>>live from Las Vegas. It's the Cube covering Splunk dot com. 19. Brought to you by spunk. >>Welcome back to the Cube, everyone. I'm John Ferrier with an angle on the Cube here in Las Vegas for Splunk dot com. 19. It's there 10 years of their customer main event. All the top customers and partners were here and, of course, accuse. Been covering dot com for seven years at a great guests from a censure. Mike Heinlein. Ecosystem Adventures. Global Analytics Plays and offerings lead a century Now. First of all, welcome to the Q. Thank you, John says. You're always has >>long titles. It's a very long title. Your lead. That's a mouthful. Offerings. Yeah, this >>meanings to these titles of the century. This, like >>Esso, I'm part of the Ecosystem Adventures Group, which helps to incubate our various different channel partners. And Dr Service is with those partners and then within the splint partnership. I'm focused on driving analytics offerings with various different practices that are already considering analytics and taking those >>to market. So you guys have a relation with spunk is evolving pretty quickly. >>It is >>what's the future look like? What's the current path >>Well, as you may be aware, we recently renewed our partnership with Bronco back in February. After two and 1/2 years, we had achieved most of our goals. And where we were starting to see is that where our initial objective was to help our clients to get Maur costs takeout and risk associated with their I T and Security operations way also learned a few things along the way, which is the Splunk Analyze politics engine can also be used outside of I t and Security and we can start to take it into industry verticals. And so one of the exciting things that we're doing is we brought our digital practice into the tent with us. We renewed in February, way have a couple of years. We're looking into the future, and we're gonna not only double down in i t and Security, but we're also going to start to build business analytics and io ti type solutions on top of within the vertical industries that were focused on one >>of those industries. Can you share them? >>Yeah. Yeah, so? So it would be things like energy utilities where power line analytics to reduce the amount of vegetation that might take out power lines cause fires cause outages. Patient flow, which would be how to help accelerate getting patients through the e. R and also increase throughput. Four Hospitals within supply Chain We're doing number of different things way have four different offerings that focus on technology, telecom, retail, consumer goods and manufacturing. So, like industrial type clients, >>so pretty much standard vertical industry that we normally see that's cracking in the business. Yeah, so I'll get your thoughts on this. One of the observations I want to share with you and get your reaction is is that with cloud and with data, it's interesting these day. There's a really key part of all this you mentioned. I I t and Security. Obviously, it's pretty straightforward. You see, that way started adding machine learning and a I and the things that domain expertise of these verticals become the pacing item the ke ke i t, if you will with scale of that what's going on? That's right level. Are you seeing that this is a fertile ground for opportunities that how you guys see it? Can you >>you Absolutely I think I think where it centuries strong is in our industry, Ackerman not just to 19 security, but within different industry verticals on. Then you take our digital practice, which is where our data science is live, where they're developing advanced analytics models and essentially working with a lot of the open source modeling tools like python that integrates very well a Splunk. It gives us the opportunity to take that data that could be bundled up. It could be data rest, maybe three years of sales data, and we create a forecast with it and do that on top of spunk. Or maybe something where within a supply chain or a flow within a hospital, were able to use machine learning to start to move some of the computer and thought from human beings to machines >>were some of the innovative service is you guys have built on top of Splunk because they're enabling platform. So again, opportunities. What are you guys doing in the >>soles? So both in the retail and in the technology space, we've created a couple of punishment engines. When you think of a supply chain, I need to know what my forecast is. What do I plan to sell? How many items. Do I need to have an inventory in the warehouse and in the store? And then how am I gonna get those items? And then how many should I order the next day? So we're using Splint to figure all of that out. >>What sort of surprise? Learnings You've got a deal with flunk because has always seems to be a new revelation when people get data and they start playing with insights. Beyond that, some sort of business breakthroughs are weird. Things happen when you start playing with data. Any anecdotal surprises, their learnings. You've seen >>a, well, a tremendous number. And in fact, what what happens is when you start to open up the silos. So most of our clients are stuck with a lot of legacy technologies that they've acquired over the last two or three decades. Splunk enables to open that Optimus get insights that we couldn't before. So it could be it could be. I could get a patient through a particular process, you know, twice as fast is what historically had been able to do. Or maybe for examples, something that Doug Merit mentioned yesterday, which is where we're partying very closely with Splunk for human trafficking. We've created an offering where split it already gone out created Data Lake of a lot of data from educational entities. Ngo's government agencies we took that builds a machine learning on top of it and able to identify high value targets or establishments that have a high risk of human trafficking, which is already starting to get results. In Florida, >>you mentioned health care no multiple times, someone of your key verticals. >>It is one that's emerging is very exciting. And it's kind of evidence of where we're working really well, a sponge. A lot of cases we've developed things that we take into Splunk, and we go to market together. In this particular case, Splunk created patient flow, took it to us. And now we're working to identify about a dozen different hospitals where we're gonna go meet with their CEOs and talk to him about what we can do to help them increased profit and patient satisfaction at the same time. >>What some of those conversations, like when you go and knock on the doors and say, Hey, I got a new secret weapon to solve your problems because this is its new things that people have these problems that couldn't have attacked before in the past. Now they have potential capabilities. What are some of those conversations? Take out there like Come on in, educate me. I want to buy right away or door slammed in your face and get his attention. >>Well, so way just had a really exciting meeting with a very large brochure in the Midwest. And as was explaining the different things that we could do a Splunk she actually the head of supply chain. Excuse me. It almost seems like fairy dust to me. In other words, the hardest challenge that I have sometimes is able to say, Look, you're used to doing this 24 months, maybe 36 months. I think I could do it free in less than six, and that's just so hard for them to absorb. So So a lot of cases it's it's transitioning to Well, let us figure out how we could prove that to you. Doing some kind of a concept or a pilot. >>You know, it's interesting is that you know, when you see people get set up with data platform, it's kind of editor of stage. Let's set the foundation. Let's make sure things flowing in you well. And then they started getting some discoveries here and there, and then they get business value, and then it kind of goes to another level. I think this is where things I see you guys doing well and others here in the ecosystem floor, and that is that It's a workflow optimization issue, I think. Wait a minute, way have all this data. Well, let's go do this. That's a little bit more of a ballistic business process or some sort of. >>That's right. Your >>challenge. Is that how >>you Yes. So I would say you always have a business process, at least in the industry verticals, and you have a lot of data that silo on. Then you crack those silos open on, then it's really basically intersection of what we would call planning and execution, which is, for example, maybe I have on oil rig and I have a ship that is taking materials and people back and forth. But now I know that I have actual things. Head into that port where if I send this ship now, I'm gonna have to come back in the next 24 hours. If I hold that ship off for two or three hours, then I can get more materials and people on board, and I don't have to come back for another 48 hours. So now I've just reduced greatly my operating costs. >>And I think that's interesting. Is that you think about what you just said, Yeah, go back 15 years. What's the data base scheming and make that happen. Date is over there, it's over. They're gonna write a query that Leighton see. It never happens. >>It's Jackie, right? So we're kind of out of the business of trying to fit square pegs into relational round holes, which takes the better part of maybe 50% of a lot of projects to implement those solutions. And so, with spunk, you're basically dumping the date end and you're layering your scheme on top of it, which enables you to accelerate delivery. And additionally, I don't have to cobble together and stitched together multiple technologies to do ingestion analytic storage visualization so I could mobilize teams much more quickly. Then it would traditional solutions. >>You know, Mike, I'd love your thoughts on the center's transformation because looking at you. What you guys have done is a company. It's been interesting, a lot of successes. But firm's been around for a while, right? So impressed. Different names don't back the old school back minicomputers. You know, rolling out projects had long arises. Multiyear. Now the speedy a name has completely changed clouds. Here you got data. How has the Splunk on these Modern technology has changed the centers engagement practices. >>I think you're touching on what we would probably call agile delivery, right or continuous delivery, where our clients don't want to push off from shore into a big bang project where they don't get to see the results for 12 to 24 months. That's a lot of risk for them. So what's book enables us to do, really is to do a delivery and deliver value in Angel's sprints in three 12 you know, 16 weeks sprints where we're literally be giving them value. We also don't have to understand all of the data. If you're using relational databases, you pretty much have to understand everything before you push off from shore with spunk. I can no minimal amount and start and deliver value, and then as I go, I'm learning more about my data. I could deliver more use cases and more value. >>It's interesting, you know, go back to the old enterprise sales model. You know, you do a pilot or a POC poc that a pilot with pilots, a date and that's what months and then Then the decision makes. And then you got to start over for the time that it'll happen in about months. A year. Yeah, technology changes. >>That's right. >>You guys are doing essentially agile sprints that are kind of like a little Mini p O sees. That's that's correct. Docs are actually really work. >>That's right. That's >>the new seems like the new sales model is that >>Well, I would say it's something that, with the rapid prototyping capability, like a sponge that gives us that flexibility todo depending on what we're doing, we may not have that flexibility. We may be limited by the technology. >>How would you describe the strength of censure Splunk partnership? >>It's a very strong So like I mentioned before, we way started to a nap three years ago. Way just renewed that relationship in February, and we've added more practices from within Accenture like digital practice. So now we have strategy, digital technology and security. We're focusing in doubling down and security in our I T markets, but also then starting to explore new industry verticals in Business analytics and Io Ti. As I explained earlier, we're bringing things to Splunk in there helping us cell, and they're bringing things to Austin. We're helping themselves, and there's a lot of excitement. I mean, I think it's really a combination of the right people with the right industry knowledge at the right time with the right technology. >>Final question in the industry For a while, you see the waves pretty big wave run now. Lot of confluence coming together. Multiple different Durant cloud data scale, everything speed. What's exciting you these days? What's the big story that people should pay attention to right now? Well, in this space, I >>think it really dovetails into Doug Steam, and I don't mean Thio, really, you know, piggyback on that. But it's true, and that is that so many of our clients, you know, still have a lot of technical debt from decades ago, and we get to come in there and say, Look in a matter of weeks and months, we could help You make sense of this way, can help you capture revenue you couldn't capture before Dr Out costs that you couldn't drive out before and reduce risk that you couldn't reduce before. So I mean, it's it's probably the best time of my entire career. >>Frankly, Cooper, daddies and certainly containers helps. Yeah, make those legacy workloads somewhat compatible with modern infrastructure. When you have those technical debt conversations with customers kind of realizing like I'm on the verge of bankruptcy, what do I do it? Is it more advisor? You guys come in, more counseling slash get developed? >>Yeah, yeah, A lot of times it's It's helping them to come in and assess what their situation is. Help them build a road map into the future. Sometimes it's rationalizing some of the technical debt. Sometimes it's how can we augment what you already have? And then and then in the future is that reaches end of life. We almost just turn it off. But you're up and running, you know, on this other platform that we've augmented into that ecosystem >>So tech flow positive. >>There you go. >>Yeah, cash flow positive take from technical debt from checked bag. Mike. Thanks for coming up. Appreciate it. Thanks for the knights. Thanks for having me. Great insights. You get all the data and the insights here. Workflow is rocking the cube. Second day of three days. I'm John Barrymore coverage after this short break.

>> Hey, welcome back, everybody. Jeffrey here with the Cube were Rhetorical Park in San Francisco on the shores of McCovey Cove. I just love saying that we >> haven't been here since >> 2014. We're excited to be back for a really interesting event is called Sports Tech Tokyo World Demo Day. This next guest has been at it for a number of years. A really cool technology. We're excited for the conversation and to welcome Mark Philip. He's the founder and CEO of Are >> You watching this Mark? >> Great to see you. Good to see you, too. Absolutely. So, first off, you've been Thio Park before. Here I have. It's been way too long. >> There are >> a few iconic stadiums in the world, and this has got to be one of the great. So let's get into it. So what is are you watching this all about? >> We are the best friend that is >> giving the digital tap on the shoulder when it's time to run to the couch. We monitor pitch by pitch, shot by shot data to figure out when the game gets exciting. I love my Yankees till death, but the >> Yankees Red Sox occasionally tend to >> take over my entire night when they play each other. So being able to get that tap on the shoulder saying, Hey, it's time to tune in or stop raking the leaves, there's a no hitter through eight. Okay, that's what we try to do. Okay, so let's break it down before we get some of the applications into which actor doing So You guys air, You're actively watching these games. You've got some type of an algorithm based on scoring plays. Pitch count. Are we? What are some of the things that drive? Whether this is an exciting game or not, it's a great question. The easiest way to think about it is if you imagine what a win probability graph looks like. So game probably starts off in the middle. Might go up or down based on who's winning, the more violently that graph goes up and down generally, the more exciting the game is, so when probability is a big factor. But also you think about rarity whether it's we had a no hitter last night, we had the Astros with a four picture no hitter a few weeks ago. You know, those sort of things that you don't see often, even if the game's nine nothing, even if the wind probabilities and changing. If that's a no hitter, that's something you want to turn into, right? And so are you tapping into just kind of some of the feeds that are out there in terms of what's happening in the game or you actually watching and using a I in terms of actually looking at a screen and making judgments? Sure, thankfully, I'm not watching or else I would never leave the house. But for us, it's about getting that real time live data. Okay, so I can see balls and strikes on my servers faster than I can see it on live TV, which is a little bit mind bending of time. So we work with the the official data sources. So whether it's a company like sport radar or stats or opt or Abels and pretty much anyone around the globe, we pull in that real time data so we can give people that tap on. The show says Hey, run to the couch. Run to the bar, tune in. Something interesting is about to happen, right? But what's entering your B to B play. So your customers are not me. Jeff, go to the couch. You're working through other people that might be motivated to have me run to the count. So how does your business model work? Who are some of your customers? What are some of the ways that they use your service? >> I'm I'm the guy behind the guy. I'm behind the >> Red Curtain, pulling the strings, you know, for us not to paint with an overly broad brush. But we're based in Austin, Texas, and one of the big things about a city like ours versus the city like this is that our companies tend to skew very B to B versus the Bay Area, which generally excuse a lot more B to C. So pitching to the cable companies, the sports providers, probably CBS Sports is our oldest customer right now. We work with small startups, more established folks, and everyone uses this differently. But the goal is the vision. Is that whether it's your DVR recording automatically when the game gets good or just making sure that, you know, maybe you want to place a bet on the Giants or if you are, ah, glutton for punishment my lowly Knicks if the if the spreads. Good enough, you know, getting that nudge when games get exciting is an accelerant. Not just for watching in, but I think, for fandom. Yeah, well, when Kevin Durant comes back, you'll get a bit more exciting >> Nets, not Nick's. I'm gonna give you one free one. So we had a conversation >> before we turn the cameras on about, you know, kind of this. This never ending attention span competition and the never ending shrinking of consumable media. And how you guys really play an interesting role in that evolution, where if you can give us a little bit deeper background, >> I think it's fascinating. You look at >> the N B A. That really any league. If you rewind five years ago, you have to pay to 5300 bucks to get access to anything digitally, and then you got access to everything, and then the NBA's said, Well, maybe just want to buy one team, so we'll let you pay things around 80 bucks and they just want to watch. One game will sell it to you for eight. I just want 1/4 with such for dollar 99 if you just want a few minutes with silty for 99 >> cents, and now they've done that really, really quietly. >> But I think it's seismic because I think all leagues we're gonna have to follow and do this. So if you look at these snack passes and especially as thes NFL rights are coming up, I could easily imagine someone like a YouTube or, I should say, a Google if they were to grab these rights, how easy would be to go to YouTube and get a game for a few bucks and how well their entire infrastructure would work. But rewind to today when you have 10 to 20 states that are online. As far as gambling goes, you take gambling. You take excitement analytics and you take the snack passes and you kind of mix him up in a pot and you get this vision of I can send you a Texas is Hey, LeBron has 60 points with 3/4. Do you want to pay 99 cents tow, Watch the finish, or do you want, let's say, place a wager on if he's gonna be Kobe's 81 point Lakers record and then we'll let you watch for free. And so getting both sides of that equation, whether your die hard or casual fan, it's hard to say no to both those options, right? And do you see within your customer base that drive to the smaller segmentation of snack packs? Is that driven by customer demand, or are they trying to get ahead of it a little bit and offer, you know, kind of different sizes of consumption, I guess, would be the right. >> Sure, I think the horse is out of the barn. I mean, imagine if >> we were still buying complete albums. Of course, we're buying tracks when we just wanna track the idea that we have to buy an entire season. No foul, 2430 games in an MLB season. Why won't you let me buy just one game? I say MLB leaves a million dollars on the table every single time is no hit bid because there's tons of people who have cut the cord, don't want to run to the bar, but would happily pay 99 cents to stream the last inning of a game on their phone on their commute. So I think it is a combination of digital. What shoring in that We're able to do these three single track sort of purchases, but also its people continue to cut the cord and rethink about how they spend their media dollars. It makes sense really interesting. So we're here. It's sports Tech, World Demo Day. What do you hope to get out of today? Why are you here? Gosh, at least to pay homage to the reason why I went to Tokyo for the first time and had life changing Rama and I feel like I need to sort of complete >> the cycle. Uh, sports like >> Tokyo is an amazing program. There's lots of different events that have shaped different ways. But there's something really unique about this. And when we all lands in Tokyo, I think it was something like 80 different entrepreneurs that came into met to meet with all of the Japanese sponsors. Everyone had the same vibe of just really happy >> to be there. >> They didn't take a percentage of these startups coming in, so you really saw different sizes, not just early stage, but late stages well and everyone was there, too. Connects and innovate and do interesting things together. So many of us were there for the first time that there's just a vibe to this event that I haven't seen in my 10 plus years in sports. Tak interesting. Well, Mark, great to sit down with you. Really cool story. And, um, I guess I'll be watching for your watching for your app. Is the man behind the man coming through my phone? Real sand Sounds great. >> All right. He's >> Mark. I'm Jeff. You're watching the Cube World. World Tech demo today here at Oracle Park. Thanks for watching. We'll see you next time.

