditionally been a software company. But that is more and more so every day. So we've got some of that going on as completely cloud-native. We've got some going on that's more, I would say, hybrid cloud, where we're spanning between a public cloud environment back to our data centers, and then we've got some that are different applications across multiple different public clouds, because we're not in any one place right now. We're putting things in the best place to do the job. So that's very much the approach that we take, and it's one that, you know, back when I was in my analyst's world, as one of my colleagues called it, the best execution venue. What's the best place? What's the right place to do the right kind of task? We incorporate what are the best technologies we can adopt to help us differentiate more quickly, and where does the data live? What's the data gravity look like? Because we can't be shipping data back and forth. We can't have tons of transactions going back and forth all the time between different public clouds or between a public cloud and one of our data centers. So how do we best account for that when we're architecting what our applications should look like, whether they're brand new ones or whether they're ones we're in the middle of modernizing. >> Great, thanks for sharing, that's great, so yeah, I totally see that same thing. People put, you know, where the best cloud for the app, and if you're Microsoft Shop, you use Azure. If you want to kick the tires on Amazon, there's good roles for that, so we're seeing a lot of those multiple clouds. But while I've got you on the line here, I know you've been an analyst. I want you to just help me define something real quick because there's always kind of confusion between hybrid cloud and multi-cloud. Certainly the multi-cloud, we're getting a lot of hype on that. We're seeing with Kubernetes, with stateful applications versus stateless. You're seeing some conversations there. Certainly on Open Source, that's top of the agenda. Donnie, explain for folks watching the difference between hybrid cloud and multi-cloud, because there's some nuances there, and some people have different definitions. How do you guys look at that? Cause you have multiple clouds, but some aren't necessarily running a workload across clouds yet because of latency issues, so define what hybrid means to you guys and what multi-cloud means to you. >> All right, yeah, I think for us, hybrid cloud would be something where it's about integrating an on-prem workload off a more traditional workload with something in a public cloud environment. It's really, hybrid cloud to me is not two different public clouds working together or even the same application in two different public clouds. That's something a little bit different, and that's where you start to get, I think, into a lot of the questions of what is multi-cloud? We've seen that go through a lot of different transitions over the past decade or so. We've seen a lot of different, you know, vendors, going out there thinking they could sell multi-cloud management that, you know, panned out at different levels of success. I think for at least a decade, we've been talking about ideas like can we do cloud bursting? Has that ever really worked in practice? And I think it's almost as rare as a unicorn. You know, on-prem for the cost efficiencies and then we burst the cloud for the workload. Well, you know, to this day, I've never seen anything that gives you 100% functionality and 100% performance comparability between an on-prem workload and public cloud workload. There always seems to be some kind of difference, and this is a conversation that, I think, Randy Bias has actually been a great proponent of it's not just about the API compatibility. It's not just, you know, can I run Azure in their data centers or in mine? It's about what is the performance difference look like? What does the availability difference look like? Can I support that software in my data center as well as the engineers at Microsoft or at Amazon or at Google or wherever else they're supporting it today? Can I keep it up and running as well? Can I keep it performing as well? Can I find problems as quickly? And that's where it comes to the question of how do we focus on our differentiators and let the experts focus on theirs. >> That's a great point about Randy Bias. Love that great API debate. I was looking at some of that footage we had years ago. But this brings up a good point that I want to get your reaction to, because, you know, a lot of vendors going out there, saying, "Oh, our cloud's this. "We've got all this stuff going on," and there's a lot of hype and a lot of posturing and positioning. The great thing about cloud is that you really can't fake it until you make it. It's got to be working, right? So when you get into the kind of buying into the cloud. You say, "Okay, great, we're going to do some cloud," and maybe you get some cloud architects together. They say, "Okay, here's what it means to us. "In each environment, we'll have to, you know, "understand what that means and then go do it." The reality kind of kicks in, and this is what I'd like to get your reaction to. What is the realities when you say, "Okay, "I want to go to cloud," either for pushing the envelope and/or moving solid workloads that are in production into the cloud. What is the impact on the network, network security, and application performance? Because at the end of the day, those are going to be impacted. Those three areas come up a lot in conversations when all of the glam and all the bloom is off the rose, those are the things that are impacted. What's your thoughts on how practitioners should prepare for those three areas? The network impact, network security impact, and application performance? >> Yeah, I think preparation is exactly the right word there of how do we get the people we have up to speed? And how do we get more and more out of that kind of project mindset and into much more of the product mindset and whether that product is customer-facing or whether that product is some kind of infrastructure or platform product? That's the kind of thinking we're trying to have going into it of how do we get our people, who, you know, may run a Ci Cd pipeline, may run an on-prem container platform, may even be responsible for virtualization, may be responsible for on-prem networks or firewalls or security. How do we get them up to speed and turn them into real software engineers? That's a multi-year journey. That's not something that happens overnight. You can't bring in a team of consultants to fix that problem for you and say, "Oh, well, we came in and implemented it, "and now it's yours, and we walk out the door." It's no longer that, you know, build and operate mindset that you could take a little bit more with on-prem. Because everything is defined as code. And if you don't know how to deal with code, you're going to be in a real rough spot the next time you have to make a change to that stuff that that team of consultants came in and implemented for you. So I think it's turned into a much more long-term approach, which is very, very healthy for technology and for technology companies as a whole of how do we think about this long-term and in a sustainable way, think about scaling up our people. What do those training paths look like? What do those career paths look like? So we can decide, you know, how many people do we want certified? What kind of certifications should they have or equivalent skill sets? I remember hearing not too long ago that I think it was Capital One had over 10,000 people who were AWS certified, which is an enormously large number to think about, but that's the kind of transitions that we've been making as we become more and more cloud-native and cloud by default, is getting the right people. The people we have today trained up in these new kinds of skill sets instead of assuming that's something we can have some team fly in from magic land and implement and then fly away again afterwards. >> That's great, Don, thanks for sharing that insight. I also want to get your thoughts on the Open Source summit, but before we get there, I've got to ask you a question around some of the trends we've been seeing. Early on at DevOps we saw this together of the folks doing the hard work in the early pioneering days, where you saw the developers really getting closer to the front lines. They were becoming part of the business conversation. In the old world of IT, "Okay, here's our strategy. "Consolidate this, load some virtual machines," you know, "Get all this stuff up and running." The business decisions would then trickle down to the tech folks, then with the DevOps revolution, that's now cloud computing and all things, you know, IoT and everything else happening where the developers and the engineering side of it and the applications are on the front lines. They're in more of the business conversations, so I have to ask you. When you're at CWT, what are some of the business drivers and conversations that you guys are having with executive management around choices? Are they business drivers? Do you see an order of preference around agility? The transformation value for either customers or employees, compliance and security, are the top ones that people talk about generally. Of those business drivers, which ones do you guys see the most that are part of iterating through the architecture and ultimately the environment that you deploy? >> Yeah, I think as part of what I mentioned earlier, that we're on this journey we call CWT 3.0, and what's really new about that is bringing in speed and agility into the conversation of if we have something that we imagine as a five year transformation, how do we get to market quickly with new products so that we can start really executing and seeing the outcomes of it? So we've always had the expectations around availability, around security, around all these other factors. Those aren't going away. Instead, we're adding a new one, so we've got new conversations and a new balance to reach at an executive level of we now need a degree of speed that was not the expectation, let's say, a decade ago. It may not even have been the expectation in our industry five years ago, but is today. And so we're now incorporating speed into that balance of maybe we'll decide to very intentionally say, "We're not going to go over quite as many nine's today "so that we can be iterating more quickly on our software." Or, "We're going to invest more "in better release management approaches and tools," right? Like Canary releases, like, you know, Green-Blue releases, all these sorts of new techniques, feature flags, that sort of thing so that we can better deal with speed and better account for the risk and spread it to the smallest surface area possible. >> And you were probably doing those things also to understand the impact and look at kind of what's that's coming in that you're instrumenting in infrastructure because you don't want to have to put it out there and pray and hope that it works. Right, I mean? The old way. >> The product teams that are building it are really great and really quick at understanding about what the user experience looks like. And whether that's their Real User monitoring tools or through, you know, other tools and tricks that we may incorporate to understand what our users are doing on our tools in real time, that's the important part of this, is to shorten the iteration cycle and to understand what things look like in production. You've got to expose that back to the software engineers, to the business analysts, to the product managers who are building it or deciding what should be built in the first place. >> All right, so now that you're on the buyer's side, you've actually got people knocking on your door. "Hey, Donnie, buy my cloud. "Do this, you know, I've got all these solutions. "I've got all these tools. "I've got a toolshed full of," you know, the fool with the tool, as they say. You don't want to be that person, right? So ultimately you've got to pick an environment that's going to scale. When you look at the cloud, how do you evaluate the different clouds? You mentioned gravity or data gravity earlier. All kinds of new criteria is up there now in terms of cloud selection. You mentioned best cloud for the job. I get that. Is there certain things that you look for? Is there a list? Is there criteria on cloud selection that goes through your desk? >> Yeah, I think something that's been really healthy for me coming into the enterprise side from the analyst perspective is you get a couple of new criteria that start to rise up real quickly. You start thinking about things like what's that vendor relationship going to look like? How is the sales force? Are they willing to work with you? Are they willing to adapt to your needs? And then you can adapt back with them so you can build a really strong, healthy relationship with some of your strategic vendors, and to me, a public cloud vendor is absolutely a strategic vendor. That's one where you have to really care a lot and invest in that relationship and make sure things go well when you're sailing together, going in the same direction. And so to me, that's a little bit of a newer factor because it was easy to sit back and come in as the strategic advisor role and say, "Oh, you should go with this cloud. "You should go with that cloud "because of reasons X, Y, or Z," but that doesn't really account for a lot of things that happen behind the scenes, right? What's your sourcing and human department doing? How do they like to work with around contract, right? Will you negotiate a good MSA? All these sorts of things where you don't think about that when you're only thinking about technology and business value. You also have to think about the other, just the day to day, what does it look like? What's the blocking and tackling working with some of those strategic vendors? So you've got that to incorporate in addition to the other criteria around do they have great managed services? You know, self-service managed services that will work for your needs? For example, what do they have around data bases? What do they have around stream processing? What do they have around serverless platforms, right? Whatever it might be that suits the kinds of needs you have. Like for example, you might think about what does our business look like, and it's a graph, right? It's travelers, it's airports, it's planes, it's hotels. It's a bunch of different graphs all intersecting, and so we might imagine looking for a cloud provider that's really well-suited to processing those sorts of workloads. >> In the old days, the networking guys used to run the keys to the kingdom. Hey, you know, I'm going to rack and stack servers. I'm going to do all this stuff, but I've got to go talk to the networking guys, make sure all the routes are provisional and all that's locked down, mainly because that was a perimeter environment then. With cloud now, what's the impact of the networking? What's the role of the network? As we see DevOps notion of infrastructure as code, you've got to compute networking stores as three main pillars of all environments. Compute, check. Stores getting better. Networking, can you imagine Randy Bias? This was a big pet peeve for him. What's the role that cloud does? What's the role of the network with your cloud strategy? >> Yeah, I think something that I've seen following DevOps for the past decade or so has been that, you know, it really started as the ops doing development moved more into the developers and the ops working together and in many cases sharing roles in different ways, then incorporated, you know, QA, and incorporated product, to some extent. Most recently it's really been focused on security and how do we have that whole DevSecOps, SecDevOps thing going on. Something that's been trailing behind a little bit was network, absolutely. I had some very close friends about 10 years ago, maybe, who were getting into that, and they were the only people they knew and they only people they'd ever even heard of thinking beyond the level of using some kind of an expect script to automate your network interaction. But now I think networking as code is really starting to pick up. I mean, you look at what people are doing in public cloud environments. You look at what Open Source projects like Ansible are doing or on the new focus on network functionality. They're not alone in that. Many others are investing in that same kind of area. It's finally really starting to get up. Like for example, we have an internal DevOps Day that we run twice a year, and at the most recent one, guess who one of our speakers was? It was a network engineer talking about the kinds of automation they'd been starting to build against our network environments, not just in public cloud, but also on-premise. And so we're really investing in bringing them into our broader DevOps community, even though Net may not be in the name today. I don't think the name can ever extend to include all possible roles. But it is absolutely a big transition that more and more companies, I think, are going to see rolling along, and one that we've seen happening in public cloud externally for many, many years now. It's been inevitable that the network's going to get engaged in that automation piece. And the network teams are going to be more and more thinking about how do we focus our time in automation and on defining policy, and how do we enable the product teams to work in a self-service way, right? We set up the governance, but governance now means they can move at speed. It doesn't mean wait seven to 30 days for us to verify all of the port openings, match our requirements, and so on and so forth. That's defined up front. >> Yeah, and that's awesome, and I think that's the last leg of the stool in my opinion, and I think you nailed it. Making it operationally automation enabled, and then actually automating it. So, okay, before we get to the Open Source, one final question for you. You know, as you look at plan for the technologies around containers and microservices, what sounds a lot like networking constructs, provisioning, services. The role of stateless applications become a big part of that. As you look at those technologies, what are some of the things you're looking for and evaluating containers and microservices? And what role will that play in your environment and your job? >> I think something that we spend a lot of time focusing on is what is the day two experience going to look like? What is it going to be like? Not just to roll it out initially, but to, you know, operate on an ongoing basis, to make upgrades, to monitor it, to understand what's happening when things are going wrong, to understand, you know, the security stance we're at, right? How well are we locked down? Is everything up-to-date? How do we know that and verify it on a continuous basis instead of the, you know, older school approach of hey, we kind of do a ECI survey or an audit, you know, once a year, and that's the day we're in compliance, and then after that, we're not. Which I was just reading some stories the other day about companies saying, "Hey, there's a large percentage "of the time that you're out of compliance, "but you make sure to fix it just in time "for your quarterly surveys or scans or what have you." And so that's what we spend a lot of our time focusing on is not just the ease of installation, but the ease of ongoing operability and getting really good visibility into the security, into the health, of the underlying platforms that we're running. And in some cases, that may push us to, let's say, a cloud managed service. In some cases, we may say, "Well, that doesn't quite suit our needs." We might have some unique requirements, although I spend a lot of my time personally saying, "In most cases, we are not a snowflake, right?" We should be a snowflake where we differentiate as a company. We should not be a snowflake at the level of our monitoring tools. There's nothing unique we should really be doing in that area. So how can we make sure that we use, whether it's trusted vendors, trusted cloud providers, or trusted Open Source projects with a large and healthy community behind them to run that stuff instead of build it ourselves, 'cause that's not our forte. >> I love that. That's a great conversation I'd love to have with you another time around competitive advantage around IT which is coming back in vogue again. It hasn't been that way in awhile because of all the consolidation and outsourcing. You're seeing people really, really ramp up and say, "Wait a minute, we outsourced our core competency and IT," and now with cloud, there's a competitive advantage, so how do you balance the intellectual property that you need to build for the business and then also use the scale and agility with Open Source? So I want to move to that Open Source conversation. I think this is a good transition. Developers at the end of the day still have to build the apps and services they're going to run on these environments to add value. So Open Source has become, I won't say a professional circuit for developers. It really is become the place for developers because that's where now corporations and projects have been successful, and it's going to a whole nother level. Talk about how Open Source is changing, and specifically around it becoming a common vehicle for one, employees of companies to participate in as part of their job, and two, how it's going to a whole nother level with all this code that's flying around. You can't, you know, go dig without finding out that, you know, new TensorFlow library's been donated for Google, big code bases are being rolled in there, and still the same old success formula for Open Source is continuing to work. You're on the program chair for Open Source summit, which is part of the Linux foundation, which has been very, very successful in this modern era. How has that changed? What's going on in Open Source? And how does that help people who are trying to stand up architecture and build businesses? >> I think Open Source has gone through a lot of transitions over the past decade or so. All right, so it started, and in many ways it was driven by the end users. And now it's come back full circle so that it's again driven more and more by the end users in a way that there was a middle term there where Open Source was really heavily dominated by vendors, and it's started to come back around, and you see a lot of the web companies in particular, right? You're sort of Googles and Amazons and LinkedIns and Facebooks and Twitters, they're open sourcing tools on an almost daily basis, it feels like. I just saw another announcement yesterday, maybe the day before, about a whole set of kernel tools that I think it was Facebook had open sourced. And so you're seeing that pace just going so quickly, and you think back to the days of, for example, the Apache web server, right? Where did that come about from? It didn't come from a software vendor. It came from a coalition of end users all working together to develop the software that they needed because they felt like there's a big gap there and there's an opportunity to cooperate. So it's been really pleasing for me to see that kind of come back around full circle of now, you can hardly turn around and see a company that doesn't have some sort of Open Source program office or something along those lines where they start to develop a much more healthy approach to it. All right, the early 2000's, it was really heavy on that fear and uncertainty and doubt around Open Source. In particular by some vendors, but also a lot of uncertainty because it wasn't that common, or maybe it wasn't that visible inside of these Fortune 500 global 2000 companies. It may have been common, right? What we used to say back when I worked at RedMonk was you turned around, and you asked the database admins, you know, "Are you running MySQL? "Or are you running Postgres?" You asked the infrastructure engineers, "Are you running Linux here?" and you'll get a yes, nine times out of ten, but the CIO was the last to know. Well now, it's started to flip back around because the CIO's are seeing the business value and adopting Open Source and having a really healthy approach to it, and they're trying to kind of normalize the approach to it as a consequence to that, saying, "Look, it's awesome "that we're adopting Open Source. "We have to use this "so that we can get a competitive advantage "because every thousand lines of code we can adopt "is a thousand lines of code we don't have to write, "and we can focus on our own products instead." And then starting to balance that new model of it used to be, you know, is it buy versus built? And then Sass came around, and it's buy versus build versus rent. And now there's Open Source, and it's buy versus build versus rent versus adopt. So every one of these just shifts conversation a little bit of how do you make the right choice at the right time at the right level of the stack? >> Yeah, that's a great observation, and it's awesome insight. It feels like dumping a little bit, a lot of dumping going on in Open Source, and you worry that the flood of vendor-contributed code is the new tactic, but if you look at all the major inflection points from the web, you know, through bitcoin, which is now 10 years old this year, it all started out as organic community projects or conversations on a message board. So there's still a revolution, and I think you're right. Their script is flipping around. I love that comment about the CIO's were last to know about Open Source. I think now that might be flipping around to the CIO's will be last to know about some proprietary advantage that might come out. So it's interesting to see the trend where you're starting to see smart people look at using Open Source but really identifying how they can use their engineering and their intellectual capital to build something proprietary within Open Source for IT advantage. Are you seeing that same trend? Is that on the radar at all? Is that just more of a fantasy on my part? >> I think it's always on the radar, and I think especially with Open Source projects that might be just a little bit below the surface of where a company's line of business is, that's where it will happen the most often. And so, you know, if you were building an analytics product, and you decided to build it on top of, you know, maybe there's the ELK Stack or the Elastic Stack, or maybe there's Graylog. There's a bunch of tools in that space, right? Maybe, you know, Solar, that sort of thing. And you're building an analytics tool or some kind of graph tool or whatever it might be, yeah, you might be inclined to say, "Well, the functionality's not quite there. "Maybe we need to build a new plugin. "Maybe we need to enhance a little bit." And I think this is the same conversation that a lot of the Linux kernel embedded group went through some number of years ago, which is, it's long term a higher burden to maintain a lot of those forks in-house and keep updating them forever than it is to bring some of that functionality back upstream. That's a good, healthy dialogue that hopefully will be happening more and more inside a lot of these companies that are taking Open Source and enhancing it for their own purposes, is taking the right level of those enhancements, deciding what that right level is, and contributing those back upstream and building a really healthy upstream participation regardless of whether you're a software vendor or an adopter of that software that uses it as a really critical part of their product stack. >> Awesome, Donnie, thanks for spending the time chatting with me today. Great to see you, great to connect over our remote here in our studio in Palo Alto. A final question for you. Are you having fun, these days? And what are you most excited about because, again, you've seen. You've been on multiple sides of the table. You've seen what the vendors have. You actually had the realities of doing your job to build value for Carlson Wagonlit Travel, CWT. What are you excited about right now? What's hot for you? What's jazzing you these days? >> Yeah, I think what's hot for me is, you know, to me there's nothing or very little that's revolutionary in technology. A lot of it is evolutionary, right? So you can't say nothing's new. There's always something a little bit different. And so the serverless is another example of something that it's a little bit different. It's a little bit new. It's similar to some previous takes, but you got new angles, specifically around the financials and around, you know, how do you pay? How is it priced? How do you get really almost closer to the metal, right? Get the things you need to happen closer to the way you're paying for them or the way they're running. That's remains a really exciting area for me. I've been going to Serverlessconf for probably since the first or second one now. I haven't been to the most recent one, but you know, there's so much value left in there to be tapped that I'm not yet really on to say, "What's next? What's next?" I've helped myself move out of that analyst world of getting excited about what's next, and for me it's now, "What's ready now?" Where can I leverage some value today or tomorrow or next week? And not think about what's coming down the pipe. So for me, that's, "Well, what went GA?" Right? What can I pick up? What can I scale inside our company so that we can drive the kinds of change we're looking for? So, you know, you asked me what am I the most excited about right now, and it's being here a year and a half and seeing the culture change that I've been driving since day one start to come back. Seeing teams that have never built automation in their lives independently go and learn it and build some automation and save themselves 80 hours a month. That's one example that just came out of our group a couple months back. That's what's valuable for me. That's what I love to see happen. >> Automation's addicting. It's almost an addictive flywheel. We automate something. Oh, that's awesome. I can move on to something else, something better. That was grunt work. Why do I want to do that again? Donnie, thanks so much, and again, thanks for the insight. I appreciate you taking the time and sharing with theCUBE here in our studio. Donnie Berkholz is the VP of IT source of CWT, a great guest. I'm John Furrier here inside theCUBE studio in Palo Alto. Thanks for watching. (lively music)

