(light music) >> Announcer: TheCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (upbeat music) >> Welcome back to the Fira in Barcelona. Dave Vellante with Dave Nicholson. Lisa Martin's been here all week. John Furrier is in our Palo Alto studio, banging out all the news. Don't forget to check out siliconangle.com, thecube.net. This is day four, our last segment, winding down. MWC23, super excited to be here. Wayne Duso, friend of theCUBE, VP of engineering from products at AWS is here with Iyad Tarazi, who's the CEO of Federated Wireless. Gents, welcome. >> Good to be here. >> Nice to see you. >> I'm so stoked, Wayne, that we connected before the show. We texted, I'm like, "You're going to be there. I'm going to be there. You got to come on theCUBE." So thank you so much for making time, and thank you for bringing a customer partner, Federated Wireless. Everybody knows AWS. Iyad, tell us about Federated Wireless. >> We're a software and services company out of Arlington, Virginia, right outside of Washington, DC, and we're really focused on this new technology called Shared Spectrum and private wireless for 5G. Think of it as enterprises consuming 5G, the way they used to consume WiFi. >> Is that unrestricted spectrum, or? >> It is managed, organized, interference free, all through cloud platforms. That's how we got to know AWS. We went and got maybe about 300 products from AWS to make it work. Quite sophisticated, highly available, and pristine spectrum worth billions of dollars, but available for people like you and I, that want to build enterprises, that want to make things work. Also carriers, cable companies everybody else that needs it. It's really a new revolution for everyone. >> And that's how you, it got introduced to AWS. Was that through public sector, or just the coincidence that you're in DC >> No, I, well, yes. The center of gravity in the world for spectrum is literally Arlington. You have the DOD spectrum people, you have spectrum people from National Science Foundation, DARPA, and then you have commercial sector, and you have the FCC just an Uber ride away. So we went and found the scientists that are doing all this work, four or five of them, Virginia Tech has an office there too, for spectrum research for the Navy. Come together, let's have a party and make a new model. >> So I asked this, I'm super excited to have you on theCUBE. I sat through the keynotes on Monday. I saw Satya Nadella was in there, Thomas Kurian there was no AWS. I'm like, where's AWS? AWS is everywhere. I mean, you guys are all over the show. I'm like, "Hey, where's the number one cloud?" So you guys have made a bunch of announcements at the show. Everybody's talking about the cloud. What's going on for you guys? >> So we are everywhere, and you know, we've been coming to this show for years. But this is really a year that we can demonstrate that what we've been doing for the IT enterprise, IT people for 17 years, we're now bringing for telcos, you know? For years, we've been, 17 years to be exact, we've been bringing the cloud value proposition, whether it's, you know, cost efficiencies or innovation or scale, reliability, security and so on, to these enterprise IT folks. Now we're doing the same thing for telcos. And so whether they want to build in region, in a local zone, metro area, on-prem with an outpost, at the edge with Snow Family, or with our IoT devices. And no matter where they want to start, if they start in the cloud and they want to move to the edge, or they start in the edge and they want to bring the cloud value proposition, like, we're demonstrating all of that is happening this week. And, and very much so, we're also demonstrating that we're bringing the same type of ecosystem that we've built for enterprise IT. We're bringing that type of ecosystem to the telco companies, with CSPs, with the ISP vendors. We've seen plenty of announcements this week. You know, so on and so forth. >> So what's different, is it, the names are different? Is it really that simple, that you're just basically taking the cloud model into telco, and saying, "Hey, why do all this undifferentiated heavy lifting when we can do it for you? Don't worry about all the plumbing." Is it really that simple? I mean, that straightforward. >> Well, simple is probably not what I'd say, but we can make it straightforward. >> Conceptually. >> Conceptually, yes. Conceptually it is the same. Because if you think about, firstly, we'll just take 5G for a moment, right? The 5G folks, if you look at the architecture for 5G, it was designed to run on a cloud architecture. It was designed to be a set of services that you could partition, and run in different places, whether it's in the region or at the edge. So in many ways it is sort of that simple. And let me give you an example. Two things, the first one is we announced integrated private wireless on AWS, which allows enterprise customers to come to a portal and look at the industry solutions. They're not worried about their network, they're worried about solving a problem, right? And they can come to that portal, they can find a solution, they can find a service provider that will help them with that solution. And what they end up with is a fully validated offering that AWS telco SAS have actually put to its paces to make sure this is a real thing. And whether they get it from a telco, and, and quite frankly in that space, it's SIs such as Federated that actually help our customers deploy those in private environments. So that's an example. And then added to that, we had a second announcement, which was AWS telco network builder, which allows telcos to plan, deploy, and operate at scale telco network capabilities on the cloud, think about it this way- >> As a managed service? >> As a managed service. So think about it this way. And the same way that enterprise IT has been deploying, you know, infrastructure as code for years. Telco network builder allows the telco folks to deploy telco networks and their capabilities as code. So it's not simple, but it is pretty straightforward. We're making it more straightforward as we go. >> Jump in Dave, by the way. He can geek out if you want. >> Yeah, no, no, no, that's good, that's good, that's good. But actually, I'm going to ask an AWS question, but I'm going to ask Iyad the AWS question. So when we, when I hear the word cloud from Wayne, cloud, AWS, typically in people's minds that denotes off-premises. Out there, AWS data center. In the telecom space, yes, of course, in the private 5G space, we're talking about a little bit of a different dynamic than in the public 5G space, in terms of the physical infrastructure. But regardless at the edge, there are things that need to be physically at the edge. Do you feel that AWS is sufficiently, have they removed the H word, hybrid, from the list of bad words you're not allowed to say? 'Cause there was a point in time- >> Yeah, of course. >> Where AWS felt that their growth- >> They'll even say multicloud today, (indistinct). >> No, no, no, no, no. But there was a period of time where, rightfully so, AWS felt that the growth trajectory would be supported solely by net new things off premises. Now though, in this space, it seems like that hybrid model is critical. Do you see AWS being open to the hybrid nature of things? >> Yeah, they're, absolutely. I mean, just to explain from- we're a services company and a solutions company. So we put together solutions at the edge, a smart campus, smart agriculture, a deployment. One of our biggest deployment is a million square feet warehouse automation project with the Marine Corps. >> That's bigger than the Fira. >> Oh yeah, it's bigger, definitely bigger than, you know, a small section of here. It's actually three massive warehouses. So yes, that is the edge. What the cloud is about is that massive amount of efficiency has happened by concentrating applications in data centers. And that is programmability, that is APIs that is solutions, that is applications that can run on it, where people know how to do it. And so all that efficiency now is being ported in a box called the edge. What AWS is doing for us is bringing all the business and technical solutions they had into the edge. Some of the data may send back and forth, but that's actually a smaller piece of the value for us. By being able to bring an AWS package at the edge, we're bringing IoT applications, we're bringing high speed cameras, we're able to integrate with the 5G public network. We're able to bring in identity and devices, we're able to bring in solutions for students, embedded laptops. All of these things that you can do much much faster and cheaper if you are able to tap in the 4,000, 5,000 partners and all the applications and all the development and all the models that AWS team did. By being able to bring that efficiency to the edge why reinvent that? And then along with that, there are partners that you, that help do integration. There are development done to make it hardened, to make the data more secure, more isolated. All of these things will contribute to an edge that truly is a carbon copy of the data center. >> So Wayne, it's AWS, Regardless of where the compute, networking and storage physically live, it's AWS. Do you think that the term cloud will sort of drift away from usage? Because if, look, it's all IT, in this case it's AWS and federated IT working together. How, what's your, it's sort of a obscure question about cloud, because cloud is so integrated. >> You Got this thing about cloud, it's just IT. >> I got thing about cloud too, because- >> You and Larry Ellison. >> Because it's no, no, no, I'm, yeah, well actually there's- >> There's a lot of IT that's not cloud, just say that okay. >> Now, a lot of IT that isn't cloud, but I would say- >> But I'll (indistinct) cloud is an IT tool, and you see AWS obviously with the Snow fill in the blank line of products and outpost type stuff. Fair to say that you're, doesn't matter where it is, it could be AWS if it's on the edge, right? >> Well, you know, everybody wants to define the cloud as what it may have been when it started. But if you look at what it was when it started and what it is today, it is different. But the ability to bring the experience, the AWS experience, the services, the operational experience and all the things that Iyad had been talking about from the region all to all the way to, you know, the IoT device, if you would, that entire continuum. And it doesn't matter where you start. Like if you start in region and you need to bring your value to other places because your customers are asking you to do so, we're enabling that experience where you need to bring it. If you started at the edge, and- but you want to build cloud value, you know, whether it's again, cost efficiency, scalability, AI, ML or analytics into those capabilities, you can start at the edge with the same APIs, with the same service, the same capabilities, and you can build that value in right from the get go. You don't build this bifurcation or many separations and try to figure out how do I glue them together? There is no gluing together. So if you think of cloud as being elastic, scalable flexible, where you can drive innovation, it's the same exact model on the continuum. And you can start at either end, it's up to you as a customer. >> And I think if, the key to me is the ecosystem. I mean, if you can do for this industry what you've done for the technology- enterprise technology business from an ecosystem standpoint, you know everybody talks about flywheel, but that gives you like the massive flywheel. I don't know what the ratio is, but it used to be for every dollar spent on a VMware license, $15 is spent in the ecosystem. I've never heard similar ratios in the AWS ecosystem, but it's, I go to reinvent and I'm like, there's some dollars being- >> That's a massive ecosystem. >> (indistinct). >> And then, and another thing I'll add is Jose Maria Alvarez, who's the chairman of Telefonica, said there's three pillars of the future-ready telco, low latency, programmable networks, and he said cloud and edge. So they recognizing cloud and edge, you know, low latency means you got to put the compute and the data, the programmable infrastructure was invented by Amazon. So what's the strategy around the telco edge? >> So, you know, at the end, so those are all great points. And in fact, the programmability of the network was a big theme in the show. It was a huge theme. And if you think about the cloud, what is the cloud? It's a set of APIs against a set of resources that you use in whatever way is appropriate for what you're trying to accomplish. The network, the telco network becomes a resource. And it could be described as a resource. We, I talked about, you know, network as in code, right? It's same infrastructure in code, it's telco infrastructure as code. And that code, that infrastructure, is programmable. So this is really, really important. And in how you build the ecosystem around that is no different than how we built the ecosystem around traditional IT abstractions. In fact, we feel that really the ecosystem is the killer app for 5G. You know, the killer app for 4G, data of sorts, right? We started using data beyond simple SMS messages. So what's the killer app for 5G? It's building this ecosystem, which includes the CSPs, the ISVs, all of the partners that we bring to the table that can drive greater value. It's not just about cost efficiency. You know, you can't save your way to success, right? At some point you need to generate greater value for your customers, which gives you better business outcomes, 'cause you can monetize them, right? The ecosystem is going to allow everybody to monetize 5G. >> 5G is like the dot connector of all that. And then developers come in on top and create new capabilities >> And how different is that than, you know, the original smartphones? >> Yeah, you're right. So what do you guys think of ChatGPT? (indistinct) to Amazon? Amazon turned the data center into an API. It's like we're visioning this world, and I want to ask that technologist, like, where it's turning resources into human language interfaces. You know, when you see that, you play with ChatGPT at all, or I know you guys got your own. >> So I won't speak directly to ChatGPT. >> No, don't speak from- >> But if you think about- >> Generative AI. >> Yeah generative AI is important. And, and we are, and we have been for years, in this space. Now you've been talking to AWS for a long time, and we often don't talk about things we don't have yet. We don't talk about things that we haven't brought to market yet. And so, you know, you'll often hear us talk about something, you know, a year from now where others may have been talking about it three years earlier, right? We will be talking about this space when we feel it's appropriate for our customers and our partners. >> You have talked about it a little bit, Adam Selipsky went on an interview with myself and John Furrier in October said you watch, you know, large language models are going to be enormous and I know you guys have some stuff that you're working on there. >> It's, I'll say it's exciting. >> Yeah, I mean- >> Well proof point is, Siri is an idiot compared to Alexa. (group laughs) So I trust one entity to come up with something smart. >> I have conversations with Alexa and Siri, and I won't judge either one. >> You don't need, you could be objective on that one. I definitely have a preference. >> Are the problems you guys solving in this space, you know, what's unique about 'em? What are they, can we, sort of, take some examples here (indistinct). >> Sure, the main theme is that the enterprise is taking control. They want to have their own networks. They want to focus on specific applications, and they want to build them with a skeleton crew. The one IT person in a warehouse want to be able to do it all. So what's unique about them is that they're now are a lot of automation on robotics, especially in warehousing environment agriculture. There simply aren't enough people in these industries, and that required precision. And so you need all that integration to make it work. People also want to build these networks as they want to control it. They want to figure out how do we actually pick this team and migrate it. Maybe just do the front of the house first. Maybe it's a security team that monitor the building, maybe later on upgrade things that use to open doors and close doors and collect maintenance data. So that ability to pick what you want to do from a new processors is really important. And then you're also seeing a lot of public-private network interconnection. That's probably the undercurrent of this show that haven't been talked about. When people say private networks, they're also talking about something called neutral host, which means I'm going to build my own network, but I want it to work, my Verizon (indistinct) need to work. There's been so much progress, it's not done yet. So much progress about this bring my own network concept, and then make sure that I'm now interoperating with the public network, but it's my domain. I can create air gaps, I can create whatever security and policy around it. That is probably the power of 5G. Now take all of these tiny networks, big networks, put them all in one ecosystem. Call it the Amazon marketplace, call it the Amazon ecosystem, that's 5G. It's going to be tremendous future. >> What does the future look like? We're going to, we just determined we're going to be orchestrating the network through human language, okay? (group laughs) But seriously, what's your vision for the future here? You know, both connectivity and cloud are on on a continuum. It's, they've been on a continuum forever. They're going to continue to be on a continuum. That being said, those continuums are coming together, right? They're coming together to bring greater value to a greater set of customers, and frankly all of us. So, you know, the future is now like, you know, this conference is the future, and if you look at what's going on, it's about the acceleration of the future, right? What we announced this week is really the acceleration of listening to customers for the last handful of years. And, we're going to continue to do that. We're going to continue to bring greater value in the form of solutions. And that's what I want to pick up on from the prior question. It's not about the network, it's not about the cloud, it's about the solutions that we can provide the customers where they are, right? And if they're on their mobile phone or they're in their factory floor, you know, they're looking to accelerate their business. They're looking to accelerate their value. They're looking to create greater safety for their employees. That's what we can do with these technologies. So in fact, when we came out with, you know, our announcement for integrated private wireless, right? It really was about industry solutions. It really isn't about, you know, the cloud or the network. It's about how you can leverage those technologies, that continuum, to deliver you value. >> You know, it's interesting you say that, 'cause again, when we were interviewing Adam Selipsky, everybody, you know, all journalists analysts want to know, how's Adam Selipsky going to be different from Andy Jassy, what's the, what's he going to do to Amazon to change? And he said, listen, the real answer is Amazon has changed. If Andy Jassy were here, we'd be doing all, you know, pretty much the same things. Your point about 17 years ago, the cloud was S3, right, and EC2. Now it's got to evolve to be solutions. 'Cause if that's all you're selling, is the bespoke services, then you know, the future is not as bright as the past has been. And so I think it's key to look for what are those outcomes or solutions that customers require and how you're going to meet 'em. And there's a lot of challenges. >> You continue to build value on the value that you've brought, and you don't lose sight of why that value is important. You carry that value proposition up the stack, but the- what you're delivering, as you said, becomes maybe a bigger or or different. >> And you are getting more solution oriented. I mean, you're not hardcore solutions yet, but we're seeing more and more of that. And that seems to be a trend. We've even seen in the database world, making things easier, connecting things. Not really an abstraction layer, which is sort of antithetical to your philosophy, but it creates a similar outcome in terms of simplicity. Yeah, you're smiling 'cause you guys always have a different angle, you know? >> Yeah, we've had this conversation. >> It's right, it's, Jassy used to say it's okay to be misunderstood. >> That's Right. For a long time. >> Yeah, right, guys, thanks so much for coming to theCUBE. I'm so glad we could make this happen. >> It's always good. Thank you. >> Thank you so much. >> All right, Dave Nicholson, for Lisa Martin, Dave Vellante, John Furrier in the Palo Alto studio. We're here at the Fira, wrapping out MWC23. Keep it right there, thanks for watching. (upbeat music)

>> theCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (ambient music) >> Lisa: Hey everyone, welcome back to Barcelona, Spain. It's theCUBE Live at MWC 23. Lisa Martin with Dave Vellante. This is day two of four days of cube coverage but you know that, because you've already been watching yesterday and today. We're going to have a great conversation next with EnterpriseWeb and Red Hat. We've had great conversations the last day and a half about the Telco industry, the challenges, the opportunities. We're going to unpack that from this lens. Please welcome Dave Duggal, founder and CEO of EnterpriseWeb and Azhar Sayeed is here, Senior Director Solution Architecture at Red Hat. >> Guys, it's great to have you on the program. >> Yes. >> Thank you Lisa, >> Great being here with you. >> Dave let's go ahead and start with you. Give the audience an overview of EnterpriseWeb. What kind of business is it? What's the business model? What do you guys do? >> Okay so, EnterpriseWeb is reinventing middleware, right? So the historic middleware was to build vertically integrated stacks, right? And those stacks are now such becoming the rate limiters for interoperability for so the end-to-end solutions that everybody's looking for, right? Red Hat's talking about the unified platform. You guys are talking about Supercloud, EnterpriseWeb addresses that we've built middleware based on serverless architecture, so lightweight, low latency, high performance middleware. And we're working with the world's biggest, we sell through channels and we work through partners like Red Hat Intel, Fortnet, Keysight, Tech Mahindra. So working with some of the biggest players that have recognized the value of our innovation, to deliver transformation to the Telecom industry. >> So what are you guys doing together? Is this, is this an OpenShift play? >> Is it? >> Yeah. >> Yeah, so we've got two projects right her on the floor at MWC throughout the various partners, where EnterpriseWeb is actually providing an application layer, sorry application middleware over Red Hat's, OpenShift and we're essentially generating operators so Red Hat operators, so that all our vendors, and, sorry vendors that we onboard into our catalog can be deployed easily through the OpenShift platform. And we allow those, those vendors to be flexibly composed into network services. So the real challenge for operators historically is that they, they have challenges onboarding the vendors. It takes a long time. Each one of them is a snowflake. They, you know, even though there's standards they don't all observe or follow the same standards. So we make it easier using models, right? For, in a model driven process to on boards or streamline that onboarding process, compose functions into services deploy those services seamlessly through Red Hat's OpenShift, and then manage the, the lifecycle, like the quality of service and the SLAs for those services. >> So Red Hat obviously has pretty prominent Telco business has for a while. Red Hat OpenStack actually is is pretty popular within the Telco business. People thought, "Oh, OpenStack, that's dead." Actually, no, it's actually doing quite well. We see it all over the place where for whatever reason people want to build their own cloud. And, and so, so what's happening in the industry because you have the traditional Telcos we heard in the keynotes that kind of typical narrative about, you know, we can't let the over the top vendors do this again. We're, we're going to be Apifi everything, we're going to monetize this time around, not just with connectivity but the, but the fact is they really don't have a developer community. >> Yes. >> Yet anyway. >> Then you have these disruptors over here that are saying "Yeah, we're going to enable ISVs." How do you see it? What's the landscape look like? Help us understand, you know, what the horses on the track are doing. >> Sure. I think what has happened, Dave, is that the conversation has moved a little bit from where they were just looking at IS infrastructure service with virtual machines and OpenStack, as you mentioned, to how do we move up the value chain and look at different applications. And therein comes the rub, right? You have applications with different requirements, IT network that have various different requirements that are there. So as you start to build those cloud platform, as you start to modernize those set of applications, you then start to look at microservices and how you build them. You need the ability to orchestrate them. So some of those problem statements have moved from not just refactoring those applications, but actually now to how do you reliably deploy, manage in a multicloud multi cluster way. So this conversation around Supercloud or this conversation around multicloud is very >> You could say Supercloud. That's okay >> (Dave Duggal and Azhar laughs) >> It's absolutely very real though. The reason why it's very real is, if you look at transformations around Telco, there are two things that are happening. One, Telco IT, they're looking at partnerships with hybrid cloud, I mean with public cloud players to build a hybrid environment. They're also building their own Telco Cloud environment for their network functions. Now, in both of those spaces, they end up operating two to three different environments themselves. Now how do you create a level of abstraction across those? How do you manage that particular infrastructure? And then how do you orchestrate all of those different workloads? Those are the type of problems that they're actually beginning to solve. So they've moved on from really just putting that virtualizing their application, putting it on OpenStack to now really seriously looking at "How do I build a service?" "How do I leverage the catalog that's available both in my private and public and build an overall service process?" >> And by the way what you just described as hybrid cloud and multicloud is, you know Supercloud is what multicloud should have been. And what, what it originally became is "I run on this cloud and I run on this cloud" and "I run on this cloud and I have a hybrid." And, and Supercloud is meant to create a common experience across those clouds. >> Dave Duggal: Right? >> Thanks to, you know, Supercloud middleware. >> Yeah. >> Right? And, and so that's what you guys do. >> Yeah, exactly. Exactly. Dave, I mean, even the name EnterpriseWeb, you know we started from looking from the application layer down. If you look at it, the last 10 years we've looked from the infrastructure up, right? And now everybody's looking northbound saying "You know what, actually, if I look from the infrastructure up the only thing I'll ever build is silos, right?" And those silos get in the way of the interoperability and the agility the businesses want. So we take the perspective as high level abstractions, common tools, so that if I'm a CXO, I can look down on my environments, right? When I'm really not, I honestly, if I'm an, if I'm a CEO I don't really care or CXO, I don't really care so much about my infrastructure to be honest. I care about my applications and their behavior. I care about my SLAs and my quality of service, right? Those are the things I care about. So I really want an EnterpriseWeb, right? Something that helps me connect all my distributed applications all across all of the environments. So I can have one place a consistency layer that speaks a common language. We know that there's a lot of heterogeneity down all those layers and a lot of complexity down those layers. But the business doesn't care. They don't want to care, right? They want to actually take their applications deploy them where they're the most performant where they're getting the best cost, right? The lowest and maybe sustainability concerns, all those. They want to address those problems, meet their SLAs meet their quality service. And you know what, if it's running on Amazon, great. If it's running on Google Cloud platform, great. If it, you know, we're doing one project right here that we're demonstrating here is with with Amazon Tech Mahindra and OpenShift, where we took a disaggregated 5G core, right? So this is like sort of latest telecom, you know net networking software, right? We're deploying pulling elements of that network across core, across Amazon EKS, OpenShift on Red Hat ROSA, as well as just OpenShift for cloud. And we, through a single pane of deployment and management, we deployed the elements of the 5G core across them and then connected them in an end-to-end process. That's Telco Supercloud. >> Dave Vellante: So that's an O-RAN deployment. >> Yeah that's >> So, the big advantage of that, pardon me, Dave but the big advantage of that is the customer really doesn't care where the components are being served from for them. It's a 5G capability. It happens to sit in different locations. And that's, it's, it's about how do you abstract and how do you manage all those different workloads in a cohesive way? And that's exactly what EnterpriseWeb is bringing to the table. And what we do is we abstract the underlying infrastructure which is the cloud layer. So if, because AWS operating environment is different then private cloud operating environment then Azure environment, you have the networking is set up is different in each one of them. If there is a way you can abstract all of that and present it in a common operating model it becomes a lot easier than for anybody to be able to consume. >> And what a lot of customers tell me is the way they deal with multicloud complexity is they go with mono cloud, right? And so they'll lose out on some of the best services >> Absolutely >> If best of, so that's not >> that's not ideal, but at the end of the day, agree, developers don't want to muck with all the plumbing >> Dave Duggal: Yep. >> They want to write code. >> Azhar: Correct. >> So like I come back to are the traditional Telcos leaning in on a way that they're going to enable ISVs and developers to write on top of those platforms? Or are there sort of new entrance and disruptors? And I know, I know the answer is both >> Dave Duggal: Yep. >> but I feel as though the Telcos still haven't, traditional Telcos haven't tuned in to that developer affinity, but you guys sell to them. >> What, what are you seeing? >> Yeah, so >> What we have seen is there are Telcos fall into several categories there. If you look at the most mature ones, you know they are very eager to move up the value chain. There are some smaller very nimble ones that have actually doing, they're actually doing something really interesting. For example, they've provided sandbox environments to developers to say "Go develop your applications to the sandbox environment." We'll use that to build an net service with you. I can give you some interesting examples across the globe that, where that is happening, right? In AsiaPac, particularly in Australia, ANZ region. There are a couple of providers who have who have done this, but in, in, in a very interesting way. But the challenges to them, why it's not completely open or public yet is primarily because they haven't figured out how to exactly monetize that. And, and that's the reason why. So in the absence of that, what will happen is they they have to rely on the ISV ecosystem to be able to build those capabilities which they can then bring it on as part of the catalog. But in Latin America, I was talking to one of the providers and they said, "Well look we have a public cloud, we have our own public cloud, right?" What we want do is use that to offer localized services not just bring everything in from the top >> But, but we heard from Ericson's CEO they're basically going to monetize it by what I call "gouge", the developers >> (Azhar laughs) >> access to the network telemetry as opposed to saying, "Hey, here's an open platform development on top of it and it will maybe create something like an app store and we'll take a piece of the action." >> So ours, >> to be is a better model. >> Yeah. So that's perfect. Our second project that we're showing here is with Intel, right? So Intel came to us cause they are a reputation for doing advanced automation solutions. They gave us carte blanche in their labs. So this is Intel Network Builders they said pick your partners. And we went with the Red Hat, Fort Net, Keysite this company KX doing AIML. But to address your DevX, here's Intel explicitly wants to get closer to the developers by exposing their APIs, open APIs over their infrastructure. Just like Red Hat has APIs, right? And so they can expose them northbound to developers so developers can leverage and tune their applications, right? But the challenge there is what Intel is doing at the low level network infrastructure, right? Is fundamentally complex, right? What you want is an abstraction layer where develop and this gets to, to your point Dave where you just said like "The developers just want to get their job done." or really they want to focus on the business logic and accelerate that service delivery, right? So the idea here is an EnterpriseWeb they can literally declaratively compose their services, express their intent. "I want this to run optimized for low latency. I want this to run optimized for energy consumption." Right? And that's all they say, right? That's a very high level statement. And then the run time translates it between all the elements that are participating in that service to realize the developer's intent, right? No hands, right? Zero touch, right? So that's now a movement in telecom. So you're right, it's taking a while because these are pretty fundamental shifts, right? But it's intent based networking, right? So it's almost two parts, right? One is you have to have the open APIs, right? So that the infrastructure has to expose its capabilities. Then you need abstractions over the top that make it simple for developers to take, you know, make use of them. >> See, one of the demonstrations we are doing is around AIOps. And I've had literally here on this floor, two conversations around what I call as network as a platform. Although it sounds like a cliche term, that's exactly what Dave was describing in terms of exposing APIs from the infrastructure and utilizing them. So once you get that data, then now you can do analytics and do machine learning to be able to build models and figure out how you can orchestrate better how you can monetize better, how can how you can utilize better, right? So all of those things become important. It's just not about internal optimization but it's also about how do you expose it to third party ecosystem to translate that into better delivery mechanisms or IOT capability and so on. >> But if they're going to charge me for every API call in the network I'm going to go broke (team laughs) >> And I'm going to get really pissed. I mean, I feel like, I'm just running down, Oracle. IBM tried it. Oracle, okay, they got Java, but they don't they don't have developer jobs. VMware, okay? They got Aria. EMC used to have a thing called code. IBM had to buy Red Hat to get to the developer community. (Lisa laughs) >> So I feel like the telcos don't today have those developer shops. So, so they have to partner. [Azhar] Yes. >> With guys like you and then be more open and and let a zillion flowers bloom or else they're going to get disrupted in a big way and they're going to it's going to be a repeat of the over, over the top in, in in a different model that I can't predict. >> Yeah. >> Absolutely true. I mean, look, they cannot be in the connectivity business. Telcos cannot be just in the connectivity business. It's, I think so, you know, >> Dave Vellante: You had a fry a frozen hand (Dave Daggul laughs) >> off that, you know. >> Well, you know, think about they almost have to go become over the top on themselves, right? That's what the cloud guys are doing, right? >> Yeah. >> They're riding over their backbone that by taking a creating a high level abstraction, they in turn abstract away the infrastructure underneath them, right? And that's really the end game >> Right? >> Dave Vellante: Yeah. >> Is because now, >> they're over the top it's their network, it's their infrastructure, right? They don't want to become bid pipes. >> Yep. >> Now you, they can take OpenShift, run that in any cloud. >> Yep. >> Right? >> You can run that in hybrid cloud, enterprise web can do the application layer configuration and management. And together we're running, you know, OSI layers one through seven, east to west, north to south. We're running across the the RAN, the core and the transport. And that is telco super cloud, my friend. >> Yeah. Well, >> (Dave Duggal laughs) >> I'm dominating the conversation cause I love talking super cloud. >> I knew you would. >> So speaking of super superpowers, when you're in customer or prospective customer conversations with providers and they've got, obviously they're they're in this transformative state right now. How, what do you describe as the superpower between Red Hat and EnterpriseWeb in terms of really helping these Telcos transforms. But at the end of the day, the connectivity's there the end user gets what they want, which is I want this to work wherever I am. >> Yeah, yeah. That's a great question, Lisa. So I think the way you could look at it is most software has, has been evolved to be specialized, right? So in Telcos' no different, right? We have this in the enterprise, right? All these specialized stacks, all these components that they wire together in the, in you think of Telco as a sort of a super set of enterprise problems, right? They have all those problems like magnified manyfold, right? And so you have specialized, let's say orchestrators and other tools for every Telco domain for every Telco layer. Now you have a zoo of orchestrators, right? None of them were designed to work together, right? They all speak a specific language, let's say quote unquote for doing a specific purpose. But everything that's interesting in the 21st century is across layers and across domains, right? If a siloed static application, those are dead, right? Nobody's doing those anymore. Even developers don't do those developers are doing composition today. They're not doing, nobody wants to hear about a 6 million lines of code, right? They want to hear, "How did you take these five things and bring 'em together for productive use?" >> Lisa: Right. How did you deliver faster for my enterprise? How did you save me money? How did you create business value? And that's what we're doing together. >> I mean, just to add on to Dave, I was talking to one of the providers, they have more than 30,000 nodes in their infrastructure. When I say no to your servers running, you know, Kubernetes,running open stack, running different components. If try managing that in one single entity, if you will. Not possible. You got to fragment, you got to segment in some way. Now the question is, if you are not exposing that particular infrastructure and the appropriate KPIs and appropriate things, you will not be able to efficiently utilize that across the board. So you need almost a construct that creates like a manager of managers, a hierarchical structure, which would allow you to be more intelligent in terms of how you place those, how you manage that. And so when you ask the question about what's the secret sauce between the two, well this is exactly where EnterpriseWeb brings in that capability to analyze information, be more intelligent about it. And what we do is provide an abstraction of the cloud layer so that they can, you know, then do the right job in terms of making sure that it's appropriate and it's consistent. >> Consistency is key. Guys, thank you so much. It's been a pleasure really digging through EnterpriseWeb. >> Thank you. >> What you're doing >> with Red Hat. How you're helping the organization transform and Supercloud, we can't forget Supercloud. (Dave Vellante laughs) >> Fight Supercloud. Guys, thank you so much for your time. >> Thank you so much Lisa. >> Thank you. >> Thank you guys. >> Very nice. >> Lisa: We really appreciate it. >> For our guests and for Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live tech coverage coming to you live from MWC 23. We'll be back after a short break.