>> Live from Miami Beach, Florida, It's theCUBE covering VeeamON 2019. Brought to you by Veeam. >> Welcome back to Miami, everybody. This is Dave Vellante with Peter Burris. We're here at day one at VeeamON 2019. This is CUBE's 3rd year of doing VeeamON. We started in New Orleans, it was a great show. Last year was Chicago, and here, Miami at the Fontainbleau hotel. Marc Crespi is here, he's the vice president of sales engineering for the Americas at ExaGrid Systems Cube. Hello Marc, good to see you again. >> Good to see you. >> Thanks for coming on. So, give us the update. What's happening with ExaGrid? You guys got new headquarters in Marlborough. Marlborough's happening these days, right? We got the new shopping spa, and the mayor's going crazy, so give us the update on ExaGrid. >> Yes, so we just moved into a beautiful new headquarters in Marlborough and share it with some great other companies. The company continues to grow rapidly, double digit growth year over year, one of the few companies in this category that's growing that quickly. So everything's great. >> What's driving the growth? >> Well, customers are looking to fix the economics of backup. They've been spending too much money on it for a lot of years, so they look at products now, they want them to be simple, easy to use, and very cost-effective and we drive that trend very hard. >> Yeah I mean that doesn't really describe- what you just described, simple, easy to use, and cost-effective really doesn't describe backup for the past 20 years. So what are you doing specifically to make it simple, cost-effective, and easy to use? >> Well, first of all, by working with companies like Veeam. Veeam is a very easy-to-use product, it's very intuitive and then our product integrates very well with it so the products work together very well and makes just a very simple solution. >> What do you see as other big trends in backup? showed a slide today, 15 billion dollars. A big chunk of that, maybe close to half of it was backup and recovery, there's all kind of other stuff: data management, analytics, etc, etc, etc. What do you see, obviously cloud, you talked about the big superpowers, what are the big trends that are driving your business and more importantly, your customers transformation? >> Well, customers are looking to reduce the amount of data that they actually have to move. So, incremental technology's a really big- themes of pioneer in that, obviously doing incremental backups and that saves time and effort, saves space, along with data deduplication, it really makes for cost-effective storage solution. >> Talk a little bit more about why you're growing, how you sort of uniquely compete in the marketplace with some of the big whales. >> Sure, so our most unique feature is our architecture, and it has both technical aspects and economic aspects. Because we're a scale-out architecture, meaning that with every capacity increase of your data, we're not just adding storage, we're adding CompuPower network memory, etc. so that we keep the backup times very, very, very low. That also makes for a very cost-effective architecture because what we've done is you can scale out pretty much infinitely and we've also eliminated the concept of the end of a life of products. So we never force our customers into mandatory refreshes so their economics are very predictable over a long period of time. >> What do you see as the biggest use cases today that are driving your business? I mean, obviously, backup and recovery, I talked earlier about some of these emerging data management, cloud obviously, is this big, Edge, you seeing much going on there. What are some of those workloads and use cases that you see? >> I think probably one of the biggest use cases these days is what I would call instant recoveries, meaning that rather than doing a traditional restore, which could take a long number of minutes to hours. Customers will actually run production workloads off of the backup target as a way to get users back productive more quickly than would've been done in the past. >> Yeah, and that's key because you see in RPO and RTO's sort of companies putting more and more pressure on the IT groups to shrink those times, presuming you're seeing that in conjunction with digital, digital business, digital transformation. You talked about architecture before. What about your architecture and maybe with your partnership with Veeam allows customers to shrink those RPO and RTO times? >> I think the other aspect of our architecture that's very unique is what we called adaptive deduplication. One of the things we looked at when we architected the product was deduplication is obviously a very effective technology, but what are potential cons. Things that would make it less effective in backup. And one of the things we realized was if you put deduplication in the middle of the backup window and due to deduplication while the backups are running, then you could interfere with the speed of disk. So we do something called adaptive deduplication which means that we allow the object from the backup software to land and then we deduplicate and replicate them in parallel, but we make sure that we're not throttling the backups. So, we provide disk speeds even though we use deduplication. >> Okay. So, that's an example of one of the things you're doing to sort of improve it. How about Veeam integration? Is there anything specific there that you're doing that we should know about? >> Well, part of it is because of adaptive deduplication and because we maintain complete copies of backups. We uniquely support instant Veeam recovery like no other vendor can. Furthermore, we run what's called the Veeam data remover which is actually Veeam technology runs inside of our appliance and sets up a optimized communication protocol with the Veeam software that allows us to do a number of great things. >> Wait, double click on on that. So, is it an efficient protocol or is there other sort of accelerators that you've got in there? >> The protocol is optimized, and then we do some other acceleration around how you do synthetic folds and things of that sort that are unique to the data mover. >> And you have news with Veeam this week, do you not? >> Yes, we do. We're announcing something called ExaGrid backup with Veemam and what it is in a nutshell is the ability for a customer to purchase both technologies from their preferred reseller by just ordering one part number. So it dramatically simplifies the acquisition of the two technologies and allows customers to simplify the buying process. >> So Veeam, I know, is all channel sales. How about you guys? How do you go to market? >> We also are, yes. >> So, talk more about your go-to market. What do you have? Like, an overlay sales force that it helps facilitate? You got partners? Maybe you can talk more about your ecosystem. >> Well, we have a worldwide sales force and our sales people, the people that do the selling, work directly with our partners, so we don't have a specialized channel workforce, but we have a specialized channel strategy, and our entire sales team is very well trained on the channel, how to work with the channel, and make them happy and successful. >> So, backup for a long time time was kind of an afterthought. It was non-differentiated. You just did what you needed to make sure the devices could be recovered. >> Yeah, you bolted it on. >> You bolted it on. >> Right. >> Increasingly, it's becoming recognized as a central capability to any digital business, because if your data goes away or your data's no longer available, your digital business is gone. >> Right. >> That suggests we're going to get a greater degree of differentiation in the types of devices, in the types of systems, etc, that are going to become part of a backup solution. First of all, do you agree with that? And then secondly, go back to the use cases, where do you guys see yourselves fitting into that increasingly federated backup capability? >> Well, I certainly do agree with it. I mean, it's always been a necessity, but now even with things like Ransomware and the cryptoviruses, and things of that sort, it's even more important than it's ever been. It's no longer just data loss, etc. So, we fit into that trend and we'll continue to fit into that trend by continuing to drive the economics through the floor. Customers want that level of protection, it's a little bit like insurance. You need the protection, but you don't want to pay a dollar more than you have to, right? So you want to put it on an economic diet, and the way our technology evolves, we come out with denser, faster systems at a lower cost per terabyte just about every year. And we'll continue to do that. >> So do you anticipate then that there's going to be specialized use cases or are you just going after taking costs out of the equation? >> It's not so specialized because it's very horizontal. Everybody does it and everybody backs up all their data. So, we don't specialize in any one area of the data center like database or anything of that sort. We go wherever the customer needs us to go inside their data center. >> It's in the data center, sorry David, it's in the data center. >> In the data center, we also have a cloud offering, we have partners that will offer disaster recovery as a service, so they'll have data centers that manage on behalf of the customers, and we also have an offering that goes into Amazon web services. And, shortly, we'll be coming out with one for Azure. >> And that is what? A software based offering that uses the cloud as a target? >> Correct, it's a virtual appliance that you can replicate into the cloud. >> All right. We don't have much time left tonight, we have a really important topic to cover, which is, we talked about last year, but I want to bring it up again, which is sports. >> Yup. Why don't we talk Boston sports, we could talk about Warriors. I got a question for you, but- >> I'll watch >> I asked you last year, and I think it was May, we were in Chicago, I said "Would you have traded Tom Brady?" At a time when the sentiment was, he was done. And you said "No way, absolutely not." You, Peter McKay, and Patrick Osmond all said emphatically no, you made the right call. So good job. >> Thank you. >> Your thoughts? >> Would never trade him. He can play until he's 100 for all I care. As long as he keeps performing at such a high level, why would you lose him? >> And then, of course, the Red Sox, 108 wins, that was an amazing gift that they gave us. So, I don't know if you're a baseball fan. >> I am. >> All right, I got to ask you, Peter. Are the Warriors the greatest basketball team in the history of basketball? >> Well, let's see... >> Brendan says yes. >> They are the best basketball team at a time of the most competitive NBA. Some of the rules have changed, but the athletes are better, they're more conditioned, they are more knowledgeable by how to play this game, and they are the best team in basketball without Kevin Durant and without Boogie Cousins. >> Yeah. >> So ... hard to argue. >> They're sweeping Portland without Durant which is pretty amazing. So Brendan, for years, has been trying to tell me that. You know, Brendan is our local basketball genius so, I don't know. >> Now, would the Warriors have beaten say a Bill Russell Celtics team with the Celtics- Bill Russell Celtics team rules? Maybe not. >> Yeah, I don't know. I would say I'm starting to come around to Brendan's way of thinking. But, Marc, we'll give you the last word here. VeeamON 2019, great venue here in Miami, very hip, hip company, hip venue, ExaGrid growing, double digit growth rate, so congratulations on that. Your final thoughts? >> Just great to be here, I always like coming to Veeam events, they're always very well attended, I get to meet a lot of customers and really enjoy it. >> Marc Crespi, thanks very much for coming to theCUBE. It's great to see you again. >> Thank you. >> All right, keep it right there everybody. Peter and I will be back with our next guest right after this short break. This is VeeamON 2019 and you're watching theCUBE.

>> live from Boston, Massachusetts. It's the queue covering your red hat. Some twenty nineteen. You buy bread. >> Oh, good afternoon. And welcome back as the Cube continues our live coverage. Exclusive coverage of Redhead Summit twenty nineteen here in Boston. Some nine thousand strong attendees here. Key notes have been jam packed, but we just finished our afternoon session not too long ago again. Very well attended. Dynamic speakers stew Minimum. John Walls. We're joined now by Lee Dae. Who's the Vice president of Marketing Communications? That Red Hatley. Good to see you. I see you and Michael brats, who was a teacher of English as a second language of Franklin Middle School in Minneapolis, Minnesota. Mr B. Good to see you, sir. And that's what your your students call you, Mr B. Is that right? What they do, we saw that way. Might just follow through on that tradition right now. All right, let's talk about why the two of you are here together. And I know you're Michael School has an interesting history that they've been kind of following somewhat independently, you know, in terms of open source and work. And only you found them through your marketing work some really very interesting. Two avenues that you have on your platform. So tell me a little bit about how how you got here. And then we'LL get into it after that. >> Okay, Great. So Red Hat has a program called co lab and this sir program where we go into schools and we teach kids how to code. So we do things like circuit boards and programming on raspberry pies. Kids have program raspberry pies into cameras to go around cities and take pictures. And we have had collapse in many cities, and we hadn't hit the Midwest. And we chose Minneapolis. And we found, fortunately, Franklin Middle School in that great group of girls and two awesome teachers that are very inspirational on, So the relationship didn't stop it. That week of coal lab, we have stayed in touch, and here at the summit, we've showcased the work in the police ship that we have together. Yeah, >> and I know a lot of the focus that the program is toward, uh, appealing to younger ladies. You know, young girls trying to get them or involved in stem education. We just had the two award winners for the women and open source with us just a few moments ago. So this is Ahh, a company wide. Durant wants a directive initiative that you said, Okay, we we have a responsibility, and we think we have a role here to play >> absolutely well. It's important to us to see the next generation of technologists. And when you feel like women, especially young women sometimes feel like technology is inaccessible to them, and they're not often in technology programs and university. So it's our initiative. Teo help young people feel comfortable and good about technology and that they can actually code. And they can actually do things that they didn't think were possible to them previously. >> So, Mr B. Help us understand how this fixing curriculum and give us a little bit of the story of how it went down. >> Well, it's funny asset. I mean, this opportunity for us is a home run out the part because we're a steam school science, technology, engineering, arts in math. So today, not only did our students perform on the main stage a song that we were able to collaborate right and go through a >> whole production process >> with music were also able to on there right now as we speak down running a booth, building circuits, presenting those circuits, presenting those circuit boards, and collaborating altogether down there with attendees of this conference right now. So, I mean, we're covering every one of those steam components, basically, in one project, one large scale technology project. So this opportunity homeland out the >> part. >> I love that because that was the first thing I went to mind. I heard photography involved. You say steam and so much, you know, we can't just have tech for Tex take. You know, I worried I studied engineering and, like, things like design and those kind of things right weren't in the curriculum. But you know what? I went to school. Creative side. Yeah. How important is that? You kind of get especially think young people get the enthusiasm going. That creative side would, you know, get them deeper into it. >> Well, you know, I always look att, individual students. Everybody has their individual gifts and talents, and it's about, you know, finding those leadership skills within each one of those gifts. And so within this, you're able to find someone that might be more creative in one area, maybe more technical and more, you know, logic orientated in other areas. So with that, you're able to just have Mohr a broader spectrum to be ableto find people's individual gives in towns and for them to in the collaboration also contribute their gifts and talents in different avenues instead of it just being one lane like just this part of technology or just this part of production and just this part of design were able to kind of integrate all of that into one thing and to take it one step further. After we did the, um So Cola came out with their mobile container to US Bank Stadium in Minneapolis, Minnesota, and it was right downtown, right outside of where our football team players brand new stadium Super Bowl is is there two years ago now And, um, so with our students being there after we got done with that, that cold lamb, when they were asking us, you know, to take it a step further in the classroom are students actually designed with our future boys Lo Bill Future Girls logo a card and then presented it to Red hat and they ended up printing off the cars and they were able to use it to build the circuit. So we weren't just using the coal lab cars. But we also got to design our own, too. >> So, you know, you said future boy's feet. So that's that's a new organization, the club that you formed the school Future Boys and Girls Club for the express purpose of what? >> Well, so we actually tie in all different content areas into assault. Obviously, this is just the future girls that are here in Boston and did the technology side with us and that parts of Spain the cold because it's an initiative for girls in technology but of the future boys and girls, uh, overall program. We encompass a lot of different continent as we integrate performing arts with academics and all the components of esteem school, um, into learning. And we do interest based learning. We do project based learning, and basically, you know, kids are learning a lot without realizing how much they're really learning, you know, and we make it fun and relevant. But we also teach the leadership skills in the hard work that goes in with it. And I mean, even just coming out here to Boston for this, uh, for this opportunity here in this summit, I mean, the amount of work that it took for the students to get here and the process, the ups and downs, especially with middle school students. You know, the marathon, not a sprint mentality, you know, has been absolutely amazing. >> Good luck with that eye. Well, >> I always say I >> haven't had a bad day yet. Just an overstimulating one. >> So lately, you know, we love having stories on the Cube and especially tech for good is something that we always get a good dose here at Red had some it. You know what else can share some of the open tour stories that were going on around the event? >> We're really thrilled. Today. We're launching our newest open source story, which is about agriculture and which we choose topics with open source stories that are important every everyone so medicine, helping to find cures for cancer, even our government and artificial intelligence. And today it's about open hardware and open agriculture. And we're launching a new film this afternoon. >> It's all future farming, right? Right. That that's the viewing today. >> Yes, and we had someone showing their their farming computer on our stage, and it's actually done in Summit >> Show for today. So you've got the open studio, you know, working and you have a number of projects. I assume this fell into one of those slots right where you were Using one of those platforms to feature great work of future farming is another example of this, But But you have some, I think, pretty neat things that you've created some slots that give you a chance to promote open source in a very practical and very relatable way. >> Yes, exactly. So our Opens our open studio is our internal creative community agency. But we do get ideas from everyone around, you know, around the world. So wait, get ideas about open agriculture, eh? I, uh, what we can do with kids and programming with kids. And then we take those ideas into the open studio and it is a meritocracy. So the best ideas when and that's what we choose to bring to life. And we have designers and writers and filmmakers and strategist and a whole group of people that make up the open studio inside a red hat >> And you've done a new feature, Frank. >> Yes. So, yeah. We work together to create the container that doctor be mentioned and to create the container. And then we