>>Everyone wants a cloud operating model. Since the introduction of the modern cloud. Last decade, the entire technology landscape has changed. We've learned a lot from the hyperscalers, especially from AWS. Now, one thing is certain in the technology business. It's so competitive. Then if a faster, better, cheaper idea comes along, the industry will move quickly to adopt it. They'll add their unique value and then they'll bring solutions to the market. And that's precisely what's happening throughout the technology industry because of cloud. And one of the best examples is Amazon's nitro. That's AWS has custom built hypervisor that delivers on the promise of more efficiently using resources and expanding things like processor, optionality for customers. It's a secret weapon for Amazon. As, as we, as we wrote last year, every infrastructure company needs something like nitro to compete. Why do we say this? Well, Wiki Bon our research arm estimates that nearly 30% of CPU cores in the data center are wasted. >>They're doing work that they weren't designed to do well, specifically offloading networking, storage, and security tasks. So if you can eliminate that waste, you can recapture dollars that drop right to the bottom line. That's why every company needs a nitro like solution. As a result of these developments, customers are rethinking networks and how they utilize precious compute resources. They can't, or won't put everything into the public cloud for many reasons. That's one of the tailwinds for tier two cloud service providers and why they're growing so fast. They give options to customers that don't want to keep investing in building out their own data centers, and they don't want to migrate all their workloads to the public cloud. So these providers and on-prem customers, they want to be more like hyperscalers, right? They want to be more agile and they do that. They're distributing, networking and security functions and pushing them closer to the applications. >>Now, at the same time, they're unifying their view of the network. So it can be less fragmented, manage more efficiently with more automation and better visibility. How are they doing this? Well, that's what we're going to talk about today. Welcome to changing the game for cloud networking made possible by pluribus networks. My name is Dave Vellante and today on this special cube presentation, John furrier, and I are going to explore these issues in detail. We'll dig into new solutions being created by pluribus and Nvidia to specifically address offloading, wasted resources, accelerating performance, isolating data, and making networks more secure all while unifying the network experience. We're going to start on the west coast and our Palo Alto studios, where John will talk to Mike of pluribus and AMI, but Donnie of Nvidia, then we'll bring on Alessandra Bobby airy of pluribus and Pete Lummus from Nvidia to take a deeper dive into the technology. And then we're gonna bring it back here to our east coast studio and get the independent analyst perspective from Bob Liberte of the enterprise strategy group. We hope you enjoy the program. Okay, let's do this over to John >>Okay. Let's kick things off. We're here at my cafe. One of the TMO and pluribus networks and NAMI by Dani VP of networking, marketing, and developer ecosystem at Nvidia. Great to have you welcome folks. >>Thank you. Thanks. >>So let's get into the, the problem situation with cloud unified network. What problems are out there? What challenges do cloud operators have Mike let's get into it. >>Yeah, it really, you know, the challenges we're looking at are for non hyperscalers that's enterprises, governments, um, tier two service providers, cloud service providers, and the first mandate for them is to become as agile as a hyperscaler. So they need to be able to deploy services and security policies. And second, they need to be able to abstract the complexity of the network and define things in software while it's accelerated in hardware. Um, really ultimately they need a single operating model everywhere. And then the second thing is they need to distribute networking and security services out to the edge of the host. Um, we're seeing a growth in cyber attacks. Um, it's, it's not slowing down. It's only getting worse and, you know, solving for this security problem across clouds is absolutely critical. And the way to do it is to move security out to the host. >>Okay. With that goal in mind, what's the pluribus vision. How does this tie together? >>Yeah. So, um, basically what we see is, uh, that this demands a new architecture and that new architecture has four tenants. The first tenant is unified and simplified cloud networks. If you look at cloud networks today, there's, there's sort of like discreet bespoke cloud networks, you know, per hypervisor, per private cloud edge cloud public cloud. Each of the public clouds have different networks that needs to be unified. You know, if we want these folks to be able to be agile, they need to be able to issue a single command or instantiate a security policy across all those locations with one command and not have to go to each one. The second is like I mentioned, distributed security, um, distributed security without compromise, extended out to the host is absolutely critical. So micro-segmentation and distributed firewalls, but it doesn't stop there. They also need pervasive visibility. >>You know, it's, it's, it's sort of like with security, you really can't see you can't protect what you can't see. So you need visibility everywhere. The problem is visibility to date has been very expensive. Folks have had to basically build a separate overlay network of taps, packet brokers, tap aggregation infrastructure that really needs to be built into this unified network I'm talking about. And the last thing is automation. All of this needs to be SDN enabled. So this is related to my comment about abstraction abstract, the complexity of all of these discreet networks, physic whatever's down there in the physical layer. Yeah. I don't want to see it. I want to abstract it. I wanted to find things in software, but I do want to leverage the power of hardware to accelerate that. So that's the fourth tenant is SDN automation. >>Mike, we've been talking on the cube a lot about this architectural shift and customers are looking at this. This is a big part of everyone who's looking at cloud operations next gen, how do we get there? How do customers get this vision realized? >>That's a great question. And I appreciate the tee up. I mean, we're, we're here today for that reason. We're introducing two things today. Um, the first is a unified cloud networking vision, and that is a vision of where pluribus is headed with our partners like Nvidia longterm. Um, and that is about, uh, deploying a common operating model, SDN enabled SDN, automated hardware, accelerated across all clouds. Um, and whether that's underlying overlay switch or server, um, hype, any hypervisor infrastructure containers, any workload doesn't matter. So that's ultimately where we want to get. And that's what we talked about earlier. Um, the first step in that vision is what we call the unified cloud fabric. And this is the next generation of our adaptive cloud fabric. Um, and what's nice about this is we're not starting from scratch. We have a, a, an award-winning adaptive cloud fabric product that is deployed globally. Um, and in particular, uh, we're very proud of the fact that it's deployed in over a hundred tier one mobile operators as the network fabric for their 4g and 5g virtualized cores. We know how to build carrier grade, uh, networking infrastructure, what we're doing now, um, to realize this next generation unified cloud fabric is we're extending from the switch to this Nvidia Bluefield to DPU. We know there's a, >>Hold that up real quick. That's a good, that's a good prop. That's the blue field and video. >>It's the Nvidia Bluefield two DPU data processing unit. And, um, uh, you know, what we're doing, uh, fundamentally is extending our SDN automated fabric, the unified cloud fabric out to the host, but it does take processing power. So we knew that we didn't want to do, we didn't want to implement that running on the CPU, which is what some other companies do because it consumes revenue generating CPU's from the application. So a DPU is a perfect way to implement this. And we knew that Nvidia was the leader with this blue field too. And so that is the first that's, that's the first step in the getting into realizing this vision. >>I mean, Nvidia has always been powering some great workloads of GPU. Now you've got DPU networking and then video is here. What is the relationship with clothes? How did that come together? Tell us the story. >>Yeah. So, you know, we've been working with pluribus for quite some time. I think the last several months was really when it came to fruition and, uh, what pluribus is trying to build and what Nvidia has. So we have, you know, this concept of a Bluefield data processing unit, which if you think about it, conceptually does really three things, offload, accelerate an isolate. So offload your workloads from your CPU to your data processing unit infrastructure workloads that is, uh, accelerate. So there's a bunch of acceleration engines. So you can run infrastructure workloads much faster than you would otherwise, and then isolation. So you have this nice security isolation between the data processing unit and your other CPU environment. And so you can run completely isolated workloads directly on the data processing unit. So we introduced this, you know, a couple of years ago, and with pluribus, you know, we've been talking to the pluribus team for quite some months now. >>And I think really the combination of what pluribus is trying to build and what they've developed around this unified cloud fabric, uh, is fits really nicely with the DPU and running that on the DPU and extending it really from your physical switch, all the way to your host environment, specifically on the data processing unit. So if you think about what's happening as you add data processing units to your environment. So every server we believe over time is going to have data processing units. So now you'll have to manage that complexity from the physical network layer to the host layer. And so what pluribus is really trying to do is extending the network fabric from the host, from the switch to the host, and really have that single pane of glass for network operators to be able to configure provision, manage all of the complexity of the network environment. >>So that's really how the partnership truly started. And so it started really with extending the network fabric, and now we're also working with them on security. So, you know, if you sort of take that concept of isolation and security isolation, what pluribus has within their fabric is the concept of micro-segmentation. And so now you can take that extended to the data processing unit and really have, um, isolated micro-segmentation workloads, whether it's bare metal cloud native environments, whether it's virtualized environments, whether it's public cloud, private cloud hybrid cloud. So it really is a magical partnership between the two companies with their unified cloud fabric running on, on the DPU. >>You know, what I love about this conversation is it reminds me of when you have these changing markets, the product gets pulled out of the market and, and you guys step up and create these new solutions. And I think this is a great example. So I have to ask you, how do you guys differentiate what sets this apart for customers with what's in it for the customer? >>Yeah. So I mentioned, you know, three things in terms of the value of what the Bluefield brings, right? There's offloading, accelerating, isolating, that's sort of the key core tenants of Bluefield. Um, so that, you know, if you sort of think about what, um, what Bluefields, what we've done, you know, in terms of the differentiation, we're really a robust platform for innovation. So we introduced Bluefield to, uh, last year, we're introducing Bluefield three, which is our next generation of Bluefields, you know, we'll have five X, the arm compute capacity. It will have 400 gig line rate acceleration, four X better crypto acceleration. So it will be remarkably better than the previous generation. And we'll continue to innovate and add, uh, chips to our portfolio every, every 18 months to two years. Um, so that's sort of one of the key areas of differentiation. The other is the, if you look at Nvidia and, and you know, what we're sort of known for is really known for our AI artificial intelligence and our artificial intelligence software, as well as our GPU. >>So you look at artificial intelligence and the combination of artificial intelligence plus data processing. This really creates the, you know, faster, more efficient, secure AI systems from the core of your data center, all the way out to the edge. And so with Nvidia, we really have these converged accelerators where we've combined the GPU, which does all your AI processing with your data processing with the DPU. So we have this convergence really nice convergence of that area. And I would say the third area is really around our developer environment. So, you know, one of the key, one of our key motivations at Nvidia is really to have our partner ecosystem, embrace our technology and build solutions around our technology. So if you look at what we've done with the DPU, with credit and an SDK, which is an open SDK called Doka, and it's an open SDK for our partners to really build and develop solutions using Bluefield and using all these accelerated libraries that we expose through Doka. And so part of our differentiation is really building this open ecosystem for our partners to take advantage and build solutions around our technology. >>You know, what's exciting is when I hear you talk, it's like you realize that there's no one general purpose network anymore. Everyone has their own super environment Supercloud or these new capabilities. They can really craft their own, I'd say, custom environment at scale with easy tools. Right. And it's all kind of, again, this is the new architecture Mike, you were talking about, how does customers run this effectively? Cost-effectively and how do people migrate? >>Yeah, I, I think that is the key question, right? So we've got this beautiful architecture. You, you know, Amazon nitro is a, is a good example of, of a smart NIC architecture that has been successfully deployed, but enterprises and serve tier two service providers and tier one service providers and governments are not Amazon, right? So they need to migrate there and they need this architecture to be cost-effective. And, and that's, that's super key. I mean, the reality is deep user moving fast, but they're not going to be, um, deployed everywhere on day one. Some servers will have DPS right away, some servers will have use and a year or two. And then there are devices that may never have DPS, right. IOT gateways, or legacy servers, even mainframes. Um, so that's the beauty of a solution that creates a fabric across both the switch and the DPU, right. >>Um, and by leveraging the Nvidia Bluefield DPU, what we really like about it is it's open. Um, and that drives, uh, cost efficiencies. And then, um, uh, you know, with this, with this, our architectural approach effectively, you get a unified solution across switch and DPU workload independent doesn't matter what hypervisor it is, integrated visibility, integrated security, and that can, uh, create tremendous cost efficiencies and, and really extract a lot of the expense from, from a capital perspective out of the network, as well as from an operational perspective, because now I have an SDN automated solution where I'm literally issuing a command to deploy a network service or to create or deploy our security policy and is deployed everywhere, automatically saving the oppor, the network operations team and the security operations team time. >>All right. So let me rewind that because that's super important. Get the unified cloud architecture, I'm the customer guy, but it's implemented, what's the value again, take, take me through the value to me. I have a unified environment. What's the value. >>Yeah. So I mean, the value is effectively, um, that, so there's a few pieces of value. The first piece of value is, um, I'm creating this clean D mark. I'm taking networking to the host. And like I mentioned, we're not running it on the CPU. So in implementations that run networking on the CPU, there's some conflict between the dev ops team who owned the server and the NetApps team who own the network because they're installing software on the, on the CPU stealing cycles from what should be revenue generating. Uh CPU's. So now by, by terminating the networking on the DPU, we click create this real clean DMARC. So the dev ops folks are happy because they don't necessarily have the skills to manage network and they don't necessarily want to spend the time managing networking. They've got their network counterparts who are also happy the NetApps team, because they want to control the networking. >>And now we've got this clean DMARC where the DevOps folks get the services they need and the NetApp folks get the control and agility they need. So that's a huge value. Um, the next piece of value is distributed security. This is essential. I mentioned earlier, you know, put pushing out micro-segmentation and distributed firewall, basically at the application level, right, where I create these small, small segments on an by application basis. So if a bad actor does penetrate the perimeter firewall, they're contained once they get inside. Cause the worst thing is a bad actor, penetrates a perimeter firewall and can go wherever they want and wreak havoc. Right? And so that's why this, this is so essential. Um, and the next benefit obviously is this unified networking operating model, right? Having, uh, uh, uh, an operating model across switch and server underlay and overlay, workload agnostic, making the life of the NetApps teams much easier so they can focus their time on really strategy instead of spending an afternoon, deploying a single villain, for example. >>Awesome. And I think also from my standpoint, I mean, perimeter security is pretty much, I mean, they're out there, it gets the firewall still out there exists, but pretty much they're being breached all the time, the perimeter. So you have to have this new security model. And I think the other thing that you mentioned, the separation between dev ops is cool because the infrastructure is code is about making the developers be agile and build security in from day one. So this policy aspect is, is huge. Um, new control points. I think you guys have a new architecture that enables the security to be handled more flexible. >>Right. >>That seems to be the killer feature here, >>Right? Yeah. If you look at the data processing unit, I think one of the great things about sort of this new architecture, it's really the foundation for zero trust it's. So like you talked about the perimeter is getting breached. And so now each and every compute node has to be protected. And I think that's sort of what you see with the partnership between pluribus and Nvidia is the DPU is really the foundation of zero trust. And pluribus is really building on that vision with, uh, allowing sort of micro-segmentation and being able to protect each and every compute node as well as the underlying network. >>This is super exciting. This is an illustration of how the market's evolving architectures are being reshaped and refactored for cloud scale and all this new goodness with data. So I gotta ask how you guys go into market together. Michael, start with you. What's the relationship look like in the go to market with an Nvidia? >>Sure. Um, I mean, we're, you know, we're super excited about the partnership, obviously we're here together. Um, we think we've got a really good solution for the market, so we're jointly marketing it. Um, uh, you know, obviously we appreciate that Nvidia is open. Um, that's, that's sort of in our DNA, we're about open networking. They've got other ISV who are gonna run on Bluefield too. We're probably going to run on other DPS in the, in the future, but right now, um, we're, we feel like we're partnered with the number one, uh, provider of DPS in the world and, uh, super excited about, uh, making a splash with it. >>I'm in get the hot product. >>Yeah. So Bluefield too, as I mentioned was GA last year, we're introducing, uh, well, we now also have the converged accelerator. So I talked about artificial intelligence or artificial intelligence with the Bluefield DPU, all of that put together on a converged accelerator. The nice thing there is you can either run those workloads. So if you have an artificial intelligence workload and an infrastructure workload, you can warn them separately on the same platform or you can actually use, uh, you can actually run artificial intelligence applications on the Bluefield itself. So that's what the converged accelerator really brings to the table. Uh, so that's available now. Then we have Bluefield three, which will be available late this year. And I talked about sort of, you know, uh, how much better that next generation of Bluefield is in comparison to Bluefield two. So we will see Bluefield three shipping later on this year, and then our software stack, which I talked about, which is called Doka we're on our second version are Doka one dot two. >>We're releasing Doka one dot three, uh, in about two months from now. And so that's really our open ecosystem framework. So allow you to program the Bluefields. So we have all of our acceleration libraries, um, security libraries, that's all packed into this STK called Doka. And it really gives that simplicity to our partners to be able to develop on top of Bluefield. So as we add new generations of Bluefield, you know, next, next year, we'll have, you know, another version and so on and so forth Doka is really that unified unified layer that allows, um, Bluefield to be both forwards compatible and backwards compatible. So partners only really have to think about writing to that SDK once, and then it automatically works with future generations of Bluefields. So that's sort of the nice thing around, um, around Doka. And then in terms of our go to market model, we're working with every, every major OEM. So, uh, later on this year, you'll see, you know, major server manufacturers, uh, releasing Bluefield enabled servers. So, um, more to come >>Awesome, save money, make it easier, more capabilities, more workload power. This is the future of, of cloud operations. >>Yeah. And, and, and, uh, one thing I'll add is, um, we are, um, we have a number of customers as you'll hear in the next segment, um, that are already signed up and we'll be working with us for our, uh, early field trial starting late April early may. Um, we are accepting registrations. You can go to www.pluribusnetworks.com/e F T a. If you're interested in signing up for, um, uh, being part of our field trial and providing feedback on the product, >>Awesome innovation and network. Thanks so much for sharing the news. Really appreciate it. Thanks so much. Okay. In a moment, we'll be back to look deeper in the product, the integration security zero trust use cases. You're watching the cube, the leader in enterprise tech coverage, >>Cloud networking is complex and fragmented slowing down your business. How can you simplify and unify your cloud networks to increase agility and business velocity? >>Pluribus unified cloud networking provides a unified simplify and agile network fabric across all clouds. It brings the simplicity of a public cloud operation model to private clouds, dramatically reducing complexity and improving agility, availability, and security. Now enterprises and service providers can increase their business philosophy and delight customers in the distributed multi-cloud era. We achieve this with a new approach to cloud networking, pluribus unified cloud fabric. This open vendor, independent network fabric, unifies, networking, and security across distributed clouds. The first step is extending the fabric to servers equipped with data processing units, unifying the fabric across switches and servers, and it doesn't stop there. The fabric is unified across underlay and overlay networks and across all workloads and virtualization environments. The unified cloud fabric is optimized for seamless migration to this new distributed architecture, leveraging the power of the DPU for application level micro-segmentation distributed fireball and encryption while still supporting those servers and devices that are not equipped with a DPU. Ultimately the unified cloud fabric extends seamlessly across distributed clouds, including central regional at edge private clouds and public clouds. The unified cloud fabric is a comprehensive network solution. That includes everything you need for clouds, networking built in SDN automation, distributed security without compromises, pervasive wire speed, visibility and application insight available on your choice of open networking switches and DP use all at the lowest total cost of ownership. The end result is a dramatically simplified unified cloud networking architecture that unifies your distributed clouds and frees your business to move at cloud speed, >>To learn more, visit www.pluribusnetworks.com. >>Okay. We're back I'm John ferry with the cube, and we're going to go deeper into a deep dive into unified cloud networking solution from Clovis and Nvidia. And we'll examine some of the use cases with Alessandra Burberry, VP of product management and pullovers networks and Pete Bloomberg who's director of technical marketing and video remotely guys. Thanks for coming on. Appreciate it. >>Yeah. >>So deep dive, let's get into the what and how Alexandra we heard earlier about the pluribus Nvidia partnership and the solution you're working together on what is it? >>Yeah. First let's talk about the water. What are we really integrating with the Nvidia Bluefield, the DPO technology, uh, plugable says, um, uh, there's been shipping, uh, in, uh, in volume, uh, in multiple mission critical networks. So this advisor one network operating systems, it runs today on a merchant silicone switches and effectively it's a standard open network operating system for data center. Um, and the novelty about this system that integrates a distributed control plane for, at water made effective in SDN overlay. This automation is a completely open and interoperable and extensible to other type of clouds is not enclosed them. And this is actually what we're now porting to the Nvidia DPO. >>Awesome. So how does it integrate into Nvidia hardware and specifically how has pluribus integrating its software with the Nvidia hardware? >>Yeah, I think, uh, we leverage some of the interesting properties of the Bluefield, the DPO hardware, which allows actually to integrate, uh, um, uh, our software, our network operating system in a manner which is completely isolated and independent from the guest operating system. So the first byproduct of this approach is that whatever we do at the network level on the DPU card that is completely agnostic to the hypervisor layer or OSTP layer running on, uh, on the host even more, um, uh, we can also independently manage this network, know that the switch on a Neek effectively, um, uh, managed completely independently from the host. You don't have to go through the network operating system, running on x86 to control this network node. So you throw yet the experience effectively of a top of rack for virtual machine or a top of rack for, uh, Kubernetes bots, where instead of, uh, um, if you allow me with the analogy instead of connecting a server knee directly to a