>>Hey everyone. Hello from Las Vegas. Lisa Martin here with you, and I'm on the show floor at Reinvent. But we have a very special program series that the Cube has been doing called Women of the Cloud. It's brought to you by aws and I'm so pleased to have an excellent panel of women leaders in technology and in cloud to talk about their tactical recommendations for you, what they see as found, where they've helped organizations be successful with cloud. Please welcome my three guests, Tara Kapor, president and Chief Revenue Officer, consulting and Digital Transformations, NTT Data. We have Rachel Mu, aws, head of North America, partner sales from aws, and Jimmy Barnes joins us as well, managing director, investment banking engineering at Goldman Sachs. It is so great to have you guys on this power panel. I love it. Thank you for joining me. >>Thank >>You. Let's start with you. Give us a little bit of, of your background at NTT Data and I, and I understand NTT has a big focus on women in technology and in stem. Talk to us a little bit about that and then we'll go around the table. >>Perfect, thank you. Thank you. So brand new role for me at Entity Data. I started three months back and it's a fascinating company. We are about 22 billion in size. We work across industries on multiple innovative use cases. So we are doing a ton of work on edge analytics in the cloud, and that's where we are here with aws. We are also doing a ton of work on the private 5G that we are rolling out and essentially building out industry-wide use cases across financial services, manufacturing, tech, et cetera. Lots of women identity. We essentially have women run cloud program today. We have a gal called Nore Hanson who is our practice leader for cloud. We have Matine who's Latifa, who's our AWS cloud leader. We have Molly Ward who leads up a solutions on the cloud. We have an amazing lady in Mona who leads up our marketing programs. So a fantastic plethora of diverse women driving amazing work identity on cloud. >>That's outstanding to hear because it's one of those things that you can't be what you can't see. Right. We all talk about that. Rachel, talk a little bit about your role and some of the focus that AWS has. I know they're big customer obsession, I'm sure obsessed with other things as well. >>Sure. So Rachel Muir, pleased to be here again. I think this will be my third time. So a big fan of the Cube. I'm fortunate enough to lead our North America partner and channel business, and I'll tell you, I've been at AWS for a little under two years, and honestly, it's been probably the best two years of my career. Just in terms of where the cloud is, where it's headed, the business outcomes that we can deliver with our customers and with our partners is absolutely remarkable. We get to, you know, make the impossible possible every day. So I'm, I'm thrilled to be here and I'm thrilled to, to be part of this inaugural Women of the Cloud panel. >>Oh, I'm prepared to have all three of you. One of the things that feedback, kind of pivoting off what, Rachel, one of the things that you said that one of our guests, some of several of our guests have said is that coming out of Adams keynote this morning, it just seems limitless what AWS can do and I love that it gives me kind of chills what they can do with cloud computing and technology, with its ecosystem of partners with its customers like Goldman Sachs. Jimmy, talk to us a little bit about you, your role at Goldman Sachs. You know, we think of Goldman Sachs is a, is a huge financial institution, but it's also a technology company. >>Yeah. I mean, since the age of 15 I've been super passionate about how we can use technology to transform business and simplify modernized business processes. And it's, I'm so thrilled that I have the opportunity to do that at Goldman Sachs as an engineer. I recently moved about two years ago into the investment banking business and it's, you know, it's best in class, one of the top companies in terms of mergers and acquisitions, IPOs, et cetera. But what surprised me is how technology enables all the businesses across the board. Right? And I get to be leading the digital platform for building out the digital platform for in the investment banking business where we're modernizing and transforming existing businesses. These are not new businesses. It's like sometimes I liken it to trying to change the train while it's moving, right? These are existing businesses, but now we get to modernize and transform on the cloud. Right. Not just efficiency for the business by efficiency for technologists as >>Well. Right, right. Sticking with you, Jimmy. I wanna understand, so you've been, you've been interested in tech since you were young. I only got into tech and accidentally as an adult. I'm curious about your career path, but talk to us about that. What are some of the recommendations that you would have for other women who might be looking at, I wanna be in technology, but I wanna work for some of the big companies and they don't think about the Goldman Sachs or some of the other companies like Walmart that are absolutely technology driven. What's your advice for those women who want to grow their career? >>I also, growing up, I was, I was interested in various things. I, I loved doing hair. I used to do my own hair and I used to do hair for other students at school and I was also interested in running an entertainment company. And I used actually go around performing and singing and dancing with a group of friends, especially at church. But what amazed me is when I landed my first job at a real estate agent and everything was being done manually on paper, I was like, wow, technology can bring transformation anywhere and everywhere. And so whilst I have a myriad of interest, there's so many ways that technology can be applied. There's so many different types of disciplines within technology. It's not, there's hands on, like I'm colder, I like to code, but they're product managers, there are business analysts, there are infrastructure specialist. They're a security specialist. And I think it's about pursuing your passion, right? Pursuing your passion and identifying which aspects of technology peak your interest. And then diving in. >>Love that. Diving in. Rachel, you're shaking your head. You definitely are in alignment with a lot of what >>Duties I am. So, you know, interesting enough, I actually started my career as a civil engineer and eventually made it into, into technology. So very similar. I saw in, you know, heavy highway construction how manual some of these processes were. And mind you, this was before the cloud. And I sat down and wrote a little computer program to automate a lot of these manual tasks. And for me it was about simplification of the customer journey and really figuring out how do you deliver value. You know, on fast forward, say 20 plus years, here I am with AWS who has got this amazing cloud platform with over 200 services. And when I think about what we do in tech, from business transformation to modernizing to helping customers think about how do they create new business models, I've really found, I've really found my sweet spot, and I'll say for anyone who wants to get into tech or even switch careers, there's just a couple words of advice that I have. And it's really two words, just start. >>Yes, >>That's it. Just start. Because sometimes later becomes never. And you know, fuel your passion, be curious, think about new things. Yes. And just >>Start, I love that. Just start, you should get t-shirts made with that. Tell me a little bit about some of your recommendations. Obviously just start is great when follow your passion. What would you say to those out there looking to plan the letter? >>So, you know, my, my story's a little bit like jus because I did not want to be in tech. You know, I wanted an easy life. I did well in school and I wanted to actually be an air hostess. And when I broke that to my father, you know, the standard Indian person, now he did, he, you know, he wanted me to go in and be an engineer. Okay? So I was actually push into computer engineering, graduated. But then really two things today, right? When I look back, really two pieces, two areas I believe, which are really important for success. One is, you know, we need to be competent. And the second is we need to be confident, right? Yes, yes. It's so much easier to be competent because a lot of us diverse women, diverse people tend to over rotate on knowing their technical skills, right? Knowing technical skills important, but you need to know how to potentially apply those to business, right? Be able to define a business roi. And I see Julie nodding because she wants people to come in and give her a business ROI for programs that you're executing at Goldman Sachs. I presume the more difficult part though is confidence. >>Absolutely. It's so hard, especially when, when we're younger, we don't know. Raise your hand because I guarantee you either half the people in the, in the room or on the zoom these days weren't listening or have the same question and are too afraid to ask because they don't have the confidence. That's right. Give me, let's pivot on confidence for a minute, Jim, and let's go back to how would you advise your younger self to find your confidence? >>That's, that's a tough one because I feel like even this older self is still finding exercise to, to be real. But I think it's about, I would say it's not praise. I think it's about praising yourself, like recognizing your accomplishments. When I think about my younger self, I think I, I like to focus more on what I didn't do or what I didn't accomplish, instead of majoring and focusing on all the accomplishments and the achievements and reminding myself of those day after day after day. And I think it's about celebrating your wins. >>I love that. Celebrating your wins. Do you agree, Rachel? >>I do. Here's the hard part, and I look around this table of amazing business leaders and I can guarantee that every single one of us sometime this year woke up and said, oh my gosh, I don't know how to do that. Oh >>Yeah. But >>What we haven't followed that by is, I don't know how to do that yet. Right. And here's the other thing I would tell my younger self is there will be days where every single one of us falls apart. There will be days when we feel like we failed at work. There will be days when you feel like you failed as a parent or you failed as a spouse. There'll be days where you have a kid in the middle of target screaming and crying while you're trying to close a big business deal and you just like, oh my gosh, is this really my life? But what I would tell my younger self is, look, the crying, the chaos, the second guessing yourself, the successes, every single one of those are milestones. And it's triumphant, it's tragic, but every single thing that we have been through is fiercely worthwhile. And it's what got us >>Here. Absolutely. Absolutely. Think of all the trials and tribulations and six and Zacks that got you to this table right now. Yep. So Terry, you brought up confidence. How would you advise the women out there won't say you're gonna know stuff. The women out there now that are watching those that are watching right there. Hi. How would you advise them to really find their, their ability to praise themselves, recognize all of the trials and the tribulations as milestones as Rachel said, and really give themselves a seat at the table, raise their hand regardless of who else is in the room? >>You know, it's a, it's a more complex question just because confidence stems from courage, right? Confidence also stems from the belief that you're going to be treated fairly right now in an organization for you to be treated fairly. You need to have, be surrounded by supporters that are going to promote your voice. And very often women don't invest enough in building that support system around them. Yeah. Right. We have mentors, and mentors are great because they come in and they advise us and they'll tell us what we need to go out and do. We really need a team of sponsors Yes. Who come in and support us in the moment in the business. Give us the informal channel because very often we are not plugged into the informal channel, right. So we don't get those special projects or assignments or even opportunities to prove that we can do the tough task. Yeah. So, you know, my, my advice would be to go out and build a network of sponsors. Yes. And if you don't have one, be a sponsor for someone else. That's right. I love that. Great way to win sponsorship is by extending it todos. >>And sometimes too, it's about, honestly, I didn't even know the difference between a mentor and a sponsor until a few years ago. And I started thinking, who are I? And then I started realizing who they were. That's right. And some of the conversations that we've had on the cube about women in technology, women of the cloud with some of the women leaders have said, build, and this is kind of like, sort of what you were saying, build your own personal board of directors. Yeah. And that, oh, it gives me chills. It's just, it's so important for, for not just women, but anybody, for everybody. But it's so important to do that. And if you, you think about LinkedIn as an example, you have a network, it's there, utilize it, figure out who your mentors are, who your sponsors are, who are gonna help you land the next thing, start building that reputation. But having that board of directors that you can kind of answer to or have some accountability towards, I think is hugely very >>Important. Yeah. >>Very important. I think, you know, just for, just for those that are listening, a really important distinction for me was mentors are people that you have that help you with, Hey, here's the situation that you were just in. They advise you on the situation. Sponsors are the people that stick up for you when you're not in the room to them. Right. Sponsors are the ones that say, Hey, I think so and so not only needs to have a seat at the table, but they need to build the table. And that's a really important delineation. Yeah. Between mentors and sponsors. And everybody's gotta have a sponsor both within their company and outside of their company. Someone that's advocating for them on their behalf when they don't even know it. Yeah. Yeah. >>I love that you said that. Build the table. It reminds me of a quote that I heard from Will I am, I know, very random. It was a podcast he did with Oprah Winfrey on ai. He's very into ai and I was doing a panel on ai, so I was doing a lot of research and he said, similar for Rachel to build the table, don't wait for a door to open. You go build a door. And I just thought, God, that is such brilliant advice. It is. It's hard to do. It is. Especially when, you know, the four of us in this room, there's a lot of women around here, but we are in an environment where we are the minority women of color are also the minority. What do you guys think where tech is in terms of de and I and really focusing on De and I as as really a very focused strategic initiative. Turner, what do you think? >>So, you know, I just, I, I spoke earlier about the women that we have at Entity Data, right? We have a fabulous team of women. And joining this team has been a moment of revelation for me coming in. I think to promote dni, we all need to start giving back, right? Yes. So today, I would love to announce that we at Entity would like to welcome all of you out there. You know, folks that have diverse ideas, you know, ISV, partners with diverse solutions, thought leaders out there who want to contribute into the ecosystem, right? Customers out there who want to work with companies that are socially responsible, right? We want to work with all of you, come back, reach out to us and be a part of the ecosystem because we can build this together, right? AWS has an amazing platform that gives us an opportunity to do things differently. Yes. Right. Entity data is building a women powered cloud team. And I want to really extend that out to everyone else to be a part this ecosystem, >>But a fantastic opportunity. You know, when we talk about diversity and inclusion and equity, it needs to be intentional for organization. It sounds very intentional at ntt. I know that that intention is definitely there at AWS as well. What are your thoughts on where tech is with respect to diversity? Even thought diversity? Because a lot of times we tend to go to our comfort zones. We do. And so we tend to start creating these circles of kind of like, you know, think tanks and they think alike people to go outside of that comfort zone. It's part of building the table, of building the, is the table and getting people from outside your comfort zone to come in and bring in diverse thought. Because can you imagine the potential of technology if we have true thought diversity in an organization? >>Right? It's, it's incredible. So one of the things that I always share with my team is we've got the opportunity to really change the outcome, right? As you know, you talked about Will I am I'm gonna talk about Bono from you too, right? One of, one of his favorite quotes is, we are the people we've been waiting for. Oh, I love that. And when you think about that, that is us. There is no one else that's gonna change the outcome and continue to deliver some of the business outcomes and the innovation that we are if we don't continue to raise our hand and we don't continue to, to inspire the next generation of leaders to do the same thing. And what I've found is when you start openly sharing what your innovation ideas are or how you're leveraging your engineering background, your stories and your successes, and, and frankly, some of your failures become the inspiration for someone you might not even know. Absolutely. And that's the, you know, that's the key. You're right. Inclusion, diversity, equity and accessibility, yes. Have to be at the forefront of every business decision. And I think too often companies think that, you know, inclusion, diversity, equity and accessibility is one thing, and business outcomes are another. And they're not. No, they are one in the same. You can't build business outcomes without also focusing on inclusion, diversity, equity, accessibility. That's the deliberate piece. >>And, and it has to be deliberate. Jimmy, I wanna ask you, we only have a couple of minutes left, but you're a woman in tech, you're a woman of color. What was that like for you? You, you were very intentional knowing when you were quite young. Yeah. What you wanted to do, but how have you navigated that? Because I can't imagine that was easy. >>It wasn't. I remember, I always tell the story and the, the two things that I really wanted to emphasize today when I thought about this panel is rep representation matters and showing up matters, right? And there's a statement, there's a flow, I don't know who it's attributed to, but be the change you want to see. And I remember walking through the doors of Goldman Sachs 15 years ago and not seeing a black female engineer leader, right? And at that point in time, I had a choice. I could be like, oh, there's no one look like, there's no one that looks like me. I don't belong here. Or I could do what I actually did and say, well, I'm gonna be that person. >>Good, >>Right? I'm going to be the chain. I'm going to show up and I am going to have a seat at the table so that other people behind me can also have a seat at the table. And I think that I've had the privilege to work for a company who has been inclusive, who has had the right support system, the right structures in place, so that I can be that person who is the first black woman tech fellow at Goldman Sachs, who is one of the first black females to be promoted up the rank as a, from analysts to managing director at the company. You know, that was not just because I determined that I belong here, but because the company ensure that I felt that I belong. >>Right. >>That's a great point. They ensure that you felt that. Yeah. You need to be able to feel that. Last question, we've only got about a minute left. 2023 is just around the corner. What comes to your mind, Jimmy will stick with you as you head into the new year. >>Sorry, can you repeat >>What comes to mind priorities for 2023 that you're excited about? >>I'm excited about the democratization of data. Yeah. I'm excited about a lot of the announcements today and I, I think there is a, a huge shift going on with this whole concept of marketplaces and data exchanges and data sharing. And I think both internally and externally, people are coming together more. Companies are coming together more to really de democratize and make data available. And data is power. But a lot of our businesses are running, running on insights, right? And we need to bring that data together and I'm really excited about the trends that's going on in cloud, in technology to actually bring the data sets together. >>Touro, what are you most excited about as we head to 2023? >>I think I'm really excited about the possibilities that entity data has right here, right now, city of Las Vegas, we've actually rolled out a smart city project. So saving citizens life, using data edge analytics, machine learning, being able to predict adverse incidents before they happen, and then being able to take remediation action, right? So that's technology actually working in real time to give us tangible results. We also sponsor the Incar races. Lots of work happening there in delivering amazing customer experience across the platform to millions of users real time. So I think I'm just excited about technology coming together, but while that's happening, I think we really need to be mindful at this time that we don't push our planet into per right. We need to be sustainable, we need to be responsible. >>Absolutely. Rachel, take us out. What are you most excited about going into 2023? >>So, you know, there are so many trends that are, that we could talk about, but I'll tell you at aws, you know, we're big. We, we impact the world. So we've gotta be really thoughtful and humble about what it is that we do. So for me, what I'm most excited about is, you know, one of our leadership principles is about, you know, with what broad responsibility brings, you know, you've got to impact sustainability and many of those other things. And for me, I think it's about waking up every day for our customers, for our partners, and for the younger generations. And being better, doing better, and making better for this planet and for, you know, the future generations to come. So >>I think your tag line just start applies to all of that. It does. It has been an absolute pleasure. And then really an honor to talk to you on the program. Thank you all for joining me, sharing your experiences, sharing what you've accomplished, your recommendations for those others who might be our same generation or older or younger. All really beautiful advice. Thank you so much for your time and your insights. We appreciate it. >>Thank you. Thank you. >>For my guests, I'm Lisa Martin. You're watching The Cube, the leader in live enterprise and emerging tech coverage. Thanks for watching.