work. When >> you have you >> have. You know, one of the girls Taylor actually taught me just now I am not technical. I will just give that caveat. But they they make, they made circuit boards, and they're making circuit boards here. Some issue and mine doesn't work. So don't That's okay. Just, basically were you can see here we have different designs that are attendees can choose from, and then we have electrical tape that you are sorry, competent and an led light. And so the idea is to toe form a circuit and to have led light item the card. That's great. So one of the one of the girls actually taught me how to make it, but I think I didn't follow >> her. Instructed you to go back to school. Wouldn't be the first time that I would have fallen apart either on that. So where Michael, Where would you be now without red hat? Or, you know, you were doing your own thing right independently. But now you've received some unexpected support. Where would you be? You think was out that help. And how much of a difference have they made >> you? Well, let me tell you. I mean, you know, when we look at it being an after school program, the amount of enrichment and opportunities that redhead has created for us has been, honestly, just unbelievable. It's been first class, and we're so appreciative. I mean, even even in our meeting with the future girls last night, we just talked about gratitude and how grateful we are for it. I mean, when you look at this circuit, this is an abbreviated version of what the students actually participate in. This is, you know, just a one one, uh, one led light and a small formation our students were doing. I think there were seven or eight on ours. And so the amount of learning in the modern opportunity that this presented to him not only have they learned how to do the technical piece of it, they've learned howto present. They've learned howto speak and present. They've learned howto call lab, collaborate, work together on huge levels, and I mean, they learned what they can take on an airplane, you know, coming out here. So I mean, the amount of things that through the learning process of, like, eye color, large scale technology project that we've been participating since October since they brought the mobile lab out to Minneapolis. I called a large scale tech, you know, technology project, and going through that whole process has been huge. And let me tell you this as a teacher and those that are parents you're competing was so much in this day and age to keep kids attention, right? I mean, everything is swiped the phone every which way and everything. So instant gratification. So for students to actually engage in this cola program for to be set up so well from Red Hat and to actually stick with it and stay engaged with it really speaks volumes denying the program. But also, you know, our students staying engaged with it, but they've they've stuck with it, they've been engaged, and it's very interest based, the project I've seen it through. But then also the renewed opportunities and being ableto one of the things on our rubric as the teacher is toe expand and extend the learning I don't mean to be long winded, but we wanted, you know, expand on the learning that's already taken place and being out here, it's just it's just a continuous continuation of the learning, you know, not just one level going to next level going on next long light, next level. And that's that, honestly, is where the real learning really takes place. >> So, Michael, you know, from its very nature being an open source company, you know, Red Hat talks a lot about it. Ecosystem in community. If I five red right in the notes, they're you know, your student really getting the value and understanding of community. There's something about they wrote a song. Talk >> about that. We become stronger. Yeah, that's the name of the song is we become stronger And you know what the idea was. We were looking at the power point for this summer and for this summit, and in that there was, uh there was a phrase that said ideas become stronger and that's the collaboration. And so we started tossed around ideas and things like that were like, Well, we liked the idea of stronger, and then we're like, Well, this is more of the coal lab experience, not just the ideas of the technical side. And that's why we become stronger. And yet we developed a song specifically for this summit. I think you go top for, you know. >> Yeah, the performance was amazing. >> Yeah, you don't want >> one top forty, to be honest with you, but no. I mean, uh, you know, and that was another whole another phase, you know, like, I talked about the steam side of the school. Um uh, integrating the arts in and the whole production side of that, you know, it was a lot of work and another project, but it was another area of content that we're able to integrate into this project, and, uh, and we're able to perform it on stage. So, like I said, they literally just got off stage performing. We become stronger singing the whole production of song a dance routine choreography and then went straight to the boot to now present circuits and teach attendees here at the summit howto build a circuit. I don't know how much better can get in that. >> That is so cool. That's great. Now is this the song that you recorded in the same studio. Lenny Kravitz. Atlantis More. Tell me you didn't like that, huh? >> I mean, you know, it's all right. >> That's good. That's great. Congratulations, Roy. On this collaboration, it's really it is exciting to see what they're doing to inspire young people on Michael. I can tell you like your job. Don't you love it? I love it. Yeah, yeah, yeah, absolutely. Well, keep up the great work. And we appreciate the time here. And I look forward to hearing that song. Maybe if it hits, you know, the ice store. You know, Apple Store, maybe, You know, maybe good things will happen, right? Hey, you never know. She's Vice president marketing. We're gonna figure this. I'm checking out. I tio go by weight, become stronger. Thanks, Michael. We appreciate Lee. Thank you for having me back with more. Here on the Cube. You're watching our coverage, right? Had some twenty nineteen, but

produced from the cube studios this is strong by science in-depth conversations about science based training sports performance and all things health and wellness here's your host max smart [Music] [Applause] [Music] all right thank you guys tune in today I have the one and only Dean of big data the man the myth the legend bill Schwarz oh also my dad is the CTO of Hitachi van Tara and IOC in analytics he has a very interesting background because he is the well he's known as the Dean of big data but also the king of the court and all things basketball related when it comes to our household and unlike most people in the data world and I want to say most as an umbrella term but a some big bill has an illustrious sports career playing at Coe College the Harvard of the Midwest my alma mater as well but I think having that background of not just being computer science but where you have multiple disciplines involved when it comes to your jazz career you had basketball career you have obviously the career Iran now all that plays a huge role in being able to interpret and take multiple domains and put it into one so thank you for being here dad yeah thanks max that's a great introduction I rep reciate that no it's it's wonderful to have you and for our listeners who are not aware bill is referring him is Bill like my dad but I call my dad the whole time is gonna drive me crazy bill has a mind that thinks not like most so he he sees things he thinks about it not just in terms of the single I guess trajectory that could be taken but the multiple domains that can go so both vertically and horizontally and when we talk about data data is something so commonly brought up in sports so commonly drop in performance and athletic development big data is probably one of the biggest guess catchphrases or hot words or sayings that people have nowadays but doesn't always have a lot of meaning to it because a lot of times we get the word big data and then we don't have action out of big data and bill specialty is not just big data but it's giving action out of big data with that going forward I think a lot of this talk to be talking about how to utilize Big Data how do you guys data in general how to organize it how to put yourself in a situation to get actionable insights and so just to start it off Becky talked a little bit on your background some of the things you've done and how you develop the insights that you have thanks max I have kind of a very nos a deep background but I've been doing data analytics a long time and I was very fortunate one of those you know Forrest Gump moments in life where in the late 1980s I was involved in a project at Procter & Gamble I ran the project where we brought in Walmart's point of sales data for the first time into a what we would now call a data warehouse and for many of this became the launching point of the data warehouse bi marketplace and we can trace the effect the origins of many of the BI players to that project at Procter & Gamble in 87 and 88 and I spent a big chunk of my life just a big believer in business intelligence and data warehousing and trying to amass data together and trying to use that data to report on what's going on and writing insights and I did that for 20 25 years of my life until as you probably remember max I was recruited out Business Objects where I was the vice president of analytic applications I was recruited out of there by Yahoo and Yahoo had a very interesting problem which is they needed to build analytics for their advertisers to help those advertisers to optimize or spend across the Yahoo ad network and what I learned there in fact what I unlearned there was that everything that I had learned about bi and data warehouse and how you constructed data warehouses how you were so schema centric how everything was evolved around tabular data at Yahoo there was an entirely different approach the of my first introduction to Hadoop and the concept of a data Lake that was my first real introduction into data science and how to do predictive analytics and prescriptive analytics and in fact it was it was such a huge change for me that I was I was asked to come back to the TD WI data world Institute right was teaching for many years and I was asked to do a keynote after being at Yahoo for a year or so to share sort of what were the observations what did I learn and I remember I stood up there in front of about 600 people and I started my presentation by saying everything I've taught you the past 20 years is wrong and it was well I didn't get invited back for 10 years so that probably tells you something but it was really about unlearning a lot about what I had learned before and probably max one of the things that was most one of the aha moments for me was bi was very focused on understanding the questions that people were trying to ask an answer davus science is about us to understand the decisions they're trying to take action on questions by their very nature our informative but decisions are actionable and so what we did at Yahoo in order to really drive the help our advertisers optimize your spend across the Yahoo ad network is we focus on identifying the decisions the media planners and buyers and the campaign managers had to make around running a campaign know what what how much money to allocate to what sides how much how many conversions do I want how many impressions do I want so all the decisions we built predictive analytics around so that we can deliver prescriptive actions to these two classes of stakeholders the media planners and buyers and the campaign managers who had no aspirations about being analysts they're trying to be the best digital marketing executives or you know or people they could possibly be they didn't want to be analysts so and that sort of leads me to where I am today and my my teaching my books my blogs everything I do is very much around how do we take data and analytics and help organizations become more effective so everything I've done since then the books I've written the teaching I do with University of San Francisco and next week at the National University of Ireland and Galway and all the clients I work with is really how do we take data and analytics and help organizations become more effective at driving the decisions that optimize their business and their operational models it's really about decisions and how do we leverage data and analytics to drive those decisions so what would how would you define the difference between a question that someone's trying to answer versus a decision but they're trying to be better informed on so here's what I'd put it I call it the Sam test I am and that is it strategic is it actionable is it material and so you can ask questions that are provocative but you might not fast questions that are strategic to the problems you're trying to solve you may not be able to ask questions that are actionable in a sense you know what to do and you don't necessarily ask questions that are material in the sense that the value of that question is greater than the cost of answering that question right and so if I think about the Sam test when I apply it to data science and decisions when I start mining the data so I know what decisions are most important I'm going through a process to identify to validate the value and prioritize those decisions right I understand what decisions are most important now when I start to dig through the data all this structured unstructured data across a number different data sources I'm looking for I'm trying to codify patterns and relationships buried in that data and I'm applying the Sam test is that against those insights is it strategic to the problem I'm trying to solve can I actually act on it and is it material in the sense that it's it's it's more valuable to act than it is to create the action around it so that's the to me that big difference is by their very nature decisions are actually trying to make a decision I'm going to take an action questions by their nature are informative interesting they could be very provocative you know questions have an important role but ultimately questions do not necessarily lead to actions so if I'm a a sport coach I'm writing a professional basketball team some of the decisions I'm trying to make are I'm deciding on what program best develops my players what metrics will help me decide who the best prospect is is that the right way of looking at it yeah so we did an exercise at at USF too to have the students go through an exercise - what question what decisions does Steve Kerr need to make over the next two games he's playing right and we go through an exercise of the identifying especially in game decisions exercise routes oh no how often are you gonna play somebody no how long are they gonna play what are the right combinations what are the kind of offensive plays that you're gonna try to run so there's a know a bunch of decisions that Steve Kerr is coach of the Warriors for example needs to make in the game to not only try to win the game but to also minimize wear and tear on his players and by the way that's a really good point to think about the decisions good decisions are always a conflict of other ideas right win the game while minimizing wear and tear on my players right there's there are there are all the important decisions in life have two three or four different variables that may not be exactly the same which is by this is where data science comes in the data science is going to look across those three or four very other metrics against what you're going to measure success and try to figure out what's the right balance of those given the situation I'm in so if going back to the decision about about playing time well think about all the data you might want to look at in order to optimize that so when's the next game how far are they in this in this in the season where do they currently sit ranking wise how many minutes per game has player X been playing looking over the past few years what's there you know what's their maximum point so there's there's a there's not a lot of decisions that people are trying to make and by the way the beauty of the decisions is the decisions really haven't changed in years right what's changed is not the decisions it's the answers and the answers have changed because we have this great bound of data available to us in game performance health data you know all DNA data all kinds of other data and then we have all these great advanced analytic techniques now neural networks and unstructured supervised machine learning on right all this great technology now that can help us to uncover those relationships and patterns that are buried in the data that we can use to help individualize those decisions one last point there the point there to me at the end when when people talk about Big Data they get fixated on the big part the volume part it's not the volume of big data that I'm going to monetize it's the granularity and what I mean by that is I now have the ability to build very detailed profiles going back to our basketball example I can build a very detailed performance profile on every one of my players so for every one of the players on the Warriors team I can build a very detailed profile it the details out you know what's their optimal playing time you know how much time should they spend before a break on the feet on the on the on the court right what are the right combinations of players in order to generate the most offense or the best defense I can build these very detailed individual profiles and then I can start mission together to find the right combination so when we talk about big it's not the volume it's interesting it's the granularity gotcha and what's interesting from my world is so when you're dealing with marketing and business a lot of that when you're developing whether it be a company that you're trying to find more out about your customers or your startup trying to learn about what product you should develop there's tons of unknowns and a lot of big data from my understanding it can help you better understand some patterns within customers how to market you know in your book you talk about oh we need to increase sales at Chipotle because we understand X Y & Z our current around us now in the sports science world we have our friend called science and science has helped us early identify certain metrics that are very important and correlated to different physiological outcomes so it almost gives us a shortcut because in the big data world especially when you're dealing with the data that you guys are dealing with and trying to understand customer decisions each customer is individual and you're trying to compile all together to find patterns no one's doing science on that right it's not like a lab work where someone is understanding muscle protein synthesis and the amount of nutrients you need to recover from it so in my position I have all these pillars that maybe exist already where I can begin my search there's still a bunch of unknowns with that kind of environment do you take a different approach or do you still go with the I guess large encompassing and collect everything you can and siphon after maybe I'm totally wrong I'll let you take it away no that's it's a it's a good question and what's interesting about that max is that the human body is governed by a series of laws we'll say in each me see ology and the things you've talked about physics they have laws humans as buyers you know shoppers travelers we have propensity x' we don't have laws right I have a propensity that I'm gonna try to fly United because I get easier upgrades but I might fly you know Southwest because of schedule or convenience right I have propensity x' I don't have laws so you have laws that work to your advantage what's interesting about laws that they start going into the world of IOT and this concept called digital twins they're governed by laws of physics I have a compressor or a chiller or an engine and it's got a bunch of components in it that have been engineered together and I can actually apply the laws I can actually run simulations against my digital twins to understand exactly when is something likely to break what's the remaining useful life in that product what's the severity of the the maintenance I need to do on that so the human body unlike the human psyche is governed by laws human behaviors are really hard right and we move the las vegas is built on the fact that human behaviors are so flawed but body mate but bat body physics like the physics that run these devices you can actually build models and one simulation to figure out exactly how you know what's the wear and tear and what's the extensibility of what you can operate in gotcha yeah so that's when from our world you start looking at subsystems and you say okay this is your muscular system this is your autonomic nervous system this is your central nervous system these are ways that we can begin to measure it and then we can wrote