switchboard, now you're connecting a VM virtual interface to a virtual interface on the switch on an ache. >>And, uh, also as part of this integration, we, uh, put a lot of effort, a lot of emphasis in, uh, accelerating the entire, uh, data plane for networking and security. So we are taking advantage of the DACA, uh, Nvidia DACA API to program the accelerators. And these accomplished two things with that. Number one, uh, you, uh, have much greater performance, much better performance. They're running the same network services on an x86 CPU. And second, this gives you the ability to free up, I would say around 20, 25% of the server capacity to be devoted either to, uh, additional workloads to run your cloud applications, or perhaps you can actually shrink the power footprint and compute footprint of your data center by 20%, if you want to run the same number of compute workloads. So great efficiencies in the overall approach, >>And this is completely independent of the server CPU, right? >>Absolutely. There is zero code from running on the x86, and this is what we think this enables a very clean demarcation between computer and network. >>So Pete, I gotta get, I gotta get you in here. We heard that, uh, the DPU is enabled cleaner separation of dev ops and net ops. Can you explain why that's important because everyone's talking DevSecOps right now, you've got net ops, net, net sec ops, this separation. Why is this clean separation important? >>Yeah, I think it's a, you know, it's a pragmatic solution in my opinion. Um, you know, we wish the world was all kind of rainbows and unicorns, but it's a little, a little messier than that. And I think a lot of the dev ops stuff and that, uh, mentality and philosophy, there's a natural fit there. Right? You have applications running on servers. So you're talking about developers with those applications integrating with the operators of those servers. Well, the network has always been this other thing and the network operators have always had a very different approach to things than compute operators. And, you know, I think that we, we in the networking industry have gotten closer together, but there's still a gap there's still some distance. And I think in that distance, isn't going to be closed. And so, you know, again, it comes down to pragmatism and I think, you know, one of my favorite phrases is look good fences, make good neighbors. And that's what this is. >>Yeah. That's a great point because dev ops has become kind of the calling card for cloud, right. But dev ops is as simply infrastructure as code and infrastructure is networking, right? So if infrastructure is code, you know, you're talking about, you know, that part of the stack under the covers under the hood, if you will, this is super important distinction. And this is where the innovation is. Can you elaborate on how you see that? Because this is really where the action is right now. >>Yeah, exactly. And I think that's where, um, one from, from the policy, the security that the zero trust aspect of this, right? If you get it wrong on that network side, all of a sudden you, you can totally open up that those capabilities. And so security is part of that. But the other part is thinking about this at scale, right? So we're taking one top of rack switch and adding, you know, up to 48 servers per rack. And so that ability to automate, orchestrate and manage at scale becomes absolutely critical. >>I'll Sandra, this is really the why we're talking about here, and this is scale. And again, getting it right. If you don't get it right, you're going to be really kind of up, you know what you know, so this is a huge deal. Networking matters, security matters, automation matters, dev ops, net ops, all coming together, clean separation, um, help us understand how this joint solution with Nvidia fits into the pluribus unified cloud networking vision, because this is what people are talking about and working on right now. >>Yeah, absolutely. So I think here with this solution, we're attacking two major problems in cloud networking. One is, uh, operation of, uh, cloud networking. And the second is a distributing security services in the cloud infrastructure. First, let me talk about the first water. We really unifying. If we're unifying something, something must be at least fragmented or this jointed and the, what is this joint that is actually the network in the cloud. If you look holistically, how networking is deployed in the cloud, you have your physical fabric infrastructure, right? Your switches and routers, you'll build your IP clause fabric leaf in spine typologies. This is actually a well understood the problem. I, I would say, um, there are multiple vendors, uh, uh, with, uh, um, uh, let's say similar technologies, um, very well standardized, whether you will understood, um, and almost a commodity, I would say building an IP fabric these days, but this is not the place where you deploy most of your services in the cloud, particularly from a security standpoint, two services are actually now moved into the compute layer where you actually were called builders, have to instrument the, a separate, uh, network virtualization layer, where they deploy segmentation and security closer to the workloads. >>And this is where the complication arise. These high value part of the cloud network is where you have a plethora of options that they don't talk to each other. And they are very dependent on the kind of hypervisor or compute solution you choose. Um, for example, the networking API to be between an GSXI environment or an hyper V or a Zen are completely disjointed. You have multiple orchestration layers. And when, and then when you throw in also Kubernetes in this, in this, in this type of architecture, uh, you're introducing yet another level of networking. And when Kubernetes runs on top of VMs, which is a prevalent approach, you actually just stacking up multiple networks on the compute layer that they eventually run on the physical fabric infrastructure. Those are all ships in the nights effectively, right? They operate as completely disjointed. And we're trying to attack this problem first with the notion of a unified fabric, which is independent from any workloads, whether it's this fabric spans on a switch, which can be con connected to a bare metal workload, or can span all the way inside the DPU, uh, where, um, you have, uh, your multi hypervisor compute environment. >>It's one API, one common network control plane, and one common set of segmentation services for the network. That's probably the number one, >>You know, it's interesting you, man, I hear you talking, I hear one network month, different operating models reminds me of the old serverless days. You know, there's still servers, but they call it serverless. Is there going to be a term network list? Because at the end of the day, it should be one network, not multiple operating models. This, this is a problem that you guys are working on. Is that right? I mean, I'm not, I'm just joking server listen network list, but the idea is it should be one thing. >>Yeah, it's effectively. What we're trying to do is we are trying to recompose this fragmentation in terms of network operation, across physical networking and server networking server networking is where the majority of the problems are because of the, uh, as much as you have standardized the ways of building, uh, physical networks and cloud fabrics with IP protocols and internet, you don't have that kind of, uh, uh, sort of, uh, um, um, uh, operational efficiency, uh, at the server layer. And, uh, this is what we're trying to attack first. The, with this technology, the second aspect we're trying to attack is are we distribute the security services throughout the infrastructure, more efficiently, whether it's micro-segmentation is a stateful firewall services, or even encryption. Those are all capabilities enabled by the blue field, uh, uh, the Butte technology and, uh, uh, we can actually integrate those capabilities directly into the nettle Fabrica, uh, limiting dramatically, at least for east-west traffic, the sprawl of, uh, security appliances, whether virtual or physical, that is typically the way the people today, uh, segment and secure the traffic in the cloud. >>Awesome. Pete, all kidding aside about network lists and serverless kind of fun, fun play on words there, the network is one thing it's basically distributed computing, right? So I love to get your thoughts about this distributed security with zero trust as the driver for this architecture you guys are doing. Can you share in more detail the depth of why DPU based approach is better than alternatives? >>Yeah, I think what's, what's beautiful and kind of what the DPU brings. That's new to this model is a completely isolated compute environment inside. So, you know, it's the, uh, yo dog, I heard you like a server, so I put a server inside your server. Uh, and so we provide, uh, you know, armed CPU's memory and network accelerators inside, and that is completely isolated from the host. So the server, the, the actual x86 host just thinks it has a regular Nick in there, but you actually have this full control plane thing. It's just like taking your top of rack switch and shoving it inside of your compute node. And so you have not only the separation, um, within the data plane, but you have this complete control plane separation. So you have this element that the network team can now control and manage, but we're taking all of the functions we used to do at the top of rack switch, and we're just shooting them now. >>And, you know, as time has gone on we've, we've struggled to put more and more and more into that network edge. And the reality is the network edge is the compute layer, not the top of rack switch layer. And so that provides this phenomenal enforcement point for security and policy. And I think outside of today's solutions around virtual firewalls, um, the other option is centralized appliances. And even if you can get one that can scale large enough, the question is, can you afford it? And so what we end up doing is we kind of hope that of aliens good enough, or we hope that if the excellent tunnel is good enough and we can actually apply more advanced techniques there because we can't physically, you know, financially afford that appliance to see all of the traffic. And now that we have a distributed model with this accelerator, we could do it. >>So what's the what's in it for the customer. I real quick, cause I think this is interesting point. You mentioned policy, everyone in networking knows policy is just a great thing and it adds, you hear it being talked about up the stack as well. When you start getting to orchestrating microservices and whatnot, all that good stuff going on there, containers and whatnot and modern applications. What's the benefit to the customers with this approach? Because what I heard was more scale, more edge deployment, flexibility, relative to security policies and application enablement. I mean, is that what what's the customer get out of this architecture? What's the enablement. >>It comes down to, uh, taking again the capabilities that were in that top of rack switch and asserting them down. So that makes simplicity smaller blast radiuses for failure, smaller failure domains, maintenance on the networks, and the systems become easier. Your ability to integrate across workloads becomes infinitely easier. Um, and again, you know, we always want to kind of separate each one of those layers. So just as in say, a VX land network, my leaf and spine don't have to be tightly coupled together. I can now do this at a different layer. And so you can run a DPU with any networking in the core there. And so you get this extreme flexibility. You can start small, you can scale large. Um, you know, to me, the, the possibilities are endless. Yes, >>It's a great security control plan. Really flexibility is key. And, and also being situationally aware of any kind of threats or new vectors or whatever's happening in the network. Alessandra, this is huge upside, right? You've already identified some successes with some customers on your early field trials. What are they doing and why are they attracted to the solution? >>Yeah, I think the response from customers has been, uh, the most, uh, encouraging and, uh, exciting, uh, for, uh, for us to, uh, to sort of continue and work and develop this product. And we have actually learned a lot in the process. Um, we talked to tier two tier three cloud providers. Uh, we talked to, uh, SP um, software Tyco type of networks, uh, as well as a large enterprise customers, um, in, uh, one particular case. Um, uh, one, uh, I think, um, let me, let me call out a couple of examples here, just to give you a flavor. Uh, there is a service provider, a cloud provider, uh, in Asia who is actually managing a cloud, uh, where they are offering services based on multiple hypervisors. They are native services based on Zen, but they also are on ramp into the cloud, uh, workloads based on, uh, ESI and, uh, uh, and KVM, depending on what the customer picks from the piece on the menu. >>And they have the problem of now orchestrating through their orchestrate or integrating with the Zen center with vSphere, uh, with, uh, open stack to coordinate these multiple environments and in the process to provide security, they actually deploy virtual appliances everywhere, which has a lot of costs, complication, and eats up into the server CPU. The problem is that they saw in this technology, they call it actually game changing is actually to remove all this complexity of in a single network and distribute the micro-segmentation service directly into the fabric. And overall, they're hoping to get out of it, uh, uh, tremendous, uh, um, opics, uh, benefit and overall, um, uh, operational simplification for the cloud infrastructure. That's one potent a use case. Uh, another, uh, large enterprise customer global enterprise customer, uh, is running, uh, both ESI and hyper V in that environment. And they don't have a solution to do micro-segmentation consistently across hypervisors. >>So again, micro-segmentation is a huge driver security looks like it's a recurring theme, uh, talking to most of these customers and in the Tyco space, um, uh, we're working with a few types of customers on the CFT program, uh, where the main goal is actually to our Monet's network operation. They typically handle all the VNF search with their own homegrown DPDK stack. This is overly complex. It is frankly also as low and inefficient, and then they have a physical network to manage the, the idea of having again, one network, uh, to coordinate the provision in our cloud services between the, the take of VNF, uh, and, uh, the rest of the infrastructure, uh, is extremely powerful on top of the offloading capability of the, by the bluefin DPOs. Those are just some examples. >>That was a great use case, a lot more potential. I see that with the unified cloud networking, great stuff, feed, shout out to you guys at Nvidia had been following your success for a long time and continuing to innovate as cloud scales and pluribus here with the unified networking, kind of bring it to the next level. Great stuff. Great to have you guys on. And again, software keeps driving the innovation again, networking is just a part of it, and it's the key solution. So I got to ask both of you to wrap this up. How can cloud operators who are interested in, in this, uh, new architecture and solution, uh, learn more because this is an architectural shift. People are working on this problem. They're trying to think about multiple clouds of trying to think about unification around the network and giving more security, more flexibility, uh, to their teams. How can people learn more? >>Yeah, so, uh, all Sandra and I have a talk at the upcoming Nvidia GTC conference. Um, so that's the week of March 21st through 24th. Um, you can go and register for free and video.com/at GTC. Um, you can also watch recorded sessions if you ended up watching us on YouTube a little bit after the fact. Um, and we're going to dive a little bit more into the specifics and the details and what we're providing in the solution. >>Alexandra, how can people learn more? >>Yeah, absolutely. People can go to the pluribus, a website, www boost networks.com/eft, and they can fill up the form and, uh, they will contact durables to either know more or to know more and actually to sign up for the actual early field trial program, which starts at the end of April. >>Okay. Well, we'll leave it there. Thanks. You both for joining. Appreciate it up next. You're going to hear an independent analyst perspective and review some of the research from the enterprise strategy group ESG. I'm John ferry with the >>Cube. Thanks for watching. >>Okay. We've heard from the folks at networks and Nvidia about their effort to transform cloud networking and unify bespoke infrastructure. Now let's get the perspective from an independent analyst and to do so. We welcome in ESG, senior analysts, Bob LA Liberte, Bob. Good to see you. Thanks for coming into our east coast studios. >>Oh, thanks for having me. It's great to be >>Here. Yeah. So this, this idea of unified cloud networking approach, how serious is it? What's what's driving it. >>Yeah, there's certainly a lot of drivers behind it, but probably the first and foremost is the fact that application environments are becoming a lot more distributed, right? So the, it pendulum tends to swing back and forth. And we're definitely on one that's swinging from consolidated to distributed. And so applications are being deployed in multiple private data centers, multiple public cloud locations, edge locations. And as a result of that, what you're seeing is a lot of complexity. So organizations are having to deal with this highly disparate environment. They have to secure it. They have to ensure connectivity to it and all that's driving up complexity. In fact, when we asked in one of our last surveys and last year about network complexity, more than half 54% came out and said, Hey, our network environment is now either more or significantly more complex than it used to be. >>And as a result of that, what you're seeing is it's really impacting agility. So everyone's moving to these modern application environments, distributing them across areas so they can improve agility yet it's creating more complexity. So a little bit counter to the fact and, you know, really counter to their overarching digital transformation initiatives. From what we've seen, you know, nine out of 10 organizations today are either beginning in process or have a mature digital transformation process or initiative, but their top goals, when you look at them, it probably shouldn't be a surprise. The number one goal is driving operational efficiency. So it makes sense. I've distributed my environment to create agility, but I've created a lot of complexity. So now I need these tools that are going to help me drive operational efficiency, drive better experience. >>I mean, I love how you bring in the data yesterday. Does a great job with that. Uh, questions is, is it about just unifying existing networks or is there sort of a need to rethink kind of a do-over network, how networks are built? >>Yeah, that's a, that's a really good point because certainly unifying networks helps right. Driving any kind of operational efficiency helps. But in this particular case, because we've made the transition to new application architectures and the impact that's having as well, it's really about changing and bringing in new frameworks and new network architectures to accommodate those new application architectures. And by that, what I'm talking about is the fact that these new modern application architectures, microservices, containers are driving a lot more east west traffic. So in the old days, it used to be easier in north south coming out of the server, one application per server, things like that. Right now you've got hundreds, if not thousands of microservices communicating with each other users communicating to them. So there's a lot more traffic and a lot of it's taking place within the servers themselves. The other issue that you starting to see as well from that security perspective, when we were all consolidated, we had those perimeter based legacy, you know, castle and moat security architectures, but that doesn't work anymore when the applications aren't in the castle, right. >>When everything's spread out that that no longer happens. So we're absolutely seeing, um, organizations trying to, trying to make a shift. And, and I think much, like if you think about the shift that we're seeing with all the remote workers and the sassy framework to enable a secure framework there, this it's almost the same thing. We're seeing this distributed services framework come up to support the applications better within the data centers, within the cloud data centers, so that you can drive that security closer to those applications and make sure they're, they're fully protected. Uh, and that's really driving a lot of the, you know, the zero trust stuff you hear, right? So never trust, always verify, making sure that everything is, is, is really secure micro-segmentation is another big area. So ensuring that these applications, when they're connected to each other, they're, they're fully segmented out. And that's again, because if someone does get a breach, if they are in your data center, you want to limit the blast radius, you want to limit the amount of damage that's done. So that by doing that, it really makes it a lot harder for them to see everything that's in there. >>You know, you mentioned zero trust. It used to be a buzzword, and now it's like become a mandate. And I love the mode analogy. You know, you build a moat to protect the queen and the castle, the Queens left the castles, it's just distributed. So how should we think about this, this pluribus and Nvidia solution. There's a spectrum, help us understand that you've got appliances, you've got pure software solutions. You've got what pluribus is doing with Nvidia, help us understand that. >>Yeah, absolutely. I think as organizations recognize the need to distribute their services to closer to the applications, they're trying different models. So from a legacy approach, you know, from a security perspective, they've got these centralized firewalls that they're deploying within their data centers. The hard part for that is if you want all this traffic to be secured, you're actually sending it out of the server up through the rack, usually to in different location in the data center and back. So with the need for agility, with the need for performance, right, that adds a lot of latency. Plus when you start needing to scale, that means adding more and more network connections, more and more appliances. So it can get very costly as well as impacting the performance. The other way that organizations are seeking to solve this problem is by taking the software itself and deploying it on the servers. Okay. So that's a, it's a great approach, right? It brings it really close to the applications, but the things you start running into there, there's a couple of things. One is that you start seeing that the DevOps team start taking on that networking and security responsibility, which they >>Don't want to >>Do, they don't want to do right. And the operations teams loses a little bit of visibility into that. Um, plus when you load the software onto the server, you're taking up precious CPU cycles. So if you're really wanting your applications to perform at an optimized state, having additional software on there, isn't going to, isn't going to do it. So, you know, when we think about all those types of things, right, and certainly the other side effects of that is the impact of the performance, but there's also a cost. So if you have to buy more servers because your CPU's are being utilized, right, and you have hundreds or thousands of servers, right, those costs are going to add up. So what, what Nvidia and pluribus have done by working together is to be able to take some of those services and be able to deploy them onto a smart Nick, right? >>To be able to deploy the DPU based smart SMARTNICK into the servers themselves. And then pluribus has come in and said, we're going to unify create that unified fabric across the networking space, into those networking services all the way down to the server. So the benefits of having that are pretty clear in that you're offloading that capability from the server. So your CPU's are optimized. You're saving a lot of money. You're not having to go outside of the server and go to a different rack somewhere else in the data center. So your performance is going to be optimized as well. You're not going to incur any latency hit for every trip round trip to the, to the firewall and back. So I think all those things are really important. Plus the fact that you're going to see from a, an organizational aspect, we talked about the dev ops and net ops teams. The network operations teams now can work with the security teams to establish the security policies and the networking policies. So that they've dev ops teams. Don't have to worry about that. So essentially they just create the guardrails and let the dev op team run. Cause that's what they want. They want that agility and speed. >>Yeah. Your point about CPU cycles is key. I mean, it's estimated that 25 to 30% of CPU cycles in the data center are wasted. The cores are wasted doing storage offload or, or networking or security offload. And, you know, I've said many times everybody needs a nitro like Amazon nugget, but you can't go, you can only buy Amazon nitro if you go into AWS. Right. Everybody needs a nitro. So is that how we should think about this? >>Yeah. That's a great analogy to think about this. Um, and I think I would take it a step further because it's, it's almost the opposite end of the spectrum because pluribus and video are doing this in a very open way. And so pluribus has always been a proponent of open networking. And so what they're trying to do is extend that now to these distributed services. So leverage working with Nvidia, who's also open as well, being able to bring that to bear so that organizations can not only take advantage of these distributed services, but also that unified networking fabric, that unified cloud fabric across that environment from the server across the switches, the other key piece of what pluribus is doing, because they've been doing this for a while now, and they've been doing it with the older application environments and the older server environments, they're able to provide that unified networking experience across a host of different types of servers and platforms. So you can have not only the modern application supported, but also the legacy environments, um, you know, bare metal. You could go any type of virtualization, you can run containers, et cetera. So a wide gambit of different technologies hosting those applications supported by a unified cloud fabric from pluribus. >>So what does that mean for the customer? I don't have to rip and replace my whole infrastructure, right? >>Yeah. Well, think what it does for, again, from that operational efficiency, when you're going from a legacy environment to that modern environment, it helps with the migration helps you accelerate that migration because you're not switching different management systems to accomplish that. You've got the same unified networking fabric that you've been working with to enable you to run your legacy as well as transfer over to those modern applications. Okay. >>So your people are comfortable with the skillsets, et cetera. All right. I'll give you the last word. Give us the bottom line here. >>So yeah, I think obviously with all the modern applications that are coming out, the distributed application environments, it's really posing a lot of risk on these organizations to be able to get not only security, but also visibility into those environments. And so organizations have to find solutions. As I said, at the beginning, they're looking to drive operational efficiency. So getting operational efficiency from a unified cloud networking solution, that it goes from the server across the servers to multiple different environments, right in different cloud environments is certainly going to help organizations drive that operational efficiency. It's going to help them save money for visibility, for security and even open networking. So a great opportunity for organizations, especially large enterprises, cloud providers who are trying to build that hyperscaler like environment. You mentioned the nitro card, right? This is a great way to do it with an open solution. >>Bob, thanks so much for, for coming in and sharing your insights. Appreciate it. >>You're welcome. Thanks. >>Thanks for watching the program today. Remember all these videos are available on demand@thekey.net. You can check out all the news from today@siliconangle.com and of course, pluribus networks.com many thanks diplomas for making this program possible and sponsoring the cube. This is Dave Volante. Thanks for watching. Be well, we'll see you next time.