foreign welcome back to thecube's coverage of VMware Explorer 2022 Lisa Martin and Dave Nicholson here at Moscone West we're with about seven to ten thousand folks here so really good attendance at this first event since 2019 and the First with the new name Dave and I are pleased to welcome Jeff seraki the senior director of product management at Lumen as our next guest Jeff great to have you thank you for having me welcome so looked at the website I always love to see what taglines are and and lumen's website says welcome to the platform for amazing things talk to the audience a little bit about Lumen it's Mission Vision value prop would love to so much like a lot of the Enterprises that are out there today in the market lumens in the process of transforming we're transforming to a technology company from our Network routes but we also have roots in the I.T infrastructure business so we're bringing those together and creating that platform for amazing things uh we believe that our purpose is if you further human progress through technology and how we do that is we're enabling the fourth Industrial Revolution so moving in to the digital age where everything is it's all about data it's about real-time use of that data you machine learning artificial intelligence autonomous Cars Smart cities so the key tenet that we have around the fourth Industrial Revolution is data you need to acquire it and once you acquire it you need to analyze it then you need to act upon it because when you think about it data is just growing and growing and growing from the phones in your pocket to the devices that are sitting in front of us it's not going to stop and information that data is critical to driving business value and outcomes for customers so um so with that the I totally lost my train of thought sorry um uh the ability to to leverage that is critical um you know driving driving the revenue from that so for example like machine learning you can't have machine learning without data to feed the machine so they can start learning so they can look at pictures like oh look this is a picture of a dog this is a picture of a kangaroo so that's what our platform enables and that's what we're building we're building it brand new sitting on top of the Lumen networking capabilities of Global Network one of the largest IP backbone providers so we're super excited about what we have so these days every company has to be a data company to be competitive to you know well even to survive talk a little bit about enabling lumens customers to become data companies while enabling the fourth Industrial Revolution those two seem to be hand in hand yes so with the services that we provide particularly with our partnership with VMware we provide private cloud services that we can deploy on the customer premises or so whether it's a corporate office manufacturing facility a you know logistical facility so we can provide compute there or we can provide it in one of our plus 60 Edge data centers that are located in plus 60 metros so you don't have to put equipment on premises that's all connected by the Lumen Network Dynamic networking capabilities that connect from a customer Prem to Edge data center third party data center all the way into the public Cloud so we can stitch all of that together so I know you mentioned that you know you're you're you know based on your history you're moving further up the value chain with your customers but I'm still fascinated by kind of the history of lumen and when you when you refer to this Lumen Network um tell us a little more about that because that that's kind of a secret sauce ingredient to what you're doing yes so roots and Telecom roots and fiber and we have one of the largest fiber networks in the world and with that comes not only breath but also capillarity going to the markets we have over a hundred and eighty thousand fiber fed Enterprise buildings so with that imagine if your compute's there or if it's in a one of our Edge data centers how quickly you can transmit information from that Prem to the compute all the way into the cloud to acquire analyze and act on that data so that's really kind of the secret sauce we have that as you mentioned is that is that fiber backbone so I'm going to use the word capillarity at least once a day for the next week that's one of my favorite words awesome awesome word in it because and it actually it's evocative of exactly what I know you're what you're referencing but so you you guys are experts in latency bandwidth throughput those underpinnings of making sure that you can get data where it needs to be you can communicate between between environments um you've got that you've got that down so that's a very very strong Foundation to build off of is I guess the point that I wanted to see if I was correct definitely understanding and um just with that capability it really it comes down to outside the data is the user experience and with application performance you know one of the levers you can pull to drive application performance is is network but also location so you can put more bandwidth at it you can take put it on a network with less hops that's one of the advantages of our large backbone or you move the compo compute closer to the point of digital interaction which is what we're doing with our Edge platform so whether it's an edge data center on-prem yeah one thing one thing at the cube that we like to do is we we dive into those things that sometimes people think are inane and banal because we know how important they are we have a whole series on the question of does Hardware matter and so so we understand that you're delivering higher value to your customers but we also want to acknowledge just how important it is for you to have that Foundation yes underneath yeah and we're I mean the customers that in the marketplace they're expecting more and more services up this stack they don't want to have to worry about speeds and feeds well the way we're looking at it is the network has compute endpoints on it and everything has compute customers want to run their applications they don't want to worry about everything underneath it so that's why we're moving up so we want to be able to create that platform you worry about your applications you worry about development and execution of your applications and we'll take care of everything else talk a little bit about the VMware partnership I see Lumen Edge private Cloud on VCF talk a little bit about that how you guys are working together and some of the value of what's in it for me as a customer okay we've been working with for VMware for decades they're one of our best partners and our Flagship private Cloud product is based upon the cloud Foundation and it's a tried and true platform that the market understands and they have confidence in so it's something that they can relate to and they already have experience in so they're not trying to learn something new like trying to go out and find resources that can manage kubernetes like that's probably one of the hottest jobs out there probably took the wrong career path but anyways it's it's new it's emerging whereas VMware people know it there's a lot of people that know it so why spend time as an Enterprise retooling and learning and going to a different platform so with that VMware brings that foundation and the security of that that cohesive ecosystem that comes with VCF so we can provide that dedicated solution to our customers that they know and they Trust trust is critical right I mean it's it's table Stakes for businesses and their vendors and suppliers you know here we are at the VMware explore event that called uh the center of the multi-cloud universe which just sounds like a Marvel movie to me haven't seen any superheroes yet but there's got to be somebody around here in a costume in any event talk about how Lumen and VMware are enabling customers to navigate the the multi-cloud world that they're in by default and really turn it into a strategic advantage uh sure it's tied to the network um as much as I'm trying to say we opsificate it but it's um network is the critical part to it because you do have to physically connect things and the cloud is their computer somewhere so there is a physical behind everything but with the connectivity that we have and the partnership with VMware and the ability to take that platform and either from on-prem Edge data center third party data center or we can also provide that service with uh vmc and AWS we can provide it in the cloud so you have a ubiquitous platform that looks and feels the same no matter where it is and then that's critical to our customers again that the switching costs of learning it's it's a great product VMware is a great partnership to help bring that all together so what is a delighted customer sound like you're interacting with a delighted customer they're not gonna they're not going to pick up the phone and tell you you know what I love your network what what are they going to be what are they going to tell you they're happy about a delighty customer wouldn't talk about our infrastructure at all our virtual machines work our applications work our software Engineers they can develop against it our costs are optimized that's what they're going to care about if they start talking about oh our virtual machines or servers and that means there's probably something wrong so we need to make sure that platform that we're providing as a service and managing works so it's really if your application if you want to talk to me about your application that's what's top of mind for you we're doing our job now you share that love with the folks in your organization responsible for making sure that that infrastructure works right yes you let them know it's like look no no one is no one is touting what you do but it really still is important it is very you want to make sure keep those folks happy yes very important talk a little bit Jeff about how your customer conversations have evolved over the last couple of years as we saw you know two and a half years ago businesses in every industry scrambling to go digital have you seen priorities shift up the c-suite stock over to the board in terms of the infrastructure and the network that powers these organizations yeah I mean over the past couple years with the proliferation of public cloud you know the edicts of got to go to the cloud we got to go Cloud go to the go to the cloud so everything goes to the cloud it's great it's good for a lot of applications but not for all applications and the customer conversations were having a lot of it are okay what what comes back because with Cloud cream and costs it just yeah if you're looking at a permanent VM basis you know public Cloud works but when you have an entire ecosystem of virtual machines and applications to support entire Enterprise that cost can get out of hand pretty quickly are you saying that we we yeah we hear the term repatriation yes used are you saying a fair fair amount of that yes we're seeing that then the other part that we're seeing is getting out of the data center business that's expensive especially if an Enterprise has their own like that's you're talking about 10 million dollars per megawatt just of capital cost there so and then if they're in a third party you still have physical space and power you have servers there you have to assume someone's optimizing those servers and even if you have a hypervisor sitting on top of it that's a lot of work that's a lot of resources and human capital that our private Cloud solution with VMware takes away so that they can again they can worry about their applications providing business value providing customer experience versus is there anything on this server or not does somebody need this virtual machine what are all these public Cloud spend items we have how's this out of control it allows them to focus so that's kind of how things have have evolved and changed over the years one of the things that VMware talked about this morning in terms of the journey the cloud journey is going from cloud chaos which is where a lot of businesses are now to Cloud smart how does Lumen facilitate that transition of a business from cloud chaos to Cloud smart what is a cloud smart strategy from lumen's lens look like first of all you have to have a strategy as an Enterprise you'd be surprised how many of those that are out there that they don't know what to do and part of not knowing what to do is do we even have the right people looking at this and so what Lumen what we bring is that consultative capability to start breaking down some of those issues so maybe they do have a hybrid Cloud strategy okay have you implemented it no why not we don't have enough people okay those are resources we can bring in because not only you provide network and infrastructure but we also have managed surface capabilities managed Services capabilities we can sit on top of that we have Cloud migration practices we have centers of excellence around sap and other services so let us help dissect your problem let's take a let's look at the landscape you have out there find out where everything's buried and dig it up and then we figure out okay how do we move from one place the other you don't just lift and shift and so that those are the other services that Lumen brings in and that's how we help them and our private Cloud product we have it sitting on our Edge right in those 60 metros they can spin up a private Cloud instance tomorrow and they can start moving virtual machines from their data center to that cloud as a staging point to either keep it there you know move it to another place or move it into the public Cloud if that's where the application needs to live I'm curious about lumen's go to market strategy customers have a finite number of strategic seats at the table when it comes time to planning things out like what you just were referencing you know what what do we do next uh what's lumen's path to a seat at that table are you are you generally seeking to directly engage separately with that end user customer or are you going in partnering with others what does that look like in the real world in the real world it's Partners working together no one single entity can provide everything we have to work together and with our infrastructure layer we want to find the right partners that can help provide vertical specific Solutions that then you know they can be Hardware Partners they can be software Partners but then we can collectively go talk to the market talk to our customers about what we can help them with and then with our managed Services capabilities that's how we can kind of glue it all together so that's the direction we're going in so be very focused we're focused on manufacturing you're focused on retail because we see the largest opportunities there that's where we have a strong customer base strong customer relationships and that's how we're doing it we don't want to have an infrastructure conversation we want to outcome and application conversation that's what every customer is talking about it's all about outcomes is there Jeff a favorite customer story in manufacturing or retail that you think really articulates the value of what Lumen and VMware are delivering together yeah it's a yeah we kind of use this one a lot but it's it's uh it's a really good one um and we've seen um uh clones of this and and other opportunities manufacturing smart manufacturing you need to have the equipment that takes that information again that data from all the iot devices analyze it operate your manufacturing facility because most of it's all automated now so you can run that facility at optimal production with that compute you don't necessarily want that compute you know a thousand miles away you want it as close as possible particularly if you look at what if there's a fiber cut your network goes down okay then your factory goes down that's millions of dollars so with that compute there we allow that smart manufacturing capabilities and that's running on Lumen private cloud based upon VMware on vcloud foundation and it's working great and it's it's an opportunity for us to continue to expand I've seen similar use cases in logistics it's yeah I mean it's phenomenal what we can do when you're in conversations with prospects what's the why what's the pitch that you give them about why they should be working with Lumen to help them really maximize the value of their Edge Solutions it's really the resources we bring to bear like you know we we keep talking a lot about Network and uh trying to get away from the sniper that's my cousin the network is is key to the value proposition but it's not what people look at first but it's those other resources the ability to to manage I.T infrastructure which have been doing for decades a lot of people don't know that but we've been doing this a very long time and then with those areas of expertise managed Services it's providing that all together and with lumen's history the Partnerships we have I mean we have a lot of Partnerships so we have the ability to bring all these resources to provide the best solution for the customer and we like to use the term best execution venue so each application has an optimal place to live and we'll help help customers find that out and it's really I mean it's that simple we just need to sit down and have a conversation we can figure out where we can help you and we can get started as soon as the customer is ready so obviously some some changes coming up for VMware in the next few months or so what are you excited about as you continue this long-standing partnership and evolving it forward I'm most excited about us working together even more because we have not only do we have our private Cloud products uh we're leveraging them for kubernetes but also our sassy product we're partnered with VMware on that so we're really tight at the hip with these Cutting Edge Products that we're taking to Market to help customers solve those problems that we were just talking about so I'm just looking forward us coming together more and just getting out there and helping people threatening of the partnership excellent Jeff thank you for joining Dave and me on the program talking about what's going on with Lumen how you're enabling the fourth Industrial Revolution enabling customers to really become data companies we appreciate your time on your insights thank you for Jeff saraki and Dave Nicholson I'm Lisa Martin you're watching thecube live from VMware Explorer 2022. you're watching thecube the leader in Live tech coverage [Music]

>>With me now or Maneesh outer wall, senior director of product management for a HyperFlex. It's Cisco at flash for all. Number four. I love that on Twitter and Darren Williams, the director of business development and sales for Cisco, Mr. HyperFlex at Mr. HyperFlex on Twitter. Thanks guys. Hey, we're going to talk about some news and in HyperFlex and what role it plays in accelerating the hybrid cloud journey. Gentlemen, welcome to the cube. Good to see you. >>Thanks David. >>Hi, Darren. Let's start with you. So for hybrid cloud, you got to have on-prem connection, right? So you got to have basically a private cloud. What are your thoughts on that? >>Yeah, we agree. You can't, you can't have a hybrid cloud without that private adamant. And you've got to have a strong foundation in terms of how you set up the, the whole benefit of the cloud model you build in, in terms of what you want to try and get back from the cloud. You need a strong foundation. High conversions provides that we see more and more customers requiring a private cloud in their building with hyper conversions in particular HyperFlex, Mexican bank, all that work. They need a good strong cloud operations model to be able to connect both the private and the public. And that's where we look at insight. We've got solution around that to be able to connect that around a SAS offering Nathan looks around simplified operations, give some optimization and also automation to bring both private and public together in that hybrid world. >>Darren let's stay with you for a minute. When you talk to your customers, what are they thinking these days? W when it comes to implementing hyper-converged infrastructure in both the enterprise and at the edge, what are they trying to achieve? >>So, so there's many things they're trying to achieve. My probably the most brutal, honest is they're trying to save money. That's probably the quickest answer, but I think they're trying to look at, in terms of simplicity, how can they remove laser components they've had before in their infrastructure, we see obviously collapsing of storage into hyperconversions and storage networking. And we got customers that have saved 80% worth of savings by doing that class into a hyper conversion infrastructure away from their three tier infrastructure, also about scalability. They don't know the end game. So they're looking about how they can size for what they know now and how they can grow that with hyper-conversion. It's very easy. It's one of the major factors and benefits of hyperconversions. They also obviously need performance and consistent performance. They don't want to compromise performance around their virtual machines when they want to run multiple workloads, they need that consistency all the way through. >>And then probably one of the biggest ones is that around the simplicity model is the management layer, ease of management to make it easier for their operations. And we've got customers that have told us they've saved 50% of costs in that operations model, deploying flex also around the time-savings. They make massive time savings, which they can reinvest in their infrastructure and their operations teams in being able to innovate and go forward. And then I think probably one of the biggest pieces where you've seen as people move away from the three tier architecture is the deployment elements. And the ease of deployment gets easy with hyper-converged, especially with edge edge is a major, key use case for us. And what our customers want to do is get the benefit of the data center at the edge without a big investment. They don't want to compromise on performance, and they want that simplicity in both management and employment. >>And we've seen our analyst recommendations around what their readers are telling them in terms of how management deployments key for it, operations teams and how much they're actually saving by deploying edge and taking the burden away when they deploy hyper conversions. And as I said, the savings elements, the key there, and again, not always, but obviously there's all case studies around about public cloud being quite expensive at times over time for the wrong workloads. So by bringing them back, people could make savings. And we again have customers that have made 50% savings over three years compared to their public cloud usage. So I'd say that's the key things that customers are looking for. Yeah. >>Great. Thank you for that, Darren, uh, Monisha, we have some hard news. You've been working a lot on evolving the hyper flex line. What's the big news that you've just announced. >>Yeah. Thanks Dave. Um, so there are several things that we are seeing today. The first one is a new offer, um, called HyperFlex express. This is, uh, you know, Cisco intersite lend and Cisco intersect managed it HyperFlex configurations that we feel are the fastest spot to hybrid cloud. The second is we're expanding our service portfolio by adding support for each X on EMD rack, uh, UCS M D rack. And the code is a new capability that we're introducing that we calling, um, local and containerized witness and get, let me take a minute to explain what this is. This is a pretty nifty, uh, capability to optimize for, for an edge environments. So, you know, this leverage is the Cisco's ubiquitous presence, uh, of the networking, um, products that we have in the environments worldwide. So the smallest HyperFlex configuration that we have is, uh, configuration, which is primarily used in edge environments, think of a, you know, a backup woman or department store, or it might even be a smaller data center somewhere on the blue for these two, not two configurations. >>There is always a need for a third entity that, uh, you know, industry down for that is either a witness or an arbitrator. Uh, we had that for HyperFlex as well. And the problem that customers face is where do you host this witness? It cannot be on the cluster because it's the job of the witnesses to when the infrastructure is going. Now, it basically breaks, um, sort of, uh arbitrates which node gets to survive. So it needs to be outside of the cluster, but finding infrastructure, uh, to actually host this is a problem, especially in the edge environments where these are resource constrained environments. So what we've done is we've taken that test. We've converted it into a container or a form factor, and then qualified a very large slew of Cisco networking products that we have, right from ISR ESR, mixers, catalyst, industrial routers, uh, even, uh, even as we buy that can host host this witness, eliminating the need for you to find yet another piece of infrastructure are doing any, um, you know, Caden feeding or that infrastructure. You can host it on something that already exists in the environment. So those are the three things that we are announcing today. >>I want to ask you about HyperFlex express. You know, obviously the, the whole demand and supply chain is out of whack. Everybody's, you know, global supply chain issues are in the news, everybody's dealing with it. Can you expand on that a little bit more? Can, can HyperFlex express help customers respond to some of these issues? >>Yeah, indeed. The, um, you know, the primary motivation for HyperFlex express was indeed, uh, an idea that, uh, you know, one of the folks on my team had, we was to build a set of HyperFlex configurations that are, you know, would have a shorter lead time, but as we were brainstorming, we were actually able to tag on multiple other things and, uh, make sure that, uh, you know, that is in it for something in it for customers, for sales, as well as our partners. Uh, so for example, uh, you know, for customers, uh, we've been able to dramatically simplify the configuration and the install for HyperFlex express. These are still high-paced configurations, and you would at the end of it, get a HyperFlex cluster, but the part to that cluster is much, much, uh, simplifying. Uh, second is that we've added an flexibility where you can now deploy these, uh, these are data center configurations, but you can deploy these with, or without fabric interconnects, meaning you can deploy with your existing top of rack. >>Um, we've also added a, uh, attractive price point for these. And, uh, of course, uh, you know, these will have a better lead times because we made sure, uh, that, uh, you know, we are using components that are, um, that we have clear line of sight from a supply perspective for partner and sales. This is represents a high velocity sales motion, a foster doughnut around time, uh, and a frictionless sales motion for our distributors. Uh, this is actually a set of distinct friendly configurations, which they would find very easy to stock. And with a quick turnaround time, this would be very attractive for, uh, the disease as well. >>It's interesting Maneesh, I'm looking at some fresh survey data set more than 70% of the customers that were surveyed. This is ETR survey. Again, I mentioned them at the top more than the 70% said they had difficulty procuring a server hardware and networking was also a huge problem. So, so that's encouraging. Um, what about ministry, uh, AMD that's new for HyperFlex? What's that going to give customers that they couldn't get before? >>Yeah, Dave, so, uh, you know, in the short time that we've had UCS EMD direct support, we've had several record breaking benchmark results that we've published. So it's a, it's a, it's a powerful platform with a lot of performance in it. And HyperFlex, uh, you know, the differentiator that we've had from day one is that it is, it has the industry leading storage performance. So with this, we are going to get the masters compute together with the foster storage and this, we are logging that will, it'll basically unlock, you know, a, um, unprecedented level of performance and efficiency, but also unlock several new workloads, uh, that were previously locked out from the hyper-converged experience. >>Yeah. Cool. Um, so Darren, can you, can you give us an idea as to how HyperFlex is doing in the field? >>Sure, absolutely. So I've made, Maneesha been involved right from the Stein before it was called hype and we we've had a great journey and it's very exciting to see where we're taking, where we've been with the $10 year. So we have over 5,000 customers worldwide, and we're currently growing faster year over year than the market. Um, the majority of our customers are repeat buyers, which is always a good sign in terms of coming back when they've, uh, approved for technology and are comfortable with the technology. They repeat by expanded capacity, putting more workloads on they use in different use cases on that. And from an age perspective, more numbers of science. So really good endorsement, the technology, um, we get used across all verticals or segments, um, to house mission critical, uh, applications, as well as the, uh, traditional virtual server infrastructures, uh, and where the lifeblood of our customers around those mission critical customers. >>They want example, and I apologize for the worldwide audience, but this resonates with the American audiences, uh, the super bowl. So, uh, the like, uh, stadium that house, the soup, well actually has Cisco HyperFlex, right? In all the management services through, from the entire stadium for digital signage, 4k video distribution, and it's compete completely cashless. So if that were to break during the super bowl, that would have been a big, uh, news article, but it was run perfectly. We in the design of the solution were able to collapse down nearly 200 service into a few nodes, across a few racks and at a hundred, 120 virtual machines running the whole stadium without missing a heartbeat. And that is mission critical for you to run super bowl and not be on the front of the press afterwards for the wrong reasons. That's a win for us. So we really are really happy with the high place where it's going, what it's doing. And some of the use cases we're getting involved in very, very excited. >>He come on Darren Superbowl, NFL, that's, uh, that's international now. And you know, it's, it's dating London. Of course, I see the, the picture of the real football over your shoulder. But anyway, last question for minis. Give us a little roadmap. What's the future hold for HyperFlex. >>Yeah, so, you know, as Dan said, what data and I have been involved with type of flicks since the beginning, uh, but, uh, I think the best is we have to come. Uh, there are three main pillars for, uh, for HyperFlex. Um, one is intersite is central to our strategy. It provides a lot of customer benefit from a single pane of glass, um, management, but we are going to date this beyond the lifecycle management, which is a for HyperFlex, which is integrated. You're going to say today and element management, we're going to take it beyond that and start delivering customer value on the dimensions of AI ops, because intersect really provides us a ideal platform to gather slides from all the clusters across the globe, do AIML and do some predictive analysis with that and return it back as, uh, you know, customer value, um, actionable insights. >>So that is one, uh, the second is UCS expand the HyperFlex portfolio, go beyond UCS to third party server platforms and newer, uh, UCS, several platforms as well. But the highlight, there is one that I'm really, really excited about and think that there is a lot of potential in terms of the number of customers we can help is HX on X, CDs, uh, extra users. And other thing that'd be able to, uh, you know, uh, uh, get announcing a bunch of capabilities on in this particular launch. Uh, but each Axonics cities will have that by the end of this calendar year. And that should unlock with the flexibility of X of hosting, a multitude of workloads and the simplicity of HyperFlex. We were hoping that would bring a lot of benefits to new workloads, uh, that were locked out previously. And then the last thing is HyperFlex need a platform. >>This is the heart of the offering today, and you'll see the hyperlinks data platform itself. It's a distributed architecture, a unique architecture, primarily where we get our, you know, uh, they got bidding performance wrong. You'll see it get foster a more scalable, more resilient, and we'll optimize it for, uh, you know, containerized workloads, meaning it will get a granular container, a container, granular management capabilities and optimize for public cloud. So those are some things that we are, the team is busy working on, and we should see that come to fruition. I'm hoping that we'll be back at this forum in maybe before the end of the year and talking about some of these new capabilities. >>That's great. Thank you very much for that. Okay guys, we gotta leave it there. And, you know, Monisha was talking about the HX on X series. That's huge. Customers are gonna love that. And it's a great transition because in a moment I'll be back with VKS Ratana and Jim leech, and we're going to dig into X series. Some real serious engineering went into this platform and we're gonna explore what it all means. You're watching simplifying hybrid cloud on the cube. You're a leader in enterprise tech coverage.