a blog on this that's a stress response model where you understand these systems and their inferences for the most part and then you apply a stress and you see how the body responds and even you determine okay well if I know the body I can only respond in a certain number of ways it's either compensatory it's gonna be you know returning to baseline and by the mal adaptation but there's only so many ways when you look at a cell at the individual level that that cell can actually respond and it's the aggregation of all these cellular responses that end up and manifest in a change in a subsystem and that subsystem can be measured inferential II through certain technology that we have but I also think at the same time we make a huge leap and that leap is the word inference right we're making an assumption and sometimes those assumptions are very dangerous and they lead to because that assumptions unknown and we're wrong on it then we kind of sway and missed a little bit on our whole projection so I like the idea of looking at patterns and look at the probabilistic nature of it and I'm actually kind of recently change my view a little bit from my room first I talked about this I was much more hardwired and laws but I think it's a law but maybe a law with some level of variation or standard deviation and it we have guardrails instead so that's kind of how I think about it personally is that something that you say that's on the right track for that or how would you approach it yeah actually there's a lot of similarities max so your description of the human body made up of subsystems when we talk to organizations about things like smart cities or smart malls or smart hospitals a smart city is comprised of a it's made up of a series of subsystems right I've got subsystems regarding water and wastewater traffic safety you know local development things like this look there's a bunch of subsystems that make a city work and each of those subsystems is comprised of a series of decisions or clusters of decisions with equal use cases around what you're trying to optimize so if I'm trying to improve traffic flow if one of my subsystems is practically flow there are a bunch of use cases there about where do I do maintenance where do I expand the roads you know where do I put HOV lanes right so and so you start taking apart the smart city into the subsystems and then know the subsystems are comprised of use cases that puts you into really good position now here's something we did recently with a client who is trying to think about building the theme park of the future and how do we make certain that we really have a holistic view of the use cases that I need to go after it's really easy to identify the use cases within your own four walls but digital transformation in particular happens outside the four walls of an organization and so what we what we're doing is a process where we're building journey maps for all their key stakeholders so you've got a journey map for a customer you have a journey map for operations you have a journey map for partners and such so you you build these journey maps and you start thinking about for example I'm a theme park and at some point in time my guest / customer is going to have a pity they want to go do something you want to go on vacation at that point in time that theme park is competing against not only all the other theme parks but it's competing against major league baseball who's got things it's competing against you know going to the beach in Sanibel Island just hanging around right there they're competing at that point and if they only start engaging the customer when the customers actually contacted them they must a huge part of the market they made you miss a huge chance to influence that person's agenda and so one of the things that think about I don't know how this applies to your space max but as we started thinking about smart entities we use design thinking and customer journey match there's a way to make certain that we're not fooling ourselves by only looking within the four walls of our organization that we're knocking those walls down making them very forest and we're looking at what happens before somebody engages it with us and even afterwards so again going back to the theme park example once they leave the theme park they're probably posting on social media what kind of fun they had or fun they didn't have they're probably making plans for next year they're talking to friends and other things so there's there's a bunch of stuff we're gonna call it afterglow that happens after event that you want to make certain that you're in part of influencing that so again I don't know how when you combined the data science of use cases and decisions with design thinking of journey Maps what that might mean to do that your business but for us in thinking about smart cities it's opened up all kinds of possibilities and most importantly for our customers it's opened up all kinds of new areas where they can create new sources of value so anyone listening to this need to understand that when the word client or customer is used it can be substituted for athlete and what I think is really important is that when we hear you talk about your the the amount of infrastructure you do for an idea when you approach a situation is something that sports science for in my opinion especially across multiple domains it's truly lacking what happens is we get a piece of technology and someone says go do science while you're taking the approach of let's actually think out what we're doing beforehand let's determine our key performance indicators let's understand maybe the journey that this piece of technology is going to take with the athlete or how the athletes going to interact with this piece of technology throughout their four years if you're in the private sector right that afterglow effect might be something that you refer to as a client retention and their ability to come back over and over and spread your own word for you if you're in the sector with student athletes maybe it's those athletes talking highly about your program to help with recruiting and understanding that developing athletes is going to help you know make that college more enticing to go to or that program or that organization but what really stood out was the fact that you have this infrastructure built beforehand and the example I give I spoke with a good number of organizations and teams about data utilization is that if if you're to all of a sudden be dropped in the middle of the woods and someone says go build a cabin now how was it a giant forest I could use as much wood as I want I could just keep chopping down trees until I had something that had with a shelter of some sort right even I could probably do that well if someone said you know what you have three trees to cut down to make a cabin you could become very efficient and you're going to think about each chop in each piece of wood and how it's going to be used and your interaction with that wood and conjunction with that woods interaction with yourself and so when we start looking at athlete development and we're looking at client retention or we're looking at general health and wellness it's not just oh this is a great idea right we want to make the world's greatest theme park and we want to make the world's greatest training facility but what infrastructure and steps you need to take and you said stakeholders so what individuals am i working with am I talking with the physical therapist am i talking with the athletic trainer am I talking with the skill coach how does the skill coach want the data presented to them maybe that's different than how the athletic trainer is going to have a day to present it to them maybe the sport coach doesn't want to see the data unless something a red flag comes up so now you have all these different entities just like how you're talking about developing this customer journey throughout the theme park and making sure that they have a you know an experience that's memorable and causes an afterglow and really gives that experience meaning how can we now take data and apply it in the same way so we get the most value like you said on the granular aspect of data and really turn that into something valuable max you said something really important and one of the things that let me share one of many horror stories that that that comes up in my daily life which is somebody walking up to me and saying hey I got a client here's their data you know go do some science on it like well well what the heck right so when we created this thing called the hypothesis development canvas our sales teams hate it or do the time our data science teams love it because we do all this pre work we just say we make sure we understand the problem we're going after the decision they're trying to make the KPI is it's what you're going to measure success in progress what are they the operational and financial business benefits what are the data sources we want to consider here's something by the way that's it's important that maybe I wish Boeing would have thought more about which is what are the costs of false positives and false negatives right do you really understand where your risks points are and the reason why false positive and false negatives are really important in data science because data size is making predictions and by virtue of making predictions we are never 100% certain that's right or not predictions hath me built on I'm good enough well when is good enough good enough and a lot of that determination as to when is good enough good enough is really around the cost of false positives and false negatives think about a professional athlete like the false the you know the ramifications of overtraining professional athlete like a Kevin Durant or Steph Curry and they're out for the playoffs as huge financial implications them personally and for the organization so you really need to make sure you understand exactly what's the cost of being wrong and so this hypothesis development canvas is we do a lot of this work before we ever put science to the data that yeah it's it's something that's lacking across not just sports science but many fields and what I mean by that is especially you referred to the hypothesis canvas it's a piece of paper that provides a common language right it's you can sit it out before and for listeners who aren't aware a hypothesis canvas is something bill has worked and developed with his team and it's about 13 different squares and boxes and you can manipulate it based on your own profession and what you're diving into but essentially it goes through the infrastructure that you need to have setup in order for this hypothesis or idea or decision to actually be worth a damn and what I mean by that is that so many times and I hate this but I'm gonna go in a little bit of a rant and I apologize that people think oh I get an idea and they think Thomas Edison all son just had an idea and he made a light bulb Thomas Edison's famous for saying you know I did you know make a light bulb I learned was a 9000 ways to not make a light bulb and what I mean by that is he set an environment that allowed for failure and allowed for learning but what happens often people think oh I have an idea they think the idea comes not just you know in a flash because it always doesn't it might come from some research but they also believe that it comes with legs and it comes with the infrastructure supported around it that's kind of the same way that I see a lot of the data aspect going in regards to our field is that we did an idea we immediately implement and we hope it works as opposed to set up a learning environment that allows you to go okay here's what I think might happen here's my hypothesis here's I'm going to apply it and now if I fail because I have the infrastructure pre mapped out I can look at my infrastructure and say you know what that support beam or that individual box itself was the weak link and we made a mistake here but we can go back and fix it

(upbeat electronic music) >> Announcer: Live from Chicago, Illinois, it's theCUBE, covering Veeamon 2018. Brought to you by Veeam. >> Welcome back to Chicago everybody, the Windy City, you're watching theCUBE, the leader in live tech coverage and we're here day two at Veeamon 2018, theCUBE's second year doing Veeamon, and I'm Dave Vellante, with my cohost, Stu Miniman. Patrick Osborne is here, the newly minted VP and GM of big data and secondary storage. >> And CUBE alumni. >> HPE and many time CUBE alumni, did you get a sticker? >> Yeah, it's already on my laptop. >> Oh, awesome, great to see you again. >> Good to see you guys. >> Thanks so much for coming on, always fun at Veeamon. >> Yep. >> They have a big presence. Your show, HPE Discover, they painted the Chi-Town green. >> Patrick: Yep. >> What's going on at the show for you guys? >> So a huge partner for us, in our ecosystem, as you guys know, HPE and the world of virtualized workloads, like, you know, we definitely own the space in terms of the number of Veeams sitting on our infrastructure and they are a great partner. You know, we've got thousands of customers, and I think what we're seeing, too, is that as Veeam grows up into the midsize and enterprise space, that is, you know, that's where our wheelhouse is. And so we're getting a lot of customer interactions in that space, and then, with some of our offerings around Nimble and SimpliVity, where they play very well in the commercial segments, that's a great way for us to go grab new logos, be present in the channel. So it's a really good partnership for us on both ends. >> I definitely want to understand what's going on in big data, but before we get there, let's talk a little bit about secondary storage and your point of view there. We know that data protection is moving way up on the list of CXO priorities, we also know there's a dissonance in the customer base, between the expectations of how much automation is actually there from the line of business, versus what IT can deliver. >> Patrick: Yeah, yeah. >> And so there's this gap and now you have multi-cloud coming on in a big way, digital transformation, and so it feels like backup and recovery and data protection is transforming. Throw in security and it even complicates it further. What's your point of view on what's going on in this mix? >> Well, certainly the sands are shifting in the secondary storage market. I think because of a heightened customer expectation in this area, whether it's, you know, I want to do more with my data, running things that we do at Veeam, like test data, automation, Sandboxing, security, you know, ransomware. All those are higher level data services than just what people were doing in the past around backup and recovery. So for us, we're really focused a lot on automation right in this space. The death of backup and recovery in that traditional space is essentially caused by comPlexxity, right? So automate or die in this space, nobody wants to deal with backup, right? What you want is outcomes, and what we're doing is, for our product line, we've got sort of this three-tiered mantra, of predictive, cloud-ready and timeless. So we want to be able to, through platforms like InfoSite, be able to heavily, heavily automate all those activities. Cloud-ready, because, you know, as we talked before, it's a hybrid world. People, especially in secondary storage, want to have some data on-prem, and certainly a lot of it for archival and retention off-prem. And then, timeless is sort of this scenario around, even though I'm operating a data center, I want the purchasing experience to be elastic, and like, again, the cloud, right? So consumption-based as a service. So that's what we're trying to bring to the market for secondary storage and storage in general. >> Dave: Awesome. >> Patrick, as I look at this space, you talk about that hybrid, multi-cloud world that we talked about. The two big, main things are data and my applications. So you talked a bit about the data, connect for us, kind of the applications and things, cloud native and 12 factor microservices, versus traditional applications. And you've got that whole spectrum, what are you seeing from your customers and how are you helping them? >> Yeah, so, we're definitely seeing a lot of the tech leading customers in the enterprise from HPE, you know, the big logos, right? They're out there disrupting themselves, disrupting industry, are massively betting on analytics, right? So, they've moved certainly from databases to batch now, it's all, you know, I think people call it fast data, streaming analytics, Kafka, Spark. So we're seeing, that part of our business that HPE's growing, like, non-sequentially, right? So it's really good business for us. But what's going on right now, is that the customers who are doing this, these are all net new apps. Kubernetes, you know, new styles of application, it's not a rip and replace, it's more of an augmentation scenario, where you're providing new services on top of existing apps. So that is very new and I think one of the things we'll see over the next couple of years is, how do I protect those workloads? How do I provide multi-cloud for them? So it's an interesting space, it's very nascent, a lot of tech-heavy investment going on for the, you know, the big players in the market. But that's going to have a long tail into the mid range. >> How will the data protection architecture sort of change for those new emerging applications? You know, maybe IoT is another piece of that. And maybe, where does your partnership with Veeam fit into that? >> Yeah, so we are having a number of strategy discussions on that this morning, you know. And I think that space is, you know, there's a lot of identification that has to go on. Do I want to back it up, do I care? Right, are those persistent streams? Or that IoT data that's coming in, do I really have to back it up at the end of the day or can I back up the results? So, a lot of it is not just an availability issue, it's certainly a data management issue. But a lot of the tools that we would need to do that, today, they're focused on bare-metal, VM wear, virtualization, a lot of stuff that hasn't been written yet, right? So I think there's a lot of actual tech development that has to go on in this space and I think we're kind of poised together as partners to deliver in that area the next couple years. >> You guys have this tagline, "We Make Hybrid IT Simple." >> Patrick: Yes. >> IT, you know-- >> Patrick: Very quantifiable. >> It ain't simple. (laughter) So, where does storage fit into that equation? >> Yeah, the stats that blow my mind was, I think IBC came out with this, was that there's essentially around 500 million apps in the data center today. And then, in any sort of spectrum of bare-metal, being virtualized, maybe being containerized, in the next four years there's going to be 500 million net new apps, right? So that's like, it's mind blowing, in terms of, most people have a flat budget, maybe a little increase. So you think that you're doubling the amount of apps you have and all the services around it. So for us, the automation piece is absolutely key, right? So anything we can do with InfoSite as a platform, we're going to be extending that to other products, you see we've done it for 3PAR, we'll be bringing that experience. But anything we can do around automation, analytics, that's going to take a lot of the mystery and comPlexxity out of managing these apps and services, I think is a win for the customers, and that's why they're going to buy into the platforms. >> Yeah, it's like, imagine if you're a young family, you've got two kids and you have twins. >> Patrick: Yeah. (laughter) >> Uh-oh. (laughs) >> Or you decide to have two more, like I did. (laughter) >> Patrick, we've been talking about intelligence in the storage world for decades. >> Yes. >> Why is it real, you know, more real and different now, than it was in some of the previous generations? >> Yeah, I think, you know, some of the techniques... So, we've had systems that have called home and brought telemetry home forever, right? But I think what's going on is that, as you take the tools that we've developed, and a lot of them are new, right, that are allowing you to do this, it's the practition of the data science, which is like the key, at the end of the day. InfoSite is an amazing piece of technology, a lot of the magic is in the way that you set up your teams, and to be able to take that on, right? So, it's no longer a product manager, an engineering guy, support person in a different organization, right? What we have is what's called a peak team, right? Which just takes all the functions, brings them together with a data scientist, to be able to take a look at, how can I do machine learning, AI, a more predictive model, to actually take use of this data, right? And I think the techniques and the organizational design is the big change that's happened over the last couple of years. Data's always been there, right? But now we know what to do with that. >> Yeah, and like you said before, the curve is reshaping, it's not this linear