>>Individuals create developers, translate ideas to code, to create great applications and great applications. Touch everyone. A Docker. We know that collaboration is key to your innovation sharing ideas, working together. Launching the most secure applications. Docker is with you wherever your team innovates, whether it be robots or autonomous cars, we're doing research to save lives during a pandemic, revolutionizing, how to buy and sell goods online, or even going into the unknown frontiers of space. Docker is launching innovation everywhere. Join us on the journey to build, share, run the future. >>Hello and welcome to Docker con 2021. We're incredibly excited to have more than 80,000 of you join us today from all over the world. As it was last year, this year at DockerCon is 100% virtual and 100% free. So as to enable as many community members as possible to join us now, 100%. Virtual is also an acknowledgement of the continuing global pandemic in particular, the ongoing tragedies in India and Brazil, the Docker community is a global one. And on behalf of all Dr. Khan attendees, we are donating $10,000 to UNICEF support efforts to fight the virus in those countries. Now, even in those regions of the world where the pandemic is being brought under control, virtual first is the new normal. It's been a challenging transition. This includes our team here at Docker. And we know from talking with many of you that you and your developer teams are challenged by this as well. So to help application development teams better collaborate and ship faster, we've been working on some powerful new features and we thought it would be fun to start off with a demo of those. How about it? Want to have a look? All right. Then no further delay. I'd like to introduce Youi Cal and Ben, gosh, over to you and Ben >>Morning, Ben, thanks for jumping on real quick. >>Have you seen the email from Scott? The one about updates and the docs landing page Smith, the doc combat and more prominence. >>Yeah. I've got something working on my local machine. I haven't committed anything yet. I was thinking we could try, um, that new Docker dev environments feature. >>Yeah, that's cool. So if you hit the share button, what I should do is it will take all of your code and the dependencies and the image you're basing it on and wrap that up as one image for me. And I can then just monitor all my machines that have been one click, like, and then have it side by side, along with the changes I've been looking at as well, because I was also having a bit of a look and then I can really see how it differs to what I'm doing. Maybe I can combine it to do the best of both worlds. >>Sounds good. Uh, let me get that over to you, >>Wilson. Yeah. If you pay with the image name, I'll get that started up. >>All right. Sen send it over >>Cheesy. Okay, great. Let's have a quick look at what you he was doing then. So I've been messing around similar to do with the batter. I've got movie at the top here and I think it looks pretty cool. Let's just grab that image from you. Pick out that started on a dev environment. What this is doing. It's just going to grab the image down, which you can take all of the code, the dependencies only get brunches working on and I'll get that opened up in my idea. Ready to use. It's a here close. We can see our environment as my Molly image, just coming down there and I've got my new idea. >>We'll load this up and it'll just connect to my dev environment. There we go. It's connected to the container. So we're working all in the container here and now give it a moment. What we'll do is we'll see what changes you've been making as well on the code. So it's like she's been working on a landing page as well, and it looks like she's been changing the banner as well. So let's get this running. Let's see what she's actually doing and how it looks. We'll set up our checklist and then we'll see how that works. >>Great. So that's now rolling. So let's just have a look at what you use doing what changes she had made. Compare those to mine just jumped back into my dev container UI, see that I've got both of those running side by side with my changes and news changes. Okay. So she's put Molly up there rather than mobi or somebody had the same idea. So I think in a way I can make us both happy. So if we just jumped back into what we'll do, just add Molly and Moby and here I'll save that. And what we can see is, cause I'm just working within the container rather than having to do sort of rebuild of everything or serve, or just reload my content. No, that's straight the page. So what I can then do is I can come up with my browser here. Once that's all refreshed, refresh the page once hopefully, maybe twice, we should then be able to see your refresh it or should be able to see that we get Malia mobi come up. So there we go, got Molly mobi. So what we'll do now is we'll describe that state. It sends us our image and then we'll just create one of those to share with URI or share. And we'll get a link for that. I guess we'll send that back over to you. >>So I've had a look at what you were doing and I'm actually going to change. I think that might work for both of us. I wondered if you could take a look at it. If I send it over. >>Sounds good. Let me grab the link. >>Yeah, it's a dev environment link again. So if you just open that back in the doc dashboard, it should be able to open up the code that I've changed and then just run it in the same way you normally do. And that shouldn't interrupt what you're already working on because there'll be able to run side by side with your other brunch. You already got, >>Got it. Got it. Loading here. Well, that's great. It's Molly and movie together. I love it. I think we should ship it. >>Awesome. I guess it's chip it and get on with the rest of.com. Wasn't that cool. Thank you Joey. Thanks Ben. Everyone we'll have more of this later in the keynote. So stay tuned. Let's say earlier, we've all been challenged by this past year, whether the COVID pandemic, the complete evaporation of customer demand in many industries, unemployment or business bankruptcies, we all been touched in some way. And yet, even to miss these tragedies last year, we saw multiple sources of hope and inspiration. For example, in response to COVID we saw global communities, including the tech community rapidly innovate solutions for analyzing the spread of the virus, sequencing its genes and visualizing infection rates. In fact, if all in teams collaborating on solutions for COVID have created more than 1,400 publicly shareable images on Docker hub. As another example, we all witnessed the historic landing and exploration of Mars by the perseverance Rover and its ingenuity drone. >>Now what's common in these examples, these innovative and ambitious accomplishments were made possible not by any single individual, but by teams of individuals collaborating together. The power of teams is why we've made development teams central to Docker's mission to build tools and content development teams love to help them get their ideas from code to cloud as quickly as possible. One of the frictions we've seen that can slow down to them in teams is that the path from code to cloud can be a confusing one, riddle with multiple point products, tools, and images that need to be integrated and maintained an automated pipeline in order for teams to be productive. That's why a year and a half ago we refocused Docker on helping development teams make sense of all this specifically, our goal is to provide development teams with the trusted content, the sharing capabilities and the pipeline integrations with best of breed third-party tools to help teams ship faster in short, to provide a collaborative application development platform. >>Everything a team needs to build. Sharon run create applications. Now, as I noted earlier, it's been a challenging year for everyone on our planet and has been similar for us here at Docker. Our team had to adapt to working from home local lockdowns caused by the pandemic and other challenges. And despite all this together with our community and ecosystem partners, we accomplished many exciting milestones. For example, in open source together with the community and our partners, we open sourced or made major contributions to many projects, including OCI distribution and the composed plugins building on these open source projects. We had powerful new capabilities to the Docker product, both free and subscription. For example, support for WSL two and apple, Silicon and Docker, desktop and vulnerability scanning audit logs and image management and Docker hub. >>And finally delivering an easy to use well-integrated development experience with best of breed tools and content is only possible through close collaboration with our ecosystem partners. For example, this last year we had over 100 commercialized fees, join our Docker verified publisher program and over 200 open source projects, join our Docker sponsored open source program. As a result of these efforts, we've seen some exciting growth in the Docker community in the 12 months since last year's Docker con for example, the number of registered developers grew 80% to over 8 million. These developers created many new images increasing the total by 56% to almost 11 million. And the images in all these repositories were pulled by more than 13 million monthly active IP addresses totaling 13 billion pulls a month. Now while the growth is exciting by Docker, we're even more excited about the stories we hear from you and your development teams about how you're using Docker and its impact on your businesses. For example, cancer researchers and their bioinformatics development team at the Washington university school of medicine needed a way to quickly analyze their clinical trial results and then share the models, the data and the analysis with other researchers they use Docker because it gives them the ease of use choice of pipeline tools and speed of sharing so critical to their research. And most importantly to the lives of their patients stay tuned for another powerful customer story later in the keynote from Matt fall, VP of engineering at Oracle insights. >>So with this last year behind us, what's next for Docker, but challenge you this last year of force changes in how development teams work, but we felt for years to come. And what we've learned in our discussions with you will have long lasting impact on our product roadmap. One of the biggest takeaways from those discussions that you and your development team want to be quicker to adapt, to changes in your environment so you can ship faster. So what is DACA doing to help with this first trusted content to own the teams that can focus their energies on what is unique to their businesses and spend as little time as possible on undifferentiated work are able to adapt more quickly and ship faster in order to do so. They need to be able to trust other components that make up their app together with our partners. >>Docker is doubling down and providing development teams with trusted content and the tools they need to use it in their applications. Second, remote collaboration on a development team, asking a coworker to take a look at your code used to be as easy as swiveling their chair around, but given what's happened in the last year, that's no longer the case. So as you even been hinted in the demo at the beginning, you'll see us deliver more capabilities for remote collaboration within a development team. And we're enabling development team to quickly adapt to any team configuration all on prem hybrid, all work from home, helping them remain productive and focused on shipping third ecosystem integrations, those development teams that can quickly take advantage of innovations throughout the ecosystem. Instead of getting locked into a single monolithic pipeline, there'll be the ones able to deliver amps, which impact their businesses faster. >>So together with our ecosystem partners, we are investing in more integrations with best of breed tools, right? Integrated automated app pipelines. Furthermore, we'll be writing more public API APIs and SDKs to enable ecosystem partners and development teams to roll their own integrations. We'll be sharing more details about remote collaboration and ecosystem integrations. Later in the keynote, I'd like to take a moment to share with Docker and our partners are doing for trusted content, providing development teams, access to content. They can trust, allows them to focus their coding efforts on what's unique and differentiated to that end Docker and our partners are bringing more and more trusted content to Docker hub Docker official images are 160 images of popular upstream open source projects that serve as foundational building blocks for any application. These include operating systems, programming, languages, databases, and more. Furthermore, these are updated patch scan and certified frequently. So I said, no image is older than 30 days. >>Docker verified publisher images are published by more than 100 commercialized feeds. The image Rebos are explicitly designated verify. So the developers searching for components for their app know that the ISV is actively maintaining the image. Docker sponsored open source projects announced late last year features images for more than 200 open source communities. Docker sponsors these communities through providing free storage and networking resources and offering their community members unrestricted access repos for businesses allow businesses to update and share their apps privately within their organizations using role-based access control and user authentication. No, and finally, public repos for communities enable community projects to be freely shared with anonymous and authenticated users alike. >>And for all these different types of content, we provide services for both development teams and ISP, for example, vulnerability scanning and digital signing for enhanced security search and filtering for discoverability packaging and updating services and analytics about how these products are being used. All this trusted content, we make available to develop teams for them directly to discover poll and integrate into their applications. Our goal is to meet development teams where they live. So for those organizations that prefer to manage their internal distribution of trusted content, we've collaborated with leading container registry partners. We announced our partnership with J frog late last year. And today we're very pleased to announce our partnerships with Amazon and Miranda's for providing an integrated seamless experience for joint for our joint customers. Lastly, the container images themselves and this end to end flow are built on open industry standards, which provided all the teams with flexibility and choice trusted content enables development teams to rapidly build. >>As I let them focus on their unique differentiated features and use trusted building blocks for the rest. We'll be talking more about trusted content as well as remote collaboration and ecosystem integrations later in the keynote. Now ecosystem partners are not only integral to the Docker experience for development teams. They're also integral to a great DockerCon experience, but please join me in thanking our Dr. Kent on sponsors and checking out their talks throughout the day. I also want to thank some others first up Docker team. Like all of you this last year has been extremely challenging for us, but the Docker team rose to the challenge and worked together to continue shipping great product, the Docker community of captains, community leaders, and contributors with your welcoming newcomers, enthusiasm for Docker and open exchanges of best practices and ideas talker, wouldn't be Docker without you. And finally, our development team customers. >>You trust us to help you build apps. Your businesses rely on. We don't take that trust for granted. Thank you. In closing, we often hear about the tenant's developer capable of great individual feeds that can transform project. But I wonder if we, as an industry have perhaps gotten this wrong by putting so much emphasis on weight, on the individual as discussed at the beginning, great accomplishments like innovative responses to COVID-19 like landing on Mars are more often the results of individuals collaborating together as a team, which is why our mission here at Docker is delivered tools and content developers love to help their team succeed and become 10 X teams. Thanks again for joining us, we look forward to having a great DockerCon with you today, as well as a great year ahead of us. Thanks and be well. >>Hi, I'm Dana Lawson, VP of engineering here at get hub. And my job is to enable this rich interconnected community of builders and makers to build even more and hopefully have a great time doing it in order to enable the best platform for developers, which I know is something we are all passionate about. We need to partner across the ecosystem to ensure that developers can have a great experience across get hub and all the tools that they want to use. No matter what they are. My team works to build the tools and relationships to make that possible. I am so excited to join Scott on this virtual stage to talk about increasing developer velocity. So let's dive in now, I know this may be hard for some of you to believe, but as a former CIS admin, some 21 years ago, working on sense spark workstations, we've come such a long way for random scripts and desperate systems that we've stitched together to this whole inclusive developer workflow experience being a CIS admin. >>Then you were just one piece of the siloed experience, but I didn't want to just push code to production. So I created scripts that did it for me. I taught myself how to code. I was the model lazy CIS admin that got dangerous and having pushed a little too far. I realized that working in production and building features is really a team sport that we had the opportunity, all of us to be customer obsessed today. As developers, we can go beyond the traditional dev ops mindset. We can really focus on adding value to the customer experience by ensuring that we have work that contributes to increasing uptime via and SLS all while being agile and productive. We get there. When we move from a pass the Baton system to now having an interconnected developer workflow that increases velocity in every part of the cycle, we get to work better and smarter. >>And honestly, in a way that is so much more enjoyable because we automate away all the mundane and manual and boring tasks. So we get to focus on what really matters shipping, the things that humans get to use and love. Docker has been a big part of enabling this transformation. 10, 20 years ago, we had Tomcat containers, which are not Docker containers. And for y'all hearing this the first time go Google it. But that was the way we built our applications. We had to segment them on the server and give them resources. Today. We have Docker containers, these little mini Oasys and Docker images. You can do it multiple times in an orchestrated manner with the power of actions enabled and Docker. It's just so incredible what you can do. And by the way, I'm showing you actions in Docker, which I hope you use because both are great and free for open source. >>But the key takeaway is really the workflow and the automation, which you certainly can do with other tools. Okay, I'm going to show you just how easy this is, because believe me, if this is something I can learn and do anybody out there can, and in this demo, I'll show you about the basic components needed to create and use a package, Docker container actions. And like I said, you won't believe how awesome the combination of Docker and actions is because you can enable your workflow to do no matter what you're trying to do in this super baby example. We're so small. You could take like 10 seconds. Like I am here creating an action due to a simple task, like pushing a message to your logs. And the cool thing is you can use it on any the bit on this one. Like I said, we're going to use push. >>You can do, uh, even to order a pizza every time you roll into production, if you wanted, but at get hub, that'd be a lot of pizzas. And the funny thing is somebody out there is actually tried this and written that action. If you haven't used Docker and actions together, check out the docs on either get hub or Docker to get you started. And a huge shout out to all those doc writers out there. I built this demo today using those instructions. And if I can do it, I know you can too, but enough yapping let's get started to save some time. And since a lot of us are Docker and get hub nerds, I've already created a repo with a Docker file. So we're going to skip that step. Next. I'm going to create an action's Yammel file. And if you don't Yammer, you know, actions, the metadata defines my important log stuff to capture and the input and my time out per parameter to pass and puts to the Docker container, get up a build image from your Docker file and run the commands in a new container. >>Using the Sigma image. The cool thing is, is you can use any Docker image in any language for your actions. It doesn't matter if it's go or whatever in today's I'm going to use a shell script and an input variable to print my important log stuff to file. And like I said, you know me, I love me some. So let's see this action in a workflow. When an action is in a private repo, like the one I demonstrating today, the action can only be used in workflows in the same repository, but public actions can be used by workflows in any repository. So unfortunately you won't get access to the super awesome action, but don't worry in the Guild marketplace, there are over 8,000 actions available, especially the most important one, that pizza action. So go try it out. Now you can do this in a couple of ways, whether you're doing it in your preferred ID or for today's demo, I'm just going to use the gooey. I'm going to navigate to my actions tab as I've done here. And I'm going to in my workflow, select new work, hello, probably load some workflows to Claire to get you started, but I'm using the one I've copied. Like I said, the lazy developer I am in. I'm going to replace it with my action. >>That's it. So now we're going to go and we're going to start our commitment new file. Now, if we go over to our actions tab, we can see the workflow in progress in my repository. I just click the actions tab. And because they wrote the actions on push, we can watch the visualization under jobs and click the job to see the important stuff we're logging in the input stamp in the printed log. And we'll just wait for this to run. Hello, Mona and boom. Just like that. It runs automatically within our action. We told it to go run as soon as the files updated because we're doing it on push merge. That's right. Folks in just a few minutes, I built an action that writes an entry to a log file every time I push. So I don't have to do it manually. In essence, with automation, you can be kind to your future self and save time and effort to focus on what really matters. >>Imagine what I could do with even a little more time, probably order all y'all pieces. That is the power of the interconnected workflow. And it's amazing. And I hope you all go try it out, but why do we care about all of that? Just like in the demo, I took a manual task with both tape, which both takes time and it's easy to forget and automated it. So I don't have to think about it. And it's executed every time consistently. That means less time for me to worry about my human errors and mistakes, and more time to focus on actually building the cool stuff that people want. Obviously, automation, developer productivity, but what is even more important to me is the developer happiness tools like BS, code actions, Docker, Heroku, and many others reduce manual work, which allows us to focus on building things that are awesome. >>And to get into that wonderful state that we call flow. According to research by UC Irvine in Humboldt university in Germany, it takes an average of 23 minutes to enter optimal creative state. What we call the flow or to reenter it after distraction like your dog on your office store. So staying in flow is so critical to developer productivity and as a developer, it just feels good to be cranking away at something with deep focus. I certainly know that I love that feeling intuitive collaboration and automation features we built in to get hub help developer, Sam flow, allowing you and your team to do so much more, to bring the benefits of automation into perspective in our annual October's report by Dr. Nicole, Forsgren. One of my buddies here at get hub, took a look at the developer productivity in the stork year. You know what we found? >>We found that public GitHub repositories that use the Automational pull requests, merge those pull requests. 1.2 times faster. And the number of pooled merged pull requests increased by 1.3 times, that is 34% more poor requests merged. And other words, automation can con can dramatically increase, but the speed and quantity of work completed in any role, just like an open source development, you'll work more efficiently with greater impact when you invest the bulk of your time in the work that adds the most value and eliminate or outsource the rest because you don't need to do it, make the machines by elaborate by leveraging automation in their workflows teams, minimize manual work and reclaim that time for innovation and maintain that state of flow with development and collaboration. More importantly, their work is more enjoyable because they're not wasting the time doing the things that the machines or robots can do for them. >>And I remember what I said at the beginning. Many of us want to be efficient, heck even lazy. So why would I spend my time doing something I can automate? Now you can read more about this research behind the art behind this at October set, get hub.com, which also includes a lot of other cool info about the open source ecosystem and how it's evolving. Speaking of the open source ecosystem we at get hub are so honored to be the home of more than 65 million developers who build software together for everywhere across the globe. Today, we're seeing software development taking shape as the world's largest team sport, where development teams collaborate, build and ship products. It's no longer a solo effort like it was for me. You don't have to take my word for it. Check out this globe. This globe shows real data. Every speck of light you see here represents a contribution to an open source project, somewhere on earth. >>These arts reach across continents, cultures, and other divides. It's distributed collaboration at its finest. 