>> The introduction of the modern public cloud in the mid 2000s, permanently changed the way we think about IT. At the heart of it, the cloud operating model attacked one of the biggest problems in enterprise infrastructure, human labor costs. More than half of IT budgets were spent on people, and much of that effort added little or no differentiable value to the business. The automation of provisioning, management, recovery, optimization, and decommissioning infrastructure resources has gone mainstream as organizations demand a cloud-like model across all their application infrastructure, irrespective of its physical location. This has not only cut cost, but it's also improved quality and reduced human error. Hello everyone, my name is Dave Vellante and welcome to Simplifying Hybrid Cloud, made possible by Cisco. Today, we're going to explore Hybrid Cloud as an operating model for organizations. Now the definite of cloud is expanding. Cloud is no longer an abstract set of remote services, you know, somewhere out in the clouds. No, it's an operating model that spans public cloud, on-premises infrastructure, and it's also moving to edge locations. This trend is happening at massive scale. While at the same time, preserving granular control of resources. It's an entirely new game where IT managers must think differently to deal with this complexity. And the environment is constantly changing. The growth and diversity of applications continues. And now, we're living in a world where the workforce is remote. Hybrid work is now a permanent state and will be the dominant model. In fact, a recent survey of CIOs by Enterprise Technology Research, ETR, indicates that organizations expect 36% of their workers will be operating in a hybrid mode. Splitting time between remote work and in office environments. This puts added pressure on the application infrastructure required to support these workers. The underlying technology must be more dynamic and adaptable to accommodate constant change. So the challenge for IT managers is ensuring that modern applications can be run with a cloud-like experience that spans on-prem, public cloud, and edge locations. This is the future of IT. Now today, we have three segments where we're going to dig into these issues and trends surrounding Hybrid Cloud. First up, is DD Dasgupta, who will set the stage and share with us how Cisco is approaching this challenge. Next, we're going to hear from Manish Agarwal and Darren Williams, who will help us unpack HyperFlex which is Cisco's hyperconverged infrastructure offering. And finally, our third segment will drill into Unified Compute. More than a decade ago, Cisco pioneered the concept of bringing together compute with networking in a single offering. Cisco frankly, changed the legacy server market with UCS, Unified Compute System. The X-Series is Cisco's next generation architecture for the coming decade and we'll explore how it fits into the world of Hybrid Cloud, and its role in simplifying the complexity that we just discussed. So, thanks for being here. Let's go. (upbeat music playing) Okay, let's start things off. DD Dasgupta is back on theCUBE to talk about how we're going to simplify Hybrid Cloud complexity. DD welcome, good to see you again. >> Hey Dave, thanks for having me. Good to see you again. >> Yeah, our pleasure. Look, let's start with big picture. Talk about the trends you're seeing from your customers. >> Well, I think first off, every customer these days is a public cloud customer. They do have their on-premise data centers, but, every customer is looking to move workloads, new services, cloud native services from the public cloud. I think that's one of the big things that we're seeing. While that is happening, we're also seeing a pretty dramatic evolution of the application landscape itself. You've got, you know, bare metal applications, you always have virtualized applications, and then most modern applications are containerized, and, you know, managed by Kubernetes. So I think we're seeing a big change in, in the application landscape as well. And, probably, you know, triggered by the first two things that I mentioned, the execution venue of the applications, and then the applications themselves, it's triggering a change in the IT organizations in the development organizations and sort of not only how they work within their organizations, but how they work across all of these different organizations. So I think those are some of the big things that, that I hear about when I talk to customers. >> Well, so it's interesting. I often say Cisco kind of changed the game in server and compute when it developed the original UCS. And you remember there were organizational considerations back then bringing together the server team and the networking team and of course the storage team as well. And now you mentioned Kubernetes, that is a total game changer with regard to whole the application development process. So you have to think about a new strategy in that regard. So how have you evolved your strategy? What is your strategy to help customers simplify, accelerate their hybrid cloud journey in that context? >> No, I think you're right Dave, back to the origins of UCS and we, you know, why did a networking company build a server? Well, we just enabled with the best networking technologies so, would do compute better. And now, doing something similar on the software, actually the managing software for our hyperconvergence, for our, you know, Rack server, for our blade servers. And, you know, we've been on this journey for about four years. The software is called Intersight, and, you know, we started out with Intersight being just the element manager, the management software for Cisco's compute and hyperconverged devices. But then we've evolved it over the last few years because we believe that a customer shouldn't have to manage a separate piece of software, would do manage the hardware, the underlying hardware. And then a separate tool to connect it to a public cloud. And then a third tool to do optimization, workload optimization or performance optimization, or cost optimization. A fourth tool to now manage, you know, Kubernetes and like, not just in one cluster, one cloud, but multi-cluster, multi-cloud. They should not have to have a fifth tool that does, goes into observability anyway. I can go on and on, but you get the idea. We wanted to bring everything onto that same platform that manage their infrastructure. But it's also the platform that enables the simplicity of hybrid cloud operations, automation. It's the same platform on which you can use to manage the, the Kubernetes infrastructure, Kubernetes clusters, I mean, whether it's on-prem or in a cloud. So, overall that's the strategy. Bring it to a single platform, and a platform is a loaded word we'll get into that a little bit, you know, in this conversation, but, that's the overall strategy, simplify. >> Well, you know, you brought platform. I like to say platform beats products, but you know, there was a day, and you could still point to some examples today in the IT industry where, hey, another tool we can monetize that. And another one to solve a different problem, we can monetize that. And so, tell me more about how Intersight came about. You obviously sat back, you saw what your customers were going through, you said, "We can do better." So tell us the story there. >> Yeah, absolutely. So, look, it started with, you know, three or four guys in getting in a room and saying, "Look, we've had this, you know, management software, UCS manager, UCS director." And these are just the Cisco's management, you know, for our, softwares for our own platforms. And every company has their own flavor. We said, we took on this bold goal of like, we're not, when we rewrite this or we improve on this, we're not going to just write another piece of software. We're going to create a cloud service. Or we're going to create a SaaS offering. Because the same, the infrastructure built by us whether it's on networking or compute, or the cyber cloud software, how do our customers use it? Well, they use it to write and run their applications, their SaaS services, every customer, every customer, every company today is a software company. They live and die by how their applications work or don't. And so, we were like, "We want to eat our own dog food here," right? We want to deliver this as a SaaS offering. And so that's how it started, we've being on this journey for about four years, tens of thousands of customers. But it was a pretty big, bold ambition 'cause you know, the big change with SaaS as you're familiar Dave is, the job of now managing this piece of software, is not on the customer, it's on the vendor, right? This can never go down. We have a release every Thursday, new capabilities, and we've learned so much along the way, whether it's to announce scalability, reliability, working with, our own company's security organizations on what can or cannot be in a SaaS service. So again, it's been a wonderful journey, but, I wanted to point out, we are in some ways eating our own dog food 'cause we built a SaaS application that helps other companies deliver their SaaS applications. >> So Cisco, I look at Cisco's business model and I compare, of course compare it to other companies in the infrastructure business and, you're obviously a very profitable company, you're a large company, you're growing faster than most of the traditional competitors. And, so that means that you have more to invest. You, can afford things, like to you know, stock buybacks, and you can invest in R&D you don't have to make those hard trade offs that a lot of your competitors have to make, so-- >> You got to have a talk with my boss on the whole investment. >> Yeah, right. You'd never enough, right? Never enough. But in speaking of R&D and innovations that you're intro introducing, I'm specifically interested in, how are you dealing with innovations to help simplify hybrid cloud, the operations there, improve flexibility, and things around Cloud Native initiatives as well? >> Absolutely, absolutely. Well, look, I think, one of the fundamentals where we're kind of philosophically different from a lot of options that I see in the industry is, we don't need to build everything ourselves, we don't. I just need to create a damn good platform with really good platform services, whether it's, you know, around, searchability, whether it's around logging, whether it's around, you know, access control, multi-tenants. I need to create a really good platform, and make it open. I do not need to go on a shopping spree to buy 17 and 1/2 companies and then figure out how to stich it all together. 'Cause it's almost impossible. And if it's impossible for us as a vendor, it's three times more difficult for the customer who then has to consume it. So that was the philosophical difference and how we went about building Intersight. We've created a hardened platform that's always on, okay? And then you, then the magic starts happening. Then you get partners, whether it is, you know, infrastructure partners, like, you know, some of our storage partners like NetApp or PR, or you know, others, who want their conversion infrastructures also to be managed, or their other SaaS offerings and software vendors who have now become partners. Like we did not write Terraform, you know, but we partnered with Hashi and now, you know, Terraform service's available on the Intersight platform. We did not write all the algorithms for workload optimization between a public cloud and on-prem. We partner with a company called Turbonomic and so that's now an offering on the Intersight platform. So that's where we're philosophically different, in sort of, you know, how we have gone about this. And, it actually dovetails well into, some of the new things that I want to talk about today that we're announcing on the Intersight platform where we're actually announcing the ability to attach and be able to manage Kubernetes clusters which are not on-prem. They're actually on AWS, on Azure, soon coming on GC, on GKE as well. So it really doesn't matter. We're not telling a customer if you're comfortable building your applications and running Kubernetes clusters on, you know, in AWS or Azure, stay there. But in terms of monitoring, managing it, you can use Intersight, and since you're using it on-prem you can use that same piece of software to manage Kubernetes clusters in a public cloud. Or even manage DMS in a EC2 instance. So. >> Yeah so, the fact that you could, you mentioned Storage Pure, NetApp, so Intersight can manage that infrastructure. I remember the Hashi deal and I, it caught my attention. I mean, of course a lot of companies want to partner with Cisco 'cause you've got such a strong ecosystem, but I thought that was an interesting move, Turbonomic you mentioned. And now you're saying Kubernetes in the public cloud. So a lot different than it was 10 years ago. So my last question is, how do you see this hybrid cloud evolving? I mean, you had private cloud and you had public cloud, and it was kind of a tug of war there. We see these two worlds coming together. How will that evolve on for the next few years? >> Well, I think it's the evolution of the model and I, really look at Cloud, you know, 2.0 or 3.0, or depending on, you know, how you're keeping terms. But, I think one thing has become very clear again, we, we've be eating our own dog food, I mean, Intersight is a hybrid cloud SaaS application. So we've learned some of these lessons ourselves. One thing is for sure that the customers are looking for a consistent model, whether it's on the edge, on the COLO, public cloud, on-prem, no data center, it doesn't matter. They're looking for a consistent model for operations, for governance, for upgrades, for reliability. They're looking for a consistent operating model. What (indistinct) tells me I think there's going to be a rise of more custom clouds. It's still going to be hybrid, so applications will want to reside wherever it most makes most sense for them which is obviously data, 'cause you know, data is the most expensive thing. So it's going to be complicated with the data goes on the edge, will be on the edge, COLO, public cloud, doesn't matter. But, you're basically going to see more custom clouds, more industry specific clouds, you know, whether it's for finance, or transportation, or retail, industry specific, I think sovereignty is going to play a huge role, you know, today, if you look at the cloud provider there's a handful of, you know, American and Chinese companies, that leave the rest of the world out when it comes to making, you know, good digital citizens of their people and you know, whether it's data latency, data gravity, data sovereignty, I think that's going to play a huge role. Sovereignty's going to play a huge role. And the distributor cloud also called Edge, is going to be the next frontier. And so, that's where we are trying line up our strategy. And if I had to sum it up in one sentence, it's really, your cloud, your way. Every customer is on a different journey, they will have their choice of like workloads, data, you know, upgrade reliability concern. That's really what we are trying to enable for our customers. >> You know, I think I agree with you on that custom clouds. And I think what you're seeing is, you said every company is a software company. Every company is also becoming a cloud company. They're building their own abstraction layers, they're connecting their on-prem to their public cloud. They're doing that across clouds, and they're looking for companies like Cisco to do the hard work, and give me an infrastructure layer that I can build value on top of. 'Cause I'm going to take my financial services business to my cloud model, or my healthcare business. I don't want to mess around with, I'm not going to develop, you know, custom infrastructure like an Amazon does. I'm going to look to Cisco and your R&D to do that. Do you buy that? >> Absolutely. I think again, it goes back to what I was talking about with platform. You got to give the world a solid open, flexible platform. And flexible in terms of the technology, flexible in how they want to consume it. Some of our customers are fine with the SaaS, you know, software. But if I talk to, you know, my friends in the federal team, no, that does not work. And so, how they want to consume it, they want to, you know, (indistinct) you know, sovereignty we talked about. So, I think, you know, job for an infrastructure vendor like ourselves is to give the world a open platform, give them the knobs, give them the right API tool kit. But the last thing I will mention is, you know, there's still a place for innovation in hardware. And I think some of my colleagues are going to get into some of those, you know, details, whether it's on our X-Series, you know, platform or HyperFlex, but it's really, it's going to be software defined, it's a SaaS service and then, you know, give the world an open rock solid platform. >> Got to run on something All right, Thanks DD, always a pleasure to have you on the, theCUBE, great to see you. >> Thanks for having me. >> You're welcome. In a moment, I'll be back to dig into hyperconverged, and where HyperFlex fits, and how it may even help with addressing some of the supply chain challenges that we're seeing in the market today. >> It used to be all your infrastructure was managed here. But things got more complex in distributing, and now IT operations need to be managed everywhere. But what if you could manage everywhere from somewhere? One scalable place that brings together your teams, technology, and operations. Both on-prem and in the cloud. One automated place that provides full stack visibility to help you optimize performance and stay ahead of problems. One secure place where everyone can work better, faster, and seamlessly together. That's the Cisco Intersight cloud operations platform. The time saving, cost reducing, risk managing solution for your whole IT environment, now and into the future of this ever-changing world of IT. (upbeat music) >> With me now are Manish Agarwal, senior director of product management for HyperFlex at Cisco, @flash4all, number four, I love that, on Twitter. And Darren Williams, the director of business development and sales for Cisco. MrHyperFlex, @MrHyperFlex on Twitter. Thanks guys. Hey, we're going to talk about some news and HyperFlex, and what role it plays in accelerating the hybrid cloud journey. Gentlemen, welcome to theCUBE, good to see you. >> Thanks a lot Dave. >> Thanks Dave. >> All right Darren, let's start with you. So, for a hybrid cloud, you got to have on-prem connection, right? So, you got to have basically a private cloud. What are your thoughts on that? >> Yeah, we agree. You can't have a hybrid cloud without that prime element. And you've got to have a strong foundation in terms of how you set up the whole benefit of the cloud model you're building in terms of what you want to try and get back from the cloud. You need a strong foundation. Hyperconversions provides that. We see more and more customers requiring a private cloud, and they're building it with Hyperconversions, in particular HyperFlex. Now to make all that work, they need a good strong cloud operations model to be able to connect both the private and the public. And that's where we look at Intersight. We've got solution around that to be able to connect that around a SaaS offering. That looks around simplified operations, gives them optimization, and also automation to bring both private and public together in that hybrid world. >> Darren let's stay with you for a minute. When you talk to your customers, what are they thinking these days when it comes to implementing hyperconverged infrastructure in both the enterprise and at the edge, what are they trying to achieve? >> So there's many things they're trying to achieve, probably the most brutal honesty is they're trying to save money, that's probably the quickest answer. But, I think they're trying to look in terms of simplicity, how can they remove layers of components they've had before in their infrastructure? We see obviously collapsing of storage into hyperconversions and storage networking. And we've got customers that have saved 80% worth of savings by doing that collapse into a hyperconversion infrastructure away from their Three Tier infrastructure. Also about scalability, they don't know the end game. So they're looking about how they can size for what they know now, and how they can grow that with hyperconvergence very easy. It's one of the major factors and benefits of hyperconversions. They also obviously need performance and consistent performance. They don't want to compromise performance around their virtual machines when they want to run multiple workloads. They need that consistency all all way through. And then probably one of the biggest ones is that around the simplicity model is the management layer, ease of management. To make it easier for their operations, yeah, we've got customers that have told us, they've saved 50% of costs in their operations model on deploying HyperFlex, also around the time savings they make massive time savings which they can reinvest in their infrastructure and their operations teams in being able to innovate and go forward. And then I think probably one of the biggest pieces we've seen as people move away from three tier architecture is the deployment elements. And the ease of deployment gets easy with hyperconverged, especially with Edge. Edge is a major key use case for us. And, what I want, what our customers want to do is get the benefit of a data center at the edge, without A, the big investment. They don't want to compromise in performance, and they want that simplicity in both management and deployment. And, we've seen our analysts recommendations around what their readers are telling them in terms of how management deployment's key for our IT operations teams. And how much they're actually saving by deploying Edge and taking the burden away when they deploy hyperconversions. And as I said, the savings elements is the key bit, and again, not always, but obviously those are case studies around about public cloud being quite expensive at times, over time for the wrong workloads. So by bringing them back, people can make savings. And we again have customers that have made 50% savings over three years compared to their public cloud usage. So, I'd say that's the key things that customers are looking for. Yeah. >> Great, thank you for that Darren. Manish, we have some hard news, you've been working a lot on evolving the HyperFlex line. What's the big news that you've just announced? >> Yeah, thanks Dave. So there are several things that we are announcing today. The first one is a new offer called HyperFlex Express. This is, you know, Cisco Intersight led and Cisco Intersight managed eight HyperFlex configurations. That we feel are the fastest path to hybrid cloud. The second is we are expanding our server portfolio by adding support for HX on AMD Rack, UCS AMD Rack. And the third is a new capability that we are introducing, that we are calling, local containerized witness. And let me take a minute to explain what this is. This is a pretty nifty capability to optimize for Edge environments. So, you know, this leverages the, Cisco's ubiquitous presence of the networking, you know, products that we have in the environments worldwide. So the smallest HyperFlex configuration that we have is a 2-node configuration, which is primarily used in Edge environments. Think of a, you know, a backroom in a departmental store or a oil rig, or it might even be a smaller data center somewhere around the globe. For these 2-node configurations, there is always a need for a third entity that, you know, industry term for that is either a witness or an arbitrator. We had that for HyperFlex as well. And the problem that customers face is, where you host this witness. It cannot be on the cluster because the job of the witness is to, when the infrastructure is going down, it basically breaks, sort of arbitrates which node gets to survive. So it needs to be outside of the cluster. But finding infrastructure to actually host this is a problem, especially in the Edge environments where these are resource constraint environments. So what we've done is we've taken that witness, we've converted it into a container reform factor. And then qualified a very large slew of Cisco networking products that we have, right from ISR, ASR, Nexus, Catalyst, industrial routers, even a Raspberry Pi that can host this witness. Eliminating the need for you to find yet another piece of infrastructure, or doing any, you know, care and feeding of that infrastructure. You can host it on something that already exists in the environment. So those are the three things that we are announcing today. >> So I want to ask you about HyperFlex Express. You know, obviously the whole demand and supply chain is out of whack. Everybody's, you know, global supply chain issues are in the news, everybody's dealing with it. Can you expand on that a little bit more? Can HyperFlex Express help customers respond to some of these issues? >> Yeah indeed Dave. You know the primary motivation for HyperFlex Express was indeed an idea that, you know, one of the folks are on my team had, which was to build a set of HyperFlex configurations that are, you know, would have a shorter lead time. But as we were brainstorming, we were actually able to tag on multiple other things and make sure that, you know, there is in it for, something in it for our customers, for sales, as well as our partners. So for example, you know, for our customers, we've been able to dramatically simplify the configuration and the install for HyperFlex Express. These are still HyperFlex configurations and you would at the end of it, get a HyperFlex cluster. But the part to that cluster is much, much simplified. Second is that we've added in flexibility where you can now deploy these, these are data center configurations, but you can deploy these with or without fabric interconnects, meaning you can deploy with your existing top of rack. We've also, you know, added attractive price point for these, and of course, you know, these will have better lead times because we've made sure that, you know, we are using components that are, that we have clear line of sight from our supply perspective. For partner and sales, this is, represents a high velocity sales motion, a faster turnaround time, and a frictionless sales motion for our distributors. This is actually a set of disty-friendly configurations, which they would find very easy to stalk, and with a quick turnaround time, this would be very attractive for the distys as well. >> It's interesting Manish, I'm looking at some fresh survey data, more than 70% of the customers that were surveyed, this is the ETR survey again, we mentioned 'em at the top. More than 70% said they had difficulty procuring server hardware and networking was also a huge problem. So that's encouraging. What about, Manish, AMD? That's new for HyperFlex. What's that going to give customers that they couldn't get before? >> Yeah Dave, so, you know, in the short time that we've had UCS AMD Rack support, we've had several record making benchmark results that we've published. So it's a powerful platform with a lot of performance in it. And HyperFlex, you know, the differentiator that we've had from day one is that it has the industry leading storage performance. So with this, we are going to get the fastest compute, together with the fastest storage. And this, we are hoping that we'll, it'll basically unlock, you know, a, unprecedented level of performance and efficiency, but also unlock several new workloads that were previously locked out from the hyperconverged experience. >> Yeah, cool. So Darren, can you give us an idea as to how HyperFlex is doing in the field? >> Sure, absolutely. So, both me and Manish been involved right from the start even before it was called HyperFlex, and we've had a great journey. And it's very exciting to see where we are taking, where we've been with the technology. So we have over 5,000 customers worldwide, and we're currently growing faster year over year than the market. The majority of our customers are repeat buyers, which is always a good sign in terms of coming back when they've proved the technology and are comfortable with the technology. They, repeat buyer for expanded capacity, putting more workloads on. They're using different use cases on there. And from an Edge perspective, more numbers of science. So really good endorsement of the technology. We get used across all verticals, all segments, to house mission critical applications, as well as the traditional virtual server infrastructures. And we are the lifeblood of our customers around those, mission critical customers. I think one big example, and I apologize for the worldwide audience, but this resonates with the American audience is, the Super Bowl. So, the SoFi stadium that housed the Super Bowl, actually has Cisco HyperFlex running all the management services, through from the entire stadium for digital signage, 4k video distribution, and it's completely cashless. So, if that were to break during Super Bowl, that would've been a big news article. But it was run perfectly. We, in the design of the solution, we're able to collapse down nearly 200 servers into a few nodes, across a few racks, and have 120 virtual machines running the whole stadium, without missing a heartbeat. And that is mission critical for you to run Super Bowl, and not be on the front of the press afterwards for the wrong reasons, that's a win for us. So we really are, really happy with HyperFlex, where it's going, what it's doing, and some of the use cases we're getting involved in, very, very exciting. >> Hey, come on Darren, it's Super Bowl, NFL, that's international now. And-- >> Thing is, I follow NFL. >> The NFL's, it's invading London, of course, I see the, the picture, the real football over your shoulder. But, last question for Manish. Give us a little roadmap, what's the future hold for HyperFlex? >> Yeah. So, you know, as Darren said, both Darren and I have been involved with HyperFlex since the beginning. But, I think the best is yet to come. There are three main pillars for HyperFlex. One is, Intersight is central to our strategy. It provides a, you know, lot of customer benefit from a single pane of class management. But we are going to take this beyond the lifecycle management, which is for HyperFlex, which is integrated into Intersight today, and element management. We are going to take it beyond that and start delivering customer value on the dimensions of AI Ops, because Intersight really provides us a ideal platform to gather stats from all the clusters across the globe, do AI/ML and do some predictive analysis with that, and return back as, you know, customer valued, actionable insights. So that is one. The second is UCS expand the HyperFlex portfolio, go beyond UCS to third party server platforms, and newer UCS server platforms as well. But the highlight there is one that I'm really, really excited about and think that there is a lot of potential in terms of the number of customers we can help. Is HX on X-Series. X-Series is another thing that we are going to, you know, add, we're announcing a bunch of capabilities on in this particular launch. But HX on X-Series will have that by the end of this calendar year. And that should unlock with the flexibility of X-Series of hosting a multitude of workloads and the simplicity of HyperFlex. We're hoping that would bring a lot of benefits to new workloads that were locked out previously. And then the last thing is HyperFlex data platform. This is the heart of the offering today. And, you'll see the HyperFlex data platform itself it's a distributed architecture, a unique distributed architecture. Primarily where we get our, you know, record baring performance from. You'll see it can foster more scalable, more resilient, and we'll optimize it for you know, containerized workloads, meaning it'll get granular containerized, container granular management capabilities, and optimize for public cloud. So those are some things that we are, the team is busy working on, and we should see that come to fruition. I'm hoping that we'll be back at this forum in maybe before the end of the year, and talking about some of these newer capabilities. >> That's great. Thank you very much for that, okay guys, we got to leave it there. And you know, Manish was talking about the HX on X-Series that's huge, customers are going to love that and it's a great transition 'cause in a moment, I'll be back with Vikas Ratna and Jim Leach, and we're going to dig into X-Series. Some real serious engineering went into this platform, and we're going to explore what it all means. You're watching Simplifying Hybrid Cloud on theCUBE, your leader in enterprise tech coverage. >> The power is here, and here, but also here. And definitely here. Anywhere you need the full force and power of your infrastructure hyperconverged. It's like having thousands of data centers wherever you need them, powering applications anywhere they live, but manage from the cloud. So you can automate everything from here. (upbeat music) Cisco HyperFlex goes anywhere. Cisco, the bridge to possible. (upbeat music) >> Welcome back to theCUBE's special presentation, Simplifying Hybrid Cloud brought to you by Cisco. We're here with Vikas Ratna who's the director of product management for UCS at Cisco and James Leach, who is director of business development at Cisco. Gents, welcome back to theCUBE, good to see you again. >> Hey, thanks for having us. >> Okay, Jim, let's start. We know that when it comes to navigating a transition to hybrid cloud, it's a complicated situation for a lot of customers, and as organizations as they hit the pavement for their hybrid cloud journeys, what are the most common challenges that they face? What are they telling you? How is Cisco, specifically UCS helping them deal with these problems? >> Well, you know, first I think that's a, you know, that's a