Moore's Law curve anymore. >> Patrick: Yeah. >> It's this exponential curve. >> Patrick: Exactly. >> I can't even draw it anymore you know, it used to be easy, just put the dotted line straight out, now it's twisting. So, that increases the need obviously, for automation. Now talk about how HPE's automation play is differentiable in the marketplace. >> So I think a couple of things from a differentiated perspective. Obviously we talked a lot about InfoSite as a platform, as a portfolio company, we're definitely trying to take out the friction, in terms of the deployment and automation of some of these big data environments. So our mission is to be able to, like you would stand up some analytic workloads in the public cloud, to provide that same experience, on-prem, right? And essentially be the broker for that user experience. So that's an area that we're going to differentiate, and then, you know, in general, there's not that many mega portfolio companies, right, anymore. And I feel like, that we're exploiting that for our customers, bringing together compute networking and storage. And certainly on the automation side. So you know, for us, I really feel that you're no longer going to be buying on horizontal lines anymore. You know, best of breed servers, best of breed networking, best of breed storage, but bringing together a complete, vetted stack for a set of workloads, from a vendor like HPE. >> Yeah, and it was just announced, the deal's not closed yet, but just to mention to the audience, HPE just made an acquisition of Plexxi, a networking specialist-- >> Patrick: Yeah, a good friend, too, Rich Napolitano. >> Rich Napolitano. Just this week, which is interesting, because that brings cloud scale to some of the hyperconvergence infrastructure. It's essentially hyperconverge networking, so really interested to see how that plays out. HPE has made a number of really effective acquisitions over the last several years, starting really with 3PAR, was the one. Clearly Aruba, you know, the Nimble acquisition, you know, SimpliVity, so, SGI. So some really strong, both tactical and strategic moves for HPE, really interested to see how Plexxi sorts out. Okay, we got to talk sports for a minute. I asked Peter McKay this question, I asked his boss, some sports fans, if you were Robert Kraft, would you have traded Tom Brady? >> (sharp inhale) No. >> No way? >> No way, no way. >> Okay, that's consistent with McKay. >> Yeah, no way, that's like trading Montana, that didn't work out. >> That did work out, right? They traded Montana, then they won another Superbowl. >> Yeah, I know, I mean, I think, for me, he's an icon and then he's still operating at maximum efficiency, which is amazing, but I think he got a lot of legs in him. >> What do you think of the... Well hopefully he stays, hopefully he does play 'til 45. What do you think of the Garoppolo trade, though? Are you disappointed that they didn't get more, or do you think it was the right move to hang on, just in case Brady went down again? >> I think it's the right move at the end of the day, right? You're not going to get much from him anyways, and they're certainly not going to pay him out as a backup quarterback. What I don't like, though, is the fact that he's gone to the 49ers, and that's where most of my engineering team is in the Bay Area. So, to have to deal with yahoo 49ers fans, you know, for the next couple years, is going to be painful. But it's good, it's a good renewed rivalry. >> So you're not a-- >> Celtics, Warriors, you know, Patriots, Niners. >> You're not an instant transplanted 49ers fan, because of Garoppolo, right? >> Patrick: No, absolutely not. >> He's a carpet-bagger, right? >> He's out, he's off the team, he's out of the house. >> I love it, okay, Bruins were a big disappointment this year. >> Yeah, yeah. >> We thought that, you know, the Celtics were super exciting, let's go there, I mean. You know, you watched the Celtics early in the year, 'cause your like, after Hayward went down, you're like, kind of' we were all walking around like this. And then you-- >> I felt like, it's like where Kennedy was shot, right? I know exactly where I was, right? >> Right, and you had people blaming Danny Ainge for, like, making a move, I'm like, come on, guys. And you see what happened with the young players, and then they sort of tailed off a little bit, they were struggling, you know, Ky was trying to find his way and now they're the exciting team. Up to on Cleveland, I mean, you got to believe that Lebron is going to step up his game with a little home cooking. But let's assume for a second that they get by Cleveland (laughs) which will be a huge task. I mean, I don't think there's anybody in the NBA who can stop Kevin Durant, but I'd love to see Marcus Smart try. >> So two things in that scenario. One is that, who needs Kyrie Irving more right now, Cleveland or Boston, right? (laughter) Which is amazing, can you imagine saying that a couple months ago? It blows my mind. And then, for me, it's a revamping of the NBA, right? If you get the Celtics versus the Warriors in that style of play, I mean, it's definitely, it's changed the whole game, right? Shooting guards, ballers, I think it's fantastic to see, you know, a whole new style of play in the NBA. >> It's so exciting to see the Celtics back in. >> Team basketball, defense, passing, all of it, it's great. >> And ESPN is losing their minds, they don't know what to do. Stephen A Smith doesn't know what to say. >> Patrick: ESPN Live. >> He's actually pissed I think, yeah. (laughter) So, now, Stu, you're a Yankees fan, of course, and you know my line on the Yankees. Stu's kind of a weekend Yankees fan. My line on the Yankees is, that sucks you can't beat us in April. (laughs) Here it is in May. >> Dave, I'm just quiet around you, because I know where my paycheck comes from. >> I appreciate that perspective, Stu, okay. >> Patriots win, we're in agreement. >> Think about all these renewed rivalries, it's great. Celtics, Sixers, Red Sox, Yankees, it's unbelievable. >> And like I said, San Francisco-- >> Patrick: Phillies! >> And the Pats. >> The Pats! >> Well Patrick, always a pleasure seeing you, thanks for making time out of your busy schedule. >> Yeah, absolutely, it was great. >> For coming on theCUBE. Alright, keep it right there everybody, we'll be back with our next guest, right after this brief break. You're watching theCUBE, Live from Veeamon 2018. (upbeat electronic music)

>> Narrator: Live from Las Vegas, it's theCUBE, covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. >> Welcome back to the Sands! We continue here live on theCUBE, our coverage here of Dell Technologies World 2018. 14,000 attendees wrapping up day 3. We are live as I said with Stu Miniman. I'm John Walls, and it is now our pleasure to welcome to the set Steve Fingerhut, who is the SVP and GM of SSD and Cloud Software Business Units at Toshiba Memory Americas. Steve, good to see you, sir. >> Great to be here. >> And Ravi Pendekanti, who is the SVP of Server Solutions Product Management and Marketing at Dell. >> Thank you, John. >> Ravi, good to see you, sir. >> Same here, sir. >> Yeah, let's talk about, first off, show theme. Make it real, right? Digital transformation, but make it real. >> Ravi: Yup. >> So, what does it mean to the two of you? We've heard that theme over and over again, and what do you think that means to your customers as well? How do you make it real for them? >> First and foremost, I think the whole idea of new workloads come in play. People talk about machine learning and deep learning as you, I'm sure, are aware of. People talk about analytics. The fact is, each of us is collecting a lot more data than a year ago. Which is good for my friend Steve and others, and obviously, we like the fact that customers are looking at making more real-time, if not near real-time, analysis. And the whole notion of governmental agencies across the world trying to go into more of a digital world where if you look at a country like India, for example, I mean, they have a billion people who are looking at other cards where they didn't have a form of identification for each individuals. Now if they're gone through a new transformation phase where they want to ensure that every single one of them actually has a way of identification, and it's all done digitally with accounts and everything else that goes on, this is just some of the manifestations of the digital transformation we see, whether it is in your industries, pick your favorite one, whether it's financial sector, the manufacturing, health care, all the way to governmental agencies. I think each of them are looking at how do they look at providing rights out of services. Either for their customers or their communities at large, and, you know, we can't be more excited about what this provides an opportunity for us to go back and provide a way for them to communicate and do some cool takes. >> Steve? >> Yeah, Ravi, you mentioned the workloads that are driving the new campaign or that you're highlighting in the new campaign Make It Real, and, many of those workloads are, they're new architectures, and they were basically built from day one on SSDs, right? Counting on that performance, reliability, etc. And so obviously, that's what we're here to promote at the show. And you can see the new workloads, obviously anything Cloud very much counts on SSDs and Flash. And then as you get into machine learning, different types of artificial intelligence, those are certainly counting on the performance of SSDs. And keep nothing more real than actual products in hands so with Ravi's products and ours, we have a number of demo's, including the new AMD platforms that the Power Edge team is rolling out, running all of these new workloads on Toshiba SSDs. So it's a good way to make it real. >> Yeah, Steve, maybe bring us in a little bit kind of the state of storage, though. We have talked about SSDs, and we're now a decent way into it. Dell's announcement talking a lot about NVMe. Maybe give us the Toshiba viewpoint on memory and storage and some of those transitions we're going through. >> Right, well, I guess the secret's out that SSDs are a great addition. Right? You take pretty much any environment, and you add SSDs, and it will go faster. So it's pretty much the biggest bang for the buck in terms of incremental performance. So what that means is just tremendous growth. And the last couple years have been, really for the industry, keeping up with that really increased demand. So there's inherent efficiencies in the SSDs. We're trying to build as many as we can, and then obviously trying to help our customers use them in the most efficient ways possible. >> Yeah, I agree with Steve. I mean, it is an efficiency equation. The fact of the matter is, you really do need to provide customers with a better way of ensuring that timely information is made available. Again, it's information, and it has to be timely. Because if you really don't provide it at a time when our customers need it, there's really no advantage of being really, having right infrastructure, right? Or lack of it, for that matter. Case in point, if you look at what we just announced, Stu. Yesterday, we had talked about the R840, for example, which is a 4-socket server. And we actually announced it with 44 NVMe drives, believe it or not. That's about two times more than the nearest competitor that just gives you an idea into the amount of data that customers are consuming on the applications, obviously. And more importantly, when we were coming up with this notion, we felt that 12 was probably a good number. Maybe 24 was going to be a stretch. And the number of customers we have talked to even in the last two days, I mean it's been huge. We're hearing them saying, "Wow, we can't wait "to go get this product in our hands." Because that really shows you that there is already a pretty big demand for these kinds of technologies to be brought in. >> Yeah, I like what you were saying there, Ravi, because I'd like both of you to help connect the dots for us a little bit. 'Cause when I think back to, okay, what speed disc did I have? Or was the flash piece in? This was something that, it was traditionally the server admin. Maybe there was some application person that came in. But you're talking about C-level discussions here. The trends that Jeff Clark talked about in his keynote as to, you know, this is what the business is driving things, like AINML and some of those. Steve, how are the conversations changing to get this piece of the infrastructure up at more of the C-level discussion? >> Right, it certainly is part of the transformation where it's been talked about several times this week. IT has moved from being a cost center to the revenue center and then that puts it on the CEO's radar much more squarely. You definitely want to, if you're the CIO, CTO, infrastructure leader, your goal is to try to deliver that agility, right? Don't stand in the way of revenue, while managing security, managing cost. And it's those dynamics and, you know, it's not a new conversation, but it's the public versus private hybrid. What exactly should go where? And those are still top-of-mind for all the customers we're talking to. >> Actually, Steve hit on something else, if I may, which is about security. And I can't tell you, Stu, a good 70% of the customers on average today, do not finish a conversation in the 30-minute chunks we have had without talking about what is it you guys are going to do for security. And that's a huge number or an increase from where we were just even a year or two ago. And imagine having said that, if you really had a longer conversation, security obviously is one of those fundamental pillars that everybody comes down to. Because everybody's worried about data, and the fact that there's leakage of information, if I may, pertaining to this. And more importantly, you know, making it real, if I may, to your point earlier on, Jon, as well. Which is, customers don't want to look at just the buzz words. They're now asking for proof points. Proof points on, "Hey, what does this really mean "in terms of security?" For example, when we talk about zero arrays or, you know, secure arrays, sorry, which is, how do you go retire an old data server or a box without necessarily worrying about the bits and bytes being left on the disc drives? So we have come up with new technologies which enables all the drives to be wiped. Makes it a lot easier, of course, with some of the stuff we do with Toshiba, and some of their technologies as well. But my point, again, being that I think now, our C-level execs are coming in asking us for, not just the major teams, but they're actually more interested in finding out how and what is it we're doing to help some of those major teams. And I think the number of requests we have had for some of the white papers we have come out with, Steve, I think has only grown up now. >> Absolutely. >> Which, I don't think was happening in the past from the C-level execs. So it's absolutely a valid statement. >> Yeah, well, there were Senate hearings last year and some pretty famous data breaches, and you have senators grilling CEO's, and it was shocking. They actually used, there was a senator who used the term, full disc encryption, and taking a CEO to task for not using full disc encryption and so I think that might help, talking about getting on the C-level radar. That helps. >> That was good staff work there. >> Exactly, exactly. That was a good plant. >> Yeah, right. But to the point of security. Obviously with this exponential growth of data, unstructured, blowing up, and then all of a sudden, you become a lot riper, if you will, and you've got a lot more to manage. And so with that, how much more at risk are people, and is that what's raising the awareness now in the C-sweep? Is they realize that they're a much bigger target now than maybe when data wasn't as plentiful you know, back in the old days, if you will. Is that part of this? Or is that it? >> I believe that's a big part of it. And, one of the other things that's obviously going with this is, if you really look at the disclosures that any of us have to go through, even in terms of whether it's a simple credit card you're looking at. I don't know if you've ever seen those. As we were doing some of the analysis, we noticed. You want a simple credit card application, we'd had some security, and, you know, personal information clauses is actually garnered by about 120% in terms of the number of things they ask for. And making sure that the consumer is aware as well. Right? I don't think that happened before. And the fact of the matter is, I don't think there's a single day that we can go through any of the trade press without somebody coming out with a security breach maybe, or a security feature, whether it's hardware or software. And I think there's a whole security encryption device or drives, I think there's a huge demand for that as well, right? >> Absolutely. And you talk about the data growth. It's obviously been phenomenal. In his keynote Monday, Michael Dell talked about the data growth from machine to machine, and it's going to make this look like a little bit of data. So like you said, just that risk, the exposure is much larger, and you have to keep that data secure. So as Ravi mentioned, we work closely with Dell. There's a lot of, it's not an easy problem to solve, right? So there's a lot of engineering to make sure that you have that end-to-end security, and that's why we work with things like the instant system erase, right? So you can, one button, erase the system in minutes, versus in the past, it might take hours and days. And do you really trust that it's gone? Those types of things, so I think that those are enabling a much more robust security, and you basically have to make it easy, right? >> Letting people sleep at night. >> Exactly. >> That's what you're doing. >> It's interesting. In the past, the only way you could do that was you had to write a series of 0's and 1's on their driver. And that would take, you know, hours together. That's how you would erase your data, right? I love when you talk about autonomous vehicles. Imagine there's a whole big, a whole discussion as much as how do you make sure that you have the, that's kind of an edge computing as Jeff, I think, mentioned on stage yesterday. That you want to not have latency come in between making a deterministic turn, right? Or an object appears. You don't want to wait for the breaking system to play because some decision needs to be made in a remote center. Right? Which essentially means now you have got data being collected and analyzed and acted upon. And there are things like that, and you've probably heard of all the insurance companies are working on, you know, what kind of data can we collect it, because when crashes happen, right? How do you make sure that, you know, there are privacy laws in place and what-not, who has access to it, plenty of stuff. >> John: Sure. >> Steve, want to get your viewpoint. We're getting not far from the end of the show. Why don't you give, in general, the partner viewpoint of Dell technology's world in, specifically Toshiba. I know you've got, there's the booze, there's the party, there's demos, there's labs, so a lot of activity your team's doing, for those that haven't been here. And, you know, Toshiba's worked with both Legacy Dell, Legacy MC. Any commentary to close on that coming together? >> Right. I think last year, I used the Jordan/Pippen analogy, but it's only gotten better since then. So it's a great partnership. We're definitely growing strong together, and like you said, that doesn't happen overnight. That's years of hard work and trust that makes that a possibility. But I truly believe we're only getting started. And you know, one of our goals we're working together is how do we make these important capabilities like security more common, more accessible, lower cost, those types of things. So that's a major factor, major focus area for us going forward. But definitely see this is just the beginning. >> Any key highlight from the show or activities that your team's been doing here that you'd like to leave us with? >> Sure. Yeah, we have a significant presence here. We have eight server demos running. I mentioned the AMD servers, multiple workloads across these new emerging workloads. And then the hands-on demo zone. Where actually, the developers can use the systems and software they want to evaluate. They can use them in the Cloud. Those are all being driven by Toshiba, and of course, as part of the Dell Solution. Yeah, we're happy. Honored to be a big part of the show this year. >> Jordan/Pippen, I was thinking more like Curry/Durant. That's where I was going with that. >> Exactly. That might be a little more up-to-date, right? >> I'm good with Jordan. No, he wasn't bad. Pretty good pair like you two are. Thanks for joining us both. We appreciate it, Ravi, Steve. >> Thank you. >> Thank you. >> Good seeing you here. Back with more of a continue, our live coverage here on theCUBE where Dell Technologies World 2018, and we are in Las Vegas.