20 years ago, we had no concept of dev ops, SecOps and lots, or the new ops that are going to be happening. But today's development and ops teams are connected like ever before. This is only going to continue to evolve at a rapid pace, especially as we continue to empower the next hundred million developers, automation helps us focus on what's important and to greatly accelerate innovation. Just this past year, we saw some of the most groundbreaking technological advancements and achievements I'll say ever, including critical COVID-19 vaccine trials, as well as the first power flight on Mars. This past month, these breakthroughs were only possible because of the interconnected collaborative open source communities on get hub and the amazing tools and workflows that empower us all to create and innovate. Let's continue building, integrating, and automating. So we collectively can give developers the experience. They deserve all of the automation and beautiful eye UIs that we can muster so they can continue to build the things that truly do change the world. Thank you again for having me today, Dr. Khan, it has been a pleasure to be here with all you nerds. >>Hello. I'm Justin. Komack lovely to see you here. Talking to developers, their world is getting much more complex. Developers are being asked to do everything security ops on goal data analysis, all being put on the rockers. Software's eating the world. Of course, and this all make sense in that view, but they need help. One team. I told you it's shifted all our.net apps to run on Linux from windows, but their developers found the complexity of Docker files based on the Linux shell scripts really difficult has helped make these things easier for your teams. Your ones collaborate more in a virtual world, but you've asked us to make this simpler and more lightweight. You, the developers have asked for a paved road experience. You want things to just work with a simple options to be there, but it's not just the paved road. You also want to be able to go off-road and do interesting and different things. >>Use different components, experiments, innovate as well. We'll always offer you both those choices at different times. Different developers want different things. It may shift for ones the other paved road or off road. Sometimes you want reliability, dependability in the zone for day to day work, but sometimes you have to do something new, incorporate new things in your pipeline, build applications for new places. Then you knew those off-road abilities too. So you can really get under the hood and go and build something weird and wonderful and amazing. That gives you new options. Talk as an independent choice. We don't own the roads. We're not pushing you into any technology choices because we own them. We're really supporting and driving open standards, such as ISEI working opensource with the CNCF. We want to help you get your applications from your laptops, the clouds, and beyond, even into space. >>Let's talk about the key focus areas, that frame, what DACA is doing going forward. These are simplicity, sharing, flexibility, trusted content and care supply chain compared to building where the underlying kernel primitives like namespaces and Seagraves the original Docker CLI was just amazing Docker engine. It's a magical experience for everyone. It really brought those innovations and put them in a world where anyone would use that, but that's not enough. We need to continue to innovate. And it was trying to get more done faster all the time. And there's a lot more we can do. We're here to take complexity away from deeply complicated underlying things and give developers tools that are just amazing and magical. One of the area we haven't done enough and make things magical enough that we're really planning around now is that, you know, Docker images, uh, they're the key parts of your application, but you know, how do I do something with an image? How do I, where do I attach volumes with this image? What's the API. Whereas the SDK for this image, how do I find an example or docs in an API driven world? Every bit of software should have an API and an API description. And our vision is that every container should have this API description and the ability for you to understand how to use it. And it's all a seamless thing from, you know, from your code to the cloud local and remote, you can, you can use containers in this amazing and exciting way. >>One thing I really noticed in the last year is that companies that started off remote fast have constant collaboration. They have zoom calls, apron all day terminals, shattering that always working together. Other teams are really trying to learn how to do this style because they didn't start like that. We used to walk around to other people's desks or share services on the local office network. And it's very difficult to do that anymore. You want sharing to be really simple, lightweight, and informal. Let me try your container or just maybe let's collaborate on this together. Um, you know, fast collaboration on the analysts, fast iteration, fast working together, and he wants to share more. You want to share how to develop environments, not just an image. And we all work by seeing something someone else in our team is doing saying, how can I do that too? I can, I want to make that sharing really, really easy. Ben's going to talk about this more in the interest of one minute. >>We know how you're excited by apple. Silicon and gravis are not excited because there's a new architecture, but excited because it's faster, cooler, cheaper, better, and offers new possibilities. The M one support was the most asked for thing on our public roadmap, EFA, and we listened and share that we see really exciting possibilities, usership arm applications, all the way from desktop to production. We know that you all use different clouds and different bases have deployed to, um, you know, we work with AWS and Azure and Google and more, um, and we want to help you ship on prime as well. And we know that you use huge number of languages and the containers help build applications that use different languages for different parts of the application or for different applications, right? You can choose the best tool. You have JavaScript hat or everywhere go. And re-ask Python for data and ML, perhaps getting excited about WebAssembly after hearing about a cube con, you know, there's all sorts of things. >>So we need to make that as easier. We've been running the whole month of Python on the blog, and we're doing a month of JavaScript because we had one specific support about how do I best put this language into production of that language into production. That detail is important for you. GPS have been difficult to use. We've added GPS suppose in desktop for windows, but we know there's a lot more to do to make the, how multi architecture, multi hardware, multi accelerator world work better and also securely. Um, so there's a lot more work to do to support you in all these things you want to do. >>How do we start building a tenor has applications, but it turns out we're using existing images as components. I couldn't assist survey earlier this year, almost half of container image usage was public images rather than private images. And this is growing rapidly. Almost all software has open source components and maybe 85% of the average application is open source code. And what you're doing is taking whole container images as modules in your application. And this was always the model with Docker compose. And it's a model that you're already et cetera, writing you trust Docker, official images. We know that they might go to 25% of poles on Docker hub and Docker hub provides you the widest choice and the best support that trusted content. We're talking to people about how to make this more helpful. We know, for example, that winter 69 four is just showing us as support, but the image doesn't yet tell you that we're working with canonical to improve messaging from specific images about left lifecycle and support. >>We know that you need more images, regularly updated free of vulnerabilities, easy to use and discover, and Donnie and Marie neuro, going to talk about that more this last year, the solar winds attack has been in the, in the news. A lot, the software you're using and trusting could be compromised and might be all over your organization. We need to reduce the risk of using vital open-source components. We're seeing more software supply chain attacks being targeted as the supply chain, because it's often an easier place to attack and production software. We need to be able to use this external code safely. We need to, everyone needs to start from trusted sources like photography images. They need to scan for known vulnerabilities using Docker scan that we built in partnership with sneak and lost DockerCon last year, we need just keep updating base images and dependencies, and we'll, we're going to help you have the control and understanding about your images that you need to do this. >>And there's more, we're also working on the nursery V2 project in the CNCF to revamp container signings, or you can tell way or software comes from we're working on tooling to make updates easier, and to help you understand and manage all the principals carrier you're using security is a growing concern for all of us. It's really important. And we're going to help you work with security. We can't achieve all our dreams, whether that's space travel or amazing developer products ever see without deep partnerships with our community to cloud is RA and the cloud providers aware most of you ship your occasion production and simple routes that take your work and deploy it easily. Reliably and securely are really important. Just get into production simply and easily and securely. And we've done a bunch of work on that. And, um, but we know there's more to do. >>The CNCF on the open source cloud native community are an amazing ecosystem of creators and lovely people creating an amazing strong community and supporting a huge amount of innovation has its roots in the container ecosystem and his dreams beyond that much of the innovation is focused around operate experience so far, but developer experience is really a growing concern in that community as well. And we're really excited to work on that. We also uses appraiser tool. Then we know you do, and we know that you want it to be easier to use in your environment. We just shifted Docker hub to work on, um, Kubernetes fully. And, um, we're also using many of the other projects are Argo from atheists. We're spending a lot of time working with Microsoft, Amazon right now on getting natural UV to ready to ship in the next few. That's a really detailed piece of collaboration we've been working on for a long term. Long time is really important for our community as the scarcity of the container containers and, um, getting content for you, working together makes us stronger. Our community is made up of all of you have. Um, it's always amazing to be reminded of that as a huge open source community that we already proud to work with. It's an amazing amount of innovation that you're all creating and where perhaps it, what with you and share with you as well. Thank you very much. And thank you for being here. >>Really excited to talk to you today and share more about what Docker is doing to help make you faster, make your team faster and turn your application delivery into something that makes you a 10 X team. What we're hearing from you, the developers using Docker everyday fits across three common themes that we hear consistently over and over. We hear that your time is super important. It's critical, and you want to move faster. You want your tools to get out of your way, and instead to enable you to accelerate and focus on the things you want to be doing. And part of that is that finding great content, great application components that you can incorporate into your apps to move faster is really hard. It's hard to discover. It's hard to find high quality content that you can trust that, you know, passes your test and your configuration needs. >>And it's hard to create good content as well. And you're looking for more safety, more guardrails to help guide you along that way so that you can focus on creating value for your company. Secondly, you're telling us that it's a really far to collaborate effectively with your team and you want to do more, to work more effectively together to help your tools become more and more seamless to help you stay in sync, both with yourself across all of your development environments, as well as with your teammates so that you can more effectively collaborate together. Review each other's work, maintain things and keep them in sync. And finally, you want your applications to run consistently in every single environment, whether that's your local development environment, a cloud-based development environment, your CGI pipeline, or the cloud for production, and you want that micro service to provide that consistent experience everywhere you go so that you have similar tools, similar environments, and you don't need to worry about things getting in your way, but instead things make it easy for you to focus on what you wanna do and what Docker is doing to help solve all of these problems for you and your colleagues is creating a collaborative app dev platform. >>And this collaborative application development platform consists of multiple different pieces. I'm not going to walk through all of them today, but the overall view is that we're providing all the tooling you need from the development environment, to the container images, to the collaboration services, to the pipelines and integrations that enable you to focus on making your applications amazing and changing the world. If we start zooming on a one of those aspects, collaboration we hear from developers regularly is that they're challenged in synchronizing their own setups across environments. They want to be able to duplicate the setup of their teammates. Look, then they can easily get up and running with the same applications, the same tooling, the same version of the same libraries, the same frameworks. And they want to know if their applications are good before they're ready to share them in an official space. >>They want to collaborate on things before they're done, rather than feeling like they have to officially published something before they can effectively share it with others to work on it, to solve this. We're thrilled today to announce Docker, dev environments, Docker, dev environments, transform how your team collaborates. They make creating, sharing standardized development environments. As simple as a Docker poll, they make it easy to review your colleagues work without affecting your own work. And they increase the reproducibility of your own work and decreased production issues in doing so because you've got consistent environments all the way through. Now, I'm going to pass it off to our principal product manager, Ben Gotch to walk you through more detail on Docker dev environments. >>Hi, I'm Ben. I work as a principal program manager at DACA. One of the areas that doc has been looking at to see what's hard today for developers is sharing changes that you make from the inner loop where the inner loop is a better development, where you write code, test it, build it, run it, and ultimately get feedback on those changes before you merge them and try and actually ship them out to production. Most amount of us build this flow and get there still leaves a lot of challenges. People need to jump between branches to look at each other's work. Independence. Dependencies can be different when you're doing that and doing this in this new hybrid wall of work. Isn't any easier either the ability to just save someone, Hey, come and check this out. It's become much harder. People can't come and sit down at your desk or take your laptop away for 10 minutes to just grab and look at what you're doing. >>A lot of the reason that development is hard when you're remote, is that looking at changes and what's going on requires more than just code requires all the dependencies and everything you've got set up and that complete context of your development environment, to understand what you're doing and solving this in a remote first world is hard. We wanted to look at how we could make this better. Let's do that in a way that let you keep working the way you do today. Didn't want you to have to use a browser. We didn't want you to have to use a new idea. And we wanted to do this in a way that was application centric. We wanted to let you work with all the rest of the application already using C for all the services and all those dependencies you need as part of that. And with that, we're excited to talk more about docket developer environments, dev environments are new part of the Docker experience that makes it easier you to get started with your whole inner leap, working inside a container, then able to share and collaborate more than just the code. >>We want it to enable you to share your whole modern development environment, your whole setup from DACA, with your team on any operating system, we'll be launching a limited beta of dev environments in the coming month. And a GA dev environments will be ID agnostic and supporting composts. This means you'll be able to use an extend your existing composed files to create your own development environment in whatever idea, working in dev environments designed to be local. First, they work with Docker desktop and say your existing ID, and let you share that whole inner loop, that whole development context, all of your teammates in just one collect. This means if you want to get feedback on the working progress change or the PR it's as simple as opening another idea instance, and looking at what your team is working on because we're using compose. You can just extend your existing oppose file when you're already working with, to actually create this whole application and have it all working in the context of the rest of the services. >>So it's actually the whole environment you're working with module one service that doesn't really understand what it's doing alone. And with that, let's jump into a quick demo. So you can see here, two dev environments up and running. First one here is the same container dev environment. So if I want to go into that, let's see what's going on in the various code button here. If that one open, I can get straight into my application to start making changes inside that dev container. And I've got all my dependencies in here, so I can just run that straight in that second application I have here is one that's opened up in compose, and I can see that I've also got my backend, my front end and my database. So I've got all my services running here. So if I want, I can open one or more of these in a dev environment, meaning that that container has the context that dev environment has the context of the whole application. >>So I can get back into and connect to all the other services that I need to test this application properly, all of them, one unit. And then when I've made my changes and I'm ready to share, I can hit my share button type in the refund them on to share that too. And then give that image to someone to get going, pick that up and just start working with that code and all my dependencies, simple as putting an image, looking ahead, we're going to be expanding development environments, more of your dependencies for the whole developer worst space. We want to look at backing up and letting you share your volumes to make data science and database setups more repeatable and going. I'm still all of this under a single workspace for your team containing images, your dev environments, your volumes, and more we've really want to allow you to create a fully portable Linux development environment. >>So everyone you're working with on any operating system, as I said, our MVP we're coming next month. And that was for vs code using their dev container primitive and more support for other ideas. We'll follow to find out more about what's happening and what's coming up next in the future of this. And to actually get a bit of a deeper dive in the experience. Can we check out the talk I'm doing with Georgie and girl later on today? Thank you, Ben, amazing story about how Docker is helping to make developer teams more collaborative. Now I'd like to talk more about applications while the dev environment is like the workbench around what you're building. The application itself has all the different components, libraries, and frameworks, and other code that make up the application itself. And we hear developers saying all the time things like, how do they know if their images are good? >>How do they know if they're secure? How do they know if they're minimal? How do they make great images and great Docker files and how do they keep their images secure? And up-to-date on every one of those ties into how do I create more trust? How do I know that I'm building high quality applications to enable you to do this even more effectively than today? We are pleased to announce the DACA verified polisher program. This broadens trusted content by extending beyond Docker official images, to give you more and more trusted building blocks that you can incorporate into your applications. It gives you confidence that you're getting what you expect because Docker verifies every single one of these publishers to make sure they are who they say they are. This improves our secure supply chain story. And finally it simplifies your discovery of the best building blocks by making it easy for you to find things that you know, you can trust so that you can incorporate them into your applications and move on and on the right. You can see some examples of the publishers that are involved in Docker, official images and our Docker verified publisher program. Now I'm pleased to introduce you to marina. Kubicki our senior product manager who will walk you through more about what we're doing to create a better experience for you around trust. >>Thank you, Dani, >>Mario Andretti, who is a famous Italian sports car driver. One said that if everything feels under control, you're just not driving. You're not driving fast enough. Maya Andretti is not a software developer and a software developers. We know that no matter how fast we need to go in order to drive the innovation that we're working on, we can never allow our applications to spin out of control and a Docker. As we continue talking to our, to the developers, what we're realizing is that in order to reach that speed, the developers are the, the, the development community is looking for the building blocks and the tools that will, they will enable them to drive at the speed that they need to go and have the trust in those building blocks. And in those tools that they will be able to maintain control over their applications. So as we think about some of the things that we can do to, to address those concerns, uh, we're realizing that we can pursue them in a number of different venues, including creating reliable content, including creating partnerships that expands the options for the reliable content. >>Um, in order to, in a we're looking at creating integrations, no link security tools, talk about the reliable content. The first thing that comes to mind are the Docker official images, which is a program that we launched several years ago. And this is a set of curated, actively maintained, open source images that, uh, include, uh, operating systems and databases and programming languages. And it would become immensely popular for, for, for creating the base layers of, of the images of, of the different images, images, and applications. And would we realizing that, uh, many developers are, instead of creating something from scratch, basically start with one of the official images for their basis, and then build on top of that. And this program has become so popular that it now makes up a quarter of all of the, uh, Docker poles, which essentially ends up being several billion pulse every single month. >>As we look beyond what we can do for the open source. Uh, we're very ability on the open source, uh, spectrum. We are very excited to announce that we're launching the Docker verified publishers program, which is continuing providing the trust around the content, but now working with, uh, some of the industry leaders, uh, in multiple, in multiple verticals across the entire technology technical spec, it costs entire, uh, high tech in order to provide you with more options of the images that you can use for building your applications. And it still comes back to trust that when you are searching for content in Docker hub, and you see the verified publisher badge, you know, that this is, this is the content that, that is part of the, that comes from one of our partners. And you're not running the risk of pulling the malicious image from an employee master source. >>As we look beyond what we can do for, for providing the reliable content, we're also looking at some of the tools and the infrastructure that we can do, uh, to create a security around the content that you're creating. So last year at the last ad, the last year's DockerCon, we announced partnership with sneak. And later on last year, we launched our DACA, desktop and Docker hub vulnerability scans that allow you the options of writing scans in them along multiple points in your dev cycle. And in addition to providing you with information on the vulnerability on, on the vulnerabilities, in, in your code, uh, it also provides you with a guidance on how to re remediate those vulnerabilities. But as we look beyond the vulnerability scans, we're also looking at some of the other things that we can do, you know, to, to, to, uh, further ensure that the integrity and the security around your images, your images, and with that, uh, later on this year, we're looking to, uh, launch the scope, personal access tokens, and instead of talking about them, I will simply show you what they look like. >>So if you can see here, this is my page in Docker hub, where I've created a four, uh, tokens, uh, read-write delete, read, write, read only in public read in public creeper read only. So, uh, earlier today I went in and I, I logged in, uh, with my read only token. And when you see, when I'm going to pull an image, it's going to allow me to pull an image, not a problem success. And then when I do the next step, I'm going to ask to push an image into the same repo. Uh, would you see is that it's going to give me an error message saying that they access is denied, uh, because there is an additional authentication required. So these are the things that we're looking to add to our roadmap. As we continue thinking about the things that we can do to provide, um, to provide additional building blocks, content, building blocks, uh, and, and, and tools to build the trust so that our DACA developer and skinned code faster than Mario Andretti could ever imagine. Uh, thank you to >>Thank you, marina. It's amazing what you can do to improve the trusted content so that you can accelerate your development more and move more quickly, move more collaboratively and build upon the great work of others. Finally, we hear over and over as that developers are working on their applications that they're looking for, environments that are consistent, that are the same as production, and that they want their applications to really run anywhere, any environment, any architecture, any cloud one great example is the recent announcement of apple Silicon. We heard from developers on uproar that they needed Docker to be available for that architecture before they could add those to it and be successful. And we listened. And based on that, we are pleased to share with you Docker, desktop on apple Silicon. This enables you to run your apps consistently anywhere, whether that's developing on your team's latest dev hardware, deploying an ARM-based cloud environments and having a consistent architecture across your development and production or using multi-year architecture support, which enables your whole team to collaborate on its application, using private repositories on Docker hub, and thrilled to introduce you to Hughie cower, senior director for product management, who will walk you through more of what we're doing to create a great developer experience. >>Senior director of product management at Docker. And I'd like to jump straight into a demo. This is the Mac mini with the apple Silicon processor. And I want to show you how you can now do an end-to-end arm workflow from my M one Mac mini to raspberry PI. As you can see, we have vs code and Docker desktop installed on a, my, the Mac mini. I have a small example here, and I have a raspberry PI three with an led strip, and I want to turn those LEDs into a moving rainbow. This Dockerfile here, builds the application. We build the image with the Docker, build X command to make the image compatible for all raspberry pies with the arm. 64. Part of this build is built with the native power of the M one chip. I also add the push option to easily share the image with my team so they can give it a try to now Dr. >>Creates the local image with the application and uploads it to Docker hub after we've built and pushed the image. We can go to Docker hub and see the new image on Docker hub. You can also explore a variety of images that are compatible with arm processors. Now let's go to the raspberry PI. I have Docker already installed and it's running Ubuntu 64 bit with the Docker run command. I can run the application and let's see what will happen from there. You can see Docker is downloading the image automatically from Docker hub and when it's running, if it's works right, there are some nice colors. And with that, if we have an end-to-end workflow for arm, where continuing to invest into providing you a great developer experience, that's easy to install. Easy to get started with. As you saw in the demo, if you're interested in the new Mac, mini are interested in developing for our platforms in general, we've got you covered with the same experience you've come to expect from Docker with over 95,000 arm images on hub, including many Docker official images. >>We think you'll find what you're looking for. Thank you again to the community that helped us to test the tech previews. We're so delighted to hear when folks say that the new Docker desktop for apple Silicon, it just works for them, but that's not all we've been working on. As Dani mentioned, consistency of developer experience across environments is so important. We're introducing composed V2 that makes compose a first-class citizen in the Docker CLI you no longer need to install a separate composed biter in order to use composed, deploying to production is simpler than ever with the new compose integration that enables you to deploy directly to Amazon ECS or Azure ACI with the same methods you use to run your application locally. If you're interested in running slightly different services, when you're debugging versus testing or, um, just general development, you can manage that all in one place with the new composed service to hear more about what's new and Docker desktop, please join me in the three 15 breakout session this afternoon. >>And now I'd love to tell you a bit more about bill decks and convince you to try it. If you haven't already it's our next gen build command, and it's no longer experimental as shown in the demo with built X, you'll be able to do multi architecture builds, share those builds with your team and the community on Docker hub. With build X, you can speed up your build processes with remote caches or build all the targets in your composed file in parallel with build X bake. And there's so much more if you're using Docker, desktop or Docker, CE you can use build X checkout tonus is talk this afternoon at three 45 to learn more about build X. And with that, I hope everyone has a great Dr. Khan and back over to you, Donnie. >>Thank you UA. It's amazing to hear about what we're doing to create a better developer experience and make sure that Docker works everywhere you need to work. Finally, I'd like to wrap up by showing you everything that we've announced today and everything that we've done recently to make your lives better and give you more and more for the single price of your Docker subscription. We've announced the Docker verified publisher program we've announced scoped personal access tokens to make it easier for you to have a secure CCI pipeline. We've announced Docker dev environments to improve your collaboration with your team. Uh, we shared with you Docker, desktop and apple Silicon, to make sure that, you know, Docker runs everywhere. You need it to run. And we've announced Docker compose version two, finally making it a first-class citizen amongst all the other great Docker tools. And we've done so much more recently as well from audit logs to advanced image management, to compose service profiles, to improve where you can run Docker more easily. >>Finally, as we look forward, where we're headed in the upcoming year is continuing to invest in these themes of helping you build, share, and run modern apps more effectively. We're going to be doing more to help you create a secure supply chain with which only grows more and more important as time goes on. We're going to be optimizing your update experience to make sure that you can easily understand the current state of your application, all its components and keep them all current without worrying about breaking everything as you're doing. So we're going to make it easier for you to synchronize your work. Using cloud sync features. We're going to improve collaboration through dev environments and beyond, and we're going to do make it easy for you to run your microservice in your environments without worrying about things like architecture or differences between those environments. Thank you so much. I'm thrilled about what we're able to do to help make your lives better. And now you're going to be hearing from one of our customers about what they're doing to launch their business with Docker >>I'm Matt Falk, I'm the head of engineering and orbital insight. And today I want to talk to you a little bit about data from space. So who am I like many of you, I'm a software developer and a software developer about seven companies so far, and now I'm a head of engineering. So I spend most of my time doing meetings, but occasionally I'll still spend time doing design discussions, doing code reviews. And in my free time, I still like to dabble on things like project oiler. So who's Oberlin site. What do we do? Portal insight is a large data supplier and analytics provider where we take data geospatial data anywhere on the planet, any overhead sensor, and translate that into insights for the end customer. So specifically we have a suite of high performance, artificial intelligence and machine learning analytics that run on this geospatial data. >>And we build them to specifically determine natural and human service level activity anywhere on the planet. What that really means is we take any