great question. And you know, customer centric view is the way that we've taken, is kind of the approach we've taken from day one. Right? So I think that if you look at the challenges that we're solving for that our customers are facing, you could break them into just a few kind of broader buckets. The first would definitely be applications, right? That's the, that's where the rubber meets your proverbial road with the customer. And I would say that, you know, what we're seeing is, the challenges customers are facing within applications come from the the way that applications have evolved. So what we're seeing now is more data centric applications for example. Those require that we, you know, are able to move and process large data sets really in real time. And the other aspect of applications I think to give our customers kind of some, you know, pause some challenges, would be around the fact that they're changing so quickly. So the application that exists today or the day that they, you know, make a purchase of infrastructure to be able to support that application, that application is most likely changing so much more rapidly than the infrastructure can keep up with today. So, that creates some challenges around, you know, how do I build the infrastructure? How do I right size it without over provisioning, for example? But also, there's a need for some flexibility around life cycle and planning those purchase cycles based on the life cycle of the different hardware elements. And within the infrastructure, which I think is the second bucket of challenges, we see customers who are being forced to move away from the, like a modular or blade approach, which offers a lot of operational and consolidation benefits, and they have to move to something like a Rack server model for some applications because of these needs that these data centric applications have, and that creates a lot of you know, opportunity for siloing the infrastructure. And those silos in turn create multiple operating models within the, you know, a data center environment that, you know, again, drive a lot of complexity. So that, complexity is definitely the enemy here. And then finally, I think life cycles. We're seeing this democratization of processing if you will, right? So it's no longer just CPU focused, we have GPU, we have FPGA, we have, you know, things that are being done in storage and the fabrics that stitch them together that are all changing rapidly and have very different life cycles. So, when those life cycles don't align for a lot of our customers, they see a challenge in how they can manage this, you know, these different life cycles and still make a purchase without having to make too big of a compromise in one area or another because of the misalignment of life cycles. So, that is a, you know, kind of the other bucket. And then finally, I think management is huge, right? So management, you know, at its core is really right size for our customers and give them the most value when it meets the mark around scale and scope. You know, back in 2009, we weren't meeting that mark in the industry and UCS came about and took management outside the chassis, right? We put it at the top of the rack and that worked great for the scale and scope we needed at that time. However, as things have changed, we're seeing a very new scale and scope needed, right? So we're talking about a hybrid cloud world that has to manage across data centers, across clouds, and, you know, having to stitch things together for some of our customers poses a huge challenge. So there are tools for all of those operational pieces that touch the application, that touch the infrastructure, but they're not the same tool. They tend to be disparate tools that have to be put together. >> Right. >> So our customers, you know, don't really enjoy being in the business of, you know, building their own tools, so that creates a huge challenge. And one where I think that they really crave that full hybrid cloud stack that has that application visibility but also can reach down into the infrastructure. >> Right. You know Jim, I said in my open that you guys, Cisco sort of changed the server game with the original UCS, but the X-Series is the next generation, the generation for the next decade which is really important 'cause you touched on a lot of things, these data intensive workload, alternative processors to sort of meet those needs. The whole cloud operating model and hybrid cloud has really changed. So, how's it going with with the X-Series? You made a big splash last year, what's the reception been in the field? >> Actually, it's been great. You know, we're finding that customers can absolutely relate to our, you know, UCS X-Series story. I think that, you know, the main reason they relate to it is they helped create it, right? It was their feedback and their partnership that gave us really the, those problem areas, those areas that we could solve for the customer that actually add, you know, significant value. So, you know, since we brought UCS to market back in 2009, you know, we had this unique architectural paradigm that we created, and I think that created a product which was the fastest in Cisco history in terms of growth. What we're seeing now is X-Series is actually on a faster trajectory. So we're seeing a tremendous amount of uptake. We're seeing all, you know, both in terms of, you know, the number of customers, but also more importantly, the number of workloads that our customers are using, and the types of workloads are growing, right? So we're growing this modular segment that exist, not just, you know, bringing customers onto a new product, but we're actually bring them into the product in the way that we had envisioned, which is one infrastructure that can run any application and do it seamlessly. So we're really excited to be growing this modular segment. I think the other piece, you know, that, you know, we judge ourselves is, you know, sort of not just within Cisco, but also within the industry. And I think right now is a, you know, a great example, you know, our competitors have taken kind of swings and misses over the past five years at this, at a, you know, kind of the new next architecture. And, we're seeing a tremendous amount of growth even faster than any of our competitors have seen when they announced something that was new to this space. So, I think that the ground up work that we did is really paying off. And I think that what we're also seeing is it's not really a leap frog game, as it may have been in the past. X-Series is out in front today, and, you know, we're extending that lead with some of the new features and capabilities we have. So we're delivering on the story that's already been resonating with customers and, you know, we're pretty excited that we're seeing the results as well. So, as our competitors hit walls, I think we're, you know, we're executing on the plan that we laid out back in June when we launched X-Series to the world. And, you know, as we continue to do that, we're seeing, you know, again, tremendous uptake from our customers. >> So thank you for that Jim. So Vikas, I was just on Twitter just today actually talking about the gravitational pull, you've got the public clouds pulling CXOs one way and you know, on-prem folks pulling the other way and hybrid cloud. So, organizations are struggling with a lot of different systems and architectures and ways to do things. And I said that what they're trying to do is abstract all that complexity away and they need infrastructure to support that. And I think your stated aim is really to try to help with that confusion with the X series, right? I mean, so how so can you explain that? >> Sure. And, that's the right, the context that you built up right there Dave. If you walk into enterprise data center you'll see plethora of compute systems spread all across. Because, every application has its unique needs, and, hence you find drive node, drive-dense system, memory dense system, GPU dense system, core dense system, and variety of form factors, 1U, 2U, 4U, and, every one of them typically come with, you know, variety of adapters and cables and so forth. This creates the siloness of resources. Fabric is (indistinct), the adapter is (indistinct). The power and cooling implication. The Rack, you know, face challenges. And, above all, the multiple management plane that they come up with, which makes it very difficult for IT to have one common center policy, and enforce it all across, across the firmware and software and so forth. And then think about upgrade challenges of the siloness makes it even more complex as these go through the upgrade processes of their own. As a result, we observe quite a few of our customers, you know, really seeing an inter, slowness in that agility, and high burden in the cost of overall ownership. This is where with the X-Series powered by Intersight, we have one simple goal. We want to make sure our customers get out of that complexities. They become more agile, and drive lower TCOs. And we are delivering it by doing three things, three aspects of simplification. First, simplify their whole infrastructure by enabling them to run their entire workload on single infrastructure. An infrastructure which removes the siloness of form factor. An infrastructure which reduces the Rack footprint that is required. An infrastructure where power and cooling budgets are in the lower. Second, we want to simplify by delivering a cloud operating model, where they can and create the policy once across compute network storage and deploy it all across. And third, we want to take away the pain they have by simplifying the process of upgrade and any platform evolution that they're going to go through in the next two, three years. So that's where the focus is on just driving down the simplicity, lowering down their TCOs. >> Oh, that's key, less friction is always a good thing. Now, of course, Vikas we heard from the HyperFlex guys earlier, they had news not to be outdone. You have hard news as well. What innovations are you announcing around X-Series today? >> Absolutely. So we are following up on the exciting X-Series announcement that we made in June last year, Dave. And we are now introducing three innovation on X-Series with the goal of three things. First, expand the supported workload on X-Series. Second, take the performance to new levels. Third, dramatically reduce the complexities in the data center by driving down the number of adapters and cables that are needed. To that end, three new innovations are coming in. First, we are introducing the support for the GPU node using a cableless and very unique X-Fabric architecture. This is the most elegant design to add the GPUs to the compute node in the modular form factor. Thereby, our customers can now power in AI/ML workload, or any workload that need many more number of GPUs. Second, we are bringing in GPUs right onto the compute node, and thereby our customers can now fire up the accelerated VDI workload for example. And third, which is what you know, we are extremely proud about, is we are innovating again by introducing the fifth generation of our very popular unified fabric technology. With the increased bandwidth that it brings in, coupled with the local drive capacity and densities that we have on the compute node, our customers can now fire up the big data workload, the FCI workload, the SDS workload. All these workloads that have historically not lived in the modular form factor, can be run over there and benefit from the architectural benefits that we have. Second, with the announcement of fifth generation fabric, we've become the only vendor to now finally enable 100 gig end to end single port bandwidth, and there are multiple of those that are coming in there. And we are working very closely with our CI partners to deliver the benefit of these performance through our Cisco Validated Design to our CI franchise. And third, the innovations in the fifth gen fabric will again allow our customers to have fewer physical adapters made with ethernet adapter, made with power channel adapters, or made with, the other storage adapters. They've reduced it down and coupled with the reduction in the cable. So very, very excited about these three big announcements that we are making in this month's release. >> Great, a lot there, you guys have been busy, so thank you for that Vikas. So, Jim, you talked a little bit about the momentum that you have, customers are adopting, what problems are they telling you that X-Series addresses, and how do they align with where they want to go in the future? >> That's a great question. I think if you go back to, and think about some of the things that we mentioned before, in terms of the problems that we originally set out to solve, we're seeing a lot of traction. So what Vikas mentioned I think is really important, right? Those pieces that we just announced really enhance that story and really move again, to the, kind of, to the next level of taking advantage of some of these, you know, problem solving for our customers. You know, if you look at, you know, I think Vikas mentioned accelerated VDI. That's a great example. These are where customers, you know, they need to have this dense compute, they need video acceleration, they need tight policy management, right? And they need to be able to deploy these systems anywhere in the world. Well, that's exactly what we're hitting on here with X-Series right now. We're hitting the market in every single way, right? We have the highest compute config density that we can offer across the, you know, the very top end configurations of CPUs, and a lot of room to grow. We have the, you know, the premier cloud based management, you know, hybrid cloud suite in the industry, right? So check there. We have the flexible GPU accelerators that Vikas just talked about that we're announcing both on the system and also adding additional ones to the, through the use of the X-Fabric, which is really, really critical to this launch as well. And, you know, I think finally, the fifth generation of fabric interconnect and virtual interface card, and, intelligent fabric module go hand in hand in creating this 100 gig end to end bandwidth story, that we can move a lot of data. Again, you know, having all this performance is only as good as what we can get in and out of it, right? So giving customers the ability to manage it anywhere, to be able to get the bandwidth that they need, to be able to get the accelerators that are flexible that it fit exactly their needs, this is huge, right? This solves a lot of the problems we can tick off right away. With the infrastructure as I mentioned, X-Fabric is really critical here because it opens a lot of doors here, you know, we're talking about GPUs today, but in the future, there are other elements that we can disaggregate, like the GPUs that solve these life cycle mismanagement issues. They solve issues around the form factor limitations. It solves all these issues for like, it does for GPU we can do that with storage or memory in the future. So that's going to be huge, right? This is disaggregation that actually delivers, right? It's not just a gimmicky bar trick here that we're doing, this is something that customers can really get value out of day one. And then finally, I think the, you know, the future readiness here, you know, we avoid saying future proof because we're kind of embracing the future here. We know that not only are the GPUs going to evolve, the CPUs are going to evolve, the drives, you know, the storage modules are going to evolve. All of these things are changing very rapidly. The fabric that stitches them together is critical, and we know that we're just on the edge of some of the development that are coming with CXL, with some of the PCI Express changes that are coming in the very near future, so we're ready to go. And the X-Fabric is exactly the vehicle that's going to be able to deliver those technologies to our customers, right? Our customers are out there saying that, you know, they want to buy into to something like X-Series that has all the operational benefits, but at the same time, they have to have the comfort in knowing that they're protected against being locked out of some technology that's coming in the future, right? We want our customers to take these disruptive technologies and not be disrupted, but use them to disrupt their competition as well. So, you know, we're really excited about the pieces today, and, I think it goes a long way towards continuing to tell the customer benefit story that X-Series brings, and, you know, again, you know, stay tuned because it's going to keep getting better as we go. >> Yeah, a lot of headroom for scale and the management piece is key there. Just have time for one more question Vikas. Give us some nuggets on the roadmap. What's next for X-Series that we can look forward to? >> Absolutely Dave. As we talked about, and as Jim also hinted, this is a future ready architecture. A lot of focus and innovation that we are going through is about enabling our customers to seamlessly and painlessly adopt very disruptive hardware technologies that are coming up, no refund replace. And, there we are looking into, enabling the customer's journey as they transition from PCI generation four, to five to six without driven replace, as they embrace CXL without driven replace. As they embrace the newer paradigm of computing through the disaggregated memory, disaggregated PCIe or NVMe based dense drives, and so forth. We are also looking forward to X-Fabric next generation, which will allow dynamic assignment of GPUs anywhere within the chassis and much more. So this is again, all about focusing on the innovation that will make the enterprise data center operations a lot more simpler, and drive down the TCO by keeping them not only covered for today, but also for future. So that's where some of the focus is on Dave. >> Okay. Thank you guys we'll leave it there, in a moment, I'll have some closing thoughts. (upbeat music) We're seeing a major evolution, perhaps even a bit of a revolution in the underlying infrastructure necessary to support hybrid work. Look, virtualizing compute and running general purpose workloads is something IT figured out a long time ago. But just when you have it nailed down in the technology business, things change, don't they? You can count on that. The cloud operating model has bled into on-premises locations. And is creating a new vision for the future, which we heard a lot about today. It's a vision that's turning into reality. And it supports much more diverse and data intensive workloads and alternative compute modes. It's one where flexibility is a watch word, enabling change, attacking complexity, and bringing a management capability that allows for a granular management of resources at massive scale. I hope you've enjoyed this special presentation. Remember, all these videos are available on demand at thecube.net. And if you want to learn more, please click on the information link. Thanks for watching Simplifying Hybrid Cloud brought to you by Cisco and theCUBE, your leader in enterprise tech coverage. This is Dave Vellante, be well and we'll see you next time. (upbeat music)

>>mhm. >>With me now are Manish Agarwal, senior director of product management for Hyper Flex at Cisco at Flash for all number four. Love that on Twitter And Deron Williams, the director of business development and sales for Cisco Mister Hyper flex at Mr Hyper Flex on Twitter. Thanks, guys. Hey, we're going to talk about some news and and hyper flex and what role it plays in accelerating the hybrid cloud journey. Gentlemen, welcome to the Cube. Good to see you. >>Thanks, David. >>Thanks. Hi, >>Daryn. Let's start with you. So for hybrid cloud you gotta have on Prem Connection. Right? So you've got to have basically a private cloud. What are your thoughts on that? >>Yeah, we agree. You can't, but you can't have a hybrid cloud without that private element. And you've got to have a strong foundation in terms of how you set up the whole benefit of the cloud model you're building in terms of what you want to try and get back from the cloud, you need a strong foundation. I'm conversions provides that we see more and more customers requiring a private cloud, and they're building with hyper convergence in particular hyper flex no to make all that work. They need a good, strong Cloud operations model to be able to connect both the private and the public. And that's where we look at insight. We've got solution around that. To be able to connect that around a Saas offering that looks around simplified operations, gives them optimisation and also automation to bring both private and public together in that hybrid world. >>Darren, let's stay with you for a minute when you talk to your customers. What are they thinking these days, when it comes to implementing hyper converged infrastructure in both the the enterprise and and at the edge? What are they trying to achieve? >>So there's many things they're trying to achieve? Probably the most brutal honesty is they're trying to save money. That's probably the quickest answer, but I think they're trying to look at in terms of simplicity. How can they remove layers of components they've had before in their infrastructure? We see obviously collapsing of storage into hyper conversions and storage networking, and we've got customers that have saved 80% worth of savings by doing that, a collapse into hyper conversion infrastructure away from their three tier infrastructure. Also about scalability. They don't know the end game, so they're looking about how they can size for what they know now and how they can grow that with hyper conversions. Very easy is one of the major factors and benefits of hyper conversions. They also obviously need performance and consistent performance. They don't want to compromise performance around their virtual machines when they want to run multiple workloads. They need that consistency all the way through. And then probably one of the biggest ones is that around. The simplicity model is the management layer ease of management to make it easier for their operations that we've got customers that have told us they've saved 50% of costs in their operations model, deploying out flex also around the time savings. They make massive time savings which they can reinvest in their infrastructure and their operations teams in being able to innovate and go forward. And then I think that we one of the biggest pieces we've seen as people move away from three tier architecture is the deployment elements, and the ease of deployment gets easy with hyper converged, especially with edge edges of major key use case for us and what I want. What our customers want to do is get the benefit of the data centre at the edge without a big investment. They don't compromise in performance, and they want that simplicity in both management employment. And we've seen analysts recommendations around what their readers are telling them in terms of how management deployments key for it, operations teams and how much they're actually saving by deploying edge and taking the burden away when they deployed hyper conversions. As I said, the savings elements to keep it and again, not always, but obviously those are his studies around about public Cloud being quite expensive at times over time for the wrong workloads. So by bringing them back, people can make savings. We again have customers that have made 50% savings over three years compared to their public cloud usage. So I'd say that's the key things that customers looking for >>Great. Thank you for that, Darrin minutes. We have some hard news. You've been working a lot on evolving the hyper flex line. What's the big news that you've just announced? >>Yeah, Thanks. Leave. So there are several things that we are announcing today. the first one is a new offer, um, called hyper Flex Express. This is, you know, Cisco Inter site lead and Cisco and decide managed it Hyper flex configurations that we feel are the fastest part to hybrid cloud. The second is we're expanding our server portfolio by adding support for HX on AM Iraq, U. C s and Iraq. And the third is a new capability that we're introducing that we're calling local contemporaries witness. And let me take a minute to explain what this is. This is a very nifty capability to optimise for forage environments. So, you know, this leverages the Ciscos ubiquitous presence. Uh, the networking, um, you know, products that we have in the environments worldwide. So the smallest hyper flex configuration that we have is, uh it do not configuration, which is primarily used in edge environment. Think of a, you know, a back home in a department store or a oil rig. Or it might even be a smaller data centre, uh, somewhere, uh, on the globe. For these two not configurations. There is always a need for a third entity that, you know, industry term for that is either a witness or an arbitrator. Uh, we had that for hyper flex as well. The problem that customers faces where you host this witness it cannot be on the cluster because it's the job of the witnesses to when the when the infrastructure is going down, it basically breaks, um, sort of upgrade rates. Which note gets to survive, so it needs to be outside of the cluster. But finding infrastructure, uh, to actually host this is a problem, especially in the edge environments where these are resource constrained environment. So what we've done is we've taken that witness. We've converted it into a container reform factor and then qualified a very large a slew of Cisco networking products that we have right from S. R. S R. Texas catalyst, industrial routers, even even a raspberry pi that can host host this witness, eliminating the need for you to find yet another piece of infrastructure or doing any, um, you know, care and feeding of that infrastructure. You can host it on something that already exists in the environment. So those are the three things that we're announcing today. >>So I want to ask you about hyper Flex Express. You know, obviously the whole demand and supply chain is out of whack. Everybody's global supply chain issues are in the news. Everybody's dealing with it. Can you expand on that? A little bit more Can can hyper flex express help customers respond to some of these issues. >>Yeah, indeed. The, uh, you know, the primary motivation for hyper Flex Express was indeed, uh, an idea that, you know, one of the folks around my team had, which was to build a set of hyper flex configurations that are, you know, would have a shorter lead time. But as we were brainstorming, we were actually able to tag on multiple other things and make sure that, you know, there is in it for something in it for customers, for sales as well as our partners. So, for example, you know, for customers, we've been able to dramatically simplify the configuration and the instal for hyper flex express. These are still hypertext configurations, and you would, at the end of it, get a hyper flex cluster. But the part to that cluster is much much simplifying. Second is that we've added in flexibility where you can now deploy these, uh, these are data centre configurations But you can deploy these with or without fabric interconnects, meaning you can deploy it with your existing top of rack. Um, we've also, you know, already attract attractive price point for these. And of course, you know these will have better lead times because we made sure that, you know, we are using components that are that we have clear line of sight from a supply perspective for partner and sales. This is represents a high velocity sales motion, a faster turnaround time, Uh, and a frictionless sales motion for our distributors. Uh, this is actually a settled, risky, friendly configurations, which they would find very easy to stalk and with a quick turnaround time, this would be very attractive for the deceased as well. >>It's interesting many. So I'm looking at some fresh survey data. More than 70% of the customers that were surveyed this GTR survey again mentioned at the top. More than 70% said they had difficulty procuring, uh, server hardware and networking was also a huge problem. So so that's encouraging. What about Manisha AMG that's new for hyper flex? What's that going to give customers that they couldn't get before? >>Yeah, so you know, in the short time that we've had UCS am direct support, we've had several record breaking benchmark results that we've published. So it's a it's a It's a powerful platform with a lot of performance in it and hyper flex. Uh, you know, the differentiator that we've had from Day one is that it is. It has the industry leading storage performance. So with this, we're going to get the fastest compute together with the fastest storage and this we are hoping that will basically unlock, you know, a unprecedented level of performance and efficiency, but also unlock several new workloads that were previously locked out from the hyper converged experience. >>Yeah, cool. Uh, so, Darren, can >>you can you give us >>an idea as to how hyper flexes is doing in the field? >>Sure, Absolutely So both me and my initial been involved right from the start and before it was called Hyper Flex, and we've had a great journey, and it's very excited to see where we're taking where we've been with the technology. So we have over 5000 customers worldwide, and we're currently growing faster year over year than the market. The majority of our customers are repeat buyers, which is always a good sign in terms of coming back when they approved the technology and are comfortable with technology. They repeat by for expanding capacity, putting more workloads on. They're using different use cases on there. And from an energy perspective, more numbers of science so really good. Endorsement the technology. We get used across all verticals or segments, um, to house mission critical applications as well as the traditional virtual server infrastructures. Uh, and we are the lifeblood of our customers around those mission critical customers think one example, and I apologise for the worldwide audience. But this resonates with the American audiences the Super Bowl. So the sofa like stadium that housed the Super Bowl actually has Cisco hyper Flex running all the management services through from the entire stadium for digital signage. Four K video distribution, and it's complete completely cashless. So if that were to break during Super Bowl, that would have been a big, uh, news article, but it was run perfectly. We in the design of the solution, we're able to collapse down nearly 200 servers into a few notes across a few racks and have 100 120 virtual machines running the whole stadium without missing a heartbeat. And that is mission critical for you to run Super Bowl and not be on the front of the press afterwards for the wrong reasons. That's a win for us. So we really are really happy with High Flex where it's going, what it's doing. And some of the use cases were getting involved in very, very excited. >>Come on, Darren. It's Super Bowl NFL. That's a That's international now. And, you know, the NFL >>NFL. It's >>invading London. Of course I see the picture of the real football over your shoulder, But last question for many is give us a little roadmap. What's the future hold for hyper flex? >>Yeah, so you know, as Darren said, both Darren and I have been involved the type of flicks since the beginning, Uh, but I think the best is yet to come. There are three main pillars for for hyper Flex. One is in. The site is central to our strategy. It provides a lot of customer benefit from a single pane of glass management. But we're going to take this beyond the Lifecycle management, which is for hyper flex, which is integrated in winter side today and element management. We're going to take it beyond that and start delivering customer value on the dimensions of a job. Because Interstate really provides us an ideal platform to gather starts from all the clusters across the globe. Do AML and do some predictive analysis with that and return it back as, uh, you know, customer valued, um, actionable insights. So that is one. The second is you'll see us expand the hyper flex portfolio. Go beyond you see us to third party server platforms, and newer, you see a server platforms as well. But the highlight there is one that I'm really really excited about and think that there is a lot of potential in terms of the number of customers we can help is a checks on X CDs. Experience is another thing that we're able to, uh you know, uh, announcing a bunch of capabilities on in this particular launch. But a check sonic series. We'll have that by the end of this calendar year, and that should unlock with the flexibility of X series of hosting a multitude of workloads and the simplicity of hyper flex. We're hoping that would bring a lot of benefits to new workloads, that we're locked out previously. And then the last thing is hyper flex leader platform. This is the heart of the offering today, Uh, and you'll see the hyper flex data platform itself. It's a distributed architecture, unique distributed architecture primarily where we get our, you know, record breaking performance from you'll see it get faster, more scalable, more resilient. And we'll optimise it for, you know, containerised workloads, meaning it will get granular containerised container granular management capabilities and optimised for public. So those are some things that were the team is busy working on, and we should see that come to fruition. I'm hoping that we'll be back at this forum and maybe before the end of the year and talking about some of these new capabilities. >>That's great. Thank you very much for that. Okay, guys, we got to leave it there and you know many She was talking about the HX on X Series. That's huge. Customers are gonna love that, and it's a great transition because in a moment I'll be back with Vikas Ratna and Jim Leach and we're gonna dig into X series. Some real serious engineering went into this platform, and we're gonna explore what it all means. You're watching simplifying hybrid cloud on the cube, your leader in enterprise tech coverage.