>> Hello everyone, welcome to a special CUBE conversation. We're here in our Palo Alto studios. I'm John Furrier host of theCUBE and we're here with Bipul Sinha, Co-Founder and CEO of Rubrik, one of the hottest startups in Silicon Valley. Great to have you here in the cube. Thank you so much for this opportunity. So thanks for coming in. You guys have $292 million in funding led the Series A with Lightspeed, Series B with Greylock Series C with Khosla, Series D with IVP. You've got celebrities like Kevin Durant, Frank Slootman, rockstar investors. Great momentum. John Thompson. Just join your board recently. He's on the board of Microsoft as well.  All since 2014, like short time. Congratulations. >> Thank you so much. And we have been very fortunate to have the market traction and demand for Rubrik's for what is now cloud data management product. When we started the company we saw a market need around simplification, cloud enablement and really automating, orchestrating, backup recovery, recovery archive and DR across on-premises and the cloud. >> You guys. Had it been pretty good run here. You've got a new CFO. Talk about that. News, I want to get that out. There was the new CFO, we have >> Our new CFO is Murray Demo. We hired him out of Atlassian where he, he joined the company and took the company public and then the company next two years become like a very fast growing, very successful public company. Our goal is to build Rubrik into the next 30-, 40-years iconic company and we're building a management team that, that will have the firepower and the and the talent to take this company to really become the standard for data management. >> Yeah. I want to get to that. That's I think the big story for you guys is that you've now come out of nowhere, but it's just, you know, the classic startup story, great investors, but you know, we'd go to all the events. We see you guys out there just all of a sudden, just a massive runs. You put the foundation together. Um, you've publicly said you, you're on a $300 million run rate. Great numbers. So great growth. What's take us inside Rubrik. I mean, how is this all working when you guys got good funding? You've got a great management team. What's the core strategy? How it. Why is it working for you guys? >> The core of Rubrik is our culture because technology evolves product. What is invariant is Rubrik's, culture, our culture of transparency, the culture of velocity. The culture of relentlessness is actually drives Rubrik. When we bring new employees into Rubrik, we tell them that it's not about what makes your boss happy or what makes the CEO of this company happy. What moves the agenda of this company? Always think about how do we make or give Rubrik the best opportunity that company can get and we'd drive on that basis so there is no ego, there is no superiority that sales is better than or engineering is a 'know-it-all' and Gods. It's all about how do we collectively build the foundation of a long lasting large public company. >> So that early DNA about that DNA. Where's that come from? The come from the product side engineering side. What? Where's that core DNA of that teamwork come from. >> The core DNA of the team is Google, Facebook, Oracle software. Essentially folks who built the largest scale distributed system, very strong industrial strength enterprise product that powers most of the large enterprises in the world, so we took these two thoughts, of Oracle-like industrial product and Google, Facebook, Amazon- like a scale-out distributed infrastructure and brought together in a single product. >> It's interesting. Lightspeed does it. A lot of interesting deals that were once poo-pooed by many in the industry. Nutanix was one and you mentioned Facebook, Google, these are not, I won't say cloud native. They basically built the cloud. They had to build their own hyperscale or they build their own infrastructure all on open source so you have that generational DNA with it from the tech standpoint and and market standpoint. And Nutanix is a great example because they, you know, they brought all this together. This is a new new kind of view. This is a modern perspective that you guys are taking. I want to ask you as you look at the cloud, and a lot of people were poo-pooing Amazon in the early days and look at them, they've run the table, the number one by miles and public cloud. No one's even close in my opinion, but you know, this is a whole new seat change, so you've got Facebook, you've got the Google's got the Nutanixs is of the world out there who were doing things different. Now are the standard. What are you guys doing that someone might say, I don't really get that yet. Or poo-pooing it that you think is a modern approach and that's different. >> See, the issue really is that how do enterprises take advantage of public cloud simplicity, agility, scale, without being bothered by it because the word, because the cloud is a programmatic paradigm, enterprise previously has been a declarative paradigm. How do you bring these two worlds together and really create a seamless platform where enterprises can automate, orchestrate and secure their data, and that has been the vision of Rubrik. The vision of Rubrik is simplicity at the scale with cloud-enabled a single software fabric across on premises and public cloud. That has been the vision of the company and we have been delivering our product from the very beginning. On this vision, we are just adding one blade after the next, after the next blade to really go be a single software platform across multiple clouds and data centers. >> That's great. Again, sounds like data's at the center of the value proposition from your. From your good discussion. Clearly Facebook status center, their value proposition, although under a lot of criticism today, Google as a data company, as companies realize that data is critical for their business, how do they transform it from what used to be because the old way was fenced-off data warehouse or some sort of batch siloed software stack and now that with all kinds of new things like GDPR for instance, and it's coming around the corner, all these headaches are emerging where it's like, wow, this is really painful, but they want to get to a seamless way, so what's going on there? Can you explain in simple way that that transition from the old data modeling where you had siloed stacks or you know, old fenced out data warehouses to something that's really agile somewhere data's a part of the intellectual property, part of the software fabric. >> This is a really insightful question because you have a dichotomy here. The dichotomy is on one side, data is the biggest strengths and biggest asset for all enterprises. On the other side there is a. there is a risk of a bad uses of that data and and and companies private or people's private information getting out. So how do enterprises or businesses create a platform where they can secure their data, they can provide access to the data, to the relevant people or applications in a very controlled and secure way and at the same time protect this strategy asset from tech, from ransomware, from just proliferating or losing, so, so the traditional industry focused on really building a storage platforms for it, but our view is that the storage platform is just the keeper of the data, but the real issue is that how do you automate, orchestrate and secure access to the data because data can be on premises, data can be public clouds, but really this data control plane that actually manages and secures and provides access to this data is the critical piece and that's the Rubrik's focus. >> All right, let's get into. I want to get into the new product announcement before we get there. I want to get your thoughts on architecture because a lot of people have been enamored and using successfully Amazon web services and some are saying that, oh, Amazon is the roach motel. Why don't you check in, you can check out with respect to your data center saying data portability is coming around the corner, but to move data around the cloud is not that easy. Um, so customers are building on Amazon but they also might have azure. So multi-cloud is out there and you can also. Google's got some great stuff going on with Tensorflow and other things that they'd got rolling out, but there's not a one cloud fits all for all workloads. Certainly in the enterprise. And then you've got the on premise, a dynamic. How do, how do you view that? Because now that's an opportunity for you guys, but also a challenge for the customers where they start using the public cloud for business benefits and then realize, well we got a lot of data in there and then it becomes a data opportunity and problem. What's your view of that landscape? >> So the VC, the whole data management, it is Rubrik is creating a whole new better diamond platform because architects really. We thought about this as something where you combine the data and metadata together so that you data becomes self describing. This is a very architectural thing that Rubrik debt because when data understand where it came from and who he he or she is, then you can take this data from on premises to the cloud and powered it on or go from cloud to cloud and power it on some other place, so this core fundamental vision and architecture of data plus deeply connected together and mobile is what really powers Rubrik and that is the fundamental platform and fundamental architecture of Rubrik and that is our view in the future. Saying that once you create the self describing data and this will see a data from the underlying infrastructure, then you give the true power of the data back to the customer because data knows where it came from, which application it is associated with, who has access to it and who can use it. That's where you see the real power of multi-cloud, multi data center, independence of data and application from the infrastructure. >> So you believe data should be friction-less with respect to where it should go at any given time. >> Absolutely. I mean that's where the power, the enterprises and businesses can realize from their data because they can actually collaborate, they can give more access to their data, to their own users without worrying about the wrong data falling into the wrong hands. Can they actually transcreate transport of the data? Can they not stuck in one infrastructure versus take the data wherever they find data to be most applicable, easiest to use and more secure. >> That's great. So we don't want to jump into a new announcement. Before we get there. I want you to just take a minute to explain, um, Rubriks, target customer that you guys are serving today. You get 900 employees, you've got over $300 million run rate in business. Who's buying the product? Why was it a physician? Who's the buyer? What's the value proposition of the offering? >> So we sell into a enterprises. So we are not an SMB product. We sell into the enterprise, I would buy it as our cloud architects, our buyers, our infrastructure architects are buyers are virtualizing architects, uh, folks who are thinking about automation, orchestration, security of the data, recoverability of the data, protection from ransomware, things like that. And that's our core technical and economic buyers and, uh, and, and the core businesses or people who have, um, who have employees more than. So, cloud transformation is classic. Absolutely functional guys are involved in. That's the big driver for Rubrik. Rubin's growth is indexed on the cloud, about has it on their agenda. >> All right, so let's get into the hard news. You guys are launching Rubrik's Polaris, the industry's first SaaS platform for data management applications. I'm smiling because whenever I see first I want to know what that means. I've seen data application platforms out there. I've seen SaaS. So SaaS is not new. What makes you guys first talk about this dynamic, about polaris? What, what is it? Why is it first? >> So the way we see our customers use multiple clouds and multiple data centers is they have some applications running on premises. Some applications running in the cloud, they're building a lot of new applications in the cloud, so essentially cloud is is fragmenting their data and applications and we have Rubrik core product or cloud data management product, wherever they run their application, so Rubrik product runs on premises. Rubrik product runs in the cloud to protect the application. >> Was that the first dynamic that it's on-prem? It's oncloud, >> Yeah, that's our first product and then what we will working with our customers was that once we have this setup, how do you bring all of your applications and all of your data under the single system of record and that is the Rubrik Polaris Platform which is complimentary to our first hybrid cloud product were to the single system of record, which is a global catalog of all the applicants and data content as well as workflows as well as security as well as orchestration, and we expose this to open apis for Rubrik as well as other third party vendors to really build applications no matter where application runs. >> So these applications, the data management application that people or Rubrik will build on top of politics is for compliance, for governance, for auditing, for search across all the infrastructure. So you guys are offering also an ecosystem play with the Polaris. You're enabling others to build on top of it. Absolutely. This is kind of like force.com platform for all your data management. >> So we started salesforce, a Mulesoft had an announcement and that got a lot of attraction. What does that mean to you guys? Because that's. You see sap, salesforce has been very successful for a SaaS platform as well as Mulesoft. What does that acquisition mean to the marketplace and how do you guys fit into that dynamic vis-a-vis that trend? >> Salesforce did a great strategic acquisition or Mulesoft because they realize that if they combine applications on premises as well as in the cloud, then they create a single platform for all the structure data applications, but our view is that this is just half of the problem are that half of the problem is on a structured data across many applications and all the Meta data Rubrik. Polaris is our SaaS platform across on-premise cloud. A single system of record with Apis were Rubrik will deliver data management applications for control, for governance, for compliance, for security across all applications that enterprises are managing, whether they're. Are these applications run on premises or in the cloud, >> And the unstructured data too is that metadata you're talking about, it's critical data. >> It's metadata is application data is is all your unstructured data, >> So bottom line is announced that why would you put this in a single sound byte for customers? What does it mean for me if I'm a customer? For you guys, what's the value proposition of this new product? >> If you want to manage your business with compliance, with governance, with security and access Rubrik delivers a single platform for all your data management needs, >> Platform Polaris from Rubrik enabling an ecosystem first time, bringing all that data together from the data center people. Thanks for coming on the cube. Great to see you. Congratulations on all your success. Thank you so much for the opportunity and thanks for stopping by. I'm job here for cube conversation. Exclusive News here with Rubrik at theCUBE in Palo Alto. Thanks for watching.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering VMworld 2017. Brought to you by VMware and its ecosystem partner. (bouncy upbeat music) >> Welcome back to SiliconANGLE Media's production of VMworld 2017. This is theCube. I am your host, Stu Miniman. Happy to be joined for this special segment. Calling it the independent wrap analysis multi-hybrid focus with Blue Cow. Blue Cow is here. First-time guests on the program and Blue Cow has brought a few of the friends. Friends of mine, people that I got to know through this phenomenal VMware community also guest host on the program here. Been a pleasure working with all three of you. John Troyer from Tech Reckoning Justin Warren from Pivot 9 and Keith Townsend, the CTO advisor. Gentlemen, thank you so much for coming here. Now, we're independent when we come to this and I don't think any of us are shy as to kind of sharing our opinions. I think all of us have had "I can't believe what you said on Twitter" at least once. In fact, I remember when John Troyer was working for VMware I did get a call every once in awhile. I've said, if I didn't get a call at least once a year from him saying, "Hey Stu, can you moderate that a little," I'm probably not doing my job. Let's get into it. The first thing I'd say is it's 2017. We blinked and like we're getting towards the end of it. Of course, there's the big party. There's still a whole bunch of sessions going for another day. Reactions on the show, high-level things. Keith, let's start down with you. >> First off, the energy of the show this year was, I have to say it was, I have to say it was up a notch. There was a lot of uncertainty around the acquisition and even Pat's future, whether or not he would be here for the VMworld this year, as the head of VMware he announced, I think it was kind of like with a little bit of pride, that he said "This is my 5th year as CEO of Vmware" and he bought the energy Monday and I think that energy has transferred throughout all of the VMware staff and throughout the show for the past few days. >> Just in that question, of course, and how many selfies has Blue Cow done at the show? >> Not as many as usual, unfortunately, because we've been very, very busy with briefings and meetings, so we haven't had as much selfie time as we've had, but we still make time to take a few photos around the show. And, yeah, I agree with Keith. The energy this year, and I think it had started with the example that Pat set at the first keynote. Which, it's just been lifted this year and I've been saying for, I've been hearing it from a lot of different people and I've been having it in conversations as well that this year, VMware stopped apologizing for existing and it's embraced itself, and I'm sure that having the stock price hit a nice high of a 107, I'm sure that helped with Pat and his idea of, "That makes you happy. Makes it a lot easier for you to keep your job." >> That's great, there was a comment actually The first time most of us remember. The week of Vmworld? The stock actually was going up. John, you know, you've got lots of experience with this community; your take. >> Certainly more energy than last year. I mean, let's look at the micro and the macro. There's always tactical stuff going on. Last year, Vster 6.5 had not been released. Dell acquisition and nobody was sure what was going on exactly. This year, the big VMware cloud on AWS announcement, I think, is an acknowledgement of maybe, that we can talk about. That, wait a minute. Once you get down to the nitty-gritty plumbing infrastructure layer, you still need to partner with somebody like VMware. I think the industry and the analysts, and the market, that's one of the things they like and then look at the macro trends on the economy. If you look at the Expo floor this year? Huge, lots of money being spent, lots of vendors here. There's something macro going on as well with the people here. >> Let's talk about two things I look at. Did VMware meet expectations? Was it what you expect? And, what are we going to be looking back at when we come here? John, I'll start with you, you hit on the big topic from my standpoint, looking at VMware and AWS. What will VMware look like in the future? Are they going to be a SAS provider? How does that transition from an infrastructure software company to a different fit for how they do cloud today versus the whole Vcloud era and everything before it? That was era not error even though, you know... >> Hey, they had a lot to do, of messaging and a lot of product-in announcements and a lot of introductions this week. I don't know, let's give them a B for that because there were a lot of them and they had a lot to do in a short space especially, like, through the lens of say the keynotes which is the lens a lot of people have. I think AWS, VMware Cloud on AWS is the big story. I don't know, I predict that in a year or two VMware will probably be the biggest VMware hoster service provider, right? I think a lot of workloads are going to shift into the AWS service through VMware and that will happen to excess capacity. It'll happens through a lot of different things. But, that's my prediction. >> I'm sorry, you say VMware will-- >> VMware will be the largest VMware hoster within a year or two. >> I feel like I'm watching the NFL Network. Bold predictions, here we have it. VMware has got 4500 partners, John. I've have Ajay Patella on a couple of times talking about his tiers of partners and everything like that. But let's let some of the guys weigh in. >> I'll extend on that, I kind of agree. I think that there's a lot of customers who will basically do a lift and shift and use cloud and I think having to choose between which of their children is the most beautiful and which one they love more has been has been really tearing them apart and I think that now they don't have to make that choice. I think they're going to be a lot easier for, particularly CIOs, to just say, "Yep, I'm doing some cloud." The announcement on Tuesday sort of felt a little flat for me because they were talking about Google container services which is running on Pivotal. Pivotal's sort of an unappreciated part of the whole portfolio, I think. There's a lot of companies some really interesting software development work there. But, as we mentioned, the development community? That's not this community. This is much more about infrastructure people. That kind of whole announcement and what they were talking about on Day 2? Just kind of went, it felt a little bit off for me. >> Yeah, I want to echo, I think a couple of statements that you've made. One, that VMware's seemed to embrace... Monday, they seem to embrace being VMware. You know what? We may pick on the concept of VMware VSphere being cloud. That VMware is very proud of calling their SDDC strategy which is an important strategy. It adds a lot of value to, not just legacy IT but current things that people are doing in their data center and they embraced being what they do well on Monday, and then we had cloud pizza on Tuesday which kind of broke that but I think I loved the message for VCF, VMware Cloud Foundation, this concept, this reference architecture, this validated design that I can run in my data center. I know that at a Rax pace, at a CNF such as... take your Switch, take your choice between Switch and CenturyLink, etc. I'm going to get that consistent openstack what should have been openstack filling across cloud providers, but John, I agree with you. AWS is AWS at the end of the day and it's a easy checkbox to say VMware Cloud on AWS? Really easy to do and it's easy to consume. I don't have to go and choose between Cloud providers. >> One of the things of this show is that there never enough hours in the day, even Vegas. I actually have to admit I got to bed at a reasonable hour every night. We still have one more night for me here so we'll see on that. Hallway conversations, parties, some of the really cool stuff on on the show floor we talked about a little. I'll start off with kind of, from a customer standpoint, Some customers I talked to; a number of them seemed to be, "I want to move faster. "I'm interested in trying new things "and price isn't necessarily number one on my list. "It's further down the list." Which reminds me: It's not quite there yet but I go to Amazon Reinvent and this will be the fifth year and we are doing the Cube at that show. That's the thing that really excites me. There's cool new things we're trying. I echo and agree with a lot of what you all said about Day 2. Most of the customers here aren't ready for PKS. Sure Pivotal has lots of customers that are using Vmware, but the average attendee's not there. Kind of a wild card, customer insights, cool parties, things there. John, do you want to start down on your end? >> Sure, my channel check and the most surprising thing that I saw this week were talking to SC's from VMware and saying that their customers were coming to them and asking "Help? I now have Kubernetes in the house. "What do I do with it?" That surprised me. I have been a Kubernetes and Container advocate but a skeptic as far as adoption and at least anecdotally the folks that I talk to, it sounds like actually it's now trickling its way and kind of to the mainstream to where the VMware accounts are going to be able to have to deal with it. Now I will say on the flip side, Stu, if you look out at the show floor there are no developer tools, dev ops tools, cloud tools, maybe some cloud tools. That side of, that AWS side of the house, the people that are there, those companies that are there who are not here. If you were a customer, if you were an IT person looking to, this year, finally, educate yourself on how to do that that wasn't here at this show. >> For me, it's been about migration. This is about we have a whole bunch of stuff running on VMware, it's already there and that was one of the reasons VMware was popular in the first place, was that you could take stuff you already doing and you can virtualize it and then you could increase the capacity utilization that you have and you could get some more efficiencies out of that and then people started to layer additional services on top of that and to do interesting an new things on that. It allowed them to do that because it kind of freed up some time. I think we're going to say that again as things start to move to the cloud people start to do them in different ways. the workloads will migrate. It's not just going to happen tomorrow and some of the things that we're seeing, one of the things that impressed me about the show was a company called Densify who had been around previously. They were called Server and they did a rebrand and repossession and nailed it and it's a very, very simple tool that actually sells about the business. It's not about a technology, they don't actually talk about how the thing works or what's going on underneath it. But it allows you to understand the effect of what's happening if you move from VMware here