type of data associated with a latitude and longitude and we identify patterns so that we can, so we can detect anomalies. And that's everything that we do is all about identifying those patterns to detect anomalies. So more specifically, what type of problems do we solve? So supply chain intelligence, this is one of the use cases that we we'd like to talk about a lot. It's one of our main primary verticals that we go after right now. And as Scott mentioned earlier, this had a huge impact last year when COVID hit. So specifically supply chain intelligence is all about identifying movement patterns to and from operating facilities to identify changes in those supply chains. How do we do this? So for us, we can do things where we track the movement of trucks. >>So identifying trucks, moving from one location to another in aggregate, same thing we can do with foot traffic. We can do the same thing for looking at aggregate groups of people moving from one location to another and analyzing their patterns of life. We can look at two different locations to determine how people are moving from one location to another, or going back and forth. All of this is extremely valuable for detecting how a supply chain operates and then identifying the changes to that supply chain. As I said last year with COVID, everything changed in particular supply chains changed incredibly, and it was hugely important for customers to know where their goods or their products are coming from and where they were going, where there were disruptions in their supply chain and how that's affecting their overall supply and demand. So to use our platform, our suite of tools, you can start to gain a much better picture of where your suppliers or your distributors are going from coming from or going to. >>So what's our team look like? So my team is currently about 50 engineers. Um, we're spread into four different teams and the teams are structured like this. So the first team that we have is infrastructure engineering and this team largely deals with deploying our Dockers using Kubernetes. So this team is all about taking Dockers, built by other teams, sometimes building the Dockers themselves and putting them into our production system, our platform engineering team, they produce these microservices. So they produce microservice, Docker images. They develop and test with them locally. Their entire environments are dockerized. They produce these doctors, hand them over to him for infrastructure engineering to be deployed. Similarly, our product engineering team does the same thing. They develop and test with Dr. Locally. They also produce a suite of Docker images that the infrastructure team can then deploy. And lastly, we have our R and D team, and this team specifically produces machine learning algorithms using Nvidia Docker collectively, we've actually built 381 Docker repositories and 14 million. >>We've had 14 million Docker pools over the lifetime of the company, just a few stats about us. Um, but what I'm really getting to here is you can see actually doctors becoming almost a form of communication between these teams. So one of the paradigms in software engineering that you're probably familiar with encapsulation, it's really helpful for a lot of software engineering problems to break the problem down, isolate the different pieces of it and start building interfaces between the code. This allows you to scale different pieces of the platform or different pieces of your code in different ways that allows you to scale up certain pieces and keep others at a smaller level so that you can meet customer demands. And for us, one of the things that we can largely do now is use Dockers as that interface. So instead of having an entire platform where all teams are talking to each other, and everything's kind of, mishmashed in a monolithic application, we can now say this team is only able to talk to this team by passing over a particular Docker image that defines the interface of what needs to be built before it passes to the team and really allows us to scalp our development and be much more efficient. >>Also, I'd like to say we are hiring. Um, so we have a number of open roles. We have about 30 open roles in our engineering team that we're looking to fill by the end of this year. So if any of this sounds really interesting to you, please reach out after the presentation. >>So what does our platform do? Really? Our platform allows you to answer any geospatial question, and we do this at three different inputs. So first off, where do you want to look? So we did this as what we call an AOI or an area of interest larger. You can think of this as a polygon drawn on the map. So we have a curated data set of almost 4 million AOIs, which you can go and you can search and use for your analysis, but you're also free to build your own. Second question is what you want to look for. We do this with the more interesting part of our platform of our machine learning and AI capabilities. So we have a suite of algorithms that automatically allow you to identify trucks, buildings, hundreds of different types of aircraft, different types of land use, how many people are moving from one location to another different locations that people in a particular area are moving to or coming from all of these different analyses or all these different analytics are available at the click of a button, and then determine what you want to look for. >>Lastly, you determine when you want to find what you're looking for. So that's just, uh, you know, do you want to look for the next three hours? Do you want to look for the last week? Do you want to look every month for the past two, whatever the time cadence is, you decide that you hit go and out pops a time series, and that time series tells you specifically where you want it to look what you want it to look for and how many, or what percentage of the thing you're looking for appears in that area. Again, we do all of this to work towards patterns. So we use all this data to produce a time series from there. We can look at it, determine the patterns, and then specifically identify the anomalies. As I mentioned with supply chain, this is extremely valuable to identify where things change. So we can answer these questions, looking at a particular operating facility, looking at particular, what is happening with the level of activity is at that operating facility where people are coming from, where they're going to, after visiting that particular facility and identify when and where that changes here, you can just see it's a picture of our platform. It's actually showing all the devices in Manhattan, um, over a period of time. And it's more of a heat map view. So you can actually see the hotspots in the area. >>So really the, and this is the heart of the talk, but what happened in 2020? So for men, you know, like many of you, 2020 was a difficult year COVID hit. And that changed a lot of what we're doing, not from an engineering perspective, but also from an entire company perspective for us, the motivation really became to make sure that we were lowering our costs and increasing innovation simultaneously. Now those two things often compete with each other. A lot of times you want to increase innovation, that's going to increase your costs, but the challenge last year was how to do both simultaneously. So here's a few stats for you from our team. In Q1 of last year, we were spending almost $600,000 per month on compute costs prior to COVID happening. That wasn't hugely a concern for us. It was a lot of money, but it wasn't as critical as it was last year when we really needed to be much more efficient. >>Second one is flexibility for us. We were deployed on a single cloud environment while we were cloud thought ready, and that was great. We want it to be more flexible. We want it to be on more cloud environments so that we could reach more customers. And also eventually get onto class side networks, extending the base of our customers as well from a custom analytics perspective. This is where we get into our traction. So last year, over the entire year, we computed 54,000 custom analytics for different users. We wanted to make sure that this number was steadily increasing despite us trying to lower our costs. So we didn't want the lowering cost to come as the sacrifice of our user base. Lastly, of particular percentage here that I'll say definitely needs to be improved is 75% of our projects never fail. So this is where we start to get into a bit of stability of our platform. >>Now I'm not saying that 25% of our projects fail the way we measure this is if you have a particular project or computation that runs every day and any one of those runs sale account, that is a failure because from an end-user perspective, that's an issue. So this is something that we know we needed to improve on and we needed to grow and make our platform more stable. I'm going to something that we really focused on last year. So where are we now? So now coming out of the COVID valley, we are starting to soar again. Um, we had, uh, back in April of last year, we had the entire engineering team. We actually paused all development for about four weeks. You had everyone focused on reducing our compute costs in the cloud. We got it down to 200 K over the period of a few months. >>And for the next 12 months, we hit that number every month. This is huge for us. This is extremely important. Like I said, in the COVID time period where costs and operating efficiency was everything. So for us to do that, that was a huge accomplishment last year and something we'll keep going forward. One thing I would actually like to really highlight here, two is what allowed us to do that. So first off, being in the cloud, being able to migrate things like that, that was one thing. And we were able to use there's different cloud services in a more particular, in a more efficient way. We had a very detailed tracking of how we were spending things. We increased our data retention policies. We optimized our processing. However, one additional piece was switching to new technologies on, in particular, we migrated to get lab CICB. >>Um, and this is something that the costs we use Docker was extremely, extremely easy. We didn't have to go build new new code containers or repositories or change our code in order to do this. We were simply able to migrate the containers over and start using a new CIC so much. In fact, that we were able to do that migration with three engineers in just two weeks from a cloud environment and flexibility standpoint, we're now operating in two different clouds. We were able to last night, I've over the last nine months to operate in the second cloud environment. And again, this is something that Docker helped with incredibly. Um, we didn't have to go and build all new interfaces to all new, different services or all different tools in the next cloud provider. All we had to do was build a base cloud infrastructure that ups agnostic the way, all the different details of the cloud provider. >>And then our doctors just worked. We can move them to another environment up and running, and our platform was ready to go from a traction perspective. We're about a third of the way through the year. At this point, we've already exceeded the amount of customer analytics we produce last year. And this is thanks to a ton more albums, that whole suite of new analytics that we've been able to build over the past 12 months and we'll continue to build going forward. So this is really, really great outcome for us because we were able to show that our costs are staying down, but our analytics and our customer traction, honestly, from a stability perspective, we improved from 75% to 86%, not quite yet 99 or three nines or four nines, but we are getting there. Um, and this is actually thanks to really containerizing and modularizing different pieces of our platform so that we could scale up in different areas. This allowed us to increase that stability. This piece of the code works over here, toxin an interface to the rest of the system. We can scale this piece up separately from the rest of the system, and that allows us much more easily identify issues in the system, fix those and then correct the system overall. So basically this is a summary of where we were last year, where we are now and how much more successful we are now because of the issues that we went through last year and largely brought on by COVID. >>But that this is just a screenshot of the, our, our solution actually working on supply chain. So this is in particular, it is showing traceability of a distribution warehouse in salt lake city. It's right in the center of the screen here. You can see the nice kind of orange red center. That's a distribution warehouse and all the lines outside of that, all the dots outside of that are showing where people are, where trucks are moving from that location. So this is really helpful for supply chain companies because they can start to identify where their suppliers are, are coming from or where their distributors are going to. So with that, I want to say, thanks again for following along and enjoy the rest of DockerCon.

>>from the Cube >>Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>I am stupid, man. And welcome to a cube conversation. Really? Please welcome back to the program. One of our Cube alumni, Sony, Ge and Donnie. She is a co founder and also the business off of pensando. Tony, thanks so much for joining us. >>I thank you for having me here. >>All right. So, Sonny, we've had you on the program a few times. You know, those that have watched the program or followed your career? You've had a story career. You know, I've worked with you as a partner back through some of the spinning disk. You're one of the mpls group. And now, of course, Pensando we helped launch towards the end of 2019. I just want to take a step back and, you know, understand, You know, how did you find yourself in the startup world? >>You know, I got involved with startup ventures as part of the Mpls team. This is going back now. Gosh, 20 years ago, in calendar year 2000 my first venture was with Andy ammo. It was a very unique situation that Mario look up on myself or part of a set up on a startup venture. But all four of us, the Mpls group, did not have any equity in it. Look, and I basically what asked to operate within the with that venture to ensure its ultimate success from a product execution on the go to market perspective? Ah, lot of those elements did not exist from a go to market perspective in Cisco at that time, and it was basically a ground up effort for look and me to not have any financial association with the outcome off the Andy, um, a venture, but at the same time, take on the responsibility from the execution perspective and building up the whole go to market. >>Yeah, so, you know, talking about that these startups, you've been apart of two things. First of all, you were part of and, ya know, you ova in CNI. So did you need to learn Italian to be part of these projects? But more importantly, how did how did you work on that? You know, product customer fit, understanding what the build and, you know, you talk about right How do you make some things that festival? It is super challenging. >>Yeah, well, first and foremost, I think I've been fortunate in that the group that we're all part off it is definitely Italian Indian. And some folks, like from Indiana, for example, like Randy Pond, who is part of this venture with us at Pensando. If I if I would go back and take a look at the simple formula, I mean Mario look, and from, ah, they're veterans in this industry. And they typically focused on the conceiving off the idea and the brought up, uh, and starting with a clean slate approach. Of course, I participate from a market validation development, competitive landscape on a business on all related aspects, bringing the product to market on how that maps into customers and partners what we have consistently focused on market disruption. Particularly for the last two decades, the biggest focus has been on what are the market transitions occurring both from a business and a technology perspective on that is ultimately what creates the opportunity to emerge on and drive these concepts into reality and what yourself, in a market leadership position, is to capture the transition at the right time. >>Yeah, I think back. You know, some of your previous ventures and understand, you know, some of the waves of technologies coming together sometimes the maturity of a technology or being able to take advantage of something new to talk specifically about. Pensando what are you know, those waves of change and the technology coming together that makes the opportunity that you're in today? >>Well, I mean, if you go back and you take a look at really what has been exciting about this pensando opportunity has been to look at the unique ability that have been coming upon us. You know, with this market transition where the cloud is moving to the edge, what is ultimately driving this movement to the edge has been the application. Uh, the applications is is you know, whether it's driven by technology trends like five G, for example. Ah, and and the fact that bulk off what the customer's data is being driven is going to be at the edge. That when when you look at the cloud moving to the edge and evolving that with the transitions occurring, ah, this will require deep innovation. Deep innovation in the areas of distributed network processing security, like encryption, full observe ability while you have turned on encryption, traffic engineering and doing it at very low, predictable agency at the speeds of 100 gig and above all, doing it on a small footprint. We were really the only guys and gals who could do this. And we have done it, >>Yeah, so certainly some really big challenges that they laid out there bring >>us inside >>a little bit. You know, customers. You know, I think about, you know, when I've been watching edge computing for the last three or four years. Uh, you know, it's still relatively early days for customers, but there's a lot of technical challenges there, So help us understand how much you know it was you had technology that could help solve something and how much it is driven by some of the customers that you've been talking to over the years >>Now. One of the key things that we learned and this was going back to the early days of Cisco is that everything we were doing, we had the customer at the center off and at the heart off what innovation we were building from an engineering perspective. You want to build things that can have the most impact in the marketplace and within your customer base. So, uh, one of the early times we went back, who do getting our customers involved in the innovations we were bringing to bear. I still have recollections off a blueprint that we had iterated upon, uh, and sitting in a room, whether it was with the likes of Josh Matthew at Goldman Sachs all whether it was with some of our early cloud customers like the Oracle Cloud, to better understand with these innovation and these blueprints, what were their burning problems? What were they used, cases that we could really go and tackle? So it is one thing to think about market destructions. It's another to bring it to life and having customers engaged with you during the early phases. Off as you are incubating, something is a very important item because it helps you focus your biggest energy on the areas so that you can put your arms around what problems are worth solving. And how can you bring that to life with with customers? Use case. And this is something we have done time and over again. So this is a constant refinement off what we have been doing now for now, to over two decades. As I said, >>Yeah, it's, you know, fascinating here. And when you've got the chief business officer idle, Sony, You know, one of the biggest changes, obviously, is if I look back in the spin ins, you kind of understood how to go to market was what was involved the, you know, the Cisco execution machine that the sales process that they had in plug in a product, that they would help. All right, what you're doing now, you've got some, you know, feel, William partnerships. You have relationship with customers, help us understand a little bit. You know the update on the go to market, how you have. I have a solution that fits for not only the end users, but through multiple different, uh, you know, go to market partners. >>So I think it's, you know, it's very important that as a startup we stay very close to our customers and apart, not just men. We are thinking about what the innovation is and how can it solve their problems. But I think in a world where the way we want to go solve for what? The customer where we want the customer, where our customers want us to be our partnerships is a core part of it. I mean, if you look at from the early days we secured successfully funding from our customers and our strategic partners and it is these customers and strategic partners that are shaping the roadmap on are shaping the routes to market on. What we're doing is we're successfully not only delivering the product, so these strategic customers and partners, but we're also then replicating it across the verticals. If you think about in the enterprise space, our focus has been the focus on regulated market markets where security is essential. Real time, observe ability that can increase your security posture is a very important element. So taking the blueprints that we're taking into global financial services customers, the healthcare industry, the the education market on the federal market, then those are the industries that really care about, and I in regulated markets where we can take the blueprint that we have already built on an amplify across those customers. So there again includes alignment and a partnership with HP. We're working very closely that, while recognizing that we will be doing strategic elements only with partners like HP, we're also on boarding and getting certifications done with Dell because most enterprises have at least dual source vendors from a server, so that that is one aspect. The other aspect is working in a high touch model with the cloud customers and having the opportunity to deliver to them Ah, and onboard them from a production worthy perspective while taking that same blueprint and applying it to other cloud customers and other service provider edge providers that can take advantage of the similar capability. >>Yeah, um, I'm curious. Sony, you know, obviously, the cloud is a space that has been going through a lot of change and accelerating. You know, I'd say much faster than traditional networking did. So you know, curious what you see what you're hearing from customers when they talk about you know, their needs for your solution, what they're doing with multi cloud environment. What is that? That landscape you. And I guess we would love to hear a little bit about how you would compare and contrast yourself. The other solutions out there the one that comes to mind, of course, is you know, eight of us what they're doing with the Annapurna chip in there nitro offering as part of their out. >>You know, as I mentioned earlier, I think the cloud is pushing to the edge. There's a high demand for a lot of packet processing needs with these New Age applications. Customers want to build on and give the you know, we want to be in a position to provide through the democratization and open availability off our products to multiple cloud providers, our technology and as they are experiencing tremendous growth, they're seeking to build cloud with more capacity, with greater degree off security and services functionality. And the ability to process a lot of data at the edge is with millions of simultaneous connections happening at a very small footprint. And that's where we come in. The value that we are essentially providing who not only the existing cloud strategic partners but additional cloud customers we're taking into production this year is that we are enabling them to leapfrog the nitro technology on multiple, whether it is the ability to ah have predictably low latency on and consistently low jitter in the nanoseconds. That is the eight times superior than what a nitro can do today, or the ability to pack their toe process up to nine times more backend processes in the millions of on the ability to do it in a power footprint, which is almost 1/3 that of what you would need on AWS nitro, where they need five times more nitro elements than then we can with a single device, Um, or whether it is the ability now to handle not just power and latency, but millions off flows that can run simultaneously on maintaining the state of all of those and the power of the end, the ability to run multiple services. Uh, with security turned on at the same time are all elements that really differentiate us on. This technology is now readily available to all of us. >>All right, so I understand some of the technical issue items that you're stating there. What I'm curious about is when I look at out both, most customers don't really think about the night. It's that Amazon's providing an extension of their solution into my environment, and they manage everything and so you know, you can't talk about multi cloud environment without talking about Amazon is every customer almost everything right? More than one cloud in one of them is almost always Amazon, though. How does your solution fit into that whole discussion? And then? >>So I think that, you know, one of the things that becomes very important is that if I put my customer enterprise customer hat on, I want to be an enabling my private cloud the private cloud that I build. You have the ability to not just have the option to the port and Amazon cloud, but I typically already and minimal child and barn. So while Outpost and Nitro Nitrogen really enabling, are supposed to deliver those services on our customer's premises, it's only allowing that customer to be locked into one way off dealing with one public cloud company. But if I had to go and think about as I build out my hybrid cloud strategy as an enterprise customer, I want to have the same building blocks on the same policy models that are consistent with all the with the entire dress off cloud vendors that I'm dealing with. The bulk of our customers are essentially telling us I don't want to be locked into a single public cloud company from a hybrid strategy. I want to have the ability to drive a public, private cloud architect that is cloud like from a policy delivery perspective. But at the same time, I want to have the flexibility off deploying a multi cloud and BART, and what we would provide them is the consistency off that same policy model that you would only find in a public cloud with the freedom to not have to buy themselves or lock themselves up into a single public cloud costs. >>So your team, you said, over two decades of experience, there have been some global impacts that have happened during that you got together in 2000. 2001 was right there in front of you that the 2008 you know, down in there, though you're in 2020 obviously the global endemic, as you know, broad financial ripples. How's this impacting Dondo? How's that impacting your discussions with your partners and your customers? >>Well, you know, honestly, I would say that we, like everyone else, have been affected by the pandemic, and we pray that everyone recovers soon with minimum lost to themselves and their families. And this is something very personal. This is here. I feel very passionate about hoping that everybody comes through with this on and their families are all OK. That's all the most important thing in my mind now for us, from a pandemic perspective. What this has done is it has made us more resolute to continue to execute remotely to the best of our ability to meet our customers. Expectations. The advice that I would give to other startups is Keep your head down. Focus on the 80 20 rule, execute on 20% of the things that need to be done, that we'll have 80% of the impact to your business, including undeterred product execution. Stay close to your customers and your partners. Spend your cash judiciously. You know, be very careful on where you're spending your money to make it last. As long as you can ride this pandemic out and double down on being close to your partners and customers. Fortify your sales plans. Meet your customers where they are not where you thought they were, but where they really are and partner with them on this journey and partner with your supply chain. You're going to need that. So this is your time to really be a partner to them, as opposed to see how can you change them? No, no. The really partner with your supply chain Because you're gonna need that. >>Yeah, that's a very sound advice there, Sony. While we're talking advice that, you know, you're very successful career, I'm wondering what advice you would give the other women look at pursuing careers. In fact, specifically, if you know they wanted, you know, start a startup, be a founder, whether that in Silicon Valley or outside, what advice would >>you know? My advice would be to have an undeterred focus. Focus is extremely important. Look, I used to always remind me, Sony, when you're focused on two things, you're d focus. So focus on data. Focus, be driven. Believe in the vision that you have set out for yourself and your team on and keep your eye on the customer. I think in customers successful on your success. That's the message I would give. I would give that same message. My female and the male colleagues. >>Alright, well, we know that you and your team. Sony are very focused, so I'll give you the final word. Gives a little look forward if we go forward. You know, 18 to 24 months. What should we be expecting to see from PENSANDO and your solution? >>Well, in the next 18 to 24 months, we would like to meet and hopefully also exceed our customer's expectation in terms of product execution and the ramp off course. Profitability will be a very important aspect that we're going to keep a very close eye. I think it's too early to be thinking of an ideal, and our focus remains to be on customer success. We have been in the market for a little over. I was a little less than six months. Ah, with the product, September 2019 October 2019 is really when we launched the company on and, uh, the customer always is at the center of everything we do. So that's where we're gonna be focusing on product execution and ramp ramp off product, ramp off estimates. >>Well, so needy. And Dani, it's a pleasure to catch up with you. Thank you so much in the state. >>Thank you. You too. >>Alright. Be sure to check out the cube dot net for all the interviews, you can go see the launch videos that did at go back office in New York City from 2019. If you go to the cube dot net and many more interviews from Sony and her team, I'm stew Minimum. And thank you for watching you. Yeah, yeah, yeah, yeah, yeah.