(upbeat music) >> Hey everyone. Welcome back to Las Vegas. The Cube is live. I can't say that enough. We are alive at AWS re:Invent 2021. Lisa Martin with Dave Nicholson. Hey Dave. >> Hey Lisa. >> Having a good day so far. >> So far, so good. >> We have an alumni back with us. We have about a hundred segments on the cube at AWS remit. We've got one of our original alumni back with us. Zaki Bajwa joins us the global head of partner solution engineers at Stripe. Zaki welcome back. >> Thank you, Lisa, thank you, Dave. Pleasure to be here. >> Lisa: Isn't it great to be back in person? >> Love it. Love it. Can't do a whiteboard virtually, you can, it's not the same. >> It's not the same and all those conversations I'm sure that you've had with partners and with customers the last couple of days that you just can't replicate that over zoom. >> Zaki: Exactly. >> So just for anyone who doesn't understand, AWS has a massive ecosystem of partners. So we'll get to talk about Stripe and AWS, but for anyone that doesn't know what Stripe is, give us the lowdown. You guys started 10 years ago. Talk to us about Stripe, the business strategy, what it's like today. >> Yeah, sure. So you guys know Stripe started 10 years ago by two brothers, John and Patrick Collison. And they've really focused on the developer and helping the developers accelerate digital commerce. Why? Cause the status quo at the time was one where a developer needed to, you know, build banking relationships with issuing banks, merchant banks, card networks, payment networks, tax liabilities, data compliance, and all of these manual processes that they had to deal with. So what Stripe aspires to do is build a complete commerce platform. Leveraging our integrated suite of products that is really allowing us to build what we call the global payments and treasury network. So if you think about the global payment and treasury network or what we call the G P T N it's meant to not only help abstract all of that complexity from a global payment infrastructure point of view, but also help move money in a simple and borderless and a programmable way just like we do in the internet. So that's the core essence of Stripe is to build this global payment treasury network to allow for money movement to happen in a simple and borderless manner. >> Simple and borderless two key things there. How has the business strategy evolved in the last 10 years and specifically in the last 20, 22 months? >> Yeah. Great question. So as you can imagine with COVID, you know, David you can order a cup of coffee or a brand new car, and that whole direct to consumer model has accelerated in COVID right. We've accelerated ourselves going to upwards of 6,000 employees. We've been able to answer or manage upwards of 170 billion API requests in the last 12 months alone. Right we deliver upwards of five nines from a availability performance point of view. That means 13 seconds of downtime or less a month. And we're doing this originally starting off for the developer David as you talked about allowing developers to deliver, you know, what I call process payments, accept payments and reconcile payments. But the evolution that you're talking about Lisa has really led to three key areas of focus that our users are requesting from us. And Stripe's first operating principle is really that user first mentality similar to the Amazons where we listen to our users and they're really asking for three key areas of focus. Number one is all around modernizing their digital commerce. So this is big enterprises coming to us and saying, whether I'm a uni lever or a Ford, how do you help me with a direct to consumer a e-commerce type platform? Number one. Secondly, is companies like Deliveroo and Lyft creating what we call marketplaces. Also think about Twitter and clubhouse, more solopreneurs entrepreneurs kind of marketplaces. Third is all around SaaS business models. So think about slack and Atlassian. That are customer vivers and accelerating the journey with us around digitizing digital commerce. So that's the first area of evolution. The second area is all around what we call embedded FinTech. So we know just like Amazon helped accelerate infrastructure as a service, platform as a service and function as a service. We're helping accelerate FinTech as a service. So we believe every company in every industry aspires to add more and more FinTech capabilities in their core services that they offer to their customers. So think about a Shopify or a Lyft they're adding more FinTech capabilities, leveraging Stripe APIs that they offer to their consumers. Likewise, when you think about a Monzo bank or a and 26, what we call Neo banks. They're creating more banking as a service component so a second area of evolution is all around FinTech as a service or embedded FinTech. And the third area of focus again, listen to our users is all around users are saying. Hey, Stripe, you have our financial data. How do you help us more with business operations and automating and optimizing our business operations? So this is revenue management, revenue reconciliation, financial reporting, all of the business processes, you and I know, code to cash, order to cash, pay to procure. Help us automate, optimize, and not just optimize, but help us create net new business models. So these are the three key areas of evolution that we've seen modernizing digital commerce, embedded FinTech, and then certainly last but not least business operations and automating that. >> And your target audience is the developers. Or are you having conversations now that are more, I mean, this is like transformative to industries and disruptive. Are you having conversations higher up in the chain? >> Great, great question. And this is the parallel with Amazon, just like Amazon started with developers, AWS. And then what up to the C-suite, if you will, we're seeing the same exact thing. Obviously our DNA is developer first making it intuitive, natural easy for developers to build on Stripe. But we're seeing more and more C-suite leaders come to us and saying, help us evolve our business model, help us modernize and digitize net new business models to get new revenue streams. So those parallel work streams are both developer mindset and C-suite led is certainly a big evolution for us. And we're looking to learn from our Amazon friends as to the success that they've had there. >> Do you have any examples of projects that developers have proposed that were at first glance, completely outlandish? Something that, you know, is there any sort of corner of the chart use case where Stripe didn't think of it, some developer came up with the idea, maybe it can't be done yet. If you have an example of that, that would be very interesting. >> Yeah, I'll give you two examples. So as I said, we're definitely a user first entity. That's our operating principle. We always think about the user. So let me go to developers and say, what are you struggling with? What are you thinking about? What are the next set of things you need from us? And a simple comment around tax started to come up and do you know in the U S there's 11,000 tax jurisdictions that you and you're selling something online have to abide to these different jurisdictions. So one of the things that we then evolved into is created a Stripe tax product, which initially users or developers were really struggling with and working on. So we created a Stripe tax product. We've done an acquisition called tax jar that helps us accelerate that journey for tax. The other one is this notion of low code that we see in the marketplace right now, where developers saying. Hey, give me more embeddables on top of the primitives that you've created on top of the APIs. So we went leveraging what our customers have already done, created things like a checkout capability, which is a simple redirect highly customized for conversion, which you can just integrate to one API. You have a full checkout capability. You can embed that into your platform, which didn't exist before and needed you to really integrate into different APIs. So all of these capabilities are what developers have really focused on and built that we've done leverage and Excel on. >> Yeah, I think between Lisa and myself, we've paid taxes in about 7,000 of those >> Lisa: Yeah, probably. >> Not 11,000 jurisdictions, but all the various sales taxes and everything else. So we're sort of familiar with it. >> I think so, so here we are, you know, on the floor at re-invent. Great, as we said to be back in person, the 10th annual, but with, as each year goes by AWS has a ecosystem of partners gets bigger and bigger. The flywheel gets, I don't know, I think faster and faster, the number of announcements that came out yesterday and today talk to us about some of the common traits that Stripe and AWS share. >> Yeah. So I've mentioned a few of them. One is certainly the user first mentality where we're listening to users. That tax example is a perfect one of how do we decide new features, new capability based on user first, Amazon does that better than anyone else. Second is that developer mindset focus on the developer. Those will be the core persona we target give you an example, Lyft, we all know Lyft. They wanted to create instant payouts for their drivers. So their developers came to us and say, our developers don't want to get paid. I'm sorry. Our drivers don't want to get paid in a week or two weeks. So we work with their developers who create a instant payout mechanism. Now in six months, over 40% of their drivers are using Stripe instant payout powered by Stripe. And that's a developer first mindset again, back to AWS. And then the third is really around the go to market. And the market opportunity is very similar. You talked about the developer persona and the C-suite very similar to Amazon. But also we're not just catering to enterprise and strategic big customers. We are just so much focused on startups, SMB, mid-market, digital native, just like Amazon is. And I would say the last parallel, which is probably the most important one is innovation. I come from enterprise software where we looked at monthly, quarterly, biannual, annual release cycles. Well, as Stripe, all of that goes out the door just like Amazon. We may have a hundred to a thousand APIs in motion at any time in alpha beta production. And just like Amazon we're iterating and releasing new innovations consistently. So I would say that's probably the most important one that we have with Amazon. >> So a lot of synergies there like deep integrated trusted partner synergies it sounds like. >> Agreed, definitely and then we're seeing this. I was going more as we are going more up market. We're seeing a demand for end to end solutions that require integrations with a CRM vendor for customer 360 with our accounting vendor for pivotal procure order to cash, billing accounting with a e-commerce company like Adobe Magento to do better econ. So more end to end solutions with these tech partners, we're working with our GSI to help deliver those end to end solutions. And certainly, but not least the dev agencies who are still sort of our core constituents that help us keep relevant with those developers. >> You mentioned this at the outset, but some things bear repeating. Can you go into a little more detail on the difference between me wanting to start up a business and take credit cards as payment 10 years ago? Let's say versus today, how much of the friction have you removed from that system? >> It is literally an hour to two hour process versus weeks and months before. >> But what are those steps? Like who would I, you mentioned this, again you mentioned this already, but the go through that, go through that again who would I have to reach out to, to make this happen? And we were talking, you know, relationships with banks, et cetera, et cetera. >> Yeah. So it starts at initiating and registering that company. So imagine you going and having to register a company today, you can do that with a Stripe Atlas product in a matter of hours, get your EIN number, get your tax jurisdictions on your registration as a Delaware entity within the U S you can be anywhere at globally and go do that within a matter of one hour. That's number one, you start there. From there, then it's a matter of embedding payment embeddables within your e-commerce platform, marketplace platform, et cetera. As you've heard us talk about seven lines of code to get payments going, you can quickly onboard accept payments, process payments, reconcile payments all within an hour. And that's just the start. But now you get into more complex use cases around marketplaces and multi-party connection. Multi-party payouts, different commission rates, different subscription models. Think about a flat tier model, a metered tier model, all of these different things that we've abstracted and allow you to just use one to three different integrations to help accelerate and use that in your digital commerce platform. So all of these different workflows have is what we've automated through our APIs. >> Dave: That's unbelievable. >> Yeah. >> It really is. >> It is unbelievable, the amount of automation and innovation that's gone on in such a short time period. What are some of the things as we kind of wrap up here that we can look forward to from stripe from a roadmap perspective, technology wise, partner wise? >> Yes. I mean, we have a slew of data you can imagine billions of billions of transactional data. And you guys know what we do with data is we're looking at fraud prevention. We're looking at, we have a product called radar that looks at fraud, we're doing acceptance, adaptive acceptance to do more AIML learned data and authorization. We're also looking at how do we feed a lot of this financial data into the right mechanisms to allow you to then create new business models on top of this, whether it's cross sell upsell to new user business capture. As well as you know, one of the things I did not talk about, which coming from a farming background is this notion of Stripe climate. Where we have upwards of 2000 companies across 37 countries that are leveraging our Stripe climate product to give back to tech advanced companies that are helping in carbon offset. And super exciting times there from an ESG environmental social governance point of view. So all of those combined is what excites us about the future at Stripe. >> Wow. The future seems unlimited. Lots going on. >> Super excited. Zaki, thank you so much for joining Dave and me talking about what's going on with Stripe. All the innovation that's going on. The synergies with AWS and what's coming down the pipe. We appreciate your insights and your time. >> Thank you, Lisa, thank you, David. Appreciated All right. For Dave Nicholson, I'm Lisa Martin. You're watching the Cube. The global leader in live tech coverage. (lighthearted piano music)

>>Good morning. Welcome to the cubes. Continuous coverage of AWS reinvent 2021. I'm Lisa Martin with Dave Nicholson morning, Dave. Good morning. Here we are two sets, two live sets, two remote sets, a hundred guests on the program this week. This is day, second full day for us. We were here. Exactly. The number of announcements has my head spinning typical for AWS. So many. We won't even recap all the pre, but really from a thematic perspective. One of the things that I think we've both noticed is that the theme here is if you're not a data-driven company, if you don't have a data company at your core, you're going to be left behind. >>Yeah, yeah. That was that. That came through in a Swami's keynote this morning. That was the key setup for the announcements of all of the tools that are being rolled out to be able to achieve those goals. >>And we talked to, you know, we've had a number of AWS folks on the program this week, customers partners, and from another theme is this customer obsession, this customer centricity, really working backwards from the customer first to help them understand how do we, how do we build a data core? How do we build our redefine reinvent, Hubba reinvent our business around a data strategy because there is a competitor in the rear view mirror in every industry waiting to take place. If somebody doesn't have. And they really were very clear with, if you don't, if you're not a data company, now you're going to be left behind. >>Yeah, absolutely. The whole, it, especially the keynote this morning, it felt like a, it felt like they were very, very careful to set up the pins and then knock them all down. Talking about exactly what customers want to do, what customers have said in surveys they need to do. Uh, and then, oh, by the way, we have all of these tools. So exactly what you mentioned, not talking about technology first, but talking about the requirements the customers have, where customers say they want to be, where customers need to be, and then proving out that in fact, AWS has the entire tool kit. Uh, I, I mean it is mind boggling. Uh, I, uh, I wouldn't want to be another cloud this morning, waking up and seeing that it looks like I fell months behind somehow. Why not? While I was sleeping. >>One of the things that you and I were talking about as we walked over here this morning is that it's no wonder AWS. And they say they don't look in their rear view mirror. They don't need to. One of the things the magically that Adam talked about in his keynote yesterday was I kept saying the phrase, but you wanted more, you being, the customer did this, but you wanted more. So we did this, but you wanted more. So we did this, the fact that they start backwards, that customer flywheel. The thing that another theme that got me is all of the innovation that's coming out of AWS that comes from the customers, enables AWS to do so much more enables customers across every industry to do so much more and to competitively differentiate themselves if they truly lean in to the power of AWS and the partnership that can deliver. >>Yeah, no, no completely agree. And you know, from, from sort of an analysis perspective, um, I think it's interesting, uh, part of the theme this morning had to do with artificial intelligence and, um, and I, I just personally like to think of it more as augmented intelligence, uh, cause essentially what they're doing is they're building tools that are powerful, that, uh, that amplify human intelligence, it's not that AI replaces human intelligence, maybe it does for certain things, but machine learning, most of that is really machine training, humans, training the machines. Yeah. We'll get to a point. Yes. There are science experiments where, um, where the computer has learned on its own. Uh, but essentially all of the pieces that Swami was talking about putting together today, sources of data, various databases, everything together that equals an amazing amount of opportunity for human beings moving forward. So this isn't about machine technology, replacing the value of what people do, data scientists. I mean, I'm, I'm, I'm texting my kids data science used to be plastics right during their graduate. Now it's all about data science be a data scientist. Well, >>Another thing from a data perspective is the idea of data democratization. We've talked. We talk about that all the time. It's interesting. We were, I was talking about data mesh yesterday as, as a really facilitator and unlocking technical debt facilitating the democratization. So that because data is so scattered these days, I mean, it's one of the things that we saw when the pandemic stuck was people scattered. We're still scattered data sources are only proliferating data volume is only proliferating. Customers need to be able to harness the value of it in real time. I think another thing we learned in the pandemic is of there is no real-time is no longer a nice to have. It is absolutely essential. We've also seen the acceleration and talked a lot in the last couple of days about the acceleration of cloud adoption. And just thinking about the sheer volume of announcements. The last couple of days that AWS has achieved during a global pandemic is phenomenal. Obviously we saw every business have no choice, but to go digital and those that aren't here anymore, weren't able to do that fast enough. And with the scale at which they need to know, meet customer demand. >>Yeah. When you talk democratization often, it's a question of not only can you do it technically, but what is the cost associated with doing it? So when you lower the barrier to entry and you lower the friction associated with all sorts of transactions, not just financial transactions, but a transaction being teasing important information out of a pile of otherwise meaningless data, when you lower the cost of that, like what AWS is doing with all of these tools. I mean, really that's the, that's the end result of this? Uh, I look at these things through the lens of an economist and uh, and it's about decreasing friction and increasing efficiency. And when you do that, you can't imagine what the effect of that is on the entire world, just by lowering the cost of teasing out important information from otherwise useless data. Yeah. >>And another thing that we talked about the vision of this company, this is a 10th reinvent, 15 years of AWS, but the 10th reinvent and wanted to get your take on the last, you know, the first 15 years we'll say of AWS division, obviously this is the first year with a new head, new CEO, Adam. So Lipski, and, uh, we're, we're used to the, the JASSI era. This is now we're looking at like, what's the next 10 years of cloud innovation gonna look like at AWS? >>Yeah. I get a chill when you ask that question. I like, I was there working with Amazon before there was an AWS. So in the early two thousands, uh, working at a very large data storage company and we're working with then Amazon to help them figure out how they might someday put together something that they could not only use for themselves, but also rent out to others, sort of this novel idea. Um, and so that feels like yesterday to me, um, the idea that AWS was ECE to S3 science experiment, not ready for enterprise. All of that feels like yesterday. Those claims most people at the time realized that they were going to be disruptive. I don't think a lot of people realized how relatively quickly it was going to happen. And I don't think anyone could have predicted that in 2021, they would be as dominant as they are with such a small share of the overall it market. >>So onstage, they'll say five to 15% of it is in the cloud, right? Not five to 15% is in AWS, right. Five to 15% is in the cloud. So you think that AWS is a large organization firing on all cylinders. Now they're just at the beginning of addressing the total addressable market. So I, you know, um, uh, Dave Vellante, uh, had a great article on the subject of the natural inclination for people to worry when certain things get to a certain size. Um, I think that that's going to be a part of the conversation moving forward. Uh, uh, you know, just what does it mean when so much critical infrastructure is being handled by a single entity? Uh, from a user's perspective though, Hey, it's all good. The more they integrate, the more they bring things together, the easier they make my life as an it practitioner. So I, I don't, I have no idea five years from now what we're going to be looking at. >>No, and they, you know, one of the things that, that I think I've done maybe three or four reinvents and the, one of the themes always, or, or really kind of taglines is early innings. We're S we're still early days. You talked about, you know, when the 15% of it spending, being in the cloud, they have their, and they're so massive, but there's so much the Tam is, is enormous, absolutely enormous. And we're seeing, you know, the need for as data volumes, we're only going to continue to proliferate. We have to have the artificial intelligence and the machine learning to help the humans process the data, to be able to unlock all that value. Otherwise organizations, risk being left behind when they simply cannot get value out of the data either at all, or fast enough. >>Well, you know, you know, let me make one prediction actually. Okay. Okay. Um, I think that the definition of cloud, which is different in a lot of people's minds already is increasingly going to be broad broadened out to include what AWS at a certain period of time said, didn't matter. And that was what's going on on premises. It was clear that in the early days, AWS adopted an attitude that their, their stratospheric growth could be maintained on the back of net. New stuff. Only let the stuff on, on premises die. The stickiness associated with that on premises stuff has caused them to change direction over time in a very, very smart way. And so my prediction is that in five years, we might not be using the term cloud at all. We might be back to just calling it all it, because when you think about it, cloud represents this idea that the physical location isn't important, it's all virtualized. >>So if that's the case, why does it matter if it's in a data center that I own, or a colo or data center that AWS owns, it doesn't matter. So when you look at things like snowball and outpost and all of these other things where they're taking essentially AWS, and they're sticking it wherever it needs to be fit for function, you have latency, sovereignty, govern governance issues, fine. We'll run it as a black box in your data center. You don't touch it, you consume it, you interact with it just like it's in an AWS data center. So, so that's my prediction is that it's not that, you know, w we're going to start thinking about this comment that X percentage is in the cloud as being sort of like a, well, what do you even mean by that? That's a good point. Is it in the cloud? If it's in an outpost in my data center, right. Is that included in the 15% or does it not? Is that on-prem or isn't it? I think, I think within five years, we're all going to agree that it just doesn't matter. It's all it. And I think AWS will be still dominating the it space. >>Interesting prediction. I liked that you were bold in that, you know it, but it also shows what you talked about, shows how focused AWS is on the customer, really leaning into everything in the public cloud, you know, no more on-prem years ago. And, and then what, what is outpost announced two years ago? So it's, I think it's been a couple years to, >>Yeah, I confused. I can. I confuse announcements with deployments and things like that, but it's been years it's been years now. And I guarantee you that inside the halls of AWS, there were people who said, no, no, no, we are not going to be involved with boxes being shipped to raise data center floors. But like you said, customer it's about the customer, what the customer needs. And the reason why there is, you know, if the number is 85%, whatever the number is, um, there, there's a reason why that still remains in on premises data centers. And it's not primarily because it, people are stupid slash fearful. There are good reasons for it. You know, it has to do with the ROI of going through modernization and migration. And so what does AWS do? They figure out how to make the math work so that it makes sense for people to do things. >>And we've been talking for the last couple of days with a lot of the really, really important we'll continue to the really, really important service providers that are partners because AWS and the rest of the cloud providers can come up with as much technology as they want to, but they need partners to bridge the divide, right? To tease out the human value, the business value from the technology they provide. So again, opportunity people who look at AWS and say, wow, that's scary. They're so big. No, no, no, no, no. They're creating an ecosystem of opportunity around them. So that's just, >>Yeah, no, their ecosystem is huge. We talked about this cube being sponsored by AMD. What we talked about, the ecosystem of partners at the beginning of the segment, it's, it's, it's massive. We've talked with a lot of different partners, huge partners, smaller partners, overall, at the end of the day, what we see, what they create, all of the technologies that they're creating in response to customer needs. You know, we have to address it there. That the more data we have, the more things grow, the more complex and complexity has to be dealt with. And there's a lot of their ecosystem partners that are really have business models designed around helping customers. What does seamless actually mean? How do you actually become efficient? How do we do this in a frictionless way? Those are all great marketing terms, but they need this ecosystem of partners to help the customers actually make those reality. Right? And otherwise they're just words on a, on a piece of paper >>And it's not easy. Implementation is not easy. Sales is easy, implementation, not easy, right. And, uh, you know, the, the, the risk associated with failure can be very, very high, especially from a financial perspective. You know, the endless project that you're sinking money into that doesn't deliver any ROI just doesn't work. No, you can't, you can't do it. So, yeah, I, I I'm, I'm blown away by just today. Today's keynote going through knocking down those pins one just one after the other. Oh, CQL got it now, you know, for, for, for certain environments where before, yeah. We've got Oracle database support for this function. Now we have SQL also, it's just, you know, it's like this thousand by thousand grid check box, right? Check, check, check, check, check. And I can imagine all of those service providers just salivating, because they're thinking, oh my gosh, practice new practice that we need to spin up to be able to do this. Yep. Which points to a huge challenge. And that is actual practitioners where the rubber meets the road. All of these things require smart people to be able to implement. >>And the good news is a lot of those smart people are on the program this week here, you're going to be able to get, to hear so much more about the innovations that AWS and its ecosystem of partners are doing. We have a LA a full day again today, Dave, and again, tomorrow looking forward to hearing about the conversations that you had, I'm looking forward to interviewing guests and we look forward to having you continue to watch the cube, the global leader in live tech coverage.

>>Hey, welcome back to the cubes. Continuing coverage of AWS reinvent 2021. I'm your host, Lisa Martin. This is day two, our first full day of coverage. But day two, we have two life sets here with AWS and its ecosystem partners to remote sets over a hundred guests on the program. We're going to be talking about the next decade of cloud innovation, and I'm pleased to welcome back to cube alumni to the program. Justin Borkman is here, the co-founder and CEO of Starburst and Teresa Tung, the cloud first chief technologist at Accenture guys. Welcome back to the queue. Thank you. Thank you for having me. Good to have you back. So, so Teresa, I was doing some research on you and I see you are the most prolific prolific inventor at Accenture with over 220 patents and patent applications. That's huge. Congratulations. Thank you. Thank you. And I love your title. I think it's intriguing. I'd like to learn a little bit more about your role cloud-first chief technologist. Tell me about, >>Well, I get to think about the future of cloud and if you think about clouded powers, everything experiences in our everyday lives and our homes and our car in our stores. So pretty much I get to be cute, right? The rest of Accenture's James Bond >>And your queue. I like that. Wow. What a great analogy. Just to talk to me a little bit, I know service has been on the program before, but give me a little bit of an overview of the company, what you guys do. What were some of the gaps in the markets that you saw a few years ago and said, we have an idea to solve this? Sure. >>So Starburst offers a distributed query engine, which essentially means we're able to run SQL queries on data anywhere, uh, could be in traditional relational databases, data lakes in the cloud on-prem. And I think that was the gap that we saw was basically that people had data everywhere and really had a challenge with how they analyze that data. And, uh, my co-founders are the creators of an open source project originally called Presto now called Trino. And it's how Facebook and Netflix and Airbnb and, and a number of the internet companies run their analytics. And so our idea was basically to take that, commercialize that and make it enterprise grade for the thousands of other companies that are struggling with data management, data analytics problems. >>And that's one of the things we've seen explode during the last 22 months, among many other things is data, right? In every company. These days has to be a data company. If they're not, there's a competitor in the rear view rear view mirror, ready to come and take that place. We're going to talk about the data mesh Teresa, we're going to start with you. This is not a new car. This is a new concept. Talk to us about what a data mesh is and why organizations need to embrace this >>Approach. So there's a canonical definition about data mesh with four attributes and any data geek or data architect really resonates with them. So number one, it's really routed decentralized domain ownership. So data is not within a single line of business within a single entity within a single partner has to be across different domains. Second is publishing data as products. And so instead of these really, you know, technology solutions, data sets, data tables, really thinking about the product and who's going to use it. The third one is really around self-service infrastructure. So you want everybody to be able to use those products. And finally, number four, it's really about federated and global governance. So even though their products, you really need to make sure that you're doing the right things, but what's data money. >>We're not talking about a single tool here, right? This is more of a, an approach, a solution. >>It is a data strategy first and foremost, right? So companies, they are multi-cloud, they have many projects going on, they are on premise. So what do you do about it? And so that's the reality of the situation today, and it's first and foremost, a business strategy and framework to think about the data. And then there's a new architecture that underlines and supports that >>Just didn't talk to me about when you're having customer conversations. Obviously organizations need to have a core data strategy that runs the business. They need to be able to, to democratize really truly democratized data access across all business units. What are some of the, what are some of your customer conversations like are customers really embracing the data strategy, vision and approach? >>Yeah, well, I think as you alluded to, you know, every business is data-driven today and the pandemic, if anything has accelerated digital transformation in that move to become data-driven. So it's imperative that every business of every shape and size really put the power of data in the hands of everyone within their organization. And I think part of what's making data mesh resonates so well, is that decentralization concept that Teresa spoke about? Like, I think companies acknowledge that data is inherently decentralized. They have a lot of different database systems, different teams and data mesh is a framework for thinking about that. Then not only acknowledges that reality, but also braces it and basically says there's actually advantages to this decentralized approach. And so I think that's, what's driving the interest level in the data mesh, uh, paradigm. And it's been exciting to work with customers as they think about that strategy. And I think that, you know, essentially every company in the space is, is in transition, whether they're moving from on cloud to the prem, uh, to, uh, sorry, from on-prem to the cloud or from one cloud to another cloud or undergoing that digital transformation, they have left behind data everywhere. And so they're, they're trying to wrestle with how to grasp that. >>And there's, we know that there's so much value in data. The, the need is to be able to get it, to be able to analyze it quickly in real time. I think another thing we learned in the pandemic is it real-time is no longer a nice to have. It is essential for businesses in every organization. So Theresa let's talk about how Accenture and servers are working together to take the data mesh from a concept of framework and put this into production into execution. >>Yeah. I mean, many clients are already doing some aspect of the data mesh as I listed those four attributes. I'm sure everybody thought like I'm already doing some of this. And so a lot of that is reviewing your existing data projects and looking at it from a data product landscape we're at Amazon, right? Amazon famous for being customer obsessed. So in data, we're not always customer obsessed. We put up tables, we put up data sets, feature stores. Who's actually going to use this data. What's the value from it. And I think that's a big change. And so a lot of what we're doing is helping apply that product lens, a literal product lens and thinking about the customer. >>So what are some w you know, we often talk about outcomes, everything being outcomes focused and customers, vendors wanting to help customers deliver big outcomes, you know, cost reduction, et cetera, things like that. How, what are some of the key outcomes Theresa that the data mesh framework unlocks for organizations in any industry to be able to leverage? >>Yeah. I mean, it really depends on the product. Some of it is organizational efficiency and data-driven decisions. So just by the able to see the data, see what's happening now, that's great. But then you have so beyond the, now what the, so what the analytics, right. Both predictive prescriptive analytics. So what, so now I have all this data I can analyze and drive and predict. And then finally, the, what if, if I have this data and my partners have this data in this mesh, and I can use it, I can ask a lot of what if and, and kind of game out scenarios about what if I did things differently, all of this in a very virtualized data-driven fashion, >>Right? Well, we've been talking about being data-driven for years and years and years, but it's one thing to say that it's a whole other thing to actually be able to put that into practice and to use it, to develop new products and services, delight customers, right. And, and really achieve the competitive advantage that businesses want to have. Just so talk to me about how your customer conversations have changed in the last 22 months, as we've seen this massive acceleration of digital transformation companies initially, really trying to survive and figure out how to pivot, not once, but multiple times. How are those customer conversations changing now is as that data strategy becomes core to the survival of every business and its ability to thrive. >>Yeah. I mean, I think it's accelerated everything and, and that's been obviously good for companies like us and like Accenture, cause there's a lot of work to be done out there. Um, but I think it's a transition from a storage centric mindset to more of an analytics centric mindset. You know, I think traditionally data warehousing has been all about moving data into one central place. And, and once you get it there, then you can analyze it. But I think companies don't have the time to wait for that anymore. Right there, there's no time to build all the ETL pipelines and maintain them and get all of that data together. We need to shorten that time to insight. And that's really what we, what we've been focusing on with our, with our customers, >>Shorten that time to insight to get that value out of the data faster. Exactly. Like I said, you know, the time is no longer a nice to have. It's an absolute differentiator for folks in every business. And as, as in our consumer lives, we have this expectation that we can get whatever we want on our phone, on any device, 24 by seven. And of course now in our business lives, we're having the same expectation, but you have to be able to unlock that access to that data, to be able to do the analytics, to make the decisions based on what the data say. Are you, are you finding our total? Let's talk about a little bit about the go to market strategy. You guys go in together. Talk to me about how you're working with AWS, Theresa, we'll start with you. And then Justin we'll head over to you. Okay. >>Well, a lot of this is powered by the cloud, right? So being able to imagine a new data business to run the analytics on it and then push it out, all of that is often cloud-based. But then the great thing about data mesh it's it gives you a framework to look at and tap into multi-cloud on-prem edge data, right? Data that can't be moved because it is a private and secure has to be at the edge and on-prem so you need to have that's their data reality. And the cloud really makes this easier to do. And then with data virtualization, especially coming from the digital natives, we know it scales >>Just to talk to me about it from your perspective that the GTL. >>Yeah. So, I mean, I think, uh, data mesh is really about people process and technology. I think Theresa alluded to it as a strategy. It's, it's more than just technology. Obviously we bring some of that technology to bear by allowing customers to query the data where it lives. But the people in process side is just as important training people to kind of think about how they do data management, data analytics differently is essential thinking about how to create data as a product. That's one of the core principles that Theresa mentioned, you know, that's where I think, um, you know, folks like Accenture can be really instrumental in helping people drive that transformational change within their organization. And that's >>Hard. Transformational change is hard with, you know, the last 22 months. I've been hard on everyone for every reason. How are you facilitating? I'm curious, like to get Theresa, we'll start with you, your perspectives on how our together as servers and Accenture, with the power of AWS, helping to drive that cultural change within organizations. Because like we talked about Justin there, nobody has extra time to waste on anything these days. >>The good news is there's that imperative, right? Every business is a digital business. We found that our technology leaders, right, the top 10% investors in digital, they are outperforming are the laggards. So before pandemic, it's times to post pep devek times five, so there's a need to change. And so data is really the heart of the company. That's how you unlock your technical debt into technical wealth. And so really using cloud and technologies like Starburst and data virtualization is how we can actually do that. >>And so how do you, Justin, how does Starburst help organizations transfer that technical debt or reduce it? How does the D how does the data much help facilitate that? Because we talk about technical debt and it can, it can really add up. >>Yeah, well, a lot of people use us, uh, or think about us as an abstraction layer above the different data sources that they have. So they may have legacy data sources today. Um, then maybe they want to move off of over time, um, could be classical data, warehouses, other classical, uh, relational databases, perhaps they're moving to the cloud. And by leveraging Starburst as this abstraction, they can query the data that they have today, while in the background, moving data into the cloud or moving it into the new data stores that they want to utilize. And it sort of hides that complexity. It decouples the end user experience, the business analyst, the data scientists from where the data lives. And I think that gives people a lot of freedom and a lot of optionality. And I think, you know, the only constant is change. Um, and so creating an architecture that can stand the test of time, I think is really, really important. >>Absolutely. Speaking of change, I just saw the announcement about Starburst galaxy fully managed SAS platform now available in all three major clouds. Of course, here we are at AWS. This is a, is this a big directional shift for servers? >>It is, you know, uh, I think there's great precedent within open source enterprise software companies like Mongo DB or confluent who started with a self managed product, much the way that we did, and then moved in the direction of creating a SAS product, a cloud hosted, fully managed product that really I think, expands the market. And that's really essentially what we're doing with galaxy galaxy is designed to be as easy as possible. Um, you know, Starburst was already powerful. This makes it powerful and easy. And, uh, and, and in our view, can, can hopefully expand the market to thousands of potential customers that can now leverage this technology in a, in a faster, easier way, >>Just in sticking with you for a minute. Talk to me about kind of where you're going in, where services heading in terms of support for the data mesh architecture across industries. >>Yeah. So a couple of things that we've, we've done recently, and whether we're doing, uh, as we speak, one is, uh, we introduced a new capability. We call star gate. Now star gate is a connector between Starburst clusters. So you're going to have a Starbucks cluster, and let's say Azure service cluster in AWS, a Starbucks cluster, maybe an AWS west and AWS east. And this basically pushes the processing to where the data lives. So again, living within this construct of, uh, of decentralized data that a data mesh is all about, this allows you to do that at an even greater level of abstraction. So it doesn't even matter what cloud region the data lives in or what cloud entirely it lives in. And there are a lot of important applications for this, not only latency in terms of giving you fast, uh, ability to join across those different clouds, but also, uh, data sovereignty constraints, right? >>Um, increasingly important, especially in Europe, but increasingly everywhere. And, you know, if your data isn't Switzerland, it needs to stay in Switzerland. So starting date as a way of pushing the processing to Switzerland. So you're minimizing the data that you need to pull back to complete your analysis. And, uh, and so we think that's a big deal about, you know, kind of enabling a data mash on a, on a global scale. Um, another thing we're working on back to the point of data products is how do customers curate and create these data products and share them within their organization. And so we're investing heavily in our product to make that easier as well, because I think back to one of the things, uh, Theresa said, it's, it's really all about, uh, making this practical and finding quick wins that customers can deploy, deploy in their data mess journey, right? >>This quick wins are key. So Theresa, last question to you, where should companies go to get started today? Obviously everybody has gotten, we're still in this work from anywhere environment. Companies have tons of data, tons of sources of data, did it, infrastructure's already in place. How did they go and get started with data? >>I think they should start looking at their data projects and thinking about the best data products. I think just that mindset shift about thinking about who's this for what's the business value. And then underneath that architecture and support comes to bear. And then thinking about who are the products that your product could work better with just like any other practice partnerships, like what we have with AWS, right? Like that's a stronger together sort of thing, >>Right? So there's that kind of that cultural component that really strategic shift in thinking and on the architecture. Awesome guys, thank you so much for joining me on the program, coming back on the cube at re-invent talking about data mesh really help. You can help organizations and industry put that together and what's going on at service. We appreciate your time. Thanks again. All right. For my guests, I'm Lisa Martin, you're watching the cubes coverage of AWS reinvent 2021. The cube is the leader in global live tech coverage. We'll be right back.