over to that cloud, this cloud or the other cloud and it shows you the pricing. I looked at that and just went I can walk into a CFO and I can sell them on the idea just showing them this. That kind of experience, I think, we're going to start seeing a lot more of that as people moved to the cloud. >> So Monday gave me a new catch phrase for VMworld. VMware moves at the speed of the CIO and, you know what? With hallway conversations I still talk to, John, I don't remember like one-third of the attendees of VMworld are all first-time attendees, I talked to a lot of first-time attendees and it's amazing because VMware has an enormous sales team and they are very aggressive getting to accounts and talking about the overall message. I had people coming up to me and saying "Man you know what, I just found out about this "vRealize Log Insight and it's amazing!" and I'm thinking, Wow, that doesn't get much much more traditional IT than log management with vRealize and you know VMware has preached that for the past 5 or 6 years at the show I think it just shows the Delta in the community from those looking to do the developer, dev ops and cloud-native integration. Us, as analysts, pushing VMware saying, "Hey, what's your digital transformation story? "It's something other than cloud pizza," to all the way, to the keeping the lights on with SAP and Oracle apps that will not change and haven't changed and probably won't change for the next 10 to 15 years. >> Yeah and actually it brings up an interesting point; I had a conversation with Pumela this morning and we were talking about how it used to be, come to the show and it's the virtualization show. Now, It's a pretty broad ecosystem and in some ways it's, I wouldn't say fragmented but I'm grasping for a better word because you walk through the show floor and Dentrify, interesting. We had one of their co-founders on as to that kind of cloud management, and how all those pieces, these big hairy issues that people are solving. We've got people working at analytics and data. You've got all the cloud pieces, security all over the place, networking, we've always had storage at the show. But I'd been a little jaded coming to VMworld. It's now my 8th year and I've kind of re-energized this year. I know that some people have stopped coming. There's a new influx coming in. Let's fast-forward to VMworld 2018. What are you hoping to see from this ecosystem? Any final things you'd want to say? "Hey, this is what we can do better?" Or, "This thing, Do it absolutely again especially!" We've got one more year in Vegas then I think we'll probably go back to San Francisco. You've all been to many of these. Where do we start? >> I'll take two. One, is I like'd to see more basketball players and rappers. We had a lot of them on. >> Did you hang with KD? >> I did not. I was busy. He called my people and I don't know if you want tee that one up, what that one is. >> You could mention that absolutely. >> Sure. I mean Rubrik was here winner of the Best of Show of VMworld. Also spent a lot of marketing dollars on Kevin Durant who was also an investor and also Henson Nischlak >> Did they make cards? I'm on a trading card. How hilarious is that? >> Keith: Trading cards were cool, I have one. >> Yeah. Absolutely. >> They came to play and and they bought it this year. Marketing dollar spent, I actually have a second predication which is that next year or the year after we'll be talking about, it seemed like VMware and Red Hat are throwing down against each other so I think next year we might be talking about the Dell technologies Red Hat wars in the cloud. >> Open source comes up but hadn't been discussed much except we did some Red Hat interviews here. Red Hat? Absolutely. Hybrid cloud environment, Microsoft, VMware, and Red Hat all players there. John's been thinking about this wrap for a while I know. >> Well I'm going to switch completely differently and into the future what I like to see just to shake it up a little bit. I don't think we should talking about AWS things around containers. I think there will be some of that conversation but what I want to see is that VMware starts hosting a function service. I want to see functions on VMware because I reckon that's where the industry is going to move to in the long time. >> Stu: Serverless, you're saying? >> Yeah, Serverless. >> Like I mentioned on Day two? >> I want to see a functions as a service on VMware on AWS. >> Oh, that will happen. >> There you go product management. That's what you can go build. >> You can tie it into Lambda right now, right? You'll have your... >> yeah but if you're tie it into Lambda that just plays right into AWS's hands. >> Give Chris Wolfe a call and Kit Colbert will make that happen. >> You know what? Full disclosure. I was part of judging for best of VMworld and Rubrik won Best of VMworld. I don't want to see more data protection. I don't want to see more secondary storage. I think one of the driving elements that part of that discussion, pulling back the onion a little bit was about redefining something in the data center that had been forgotten, that API level access Rubrik pushes API level access to the data center. This is something that I've asked from VMware forever which is to basically be the API to my data center. You may not ever, I may never get function as a service. I may never get PaaS, I may never get all these cool things from a developer perspective that I want from VMware but at the very minimum, you're the software defining data center. I want to have APIs into the data center and that data center is not just my physical Data Center but this whole VCF thing that's pushed whether it's in my data center, in Rackspace, or some other VCAMP partner or in AWS. My interface, If infrastructure is going to continue to be VMware's customer then you should enable me from an API perspective to manage my software-defining data center, believe it or not. >> Unfortunately, I love to chat with these gentlemen for hours at a time if I can. We're limited with the queue. We only give you a taste of what's happening at these shows if I've mentioned before, you need to come to these kind of events to talk to these quality people. We also mentioned a few of the sponsors on the show. Sponsorship helps us bring, not only the Cube to the event, but helps me bring high quality, independent analysis from gentlemen like this. Please check out all of our sponsors. Check out all of our content on theCUBE.net. These, all three of them, creating a lot of content. Go to their Twitter handle, @ctoadvisor, @jpwarren, and @jtroyer, I'm @stu. Thank you so much for joining us for our coverage of VMworld 2017. Reach out to all of us. Really, we'll get back to you. Love to hear your feedback. Thank you so much for watching theCUBE. [bouncy techno music]

>> ANNOUNCER: Live from Las Vegas, it's theCUBE. Covering VM World 2017. Brought to you by Vmware and its ecosystem partner. >> Hi, I'm Stu Miniman here with John Troyer and excited to welcome back to the program Chris Wahl, who's the Chief Technologist at Rubrik. Chris, thanks for joining us. >> Oh, my pleasure. It's my first VMworld CUBE appearance so I'm super stoked. >> Yeah, we're pretty excited that you hang out with, you know, just a couple of geeks as opposed to, what's it Kevin Durant and Ice Cube. Is this a technology conference or Did you and Bipple work for some Hollywood big time company? >> It's funny you say that, they'll be more tomorrow. So I'll allude to that. But ideally, why not hang out with some cool folks. I mean I live in Oakland. Hip Hop needs to be represented and the Golden State Warriors. >> It's pretty cool. I'm looking forward to the party. I know there will be huge lines. When Katie comes to throw down with a bunch of people. So looking forward to those videos. So we've been looking at Rubrik since, you know, came out of stealth. I got to interview Bipple, you know, really early on, so we've been watching. What you're on like the 4.0 release now right? How long has that taken and you know why don't you bring us up to speed with what's going on with Rubrik. >> Yeah, it's our ninth, our ninth major release over basically eight quarters. And along with that, we've announced we've hit like a 150 million dollar run rate that we've included when we started it was all about VMWare, doing back-ups providing those back-ups a place to land, meaning object store or AWS S3. And now it's, we protect Hyper-V, Acropolis from Nutanix, obviously the VMWare Suite, we can do archive to Azure, we can do, there's like 30 some-odd integration points. With various storage vendors, archive vendors, public cloud, etcetera. And the ulta release which is 4.0, just really extends that because now, not only can we provide backups and recovery and archive, which is kind of our bread and butter. But you can archive that to public cloud and now you can start running those workloads. Right, so what we call a cloud on, I can take either on demand or archive data that's been sent to S3, and I can start building virtual machines, like I said on demand. I can take the AMI, put it in EC2 and start running it right now. And I start taking advantage of the services and it's a backup product. Like, that's what always kind of blows my mind. This isn't, that's not the use case, it's one thing that we unlock from backup to archive data >> One of the challenges I usually see out there, is that people are like, oh Rubrik, you know they do backups for VMWare, how do you, you know, you're very much involved in educating and getting out there and telling people about it, how do you get over the, oh wait you heard what we were doing six months ago or six weeks ago, and now we're doing so much more. So how do you stay up with that? >> It's tough to keep up obviously, because every quarter we basically have either some kind of major or a dot release that comes out. I mean realistically, I set the table a little bit differently, I say, what are you looking to do? What are the outcomes that you're trying to drive? Simplicity's a huge one because everyone's dealing with I have a backup storage vendor and I have a storage vendor, and I have tape vendor, and all this other hodge podge things that they're dealing with. They're looking to save money, but ultimately they're trying to automate, start leveraging the cloud. Start really like, taking the headache out of providing something that's very necessary. And when I start talking about the services they can add, beyond that, because it's not just about taking a backup, leaving it in some rotting archive for 10 years, or whatever, it's really what can I do with the data once I have this duplicated and compressed, kind of pool, that I can start drawing from. And that's where people start to, their mind gets blown a little bit. Now that the individual features and check boxes sets, it is what it is, you know, like if you happen to need Hyper-V or Acropolis or whatever, it's really just where you are on that journey to start taking advantage of this data. And I think that's where people start to get really excited and we start white boarding and nerding out a little bit. >> Well Chris, so don't keep us in suspense, what kinds of things can you do once you have a copy of this data? It's still, it's all live, it's either on solid state or spinning disk or in the cloud somewhere. That's very different than just putting it on tape, so what do I do now, that I have all this data pool? >> So probably the most common use case is, I have VBC and a security group in Amazon. That exists today. I'm archiving to S3 in some way, shape, or form. Either IA or whatever flavor vessel you want. And then you're thinking, well I have these applications, what else can I do with them? What if I put it to a query service or a relational data base service, or what if I sped up 10 different copies because I need to for lode testing or some type of testing. I mean it all falls under the funnel of dev test, but I hate just capping it that way, because I think it's unimaginative. Realistically, we're saying here you have this giant pile of compute, that you're already leveraging the storage part of it, you the object store that is S3. What if you could unlock all the other services with no heavy lift? And the workload is actually built as an AMI. Right, so an ami, it's actually running an EC2, so there's no, you don't necessarily have to extend the Hyper Visor layer or anything like that. And it's essentially S3 questions, from the product perspective. It's you know, what security group, BCP, and shape of the format you want it to be. Like large, small, Xlarge, et cetera. That's it. So think about unlocking cloud potentials for less technical people or people that are dipping their toe in a public cloud. It really unlocks that ability and we control the data plane across it. >> Just one thing on that, because it's interesting, dev tests a lot of times, used to get shoved to the back. And it was like, oh you can run on that old gear, you know you don't have any money for it. We've actually found that it can increase, kind of the companies agility and development is a big part of creating big cool things out of a company, so you don't under sell what improving dev tests can do. So did you have some customer stories or great things that customers have done with what this capability has. >> Yeah, but to be fair, at first when I saw that we were going to start, basically taking VMWare backups and pushing that in archive and then turning those into EC2 instances of any shape or quantity. I was like, that's kind of crazy, who has really wanted that Then I started talking to customers and it was a huge request. And a lot of times, my architectural background would think, lift and shift, oh no, don't necessarily do that. I'm not a huge fan of that process. But while that is certainly something you can do, what they're really looking to do is, well, I have this binary package or application suite that's running on Elk Stack or some Linux distro, or whatever, and I can't do anything with that because it's in production and it's making me money, but I'd really like to see what could be done with that? Or potentially can I just eliminate it completely and turn it into a service. And so I've got some customers that completely what they're doing, they're archiving already and what they have the product doing is every time a new snapshot is taken and is sent to the cloud, it builds automatically that EC2 instance, and it starts running it. So they have a collection of various state points that they can start playing with. The actual backup is immutable, but then they're saying, alright, what if exactly what I kind of alluded to a little, what if I start using a native service in the cloud. Or potentially just discard that workload completely. And start turning it into a service, or refactor it, re platform it et cetera. And they're not having to provision, usually you have to buy infrastructure to do that. Like you're talking about the waterfall of Chinese stuff, that turns into dev stuff three years later. They don't have to do that, they can literally start taking advantage of this cloud resource. Run it for an hour or so, because devs are great at CDIC pipelines, let's just automate the whole stack, let's answer our question by running queries through jenkins or something like that. And then throw it away and it cost a couple of bucks. I think that's pretty huge. >> Well Chris, can you also use this capability for DR, for disaster recovery? Can you re hydrate your AMI's up there if everything goes South in your data center? >> Absolutely. I mean it's a journey and this is for dot zero. So I'm not going to wave my hands and say that it's an amazing DR solution. But the third kind of use case that we highlight with our product is that absolutely. You can take the work loads either as a planned event, and say I'm actually putting it here and this is a permanent thing. Or an unplanned event, which is what we all are trying to avoid. Where you're running the work loads in the cloud, for some deterministic period of time, and either the application layer or the file system layer, or even, like a data base layer, you're then protecting it, using our cloud cluster technology, which is Rubrik running in the cloud. Right there, it has access to S3 and EC2, you know, adjacently, there is not net fee and then you start protecting that and sending the data the other way. Because Rubriks software can talk to any other Rubrik's software. We don't care what format or package it's in. In the future we'd like to add more to that. I don't want to over sell it, but certainly that's the journey. >> Chris tell us about how your customers are feeling about the cloud in general. You know you've lived with the VM community for a lot of years, like many of us, and that journey to cloud and you know, what is Hybrid and multi-cloud mean to them, and you know, what you've been seeing at Rubrik over the last year. >> Yeah it's ahh, everybody has a different definition between hybrid, public, private-- >> Stu: Every customer I ever talked to will have a different answer to that. >> I just say multi cloud, because it feels the most safe And the technically correct version of that definition. It's certainly something that, everyone's looking to do. I think kind of the I want to build a private cloud phase of the journey is somewhat expired in some cases. >> Stu: Did you see Pat's keynote this morning? >> Yeah, the I want to build a private cloud using open stack and you know, build all my widgets. I feel that era of marketing or whatnot, that was kind of like 2008 or 2010. So that kind of era of marketing message has died a little bit. It's really just more I have on prem stuff, I'm trying to modernize it, using hyper-converge, or using software to find X, you know, networking et cetera But ultimately I have to start leveraging the places where my paths, my iya's and my sas are going to start running. How do I then cobble all that together. I mean at the sea level, I need visibility, I need control, I need to make executable decisions. That are financially impactful. And so having something they can look across to those different ecosystems, and give you actionable data, like here's where it's running, here's where it could run, you know, it's all still just a business decision, based on SLA. It's powerful. But then as you go kind of down message for maybe a director or someone's who's managing IT, that's really, someone's breathing down their neck, saying, we've got to have a strategy. But they're technically savvy, they don't want to just put stuff in the cloud and get that huge bill. Then they have to like explain that as well. So it kind of sits in a nice place where we can protect the modern apps, or kind of, I guess you can call them, modern slash legacy in the data center. But also start providing protection at a landing pad for the cloud native to use as an over watch term The stuff that's built for cloud that runs there, that's distributed and very sensitive to the fact that it charges per iota of use at the same time. >> Well Chris, originally Rubrik was deploying to customers as an appliance, right? So can you talk a little bit about that, right, you have many different options now, the customer, right? You can get open source, you can get commercial software, or you can get appliances, you can get SAS, and now it sounds like you're, there's also a piece that can run in the cloud, right? That it's not just a box that sits in a did center somewhere So can you talk about, again, what do customers want? What's the advantage of some of those different deployment mechanisms, what do you see? >> I'm not saying this as a stalling tactic, but I love that question. Because yes, when we started it made sense, build a turnkey appliance, make sure that it's simple. Like in deployment, we used to say it can deploy in an hour and that includes the time to take it out of the box and that only goes so far because that's one use case. So certainly, for the first year or so, the product that was where we were driving it, as a scale out node based solution then we added Rubrik edge as a virtual appliance. And really it was meant to, I have a data center and I'm covering those remote offices, type use cases. And we required that folks kind of tether the two, because it's a single node that's really just a suggesting data and bringing it back using policy. Then we introduced cloud cluster in 3.2 which is a couple of releases ago. And that allows you to literally build a four plus node cluster as your AWS, basically you give us your account info and we share the EMI with you or the VM in case of Azure and then you can just build it, right? And that's totally independent, like you can just be a customer. We have a couple of customers that are public, that's all they do, they deploy cloud cluster they backup things in that environment. And then they replicate or archive to various clouds or various regions within clouds. And there's no requirement to buy the appliance because that would be kind of no bueno to do that. >> Sure. >> So right, there's various packages or we have the idea now where you can bring your own hardware to the table. And we'll sell you the software, so like Lenovo and Cisco and things like that. It can be your choice based on the relationships you have. >> Wow Chris your teams are gone a lot, not just your personal team but the Rubrik team I walked by the booth and wait, I saw five more people that I know from various companies. Talk about the growth of like, you know Rubrik. You joined a year ago and it felt like a small company then. Now you guys are there, I get the report from this financial analyst firms and like, have you seen the latest unicorn, Rubrik and I'm like, Rubrik, I know those guys. And gals. So yeah absolutely, talk about the growth of the company. What's the company hiring for? Tell us a little bit about the culture inside. >> Sure, I mean, it's actually been a little over two years now that I've been there, it's kind of flying. I was in the first 50 hires for the company. So at the time I felt like the FNG, but I guess now, I'm kind like the old, old man. I think we're approaching or have crossed the 500 employee threshold and we're talking eight quarters essentially. A lot of investment, across the world, right, so we decided very early on to invest in Europe as a market. We had offices in Utruck in the Netherlands. And in London, the UK, we've got a bunch of engineering folks in India. So we've got two different engineering teams. As well as, we have an excellent, center of excellence, I think in Kansas City. So there's a whole bunch of different roots that we're planting as a company. As well as a global kind of effort to make sales, support, product, engineering, marketing obviously, something that scales everywhere. It's not like all the engineers are in Palo Alto and Silicone Valley and everyone else is just in sales. But we're kind of driving across everywhere. My team went from one to six. Over the last eight or nine months. So everything is growing. Which I guess is good. >> As part of that you also moved to Silicone Valley and so how does it compare to the TV show. >> Chris: It's in Oakland. >> Well it's close enough to Silicone Valley. >> It's Silicone Valley adjacent. I will say I used to visit all the time, you know. For various events and things like that. Or for VM World or whatnot. I always got the impression that I liked being there for about a week and then I wanted to leave before I really started drinking the kool aid a little heavily so it's nice being just slightly on the east bay area. At the same time, I go to events and things now. More as a local and it's kind of awesome to hear oh I invented whatever technology, I invented bootstrap or MPM or something like that. And they're just available to chat with. I tried it at that the, the sunscreen song, where he says, you know, move to california, but leave before you turn soft. So at some point I might have to go back to Texas or something to just to keep the scaley rigidity to my persona intact. >> Yeah, so you missed the barbecue? >> Well I don't know if you saw Franklin's barbecue actually burned down during the hurricane, so. >> No >> Yeah, if you're a, a huge barbecue fan in Austin, weep a tear, it might be a bad mojo for a little bit. >> Wow. Alright, we were alluding at the very beginning of the interview, you've got some VIP guests, we don't talk too much about, like, oh we're doing this tomorrow and everything, but you got some cool activities, the all stars, you know some of the things. Give us a little viewpoint, what's the goal coming into VM World this year and what are some of the cool things that you're team and the extended team are doing. >> Yeah, so kind of more on the nerdy fun side, we've actually built up, one of my team, Rebecca Fitzhughes build out this V all stars card deck so we picked a bunch of infuencers, and people that, you know friends and family kind of thing built them some trading cards and based on what you turn in you can win prizes and things like that. It was just a lot of other vendors have done things that I really respect. Like Solid Fire has the socks and the cards against humanity as an example. I wanted to do something similar and Rebecca had a great idea. She executed on that. Beyond that though, we obviously have Ice Cube coming in. He's going to be partying at the Marquis on Tuesday evening so he'll be, he'll be hanging around, you know the king of hip hop there. And on a more like fun, charitable note, we actually have Kevin Durant coming in tomorrow. We are shooting hoops for his charity fund. So everybody that sinks a goal, or ahh, I'm obviously not a basket ball person, but whoever sinks the ball into the hoop gets two dollars donated to his charity fund and you build it to win a jersey and things like that. So kind of spreading it across sports, music, and various digital transformation type things. To make sure that everyone who comes in, has a good time. VMWare's our roots, right? 1.0, the product was focused on that environment. It's been my roots for a long time. And we want to pay that back to the community. You can't forget where you came from, right? >> Alright, Chris Wahl, great to catch up with you. Thanks for joining us sporting your Alta t-shirt your Rubrik... >> I'm very branded. >> John Troyer and I will be back with lots more coverage here at VM World 2017, you're watching theCUBE.