>>Bach from Las Vegas. It's the cube covering KWS executive sub brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executives summit here in Las Vegas, part of AWS reinvent. I'm your host, Rebecca Knight. We're joined by two guests for this segment. We have Mamadou BA. He is the senior director of cloud technology at Anthem. Thanks so much for coming on the show. Mamadou and Sean mulch and Donnie, he is AWS security lead at Accenture. Thank you so much Sean. Thank you for having us. Rebecca, glad to be with you. So let's start with you mama. Do tell our viewers a little bit about Anthem, the business. >>Sure. So Anthem is a healthcare company. We're serving around 40 million members and we're committed to simplifying healthcare and make it more accessible and affordable for people. >>So committed to simplifying healthcare, which is, I'm imagining the driving force for your cloud journey, but, but what were some of the other factors that led you to the cloud? It's >>really, we want to make healthcare more accessible for people and more affordable. We want to meet our consumers where they are and meet them using mediums that they want us to use. So it's going through all the data we have. We have 40 million members who serving today looking at the data and find the ways to build customized and personalized experiences to meet them where they are and how they want to be met and also improve to health care for them. >>So what kinds of personalized customized experiences are you talking about and what does the cloud enable? >>So really when you look at, we have a variety of members, young children to adults and people who are Medicare and Medicaid, they have various needs. When you look at people's medical needs, you look at their financial needs, their social needs. What works for me might not work for your, might not work for him. So it's understanding the person as a whole and meeting them where they want to be a mentor really. >>So Sean, how does does, does Accenture, what does Accenture bring to this partnership? How are you helping Anthem realize its goals? >>Sure. So, I mean, I would say this happens under the guise of cloud and at Anthem broadly as well. Right? So Accenture, Anthem is, has Accenture is one of its largest partners. We're proud to be one of, have Anthem is one of our largest clients of course, and all the way from a lot of the outsourcing operations from the business operations side providing cost-effective business operations for addressing all those millions of subscribers that they have to of course helping them innovate both within cloud, within a lot of their other technology needs on premise from a lot of, they're from a lot of like transformations in technology. That's, I would say that covers the gamut specifically within, I'd say where we're helping both strategically and operationally on a strategic front. This includes mapping some of the business needs to um, how to various cloud technologies, uh, where it's a multicloud and a hybrid cloud approach, but also specifically on AWS and, and also about how we can help empower Anthem to realize its cloud journey and potential there with their workforce. >>We, their cloud technology organization and how we empower that movement going forward. Uh, there are a number of other drivers on the operational side and that includes of course, minimizing any future technical debt. Um, and that's, that's a big journey of course, or a big pattern. I would say that that is prevalent across multiple clients, but also realizing comprehensive monitoring, save preventive guardrails for services that then allows developers to have the freedom to experiment, to enable rapid prototyping. And also of course, uh, transparent, uh, operations from a cost perspective. So these would be a couple of ways. >>So mama, do you talk about the ways in which you are innovating in this cloud space? What are, what are some of the most exciting projects that you're working on? Right. So >>we have a, a large number of projects, but NTM as a whole, since we're serving 40 plus million members, we have thousands of applications, petabytes of data. So some of the projects we're working on today, we have a landing zone on AWS and we have some applications in AWS. What we need to meet our application teams. Also internally, we need to help them focus on the business drivers focused on healthcare. So we're working on providing them a nimble platform so they're not worried about day to day it and providing them a self service catalog. And we understand that there's a lot of complexity in healthcare or when you have all this data you need to make sure it's secure. There's a lot of regulatory challenges, so we don't want our application teams to have to deal with all those things. So it's really putting together, identifying the services, AI services, machine learning services, container and serverless, and building a framework for them to have access to all those services that are preapproved and make those self-service for the application teams. >>So that's our service catalog project and allowed them to use all that in an AWS account where they're self sufficient. So we were working closely with Accenture on their end. What we found was while the technology is very valuable, the people and process aspect of it, it's we have to get alignment across all the internal divisions, working closely and bringing our security teams on the table, our data teams, our operation teams, and working together to say how can we empower our developers internally to focus on business deliverables? So building that catalog, provide them a reference, a provider for reference architecture or reference implementation, identifying skills gaps and recognizing them, working with HR to hire new talent and reskill our existing talent, but also leveraging our partners to bring in that talent and give us various ways of looking at the same problem. >>So I saw you Shawn, nodding along with what a lot of mama do was talking about in terms of the alignment. Can you talk about that challenge and how you work with clients to make sure that you are bringing people along? Because the people and the processes are the most important part, but they're often the hardest part too. >>They're are definitely the hardest part. And of course we, I mean behind every grade success story, there's so many challenges, right? And, and one of the things we do of course is not just try to bring our best people that are technically sharp for Anthem, but that understand the client that understand the business needs. For example, it's not just about technology, but it's also about how it's applied to support certain business operations like mergers and acquisitions or as a strategy grows from one cloud to multi-cloud. So it's about bringing those folks that help align or understand those goals organizationally and how they're realized technically. In addition to that, I would say it's also bonding very, very, very closely with leadership, with architects, with operations personnel and the developers and engineers at Anthem to work side by side and realizing many of these goals or many of our shared goals and Anthem's overall vision. And >>the good thing there is really the cloud is aligned with the corporate strategy. So there's a lot of leadership alignment. And what we found is really trying to find that balance between autonomy and alignment. One, the teams to be autonomous. We're providing them with self-service, want them to innovate and get to market quickly, but we also want them to be aligned with the company and enterprise best practices and regulatory standards, so it's a fine balance, but I think we're making great progress with our partners. The processes are being reevaluated. Every process we were saying because we've done it this way for all these years and we were successful at doing it, doesn't mean that that's the way forward. We want to bring everyone together and think of a process holistically, not this is my team, I'm doing this and passing it to the next team. It's bring your best people and let's solve the problem together. >>Right. At the same time, I would say it's not siloed again between say architecture, operations and security either before or after. It's about bringing, I would say these, these three legs of that stool together or are together throughout the process and I think that's something we've done as well. One of the things we've done is establish a tiger team essentially right for to, to power through some of our challenges as we build out a new landing zone. As we move towards implementing some of these self capabilities and plan for migration of I would say a hundreds or potentially thousands of applications to the cloud. It's about getting security to shape policy, getting buy in from there as well. Ensuring that when design decisions are made from an architecture perspective, we take into consideration not just the operational side of Anthem but the operational arm of Accenture that supports and enables some of that work as well and how we can make that their lives easier and how we can make a, minimize any risks of the business, any disruptions, outages, et cetera, by way of good design and by getting their buy in and making sure that every internal stakeholders are, >>yeah. Yeah. Really our um, our emphasis is on quality by design, by bringing the right stakeholders, help architect it properly, and then have some process control and monitoring in place and having some key metrics that we look at. How long is it taking a developer to get an AWS account? How long does it take them to get access to a service that they need to meet? That business function letter is an AI service or a server less the application that they're trying to build. Evaluating those and then trying to improve our process >>and by keeping everyone in the loop, I mean it's this dynamic process that is that I'm sure is very complicated, but by with everyone on the same page, they then feel more engaged in the process and that they matter more, which, which also I'm sure drives productivity. Yes. >>Times w whenever you have a lot of people, sometimes there's no agreement on the decision, but you have to be at a point where when you come to an agreement, you might not have a hundred percent consensus all the time, but if 70 or 80% agree, the other people still feel included, their needs have been heard, their concerns will be addressed one way or the other, and they're willing to move forward with the group. It's not because I didn't get my way. I'm not supporting the business. They understand that and there's some trade offs. >>So I wanted to, I want to switch gears here and talk a little bit about security because health health care data represents some of the biggest security breaches of industry data. So how, how biz cloud infrastructure and your security processes and practices help help counteract that. >>Sure. So before you even get in the account do account is designed to meet all our Hampton security best practices and are based on our AWS agreement. Those best practices listed on there and working with our partners to make sure that by the time you get in an account, it's secure, you only have access to services we gave you. And for each of those services we do a full analysis on it, look at the various attack patterns. For instance, I do encryption and just ensure that the developers have a safe environment to experiment and develop. That's why we're building the self service catalog. It's a self service, but we put the services in there after we evaluated them, we feel comfortable with them. Some services, let's say some HIPAA eligible services. We want to ensure if your application is a HIPAA applicate eligible application, you, you're using those services, so having to control them process in place before you even get to account once you get it. And we have detective and preventive controls in place to alert us in case of any, anyone trying to use a service they're not supposed to use. >>Sean, I want to ask you about some research that Accenture did in 2017 the healthcare industry will be one of the top two industries to face the most digital disruption and the next three years. This was part of the technology vision survey. What, how, how do you even begin to to talk to clients through this, hold their hands through this enormously disruptive period in the healthcare industry. What's your advice and what do you think about the role of big data and analytics going forward? >>Right, absolutely. I think so. There's definitely a tremendous amount of disruption and then it's where a number of large, some of our large clients enterprises really have to go through their own transformational process, their own disruption process for the better, right. As you have a number of different start ups as you have a number of different new entrance into the field and one of the things they cloud technologies do is oftentimes it's not necessarily a first mover advantage, but it's, it's actually the lowest common denominator that if you're not using some of these services, whether it's the predictive capabilities for example, or some of the other analytics capabilities that are offered. So whether it's predict, whether it's Sage maker, et cetera, within AWS and other capabilities, these are really the new foundation and so many companies either no matter of size are actually leveraging these to build for a better experience. And one of the things we are looking at is how we can work with our clients to actually get them there as soon as possible and or use that again as the lowest common denominator and build their own differentiators bill bring to bear some of their experience throughout. Uh, I would say a years potentially decades been valuable experience products of services and actually turbocharge them for lack of a better word, >>mamma do large scale cloud transformation, innovation. This is a monumental challenge. How do you, but it's also a balancing act. How do you make sure that you are balancing the needs in adjacent areas like applications and onboarding and dev ops? How do you, >>so it's, it's really having that alignment and everyone understanding that this is a part of our corporate mission. We're trying to improve health care and reduce the cost, make it more affordable, improve people's lives. So all the teams that are leaders are coming together. Like you mentioned, we have a cloud tiger team and saying for my business unit or my application teams, these are the capabilities I need to support on AWS can do enterprise build up platform for me so I can focus on my business. So it's bringing people together, understanding where they are. Some application teams are more mature than others. Finding really ways to understand our internal customers. Also because we have many application teams and business divisions and having a process while working with, you can have application migration, we can help you migrate to the cloud, but that's not the goal. >>We want to help you understand the services you're using. It's enabling the application teams and providing them with a reference architecture or sometimes reference implementation team. We have a cloud enablement team for instance, where it's an internal consulting group where you go in and say, this is my application, helped me find the best way to move this application to cloud and the best way to improve it over time. So it's bringing everyone together and working closely with HR, the training teams, the vendor management teams, there's, it's almost everyone has to come together to scale this. If it's one team, it's easy to do it, but when you want to make it enterprise wide you have to really scale it and have the leaders aligned. Everyone contributing to it. It is all about alignment. >>It is. It is. It definitely is. Great. Yeah. Just wanted to comment earlier about the piece on security as well. Right, so we talked about, of course he talked about mama was talked about the service catalog, service introduction, so one of the things we do is as part of that alignment, getting everybody's thoughts in terms of how we see this working. Looking at that picture holistically, also looking at what is the, what is the consumer experience? Was the desired experience, is that how do we secure that? How do we make sure that it's frictionless and internally, how does that translate into all of the giving the developers freedom and having those guard but still having some guardrails in place as well as some comprehensive visibility and monitoring. There are about a good dozen services if not more, that provide different points of data metrics, alarms within AWS, but how do we do all of this at scale, at Anthem scale, and then back to the self service perspective. Not just enable security and as part of the organization to monitor, but how every part of the organization is accountable for ensuring security, be it an application team, be it part of the dev sec ops process, be at the networking teams, infrastructure teams, et cetera. So how is everybody informed and how do we bring that level of self service, not just from an application onboarding or migration perspective, but also from a security perspective. >>Yeah. Yeah. It's all about really enabling the application teams also because we can tell you you need to do these five things before you go to production, but if you don't know how to do them, you will not get to production. Instead of doing that, providing you some references, providing you have people you can talk to that can help you go through that. And everyone collaborating as let's help this application team get to production instead of we need to do these things before we approve you. Great. And they're from an alignment perspective. Again, we've gotten folks from cloud strategy, operating model and governance, architecture, um, operations, the actual network team, uh, in different parts of security. Yeah. Database of course, database, data, warehouses, et cetera. And then different parts of security, be it all the way from encryption, key management, the preventive side of things to more of the operational side as well. >>And how all of these folks come together with, if I may add some fantastic executive support on the end in front, um, across, across our board, um, to make things a reality. And I think it's been, we didn't, we didn't start with that model. We did that model out of necessity because when we started our cloud journey, we did have multiple teams taking care of their area. They did their job properly, but then there were some tickets waiting in queues. And it was when you look at the end to end process, it was slowing down the application teams. So we said, how do we help accelerate this stuff? Let's bring everyone together. Not, I did my work and I'm giving it to the next year, but let's collaborate and make sure we're doing the work as one team. >>Well, mama do. Sean, thank you so much. I've really fascinating conversation about re-imagining healthcare and how the cloud helps us do that. Thank you. Thank you so much for having us. Stay tuned for more of the cubes live coverage of the Accenture executive summit coming up in just a little bit.