(upbeat music) >> Hello and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards for this very important event, the award for best partner transformation, best energy solution. I'm your host, Natalie Erlich for theCUBE and I'm very pleased to welcome our next guests. They are Alan Henson, Senior Principal at Pariveda Solutions and Doug Priedeman, Project Engineering Manager at ExxonMobil Global Projects. Welcome to the program, so glad to have you here. >> Glad to be here. Thank you. >> Yes, thanks for having us. >> Terrific. Well, let's start with you, Doug. Can you give us a brief overview of your subsidiary for some of our audience that may not be familiar with it? And also how are you using AWS now to transform collaboration on major capital projects? >> Certainly and thank you. So as many will know ExxonMobil as a sort of a global energy provider around the world operating on six out of the seven continents. Global Projects, which is the specific subsidiary where I work, we are responsible for delivery of major capital projects to the various business units around the world. So we have the opportunity to, once approved by the business unit, to deliver on the engineering, procurement, and construction activities associated with building a new facility, if you will. And that ranges across oil and gas production, refining and chemical activities. >> Terrific. And I'd love to shift now to Alan. Could you give us an insight on DPH and your collaboration with ExxonMobil? That would be terrific. >> Happy too. We first got involved with Digital Project Home after Doug had reached out to AWS seeking ways to innovate how major capital projects look at collaboration in the engineering, procurement, and construction value chain. And we were brought in as an AWS Premier Partner to help design an uplift, a new way to facilitate that collaboration between ExxonMobil and its EPC companies. And we got involved early on in the design phase where we were in the room together putting up wire frames on the walls, walking through the processes, trying to figure out how do we streamline the process that had quite a bit of toil in it from both the combination of mixed systems to manual processes. And that's where we got involved and really helped to sketch out some of that early vision from Doug. >> Terrific. Now, Doug, how is Digital Project Home facilitating collaboration with your contractors? >> Well, as folks would recognize, some of these projects are quite large, hundreds of millions, billions of dollars, very extensive in terms of the number of people on the owner-operator side as well as the various professional contracting firms that help us to succeed at building out these projects and the decisions, the interactions, the way that we work with one another involves hundreds of millions of hours in some cases, and many, many decisions. What we were looking for is to try to understand how some of those formal interactions, where questions are asked and answered and we need a record of the question that was asked and answered for contractual purposes and for the history, when documents are submitted and need to be reviewed and returned. Some of those formal interactions, historically, had been through platforms and methodologies that were really quite, to use the phrase Alan just did, quite toilsome. And what we were looking to do was to kind of come in to the modern world and use some of the digital tools, methods and programming that are available to help automate in some cases, to help smooth the actual transfer of information, and to bring information to the surface. As practitioners on a project, how do you have information available to you at your fingertips so that you can have better information that allows you to make better decisions and return your answers, not only more quickly with less hours involved in getting to that answer, but also a better answer with a higher confidence that we've answered it the way we need to, we don't have to revisit later. >> Terrific. Well, Alan can you now describe some of the benefits of this cloud native serverless architecture? >> Absolutely. If you remember back what Doug was saying earlier, ExxonMobil operates on six to seven continents around the world. So one of the first things we wanted to do is make sure that we were designing for a solution that could meet any end-user, no matter where they were in the world, whether it was Africa, North America, Australia, Asia, it didn't matter. So we wanted to choose a cloud infrastructure like AWS that had an amazing ability to serve global customers around the world. And more specifically, we knew it was really important to get to a value adding solution as quickly as possible. So by leveraging serverless technology, we got to spend most of our time building the technology that was going to be adding value because AWS infrastructure had already solved many of just the pipe work style issues at hand. So AWS really gave us an accelerated platform to really start diving in to the innovative side of improving collaboration between ExxonMobil and their engineering, procurement and construction vendors. >> Terrific. Now staying with you, Alan. I'd love to hear how is that helping ExxonMobil to build with greater agility and at lower costs? >> There are a couple of things that come to mind with me. First, we led very early on with a modular based design. We knew there were going to be multiple use cases that we had to satisfy and every major capital project does follow rigorous global processes, but often has to adapt them to the environment at hand to what they're particularly constructing, things of that nature. So we wanted to build a solution that would adapt them quickly, so they're not constantly having to go back and build new customizations, new workflows that were specific to one entity or project versus another. So just by making it modular and flexible, we were able to already start to save costs. Additionally, because we're moving into the cloud, we completely take out a lot of the infrastructure maintenance costs that go with that. And that's really where the AWS infrastructure and the cloud based solution really started to help save money as we streamlined this solution. >> Yeah. Well, speaking of flexibility, Doug, why is it so important for your business? >> So, as Alan pointed out, Natalie, we work all over the world with different partners, different EPC contractors, and so we needed the flexibility to be able to use this tool in locations, all around the world. In many cases, the same project has people located around the world. So we had to have that speed and access. We also had to have the flexibility to be able to adjust to specific requirements perhaps of unique relationships between us, our co-venture partners, the countries that host us and so forth. But in addition to that, I'll add to Alan's comment, by structuring it the way Pariveda did, what we ended up with is sort of foundational building blocks that allowed us then to extend in future to additional interactions that we might have with our contractors. So we built out the first couple, and those are available to us today, technical queries and document reviews, but we knew and anticipate that we will continue to have additional workflows, if you will, additional interactions with our partners that we will want to automate and strengthen in the same way. And so having the flexibility of this building block architecture that Pariveda put together allows us to anticipate that in future we can build that out to additional workflows. >> Terrific. Well, now shifting gears. I'd love to hear from Alan a bit here, or actually Doug, excuse me. How do you actually find the system? Do you find that it is intuitive, or do you have to train people really meticulously on this kind of platform? >> Well, design from the beginning to be a very user-friendly. The user experience element of the design work, Pariveda brought that in from the very beginning. And in fact, from our perspective, was one of the key talents that they brought to the design. So we had a problem that we were trying to solve, a platform that we wanted it to work on, but that user interaction, that user experience was so important from the very beginning and is quite frankly, an area where I lacked the experience to have been able to influence it very much, but the Pariveda team and the AWS team as they work together with us built in user experience from the very beginning. That doesn't mean that we don't have to still give some folks a little bit of training to get used to it, but it was designed from the beginning to be quite an intuitive approach, so folks could do their work. We really were after, from my view, from the very beginning, low in toil, rich in information, those were the two things we were trying to accomplish with the entire platform. >> Yeah. And if either one of you want to jump in here. Obviously, you're dealing with a lot of information, what is the data storage like? >> It's surprising not as much as you might think. We designed for optimized data storage from the beginning. We really wanted to make sure we only stored the data that we needed, but also capture as much of it as possible so that we could surface information. That was a goal for us in the beginning, was to not only capture the information that was happening between the collaboration, but design it in a way that we could use technologies like AI and machine learning languages capabilities to surface data out. So from a data storage standpoint, a lot of the data was stored outside of AWS, but we also have a fair amount stored inside of AWS. And because of that footprint, we were able to keep costs quite low. >> Terrific. Well, Alan, again, staying with you, really curious. How is this system addressing the pain points of ExxonMobil global projects specifically? >> One of the main goals from the beginning, like Doug was saying, is to reduce the toil. And a lot of the toil came from the process of an EPC company needing to submit a document over to ExxonMobil and then getting it distributed to the right teams to provide that feedback, or perhaps in reverse, where ExxonMobil needed to send a document over to another EPC companies to get feedback as well. That oftentimes involve multiple people on both sides of that equation. It involved multiple systems that had to be accessed and leveraged to not only capture and trance to document, provide tools for doing markup and providing comments. Digital Project Home unified that entire experience so that the engineers on both sides of the document collaboration process could go into one system and perform all their functions. We automated the routing. We gave them an in tool PDF markup capabilities. So they could just load the document straight into their browser, start doing their work, add their comments, save and submit, and the system would facilitate all of that. So we took out multiple hops in the process and reduce the amount of time people had to spend doing tasks that weren't necessarily a value add. >> And I'll add to that. Natalie, is it okay I'll add to that? >> Oh, please do. >> Both on the EPC contractor side as well as the owner side, we have small teams of what we call document controllers 'cause we handle so many documents. But it's quite a labor intensive or manual type approach, but it didn't need to be. And the DPH approach and the way that it was built out, it's still not completely eliminated all of the intervention of document controllers, but it reduces the burden and even the team size necessary to maneuver those documents back and forth. We in our engagements with our contractors have a contractual obligation to return our comments within a specified period of time. And we were losing 10 to 20% of that time just in the document management side of getting it from the right person to the right person and back. And so when schedules are tight, we have a lot to do, losing 20% of our contractual time to get a document returned with comments, that was a bit painful for us. So eliminating that, or at least drastically reducing it was a big win among others. >> Well, staying with you, Doug, what do you see as the major benefits of creating this platform on AWS? >> Really, to me, it comes down to better decisions. In underpinned by better information at hand to those who are or having to review, answer questions, review documents that are information at hand that allows us then to have the information that's required to get to a good answer and provide that back, whether it's from the contractor to us or the other way around. On either side, surfacing information, because otherwise a practitioner is going off to find an industry standard, going back to find out if we already had a query on that same document, see what we said last time or how that question was different from this question. There was a lot of hunting and pecking, so to speak to find out what information was allied to the question or allied to the document. And what we were really looking for was a solution that would bring that information up, give us live links, allow us to jump across to that information straight away. Not only have the information, but also be able to access it quite quickly. >> Terrific. And Alan, now shifting gears over to you. I'm really curious how this system will improve efficiencies for MCPs for the years to come. >> As Doug mentioned, we designed the system from the beginning to be extendable, to be modular, to think of like Lego blocks, where the Legos themselves represent functionality that we know can serve purposes in multiple different workflows. So as ExxonMobil continues to develop this platform in partnership with feedback from their engineering, procurement, and construction companies, they're going to be able to quickly build new workflows leveraging component based design that we did from day one. So the efficiency is going to come as they or able to add new capabilities to the platform very quickly and using modern technology to ensure that it's relevant and capable and serving the businesses needs. >> Terrific. Now, Doug, as this project scales up, what are some of the other benefits would you expect can be realized? >> Well, Natalie, we're looking to extend it to more projects as is often the case with things like this. We trial it in a few places to get, to build it out, gain the experience. We're looking to extend it to additional users, but we're also looking to do, just what Allan was just mentioning there, folks involved in major projects are familiar with such things as management of change, deviations, issues management. So there are a handful of interactions that happen between between parties and something like this. And so while we've built out two of the workflows as a starting place, and while we've deployed this tool, if you will to a few of our projects, our vision is that we would be able to extend the number of users and be able to build out additional important interactions or workflows that we have so that the Digital Project Home becomes a place that holds even more of a practitioners daily work activities. >> Terrific. And if either one of you would like to jump in here and provide just like a quick snapshot of how much manpower, time, and costs are saved as a result of using this type of platform. >> Well, on our side, Alan, I'll jump in here. We anticipate on a large project, we will transact over thousands of documents. Now, some of them get more review and some of them get less review, but there are thousands of documents that are developed in terms of engineering, procurement, and construction type activities. And to the extent that we can save a small amount of time and get better answers on each one, that really adds up quickly when you consider the number of hours expended in that overall effort. So we're talking thousands upon thousands of hours that we believe can be reduced and what that translates to, not only the ability to execute a project with a smaller team, but we are confident with better information in hand, we'll make better decisions. >> Well, thank you both for your insights. Loved having you on this program. That was Alan Henson, Senior Principal at Pariveda Solutions and Doug Priedeman, Project Engineering Manager at ExxonMobil Global Projects. That's all for this session for the 2021 AWS Global Public Sector Partner Awards, and I'm your host Natalie Erlich for theCUBE. Thanks so much for watching. (bright music)

>>last decade. The >>major vectors of power in >>tech. We're cloud, mobile >>social and big data. Network computing >>architectures were >>heavily influenced by the mobile leg of that stool with bring your own devices and the SAs >>ification of the enterprise. >>The next 10 years are going to see a focus on instrumented the edge and leveraging architectures that provide a range of capabilities from very small embedded devices, too much larger systems that span hybrid it installations, they move data across clouds and then to the very far edge. >>And is so often the >>case consume arised IOT technology is rapidly driving innovations for enterprise IOT. What are the key trends, challenges and opportunities >>that this >>sea change brings and how should we think about the expanding network >>universe and what will it take to >>thrive in this new environment? Hello everyone. This is Dave Volonte. Welcome back to HPD discovered 2021. You're watching the cubes, virtual coverage of H P. S annual customer event. And with me to discuss the next decade >>of IOT innovation >>and enablement is David Logan, who's the vice president and >>Ceo for the >>Americas for >>HP. Es. Aruba >>networks. David, Welcome to the cube, come on in. >>Thanks so much. It's my pleasure to be here today with you. So >>if the last decade was all about mobile that was legit, it was really driven by the iphone and android adoption and we've been hearing about IOT >>for a long time. >>What's >>the impetus behind the current >>focus on IOT is a >>connected cars, connected homes. What's making it >>real this >>time? From your point of view? >>You know, it's it's really almost everything at once. Uh if you look at how um IOT systems had been developed over the past 10 years, it was super industry specific, A lot of, a lot of mitch implementations, um a lot of product vendors trying to become an IOT platform play. But with all of that innovation that's taken place, it's been additive over the past 10 years. Now. The next 10 years, we're really looking at a phenomenal amount of growth, a phenomenal amount of uh increased innovation to bring IOT solutions to almost any industry for any purpose, whether it's a horizontal need or or a vertical need, that's >>so you guys use terms like solutions, enablement IOT solutions, it's a real big focus of HBs Edge to cloud narrative. I wonder if you could add a little color and some details behind that and explain how Aruba fits in. >>I'll be glad to. So um, H p S Edge to cloud strategy is a really accurate term. Ultimately, the Edge is where IOT solutions are first enabled and it's where data is born, it is where end user experiences live and Aruba's role in Edge to cloud architectures is to provide the connectivity, the performance assurance, the ability to commingle what were once parallel architectures into common infrastructure, common operating platforms and allow this data that's born at the edge to go all the way to the hybrid cloud infrastructure, wherever it needs to go, whether it's an IOT and user application, whether it's an IOT subsystem for industry or or for vertical industry or for vertical enterprise, um the Aruba infrastructure really provides this common operating platform at the edge so that the rest of the enterprise can benefit from what's once transpiring >>when you think about the >>sort of >>candidates for IOT at the enterprise level. I mean, the edge obviously is very fragmented and and of course the big industrial giants, they're on a path there digitizing, they're collecting data, they're driving new monetization initiatives and you know, they got the budgets to do that. Can can smaller companies come to this party. >>Absolutely. And it's really the consumer is ation of IOT that's really driving that. As you mentioned in some of your opening statements, um, the consumer is ation of computing with mobile computing architecture, sas clarification of applications and the extension of the enterprise application environment to the end user with their consumer devices as opposed to their enterprise issue devices. We're seeing the same effects in IOT now, the Consumer Ization of IOT, the release of the amazon echo in 2014, all of the smart tv technology, all of the in home home automation technology that's been developed for individual use cases, for conglomerated use cases. It is this innovation that is now being able to be brought into the enterprise either in the form of pure consumer technology. Just take a look inside your average student dorm room, how much digital technology they brought in, But it's in a it's in an enterprise setting in the university. Uh think about hospitals, health care that have brought in technology to facilitate their particular processes. The consumer is a shin will allow digital experiences to be delivered to the patient in their in their in their treatment suite, for example. So we're gonna see this really drive over the next 10 years quite quite uh quite a significant amount of interesting new use cases. >>Just a quick aside, David, I mean, that Echo example is kind of interesting because when you think about the predominant use cases for AI at the enterprise, it's it's largely modeling that's taking place in the cloud. But when you think about the predominance of AI on whether it's smartphones or you mentioned things like Echo, it's that's kind of a i influencing at the edge, facial recognition is another good example that's bleeding into the enterprise. And it's as you as you know, we've talked about up top it sort of points the way and informs the enterprise, much like the Consumer ization of it. >>Absolutely. Um organizations like Microsoft google amazon, they're really leading the charge from from uh both the Consumer ization perspective but also a developer enablement perspective, bringing the ability for a. I machine learning very specific capabilities. Like you mentioned, video recognition to be able to be brought into enterprise application environments by a developer so that they don't necessarily need to know how to develop that full ai ml stack but can incorporate that capability into their end user applications. And then it's going to lead to brand new productivity innovations that an enterprise can benefit from. Uh It's gonna lead to certainly new business models, it's gonna lead to the ability to integrate um Federated Systems together. Whether it's a business model between two enterprises or whether it's uh the how a particular enterprise operates their own business. It's gonna be, it's gonna be really fascinating. >>I was reading about hand recognition of security. You go beyond fingerprint recognition, it should now be hacked. Let's talk about the market. Everybody talks about the tam, you know, pick your trillion, 1,000,000,001 trillion two trillion. It's a huge total available market, as I said, very fragmented. So how do you think about segmenting the market? How should we think about the different categories of of IOT and solutions and architectures? >>Well, you know, every every organization is easily category categorized by their industry, healthcare, higher education, industrial retail. They all have their particular operating models that generally speaking, have a lot of similarities. And so when we think about market and market segmentation and I think it's first important to think about the particular vertical that enterprise organization belongs to. And then, you know, innovators like like us here in Aruba, we think about how do these particular industries need solutions? And then we look across them for horizontal opportunities, for example, within Aruba's solution set the ability to uh go through rapid iOT device onboarding and security policy process and procedures that's pretty universally applicable across many different industries. But at the same time when you when you look inside a particular vertical, like a heavily industrialized setting, they want to collapse there. OT infrastructure and their I O. T. And I. T. Infrastructure altogether. And they're going to need some very specific solutions to do that. Um, whether it's the ability to guarantee data flow from the edge to the cloud, whether it's security, performance, assurance, whatever their needs, are there going to be very unique to them too. And so looking at it by vertical first is important and then I think sending by size makes sense. And then as we were talking about earlier, the Consumerism nation of IOT systems is really going to bring the ability for medium and smaller organizations to benefit from a lot of these innovations. >>Another another aside maybe it's not a quicker side, but you get the O. T. And the I. T. You know, T. Engineers that are pretty hard core about the way they do things and you got it folks, they have security edicts and compliance and so forth. Kind of how how are they working together? Like who's driving the bus and that >>convergence. You know, every organization has their own operating culture. They have there their prior way of doing things and then they have the future and the real key here for leadership honestly the real key here for organizational leadership, solution, technology leadership in these organizations is to figure out how to bring everybody together the booty uh responsible part of the organization. The folks that are in the line of business, the folks are in biomedical engineering in a health care organization. They know what the end application is, they know what the systems behaviors are going to be from an end user's perspective or from a from a technology perspective as it's applied at the edge, the I. T. Team knows how to build and operate and maintain a bus nature that is all co mingled together is all integrated together. They're going to have to work together so that they understand the end user applications, the experiences that need to be delivered the system's architecture and then how it needs to be operated. But the reason they need to come together is it needs to be using a common enterprise architecture to do so. Common network infrastructure, common computing storage, data platforms at least from a standards perspective, so that the enterprise can get operational efficiency so they can really have the one plus one equals three value proposition moments when multiple systems come together. >>So a couple things we just hit their the organizational challenges, the architectural challenges. You don't want to have more stovepipes? Everybody talks about stovepipes and and data silos. Are there any other challenges that you note that an organization faces in planning and implementing an IOT solutions architecture from your perspective are the organizational, we talked about that. They were talking about some technical and any others that we might have missed, >>you know. Um It's interesting when you look inside at enterprise that has some decent best practices or some good best practices for implementing their their enterprise IOT frameworks. Um as I mentioned, bringing the organization together uh from the end user perspective and the experiences that they need from the operational perspective and the operational technology bleeding into or merging into I. T. Technology. Clearly there's there's that organizational component, but that then needs to map into a newly refined enterprise architecture last decade, you know, the nineties and two thousands, 2010, we talked about enterprise architecture a lot, it was a lot about client server and it was a lot about migrating from legacy application architecture is into next gen and web dato and now it's all about machine to machine and mobile and post mobile. And that means the enterprise architecture that maybe got dusty on the shelf needs to be pulled off and re implemented. And interestingly, as a networking vendor, what we've seen as a best practice is these enterprise organizations recognize that with cloud and mobile and IOT and vendors playing such a such an important role that a lot of control and a lot of visibility has been pulled away from the classic enterprise I. T. Organization and looking at the network as the place where experiences come to uh at the places where uh as to where um instrumentation of the overall end to end architecture can come together. And so they're really now starting to look at the network as as a far more important component than perhaps they did four or five years ago where it might have just been four bars of wifi or connectivity from branch to headquarters. >>When I think about enterprise architectures, I definitely go to workloads like, okay, how is work? How is work that's being done in the enterprise changing and you obviously have a lot of general purpose E R P and financials and Crm and HCM etcetera. You've got this emerging set of workloads that's data intensive, whether it's A I or you know, whatever, whatever you call, some people call matrix workloads, but all the kind of new, interesting, you know, data intensive workloads and then there's a ton of work being done that's just don't even supporting applications directly, it's it's making storage run better or networks run better and so it's kind of wasted cycles if you will. So yeah, I talked a lot of people who are kind of rethinking that architecture to your point based upon the type of work that's being done and obviously things like influencing at the edge that we talked about a little bit earlier, uh are gonna drive that in the enterprise and that's really gonna put new requirements on the architecture, is it not? >>Absolutely. In fact, this is, this is core to the HP edge to cloud strategy and architecture. Ultimately, every organization is going to be different, they have different use cases, different, different business requirements. But um, we are going to find over the next 10 years that a significant amount of the data that is born at the edge and the experiences that are delivered at the Edge need a local presence of computer and communications to enable what needs to, what needs to take place locally from an operations perspective, Let me give you a concrete example. I mentioned health care a couple of times, imagine the healthcare environment of a large healthcare network organization and they need to consume patient telemetry information from all of their patient bedside monitoring systems. At the point at the point of patient care, well, what if the point of patient care is in a hospital tower? What if the point of patient care is in the patient's home? That's a completely different set of circumstances, physically and logically from an enterprise architecture perspective. And so it's particularly important to think through how data will be born at the edge, consumed locally, processed locally. And then forwarded to hybrid cloud computing environments for continued processing after the fact. So you might need to react immediately to some patient telemetry that's collected locally, but then also collect that information processing and the metadata stored somewhere else, maybe maybe haven't diverge into multiple streams? And in all of this, the computing architecture at the edge, the hybrid cloud architecture, the network architecture from edge to cloud all matters because this involves security, involves availability, involves performance, it involves how the data itself is used, the experience of the end users that are responsible for the delivery of the, Of the experience itself. So the ultimate enterprise architecture here is going to evolve yet again. And just as we've seen over 30 years, the centralization, the decentralization, the centralization, the distribution of various functions. We're just we're just seeing that again, because we continue to reinvent how we operate with better and better architectural models, >>right. Pendulums definitely swinging when you, when I think about the compute at the local level, I think it's gonna be super, super high performance and dirt, cheap and low power. Um, and I want to ask you a question about something you said earlier about your strategy is really to look for those horizontal opportunities. So am I right to and for you're not going after the, the deep edge with, you know, specialized capabilities or are you? I think Tesla, right. I mean, you know, designing their own chips for their cars, you're not going there, I presume. But you also reference, hey, there's gonna be some data that's coming back, that's kind of your role. But maybe you can help clarify that for me. >>Yeah, so, so interesting. We are in a way going after the special edge cases, but that's through the creation of an architecture that is malleable enough where you can define an enterprise network architecture and enterprise network experience that will address the horizontal, easy to understand use cases like mobile devices that need wifi connectivity or mobile devices that need bluetooth connectivity or Zig B or what have you. But also we have found that through again through consumer is ation of IOT systems that um, I O T specific technologies for very specific edge use cases are still embedding common access technologies, common networking technologies, common security protocols, um Common orchestration capabilities for compute as some examples. And so what we are building is the ability for uh an enterprise architect or an enterprise network architect to define a single network architecture physically that can commingle lots of different perhaps parallel network architectures into a single common platform and then operate it even though that it might consume multiple, many parallel types of systems ultimately operated as one single entity. Um That honestly, that's the power of the Aruban architecture is even though we have to physically deploy access points and switches and SD WAN gateways to create whatever the enterprise network architecture looks like, It's all driven by software and it's all driven by common interfaces that at some point get down to. Okay, I can actually connect that kind of strange device because it has enough commonality so that I can plug in this USB adapter into this access point. And all of a sudden I've got this connectivity for this very specialized thing transporting specialist protocol across an I. P. Network. So it's um it's really the blend of looking for horizontal opportunities so that we attacked the market effectively but also make sure we don't leave anybody behind in the process just because they've got a specialized need. >>Thank you for that clarification. So room is going to participate in the entire value chain that we've sort of laid out here and visualized. What do you think's going on? Maybe we can talk about the vendor landscape the pretenders from the contenders. What are the keys in your view to the product solutions, the right clarity of vision? Uh maybe some things that haven't been invented yet. How do you how do you think about that? >>Yeah, so um a lot of lessons learned over the past 10 years, I would say um there have been a number of very prominent enterprise technology companies, facilities, tech, um a vertical oriented solutions for healthcare, for industrial settings and they've all at one point or another tried to build a platform strategy, they have decided to self anoint or anoint themselves with, we're going to be the platform for some particular horizontal function inside the enterprise that involves IOT because we want to be the centerpiece where all this data from all these IOT systems concerning this particular environment flows through and we want to help democratize data access. Um Unfortunately most of them still took a very vendor specific point of view about it, even even by layering standards on top of what they've built, um even forming industry consortiums, they haven't necessarily achieved critical mass of what we would all like to see, which is full democratization of IOT solution architectures and IOT data access and I think we're gonna see that over the next 10 years, it's gonna take a while but I think um you know to to your question of what are some interesting uh interesting products or technologies to be developed? Um I think uh industries working together vendors working together like Microsoft like google like amazon like Aruba HP like um in ocean which is an industry consortium, these places where we come together and decide to achieve the greater good to achieve greater benefits for our enterprise customers and build a platform capabilities using standards using open source, using consume arised tech using really critical functions in orchestration, configuration management, aPI architectures, standard standard object models for how how information is communicated. I think that we will be able to democratize IOT data access, I think we'll be able to democratize how IOT systems are deployed and dramatically expand the market opportunity for the benefit of everybody. >>Yeah, we've certainly seen those types of collaborations before, I'm not sure it's ever been this large. Maybe the internet was this large, but that was kind of more government driven than it was a vendor driven, which is your land, give us the bumper sticker for Y H P E in Aruba. >>Well, you know, um HBs in a really um in a really interesting position, we really are enabling the entire edge to cloud architecture, as we've mentioned a few times and the ability to lay out the foundation of the infrastructure for communications for compute for storage regardless of how an enterprise organization wants to consume it, whether it's all at the edge or all in private data centers or in hybrid architecture, whether they want to control the entire architecture top to bottom, whether they want us to help them deploy and manage the architecture on their behalf with industry partners. Ultimately, we are giving them a set of building blocks into end that will coexist with whatever they've already built, help them build a malleable architecture and going forward in the future and really helped them achieve economies of scale, >>David, Very interesting discussion. Thank you so much for your perspectives. Really appreciate you coming on the cube. >>Thank you. Thank you so much. Dave. I really appreciate the time and I'm uh I'm really excited to be part of discover, >>awesome. And thank you for watching this segment of H. P. E. Discovered 2021. You're watching the cube. This is David. Want to keep it right there. Mhm.