>> Narrator: Live from Washington D.C. it's the CUBE covering the AWS Public Sector Summit 2017. Brought to you by the Amazon web services and its partner Ecosystem. >> Melvin Greer is with us now he's the director of Data Science and Analytics at Intel. Now Melvin, thank you for being here with us on the CUBE. Good to see you here this morning. >> Thank you John and John I appreciate getting a chance to talk with you it's great to be here at the AWS Public Sector Summit. >> Yeah we make it easy for you. >> I never forget the names. >> John and John. Let's talk just about data science in general and analytics I mean tell us about, give us the broad definition of that. You know the elevator speech about what's being done and then we'll drill down a little bit deeper about Intel and what you're doing with in terms of government work and healthcare work. >> Sure well data science and analytics covers a number of key areas and it's really important to consider the granularity of each of these key areas. Primarily because there's so much confusion about what people think of as artificial intelligence. It's certainly got a number of facets associated with it. So we have core analytics like descriptive, diagnostic, predictive and prescriptive. This describes what happened, what's going to happen next, why is it happening and what should I do about it. So those are core analytics. >> And (mumbles) oh go ahead. >> And a different tech we have machine learning cognitive computing. These things are different than core analytics in that they are recognizing patterns and relying on the concepts of training algorithms and then inference. The use of these trained algorithms to infer new knowledge. And then we have things like deep learning and convolutional neuro networks which use convolutional layers to drive better and better granularity and understanding of data. They often typically don't rely on training and have a large focus area around deep learning and deep cognitive skills. And then all of those actually line up in this discussion around narrow artificial intelligence and you've seen a lot of that already haven't you john? You've seen where we teach a machine how to play poker or we teach a machine how to play Jeopardy or Go. These are narrow AI applications. When we think about general AI however, this is much different. This is when we're actually outsourcing human cognition to a thinking machine at internet speed. >> This is amazing I love this conversation cause couple things, in that thread you just brought up is poker which is great cause it's not just Jeopardy it's poker is unknown conditions. You don't know the personality of the other guy. You don't know their cards their dealing with so it's a lot like unstructured data and you have to think about that so but it really highlights the (mumbles) between super computing paradigm and data and that really kind of changes the game on data science cause the old data warehouse model storing information, pulling it back, latency, and so we're seeing machine learning in these new aps really disrupting old data analytics models. So, I want to get your thoughts on this because and what is Intel doing because you guys have restructured things a bit differently. The AI messages out there as this new revolution takes place with data, how are you guys handling that? >> So Intel formed in late 2016 its artificial intelligence product group and the formation of this group is extremely consistent with our pivot to becoming a data company. So we're certainly not going to be abandoning any of that great performance and strong capabilities that we have in silicon architectures but as a data company it means that now we're going to be using all of these assets in artificial intelligence, machine learning cognitive computing and Intel in fact by using this is really in a unique position to focus on what we have termed and what you'll hear our CEO talk about as the virtuous cycle of growth. This cycle of growth includes cloud computing, data center, and IOT. And our ability to harness the power of artificial intelligence in data science and analytics means that Intel is really capable of driving this discussion around cloud computing and powering the cloud and also driving the work that's required to make a smart and a connected world a reality. Our artificial intelligence product group expands our portfolio and it means that we're bringing all these capabilities that I talked to you that make up data science and analytics. Cognitive, machine learning, artificial intelligence, deep learning, convolutional neuro networks, to bare to solve some of the nation's most significant and important problems and it means that Intel with its partners are really focused on the utilization of our core capabilities to drive government missions. >> Well give us an example then in terms of federal government NAI. How you're applying that to the operation of what's going on in this giant bureaucracy of a town that we have. >> So one of the things that I'm most excited about it that there's really no agency almost every federal agency in the U.S. is doing an investigation of artificial intelligence. It started off with this discussion around business intelligence and as you said data warehousing and other things but clearly the government has come to realize that turning data into a strategic asset is important, very very important. And so there are a number of key domain spaces in the federal government where Intel has made a significant impact. One is in health and life sciences so when you think about health and life sciences and biometrics, genomics, using advanced analytics for phenotype and genotype analysis this is where Intel's strengths are in performance in the ability to deliver. We created a collaborative cancer cloud that allows researches to use Intel hardware and software to accelerate the learnings from all of these health and life sciences advances that they want. Sharing data without compromising that data. We're focused significantly on cyber intelligence where we're applying threat and vulnerability analytics to understanding how to identify real cyber problems and big cyber vulnerabilities. We are now able to use Intel products to encrypt from the bios all the way up through the application stack and what it means is, is that our government clients who typically are hyper sensitive around security, get a chance to have data follow their respective process and meet their mission in a safe and secure way. >> If I can drill down on that for a second cause this is kind of a really sweet area for innovation. Data is now the new development environment the new development >> You said Bacon is the Oil is the new bacon (laughing) >> Versus the gold nuggets so I was talking with >> You hear what he said? >> No. >> It's the new bacon. >> The new bacon (laughs) love that. >> Data's the new bacon. >> Everyone loves bacon, everyone loves data. There's a thirst for the data and this also applies is that I ask you the role of the CDO, the chief data officer is emerging in companies and so we're seeing that also at the federal level. I want to get your thoughts on that but to quote the professor from Carnegie Mellon who I interviewed last week said the problem with a lot of data problems its like looking for a needle in the haystack with there's so much data now you have a haystack of needles so his premise is you can't find everything you got to use machine learning and AI to help with that so this is also going to be an issue for this chief data officer a new role. So is there a chief data officer role is there a need for that is there a CCO? Who handles the data? (laughing) >> Yeah so this is >> it's a tough one cause there's a lot a tech involved but also there's policies. >> Yeah so the federal government has actually mandated that each agency assign a federal chief data officer at the agency level and this person is working very closely with the chief information officer and the agency leaders to insure that they have the ability to take advantage of this large set of data that they collect. Intel's been working with most of the folks in the federal data cabinet who are the CDO's who are working to solve this problem around data and analysis of data. We're excited about the fact that we have chief data officers as an entry point to help discuss this hyper convergence that you described in technology. Where we have large data sets, we have faster hardware, of course Intel's helping to provide much of that and then better mathematics and algorithms. When we converge these three things together it's the soup that makes it possible for us to continue to drive artificial intelligence but that not withstanding federal data officers have a really hard job and we've been engaging them at many levels. We just had our artificial intelligence day in government where we had folks from many federal agencies that are on that cabinet and they shared with us directly how important it is to get Intel's on both hardware, hardware performance but also on software. When we think about artificial intelligence and the chief data officer or the data scientist this is likely a different individual than the person that is buying our silicon architectures. This is a person who is focused primarily on an agency mission and is looking for Intel to provide hardware and software capabilities that drive that mission. >> I got to ask you from an Intel perspective you guys are doing a lot of innovative things you have a great R and D group but also silicon you mentioned is important and you know software is eating the world but data's eating software so what's next what's eating data? We believe it's memory and silica and so one of the trends in big data is real time analytics is moving closer and closer to memory and then and now silicon who have some of those security paradigms with data involved seeing silicon implementations, root security, malware, firmware, kind of innovations. This is an interesting trend cause if software gets on to the silicon to the level that is better security you have fingerprinting all kinds of technologies. How is that going to impact the analytics world? So if you believe that they want faster lower latency data it's going to end up in the silicon. >> John you described exactly why Intel is focused on the virtuous cycle of growth. Because as more cloud enabled data moves itself from the cloud through our 5g networks and out to the edge in IOT devices whether they be autonomous vehicles or drones this is exactly why we have this continuum that allows data to move seamlessly between these three areas and operationalizes the core missions of government as well as provides a unique experience that most people can't even imagine. You likely saw the NBA finals you talked about Kevin Durant and you saw there the Intel 360 demonstration >> Love that! >> Where you're able to see how through different camera angles the entire play is unfolding. That is a prime example of how we use back end cloud hyper connected hardware with networks and edge devices where we're pushing analytics closer and closer to the edge >> by the way that's a real life media example of an IOT situation where it's at the edge of the network AKA stadium. I mean we geek out on that as well as Amazon has the MLB thing Andy (mumbles) knows I love that because it's like we're both baseball fans. >> We're excited about it too we think that along with autonomous vehicles, we think that this whole concept of experiences rather than capabilities and technologies >> but most people don't know that that example of basketball takes massive amounts of compute I mean to make that work at that level. >> In real time. >> This is the CG environment we're seeing with gaming culture the people are expecting an interface that looks more like Call of Duty (laughing) or Minecraft than they are Windows desktop machines what we're used to. We think that's great. >> That's why we say we're building the future John. (men laughing) >> You touched on something you said a little bit ago. A data officer of the federal government has got a tough job, a big job. >> Yes. >> What's the difference between private and public sector somebody who is handling the same kinds of responsibilities but has different compliance pressures different enforcement pressures and those kinds of things so somebody in the public space, what are they facing that somebody on the other side of the fence is not? >> All data officers have a tough job whether it's about cleansing data, being able to ingest it. What we talk about, and you described this, a haystack of needles is the need and ability to create a hyper relevancy to data because hyper relevancy is what makes it possible for personalized medicine and precision medicine. That's what makes it possible for us to do hyper scale personalized retail. This is what makes it possible to drive new innovation is this hyper relevancy and so whether you're working in a highly regulated environment like energy or financial services or whether you're working in the federal government with the department of defense and intelligence agencies or deep space exploration like at NASA you're still solving many data problems that are in common. Of course there are some differences right when you work for the federal government you're a steward of citizen's data that adds a different level of responsibility. There's a legal framework that guides how that data's handled as opposed to just a regulatory and legal one but when it comes to artificial intelligence all of us as practitioners are really focusing on the legal, ethical, and societal implications associate with the implementation of these advanced technologies. >> Quick question end this segment I know we're a little running over time but I wanted to get this last point in and this is something that we've talked on the CUBE a lot me and Dave have been debating because data is very organic innovation. You don't know what your going to do until you get into it, alchemy if you will, but trust and security and policy is a top down slow down mentality so often in the past it's been restricting growth so the balance here that you're getting at is how do you provide the speed and agility of real time experiences while maintaining all the trust and secure requirements that have slowed things down. >> You mention a topic there John and in my last book, 21st Century Leadership I actually described this concept as ambidextrous leadership. This concept of being able to do operational excellence extremely well and focus on delivery of core mission and at the same time be in a position to drive innovation and look forward enough to think about how, not where you are today but where you will be going in the future. This ambidexterity is really a critical factor when we talk about all leadership today, not just leaders in government or people who just work mostly on artificial intelligence. >> It's multidimensional, multi disciplined too right I mean. >> That's right, that's right. >> That's the dev opps ethos, that's the cloud. Move fast, I mean Mark Zuckerberg had the best quote with Facebook, "move fast and break stuff" up until that time he had about a billion users and then changed to move fast and be secure and reliable. (laughing) >> Yeah and don't break anything >> Well he understood you can't just break stuff at some point you got to move fast and be reliable. >> One of five books I want to mention by the way. >> That's right I'm working on my sixth and seventh now but yeah. >> And also the managing of the Greer Institute of Leadership and Management so you've written now almost seven books, you're running this leadership, you're working with Intel what do you do in your spare time Melvin? >> My wife is the chef and >> He eats a lot. (laughing) >> And so I get a chance to chance to enjoy all of the great food she cooks and I have two young sons and they keep me very very busy believe me. >> I think you're busy enough (laughing). Thanks for being on the CUBE. >> I very much appreciate it. >> It's good to have you >> Thank you. >> With us here at the AWS Public Sector Summit back with more coverage live with here on the Cube, Washington D.C. right after this.