>>Live from Denver, Colorado. It's the cube covering com vault go 2019 brought to you by Combolt. >>Welcome to the cube. Lisa Martin with Stu Miniman. We are in Denver, Colorado, specifically Aurora, actually for the fourth annual comm vault. Go. Stu, I'm super excited to be back hosting with you again. Lisa, it's great to be with you our second year doing Convolt go last year. Keith Townsend with here with me and so glad you're here with me because you've got a little bit of background with this company I was with come out 10 years ago. It's scary to think that it's been 10 years that we're at the Gaylord Gaylord Rockies, which is one of their customers, massive conventions that aren't, as you said, the first conference that the Gaylord that probably heard that this, this convention center just opened up a couple of months ago. I think it holds like 1500 people, the 1500 rooms at the hotel and supposedly this is the first large event that they've done and this was planned last year. >>Last year we were in Nashville at the Gaylord the year before. I think they were in DC at the Gaylord and next year I know there'll be at another Gaylord, so definitely putting their customers first. Just like in the keynote this morning they had the state of Colorado opening up the event. We always love to hear a local customer welcoming us and talking about their partnership with the supplier. Absolutely agree with that. The state of Colorado, the statue share the highest number of micro breweries per capita and I don't know about you, I'm not a beer person. I would be super blown away if that, if I was there is the too much choice in beer. It used to be, you know, you'd go in and say, okay, here's the five or 10 beers I like. Now you go in and it's like, all right, there's a hundred new ones. I haven't tried that because they weren't here last time. >>So many beers here, a greater Denver. I've been to Boulder a couple of times. They say if you want to start a microbrewery, there's one that's ready to hand you over a place because they're going out of business. They just churn and go over and everything like that. So yeah, my first time actually hosting an event of the cube here in Colorado. Super excited for that. It's a great locale. And yeah, we're talking about, you know, so Convolt a 20 year old company, a lot of customers, but a lot of new faces. You look, we're going to be talking to the next two days. They run a whole new executive team. We knew this was coming last year. Our final guest in our two days is going to be Al Bunty, who is the CEO, was one of the original 20 years with the company. So we'll, we'll talk about the Baton and some of the changes in some of the things that are, are the same. >>So yeah. Interesting. You mentioned they started things off this morning with the customer at the state of Colorado. I too, like you always love to hear the voice of the customer. And I also really like it when customers talk about the challenges that they had. They talked about the Samsung attack and all of the exposures and vulnerabilities. I love that because that's what happens. We're seeing data protection as a service, the market positive trends in the market. There are a rise in cyber attacks. I love it when customers articulate, yep, nothing is perfect, but here's how working with Combalt we were able to recover quickly from something like that. A lot of big news, you mentioned a lot of new executive leadership. This is Sanjay merchant Donnie's first go. As CEO came in about nine months ago. He's a cube alumni, said we'll get to talk to him later this morning, but he came in after successfully leading puppet through many rounds of millions and venture funding. >>He took puppet worldwide, but he came into a company with declining revenues and one where folks said combat, you've got pressures to find alternative sources of growth. They said three things specifically. One, you need to upgrade your sales force. Two, you need to enhance your marketing, and three, we need to shift gears and expand your market share and there's been a whole bunch of news, not just yesterday, today, but in the last month or so, last few weeks actually where combo is making headway in all three of them. >> At least so right, because you look on paper and you look in the key, the keynote and say we have 20 years of experience. Here's all of the analyst reports that show us as the clear leader in this space. But then you look at it and say, Oh, 2018 to 2019 declining revenues. There are a lot of competitors both as some of the big stalwarts in technology as well as many startups. >>Heck, I'm even seeing the startups now. They're trying to call the last generation of startups that are going after con vault as the legacy. So if you're not fully cloud native microservice sass base architecture, you're the old way. And that's one of the news from Combolt already is they, they've done a couple of what they call Convult ventures. So the first one you were alluding to is they bought Hedvig, which was a software defined storage company. They just bought them back in September. What was their a two 40 $250 million, which was almost half of the cash that Combolt had sitting there. Hedvig company that had been around for a number of years. We're going to have Avinash who's the founder and CEO on the program here. He was on the keynote stage going through the demo. They kind of sat at this interesting line between software defined storage and actually hyperconverged infrastructure because you could in the early days do either storage only or fully converged environments, but massive scale. >>The customer that he talked about was a very large scale deployment. Those large scale deployments are really tough and can be challenging and they're not something that you just deploy everywhere. Unlike the other announcement that Convolt announced is metallic. If you go to metallic.io, they have this new sass based architecture. They built it in months from the ground up from the internal team. Part of me is sitting there saying, okay, wait, if they could do this and you know, six months or nine months or whatever it was, why hadn't they done it before? What has changed what Convolt technology is under there? It's great. It's working, you know, Azure and AWS as well as you can have a local copy in your environment. They call it SAS plus. Um, and we need to understand a little bit more of the technology. So a lot of exciting things. >>Definitely getting awareness, but both metallic and Hedvig they call Convolt ventures. So new areas, areas that they're looking to add some incremental growth. And one of the things Sandra said in his keynote is we want to, you know, rethink primary and secondary storage. So where is Convolt will they start dipping their toe into the primary storage? Does that line blur? We've got HP on the program, you know, NetApp is up on stage with them. They have partnerships. So changing landscape Convolt has long had a strong position in the market, but as things change they want to make sure that they make themselves relevant for the next era. >>Absolutely. And the Hedvig acquisition gives them a pretty significant, a much larger presence in the software defined space. But it also is going to give them a big Tam expansion. We look at metallic as you mentioned, the venture. I want to, I want to break that down. We've got Rob Kelly's, John Colussy, and on a little bit later, what is this Combolt venture, but also giving them, it sounds to me like giving customers in mid market more choice, but one of the things I mentioned that that analysts were saying is, Hey you guys, you gotta, you gotta expand your market share, you really gotta expand marketing. So we're seeing not just the technology announcements with Hedvig for the large scale enterprises of which I think most of their revenue, at least three quarters of combat revenue does come from that large space, metallic for mid market, but also some of the seals, leadership changes that they've made to are really positioning them. New initiatives, new partner initiatives, really focused on the largest global enterprises. We're gonna break some of that down today. So in terms of routes to market, you're seeing a lot of focus on mid-market and enterprise. >>Well, at least 80% of the convulse revenue comes from the partners. So that is hugely important. How does metallic fit in? Will that be as a SAS offering? Will that be direct? Will that go through the channel? Believe it's going to, you know, the channel's going to be able to be enabled. How do all of these pieces go together? One, one note on Hedvig you talk about Tam expansion. Hedwig was not a leader in the market when it comes to where they are. There's a lot of competition there. You know, they were not a, you know, a unicorn that had a road to $1 billion worth of actual revenue there. So they got bought at a very high multiple of what their actual revenue was. And the question was did they just not have the go to market to be able to bring that and maybe Convolt can bring them there where they miss positioned in the market. >>Should they not be really primary storage? Should they go more to secondary storage where partner closely with secondary storage, because I know some of Combolt's competitors did work with Hedvig. I've talked to a number of partners out there that liked Hedvig and was like, Oh it's a nice complimentary offering to what we have, whether they be a hardware or place. So we'll being in Convolt hyper charge that growth. Obviously they've got some smart team, smart team members, have an Ash, came from Amazon and Facebook and his team. But what will this do to accelerate what they're doing? How will there be hit the word but synergies between the two sides of the company. So Sanjay and team really laying out their vision for where they want to take the company and it's challenging to be, we're the trusted, reliable enterprise and we're going to go down to the lower end of the market and we're going to go on all these cool new spaces and everything. So Combalt only has limited resources just like any other company. And how will they maintain and grow their position going forward. >>We are going to hear from a number of their customers do today who been combo customers for 10 plus years. Some of them who have a number of Convolt competitors within, you know, disparate organizations. I love to hear from them, why are you running, you know, comm vault, the backup exec within these different departments. For example. AstraZeneca is one of them. And what makes Combalt in certain departments really ideal. So going to get a good picture of that, but also love to understand from these customers who've been using Combolt for years. Do you see a new combo in 20 in their fiscal year 2020 talked about the leadership changes. As you mentioned, this is a company that's not only 20 years old but at low run. Some stats by you that Sandra Mirchandani shared this morning, they've got 2.8 million. The virtual machines protected, they've got over 700 millions of petabytes. They're protecting in the cloud, 1.6 million servers on and on and on. How is con vault of fiscal year 2020 different and and really poised at this intersection of unified >>in? One of the answers for that that we'll dig into is it's about data. So while con vault does 45 million weekly backup jobs, we used to know backup is something that you just kind of had, but you didn't necessarily use it. Now it's not just having my data and making sure that it's relied on, but how can I leverage that data? It's, you know, data at the core and you know, Sandra said data is the heart of everything they're doing. So coming from puppet, Sanjay knows about dev ops and agile and he's going to bring some of that in. He's brought in a team that's going to infuse some change in the culture and we'll see. I expect Convolt to be moving a little, little faster. They definitely have made a number of changes in the short time that he has already been there and we'll get a little bit of a roadmap as to where we see them going. >>Yeah, there's certainly seems Stu to be moving quickly. You mentioned, you know, Sonjay being nine months metallic. You mentioned also being developed in house in a matter of months, announcing the Hedvig acquisition in September. It closed October 1st there Q2 earnings come out in just a couple of weeks right before Halloween. So it seems like a lot of momentum carrying into the Denver aura area. Is it going to be a trick or a treat? Ooh, I like that as a marketer, I'm jealous that you thought of that and I didn't, but I liked that. We'll go with that all these years on the cube. You gotta you gotta have the snappy comebacks, right? So, Steve, it's gonna be a great day today we are jam packed session interview after interview with combat executives, really dissecting what they're doing, what's new, what's positioning them to really kick the door wide open and really reverse those revenues, taking them positive and really not only meeting the endless expectations, but exceeding them. So I'm looking forward to an action packed two days in Aurora with use to, can't wait. All right, first two minute, man. I'm Lisa Martin. You're watching the cube from comm vault. Go 19 we'll be right back with our first guest.

>> Live from Orlando, Florida It's the que covering service now. Knowledge seventeen Brought to you by service now. >> Welcome back to Sunny Orlando. Everybody, This is the Cube, the leader Live tech coverage. My name is Dave Volonte, and I'm here with my co host, Jeffrey Walter Wall coverage of service now. Knowledge seventeen. Jason, Johannes. Here he is. A long time cube along Lamis, a managing director at Accenture. Jason, great to see you again. >> Thanks so much. Appreciate it. >> So when Jeff and I did our for our first service now knowledge in twenty thirteen, we walked around the floor. We saw a company called Cloud Share pose. Uh, we said, you know, for this company to become a billion dollar company, they really have tto evolve the ecosystem, and that's exactly what's happened. But But before we get into that, take us through how you got to Accenture. >> Yeah. So let's see, I had an eleven year career Att. IBM decided tto leave that for no good reason other than to go try something new and way were responsible for a small company called Navigant. Nah, Vegas was one of the first service now partners in the ecosystem. We thought maybe if we had a few good years there, we might pick up some VC funding or something like that. Things moved a lot faster than we had expected. And one one twenty, thirteen We're required by Cloud Sherpas. I became president of service now, Business Unit was a new line of business in Cloud Sherpas, which was really aspiring and was a cloud services brokerage across sales force, Google and service. Now and then, of course, the good news here at the twenty fifteen, we move on to extension er and then I get the opportunity to lead the global platform team for service >> now at Accenture. So before we get into that, when you were a navigates, did you ever do a raise or did you not have two? >> Didn't have to be police tracked it all the way through. So >> what sort of people in our audience are always interested in fascinated the entrepreneur get started? That was with sort of customer funding and sort of getting getting projects, >> you know, it started like a lot of partners did at that point in time. I mean, really, the ecosystem was served by partners nobody ever heard of. Right, And, uh and so they all started kind of one deployment at a time and you see some companies that might have been doing implementations for other it some tools or something of that nature started to gravitate to this thing called service hyphen now dot com at the time, right? And, uh, couple logo changes elimination of Iife in later. Here we are over a billion dollars in the service now ecosystem and on their way to four billion by twenty twenty. >> And you guys were there early. So what advantages that did that give you? >> So I think what it taught us early on is kind of how to build, uh, and create service now, consultants, which was, you know, something that the very little of the ecosystem had at that point in time. Um, it wasn't is quite a straightforward. It's just saying, Let's take somebody who did Platform X or or, you know, application Why? And go, you know, go work on service now The first people that were rolling through while they had big company logos, they they did tend to be early adopters and those types of folks that would be kind of earlier in line. So, you know, there's kind of a whole different requirement. Hold this a different necessity. At the time, I would say two thousand, two thousand. It was really kind of the anti other platforms or other tools kind of crowd. And then we move into where we are today, which is, you know, market leading Sim tool moving rapidly into other spaces. HRC sm etcetera. So >> do you find they're still on expertise? Shortage in the marketplace? And >> there is >> How are you feeling? Not >> so. I consider US Foundation Lee a learning organization. We were back then, and we are now with over a hundred certified trainers on service. Now we had fifty of them here at the event, training on behalf of service, now largest of any partner, and we've turned that internally. So while we've very publicly recently made several acquisitions, one in Europe one in Germany are UK, Germany and, of course, Canada. We also organically, in the last fourteen months, crew Accenture's sort of Haitians more than one hundred thirty percent. So we have that training capability, and we can use that to incubate our next consultants that our next certified resource is on the platform. Did you guys know platforms are so broad? You really have to, you know, be broad and deep to be successful, like kind of scale we're at right now. And so it's important that we're kind of climbing down as deep as we can the platform as quickly as possible since Agent and did a century by Cloud services an accelerator or really, Was that there their first kind of big play with service? Now there's quite a big business case around it, because at the time he was a sales force company of with company and a service down company. So I think the answer is a little different for each of the platforms. But I'LL give you the service now platform. So what we did is we took a practice in Cloud Sherpas that was about the same size of centuries practice, and we brought them together, right. We unified the organization, which is kind of a different model for X ensure having a global platform lead on a global platform team where there's a direct line management relationship versus managing across the axes, but what that gives us an ability to kind of globally incubate skills globally moved to, You know where the center of gravity needs to be now versus where it needed to be then and so it came together quite nicely. On top of that, you see us making these few acquisitions. We'd just be three in the last six months. And it's, you know, kind of round out our global presence and capability. So we saw as we brought the organisations together, there were few. Geography is where we needed toe accelerate, Right? I mentioned we were accelerating our certifications one hundred thirty thirty percent more than doubled their staff in that time. We now have more than fifteen hundred certified Resource is in two thousand service now, resource is an extension. And, uh and that was largely through organic efforts Post cloud Sherpas acquisition. Now we layer in these additional acquisitions on top really gives it that full global capability. >> And obviously extent you had a sales force business yet folding that didn't have ah, Google businesses. Well, >> yeah, So platforms and of course, you know, absent in e mail, etcetera. So you know, they're on their way and kind of kind of re adjusting or kind of Swiss Ling for that practices. Well, but obviously my my interest in my >> phone is the service now, Okay. And then you said two thousand a trained now, professionals, >> just over two thousand service. Now, resource is in our platform team over fifteen hundred service now. Certifications. >> Uh, okay. And that's obviously global. Yeah, And then the other thing, the other big team we're hearing is that service now starting to penetrate, you know, different industries. And that's where you guys come in. I mean, you have deep, deep industry knowledge and expertise when if you could talk about how the adoption of service now is moving beyond sort of horizontal, I t into specific industries. >> So that's our big pivot. And that's the future of service. Now is a platform, not an I t. Sm tool, in my opinion. And I think the one of the foundational tenets behind the acquisitions, you see, with, like, dxy and of course, uh, of course, you know, cloud Sherpas to Accenture. Um, one of the things service that has to do to reach their market capitalization has become more than just a ninety seven, too will become a platform. Um, when you start have this platform conversations, you start having conversations that air well outside of it, they'd become business conversations. I'm sure you made the keynote this morning and heard about going horizontal across that full very often. Silas size departments in business. That's the way work gets done. And that's where the opportunity is. We find that most commonly when we're talking to prospects and customers, they want to talk about others in their sector, in their domain. What have you done with customers like me somewhere else and you end up having a conversation. So we did this here. We did that there. We did this over here, right across that whole platform. We're going deep into service now. Catalyst Model, which they just released here at acknowledged seventeen. And the reason for that is because that's where we're moving. We're creating an entire conversation across the platform, so we're certainly gonna have an industry lends to the same conversation. But we're going to bring more to that. We're gonna bring the integration stacked that we're gonna be in the custom ap Stop to that. We're gonna be the configured abstract to that. Of course you're gonna bring those outside of T APS to that. >> And the catalyst is what the gold standard of partners. >> Yeah, it really is. I mean, the service now just release the program to the partners just a few days ago. There are three partners that have catalyst today. There'LL be more of a course in time. Ours is focused on the financial sector, which we have really found to be a high growth area for us in the platform. And we also had a significant amount of domain and intellectual property in that space. That was easy for us to aggregate and really hit the market running with that one. But we'LL have more intime retail and a few others coming very quickly. And so that's where you're building a solution on top of service. Now you got exactly right cell as a solution across the platform. So just it's important not to think of it as just a new individual app or just a individual integration. But it's important to think of something much bigger >> than that. And then, you know, we're obviously it feels like we're on the steep part of the S curve. You predicted this a couple years ago that the future of service now is beyond me. But you were there doing the heavy lifting with getting people to buy into a single c M d b. Adopt the service catalog, you know, do a host things that were necessary to really take leverage. And in the early days, there was some friction in order to get people to do that. It was political, didn't really see, you know, the long term benefits, that they would maybe do it in a little pocket of opportunity. Has that changed as it changed dramatically? And how has that affected your ability to get leverage with customers, specifically the customers themselves getting leverage in other areas? >> You know, customers they're all trying to digitize, right? Everyone's trying to digitize, and it's a digitize, er die moment. It really has been digitized by moments for the last several years. Um, there's only so many places going to be able to do that. And what's so important about service now is the ability to actually bring that across work flows across organisations to relate to people in a user interface and a design that they're familiar with. You know, service now does a fantastic job. That's why we've been here in this sector. So order this software so long. But, you know, it's it's, uh, it's it's imperative anymore. It's not something that are seeing our clients have an option, too, except a reject. It's a demand. >> Yes, I want to I want to stay on this, uh, point for just a minute. I've said several times today and Jeff, you and I have talked about this that in the early days, the names that you saw in the ecosystem, you know, no offense, but like cloud Sherpas, you know, it was not a widely known brand. And now you've got the big I mean, except yours. You know, not number one, number one or number two. And what what you do on. So that lends an air of credibility. Two customers, they feel the comfort level. You've got global capabilities, got the ability to go deeper. So where do you see >> stay? Tune? It's also validation. I mean, when you're a start up company, that is a tremendous validation that a company like a century, they don't make small bets, you know, they're not going to They're not going to come and try to build a practice around your solution unless they feel like they could make some serious >> coin. So it feels Jason like we're on the cusp of Ah, you know, decade, Plus, you know, opportunity Here. You feel that way? >> I think there are other platforms that kind of paved the way of what you should expect to see out of the service now. But in my opinion service now does it better? Um, you know, I'm envisioning a place where, as service now is moving towards, you know, there's four billion mark that we're moving. We're having comments to our stack to write in that process and and the type of industrialization and rugged ization that you'd expect to see in a digital kind of movement in a digital world, you know, the least single a platform of records, a single place of record. It becomes so important for so many reasons, people adopted service down because the best of what it did, and it's extremely capable platform. But just start layering things like a I and chat bots and some of these things as well, especially a I. It needs a single source of record to make its best decisions. And if you don't have that someplace, you're not going to get the value out of a I. So not only the service now happy automate now very tactically kind of down your Peredo chart, but it's set you up for the future because it gives you that contacts that place where you can warehouse the information and let your automated solutions get in there and kind of ripped and release the best of of the solutions that they have a party available. >> I wonder if we get a riff on the sort of structure of the software business for a minute. I mean, you know, it's much different today. Like you said, everybody's going, going digital. You've got this whole big data trend going on, and a eyes now seems to be really. But if you look at some previous examples, I mean, Salesforce's an obvious example. You got used to have a sales force practice. I still do. I was in your company in your smaller company, and and I guess Oracle is the other one I look at. They had the system of record with the database ago. Probably go back to IBM Devi, too, but it was sort of that database was the main spring, uh, and then you know, Salesforce's sort of came from from C R M. But sales force It seems like there it's not the greatest workflow engine in the world. It seems like there's a lot of called the sex where service now seems to have the potential to really permeate throughout the organization. I wonder if you could give us your perspectives from you know, your your experience and in these businesses, how do you compare service now? Other software companies? >> Well, you know, a lot of software companies. Um, there's a lot of room, right? So it's It's very regular that we see successfactors workday or sales force and service now in office and azure. All kind of kind of sitting in the same place is a W s et cetera. Um, you know, those are just going to be natural. There's gonna be those that grow and scale and those that do not. But one of the things that I think it's most powerful about a service now, is it my opinion? It's got the best workflow capability to span across those different stacks, and that gives you your Swiss army knife, right? That gives you your ability too almost integrate with anything you want to in a meaningful way by directionally uniter, actually etcetera to bring that data in an enriched away into a single repository and then the layer these other things like Aye, aye and chat bots. On top of that, you get that console experience. A lot of the executives I'm talking to you right now are wrestling things with things like universal cues or a single approval Q. Or things of that nature search now does that really easy. That's an easy thing to do. What isn't easy right is making sure you aggregate all those things up in a meaningful way to a single source and then putting in somebody's hand that they can actually do something with contacts. But it's in St John. Donnie in the Kino talked about what? What's cool about centric? Uh, entry is you cross all those different silos where, if you're coming in, is the CIA right amount for your coming in as a marketing automation after you're coming in as a pick, your favorite silo SAS app. You don't have the benefit of being involved in so many kind of cross silo processes where service now came in, uh, check. They said it is our homies, uh, Frankie, So to say so you're already kind of touching, which gives you a better footprint from which to now go up into those. There are many organisations in a business that understand their underlying technology. But tonight, T Wright brothers, they kind of understand the blueprint. But, you know, I've seen a lot of articles about the rise of the chief digital officer. Anything like that. Reality is the CEO is a digital officer. Now, if they're not, they're not gonna be that CEO very long. And they need to be able to work within the context of digitizing everything. >> Well, this gives him a platform to actually deliver that value across the enterprise. So Alright, Jason, Hey, it's great to see you again. Thanks so much for coming on. Sharing your perspectives and congratulations on all the great success and continue. >> Appreciate it. Thank you very much. And >> I keep it right there, buddy. Jeff and I'll be back with our next guest right after this. We're live from service now. Knowledge seventeen. This is cute