(upbeat music) >> Last decade, the major vectors of power in tech were cloud, mobile, social and big data. Network computing architectures were heavily influenced by the mobile leg of that stool with bring your own devices and the SaaSification of the enterprise. The next 10 years are going to see a focus on instrumenting the edge and leveraging architectures that provide a range of capabilities from very small embedded devices to much larger systems that span hybrid IT installations. They move data across clouds and then to the very far edge. And it's so often the case consumerized IoT technologies rapidly driving innovations for enterprise IoT. What are the key trends challenges and opportunities that this sea change brings. And how should we think about the expanding networked universe, and what will it take to thrive in this new environment? Hello everyone. This is Dave Vellante. Welcome back to HPE Discover 2021. You're watching theCUBE's virtual coverage of HPE's annual customer event. And with me to discuss the next decade of IoT innovation and enablement is David Logan, who's the vice president and CTO for the Americas for HPE's Aruba Networks. David, welcome to theCUBE. Come on in. >> Thanks so much. It's my pleasure to be here today with you. >> So, of the last decade, it was all about mobile, and that was legit, it was really driven by the iPhone and Android adoption. And we've been hearing about IoT for a long time. What's the impetus behind the current focus on IoT? Is it connected cars, connected homes? What's making it real this time from your point of view. >> It's really almost everything at once. If you look at how IoT systems had been developed over the past 10 years, it was super industry specific a lot of niche implementations, a lot of product vendors trying to become an IoT platform play. But with all of that innovation that's taking place, it's been additive of that past 10 years. Now, the next 10 years, we're really looking at a phenomenal amount of growth, a phenomenal amount of increased innovation to bring IoT solutions to almost any industry for any purpose, whether it's a horizontal need or a vertical need. >> So, you guys use terms like solutions enablement, IoT solutions, it's a real big focus of HPE's edge to cloud narrative. I wonder if you could add a little color and some details behind that and explain how Aruba fits in. >> I'll be glad to. So, HPE's edge to cloud strategy is a really accurate term. Ultimately, the edge is where IoT solutions are first enabled, and it's where data is born. It is where end-user experiences live, and Aruba's role in edge to cloud architectures is to provide the connectivity. The performance assurance, the ability to co-mingle what were once parallel architectures into common infrastructure, common operating platforms and allow this data that's born at the edge to go all the way to the hybrid cloud infrastructure, wherever it needs to go, whether it's an IoT end user application, whether it's an IoT subsystem for industry or for a vertical industry or for a vertical enterprise, the Aruba infrastructure really provides this common operating platform at the edge so that the rest of the enterprise can benefit from what's transpiring. >> When you think about the sort of candidates for IoT at the enterprise level, I mean, it's at the edge obviously it's very fragmented, and of course the big industrial giants, they're on a path, they're digitizing it, collecting data, they're driving new monetization initiatives, and they've got the budgets to do that. Can smaller companies come to this party? >> Absolutely, and it's really the consumerization of IoT that's really driving that. As you mentioned in some of your opening statements, the consumerization of computing with mobile computing architectures, SaaS, cloudification of applications, and the extension of the enterprise application environment to the end user with their consumer devices, as opposed to their enterprise issue devices, we're seeing the same effects in IoT now. The consumerization of IoT, the release of Amazon echo in 2014, all of the smart TV technology, all of the in-home home automation technology that's been developed. For individual use cases, for conglomerated use cases, it is this innovation that is now being able to be brought into the enterprise, either in the form of pure consumer technology. Just take a look inside your average student dorm room, how much digital technology they brought in, but it's in an enterprise setting in the university, think about hospitals, healthcare that have brought in technology to facilitate their particular processes. The consumerization will allow digital experiences to be delivered to the patient in their treatment suite, for example. So we're going to see this really drive over the next 10 years quite a significant amount of interesting new use cases. >> Just a quick aside, David, I mean, that echo example is kind of interesting, because when you think about the predominant use cases for AI at the enterprise, it's largely modeling that's taking place in the cloud, but when you think about the predominance of AI on whether it's smartphones, or you mentioned things like echo it's, that's sort of AI inferencing at the edge, facial recognition is another good example. That's bleeding into the enterprise. And as we've talked about up top, it sort of points away and informs the enterprise much like the consumerization of IT. >> Absolutely. Organizations like Microsoft, Google, Amazon, they're really leading the charge from a both a consumerization perspective, but also a developer enablement perspective, bringing the ability for AI machine learning, it's very specific capabilities, like you mentioned, video recognition to be able to be brought into enterprise application environments by a developer so that they don't necessarily need to know how to develop that full AIML stack, but can incorporate that capability into their end-user applications. And then it's going to lead to brand new productivity innovations that an enterprise can benefit from. It's going to lead to certainly new business models. It's going to lead to the ability to integrate federated systems together, whether it's a business model between two enterprises or whether it's the, how a particular enterprise operates their own business, it's going to be really fascinating. >> I was reading about hand recognition for security, you go beyond fingerprint recognition. It's now be hacked. Let's talk about the market. If it talks about the TAM, pick your trillion, 1 billion, 1 trillion, 2 trillion, is a huge total available market, and as I said, very fragmented. So how do you think about segmenting the market? What, how should we think about the different categories of IoT and solutions and architectures? >> Well, every organization is easily categorized by their industry, healthcare, higher education, industrial retail, they all have their particular operating models that generally speaking have a lot of similarities. And so when we think about market and market segmentation, I think it's first important to think about the particular vertical that an enterprise organization belongs to. And then innovators like us here at Aruba, we think about how do these particular industries need solutions. And then we look across them for horizontal opportunities. For example, within Aruba's solution set, the ability to go through rapid IoT device onboarding and security policy process and procedures. That's pretty universally applicable across many different industries, but at the same time when you look inside a particular vertical like a heavily industrialized setting, they want to collapse their OT infrastructure and their IoT and IT infrastructures all together. And they're going to need some very specific solutions to do that. Whether it's the ability to guarantee data flow from the edge to the cloud, whether it's security, performance assurance, whatever their needs are, they're going to be very unique to them too. And so looking at it by vertical first is important. And then I think sending them by size makes sense. And then as we were talking about earlier, the consumerization of IoT systems is really going to bring the ability for medium and smaller organizations to benefit from a lot of these innovations. >> Another side, maybe it's not a quicker side, but you've got the OT and the IT, you got OT engineers that are pretty hardcore about the way they do things and you got IT folks, they have security edicts and compliance and so forth, kind of how are they working together? Like who's driving the bus in that convergence. >> Every organization has their own operating culture. They have their prior way of doing things. And then they have the future. And the real key here for leadership, honestly, the real key here for organizational leadership solution technology leadership in these organizations is to figure out how to bring everybody together. The OT responsible part of the organization, the folks that are in the line of business, the folks who are in biomedical engineering, in a healthcare organization, they know what the end application is. They know what the systems behaviors are going to be from an end user's perspective or from a technology perspective, as it's applied at the edge, the IT team knows how to build and operate and maintain a robust structure that is all co-mingled together. That is all integrated together. They're going to have to work together so that they understand the end user applications, the experiences that need to be delivered, the systems architecture, and then how it needs to be operated, but the reason they need to come together is it needs to be using a common enterprise architecture to do so, common network infrastructure, common computing storage, data platforms, at least from a standards perspective so that the enterprise can get operational efficiency. And so they can really have the one plus one equals three value proposition moments when multiple systems come together. >> So, a couple of things we just hit there, the organizational challenges, the architectural challenges. You don't want to have more stove pipes. Everybody talks about stove pipes and data silos. Are there any other challenges that you'd note that an organization faces in planning and implementing an IoT solutions architecture from your perspective, are they organizational? We talked about that. We talked about some technical, any others that we might've missed. >> It's interesting. When you look inside an enterprise that has some decent best practices or some good best practices for implementing their enterprise IoT frameworks. As I mentioned, bringing the organization together from the end-user perspective and the experiences that they need from the operational perspective and the operational technology bleeding into or emerging into IT technology, clearly there's that organizational component, but that then needs to map into a newly refined enterprise architecture. Last decade, the 90s, the 2000s, 2010s, we talked about an enterprise architecture a lot, and it was a lot about client server. And it was a lot about migrating from legacy application architectures into next gen and web 2.0, and now it's all about machine to machine and mobile and post mobile. And that means that the enterprise architecture that may be got dusty on the shelf needs to be pulled off and reimplemented, and interestingly, as a networking vendor, what we've seen as a best practice is, these enterprise organizations recognize that with cloud and mobile and IoT and vendors playing such an important role, that a lot of control and a lot of visibility has been pulled away from the classic enterprise IT organization, and looking at the network as the place where experiences come to, at the places where as to where instrumentation of the overall end to end architecture can come together. And so they're really now starting to look at the network as a far more important component than perhaps they did four or five years ago where it might've just been four bars of WiFi, or connectivity from branch to headquarters. >> When I think about enterprise architecture is I definitely, I go to workloads, and I go, okay, well, how is work that's being done in the enterprise changing? And you obviously have a lot of general purpose, ERP and financials and CRM and HCM, et cetera. You've got this emerging set of workloads that's data intensive, whether it's AI or whatever you call it. Some people call it matrix workloads, but all that kind of new, interesting, data intensive workloads. And then there's a ton of work being done that's just not even supporting applications directly. It's making storage run better or networks run better. And so it was kind of wasted cycles if you will. So, I talked a lot of people who were kind of rethinking that architecture to your point based upon the type of work that's being done. And obviously, things like influencing at the edge that we talked about a little bit earlier are going to drive that in the enterprise. And that's really going to put new requirements on the architectures. Is it not? >> Absolutely. In fact, this is core to the HPE edge to cloud strategy and architecture. Ultimately, every organization is going to be different. They're going to have different use cases, different business requirements, but we are going to find over the next 10 years that a significant amount of the data that is born at the edge and the experiences that are delivered at the edge need a local presence of compute and communications to enable what needs to take place locally from an operations perspective. Let me give you a concrete example. I mentioned healthcare a couple of times, imagine a healthcare environment of a large healthcare network organization, and they need to consume patient telemetry information from all of their patient bedside monitoring systems at the point of patient care. Well, what if the point of patient care is in a hospital tower? What if the point of patient care is in the patient's home. That's a completely different set of circumstances, physically and logically from an enterprise architecture perspective. And so it's particularly important to think through how data will be born at the edge, consumed locally, processed locally and then forwarded to hybrid cloud computing environments for continued processing after the fact. So you might need to react immediately to some patient telemetry that's collected locally, but then also collect that information, process it in a metadata, store it somewhere else, maybe have a divergent to multiple streams. And in all of this, the computing architecture at the edge, the hybrid cloud architecture, the network architecture from edge to cloud, all matters, because this involves security, and involves availability, involves performance. It involves how the data itself is used, the experience of the end users that are responsible from the delivery of the experience itself. So, the ultimate enterprise architecture here is going to evolve yet again. And just as we've seen over 30 years, the centralization, the de-centralization, the centralization, the distribution of various functions. We're just seeing that again, because we continue to reinvent how we operate with better and better architectural models. >> Right, it depends on limbs definitely swinging when you, when I think about the compute at the local level, I think it's got to be super high-performance and dirt cheap and low power. And I want to ask you a question about something you said earlier about your strategy is really to look for those horizontal opportunities. So am I right to infer? You're not going after the deep edge with specialized capabilities or are you, I think Tesla. I mean, designing their own chips for their cars. You're not going there I presume, but you also referenced, hey, there's going to be some data that's coming back. That's kind of your role, but maybe you could help clarify that for me. >> Yeah, so interestingly, we are in a way going after those special edge cases, but that's through the creation of an architecture that is malleable enough where you can define an enterprise network architecture and enterprise network experience that will address the horizontal easy to understand use cases like mobile devices that need WiFi connectivity or mobile devices that need Bluetooth connectivity or Zigbee or what have you. But also we have found that through again, through consumerization of IoT systems that IoT specific technologies for very specific edge use cases are still embedding common access technologies, common networking technologies, common security protocols, common orchestration capabilities for compute as some examples. And so what we are building is the ability for an enterprise architect or an enterprise network architect to define a single network architecture physically that can co-mingle lots of different, perhaps parallel network architectures into a single common platform, and then operate it, even though that it might consume multiple many parallel types of systems, ultimately operate it as one single entity. That honestly, that's the power of the Aruba architecture is even though we have to physically deploy access points and switches and SD-WAN gateways to create whatever the enterprise network architecture looks like. It's all driven by software, and it's all driven by common interfaces that at some point get down to, okay, I can actually connect that kind of strange device because it has enough commonality so that I can plug in this USB adapter into this access point. And all of a sudden, I've got this connectivity for this very specialized thing, transporting a specialized protocol across an IP network. So, it's really the blend of looking for horizontal opportunities so that we attack the market effectively, but also make sure we don't leave anybody behind in the process, just because it got specialized needs. >> Yeah, thank you for that clarification. So, Aruba is going to participate in the entire value chain that we've sort of laid out here and visualized. What do you think's going on? Maybe we can talk about the vendor landscape, the pretenders from the contenders. What are the keys in your view to the product solutions, the right clarity of vision, maybe some things that haven't been invented yet. How do you think about that? >> Yeah, so a lot of lessons learned over the past 10 years I would say, there've been a number of very prominent enterprise technology companies, facilities tech, vertical oriented solutions for healthcare for industrial settings. And they've all at one point or another tried to build a platform strategy. They have decided to self-anoint or anoint themselves with, we're going to be the platform for some particular horizontal function inside the enterprise that involves IoT, because we want to be the centerpiece where all this data from all these IoT systems concerning this particular environment flows through, and we want to help democratize data access. Unfortunately, most of them still took a very vendor specific point of view about it, even by layering standards on top of what they built, even forming industry consortiums, they haven't necessarily achieved critical mass of what we would all like to see, which is full democratization of IoT solution architectures and IoT data access. And I think we're going to see that over the next 10 years, it's going to take awhile. But I think, to your question of, what are some interesting products or technologies to be developed? I think industries working together, vendors working together like Microsoft, like Google, like Amazon, like Aruba, HPE, like iNotion, which is an industry consortium, these places where we come together and decide to achieve the greater good, to achieve greater benefits for our enterprise customers and build a platform capabilities using standards, using open source, using consumerized tech, using really critical functions in orchestration, configuration management, API architectures, standard object models for how information is communicated. I think that we will be able to democratize IoT data access. I think we'll be able to democratize how IoT systems are deployed, and dramatically expand the market opportunity for the benefit of everybody. >> Yeah, we've certainly seen those types of collaborations before. I'm not sure it's ever been this large, yeah, maybe the internet is this large, but that was quite a more government driven than it was vendor driven, which is what you're laying out. Give us the bumper sticker for why HPE and Aruba. >> Well, HPE is in a really interesting position. We really are enabling the entire edge to cloud architecture, as we've mentioned a few times, and the ability to lay out the foundation of the infrastructure for communications, for compute, for storage, regardless of how an enterprise organization wants to consume it, whether it's all at the edge or an all in private data centers or in a hybrid architecture, whether they want to control the entire architecture top to bottom, whether they want us to help them deploy and manage the architecture on their behalf with our industry partners. Ultimately, we are giving them a set of building blocks into end that will co-exist with whatever they've already built, help them build a malleable architecture and going forward in the future, and really help them achieve economy of scale. >> David, very interesting discussion. Thank you so much for your perspectives. Really appreciate you coming on theCUBE. >> Thank you, thank you so much, Dave. I really appreciate the time, and I'm really excited to be part of Discover. >> Awesome. And thank you for watching this segment of HPE Discover 2021. You're watching theCUBE. This is Dave Vellante. Keep it right there. (upbeat music)

>>and hello, we're back. I've got my panel and we are doing things real time here. So sorry for the delay a few minutes late. So the way let's talk about things, the reason we're here and we're going around the room and introduce everybody. Got three special guests here. I got my evil or my john and the normal And we're going to talk about get ops I called it future office just because I want to think about what's the next thing for that at the end, we're gonna talk about what our ideas for what's next for getups, right? Um, because we're all starting to just get into get ups now. But of course a lot of us are always thinking about what's next? What's better? How can we make this thing better? So we're going to take your questions. That's the reason we're here, is to take your questions and answer them. Or at least the best we can for the next hour. And all right, so let's go around the room and introduce yourself. My name is Brett. I am streaming from Brett from that. From Brett. From Virginia Beach in Virginia beach, Virginia, United States. Um, and I talk about things on the internet, I sell courses on you, to me that talk about Docker and kubernetes Ive or introduce yourself. >>How's it going? Everyone, I'm a software engineer at axel Springer, currently based in Berlin and I happen to be Brett Brett's teaching assistant. >>All right, that's right. We're in, we're in our courses together almost every day. Mm john >>hey everyone, my name is john Harris, I used to work at Dhaka um, I now work at VM ware is a star field engineer. Um, so yeah, >>and normal >>awesome by the way, you are streaming from Brett Brett, >>I answered from breath to breath. >>Um I'm normal method. I'm a distinguished engineer with booz allen and I'm also a doctor captain and it's good to see either in person and it's good to see you again john it's been a little while. >>It has the pre covid times, right? You're up here in Seattle. >>Yeah. It feels, it feels like an eternity ago. >>Yeah, john shirt looks red and reminds me of the Austin T shirt. So I was like, yeah, so we all, we all have like this old limited edition doctor on E. >>T. That's a, that's a classic. >>Yeah, I scored that one last year. Sometimes with these old conference church, you have to like go into people's closets. I'm not saying I did that. Um, but you know, you have to go steal stuff, you to find ways to get the swag >>post post covid. If you ever come to my place, I'm going to have to lock the closets. That >>that's right, That's right. >>So the second I think it was the second floor of the doctor HQ in SAn Francisco was where they kept all the T shirts, just boxes and boxes and boxes floor to ceiling. So every time I went to HQ you just you just as many as you can fit in your luggage. I think I have about 10 of these. You >>bring an extra piece of luggage just for your your shirt shirt grab. Um All right, so I'm going to start scanning questions uh so that you don't have to you can you help you all are welcome to do that. And I'm going to start us off with the topic. Um So let's just define the parameters. Like we can talk about anything devops and here we can go down and plenty of rabbit holes. But the kind of, the goal here is to talk about get ups and get ups if you haven't heard about it is essentially uh using versioning systems like get like we've all been getting used to as developers to track your infrastructure changes, not just your code changes and then automate that with a bunch of tooling so that the robots take over. And essentially you have get as a central source of truth and then get log as a central source of history and then there's a bunch of magic little bits in the middle and then supposedly everything is wonderful. It's all automatic. The reality is is what it's often quite messy, quite tricky to get everything working. And uh the edges of this are not perfect. Um so it is a relatively new thing. It's probably three, maybe four years old as an official thing from. We've uh so we're gonna get into it and I'll let's go around the room and the same word we did before and um not to push on that, put you on the spot or anything. But what is, what is one of the things you either like or either hate about getups um that you've enjoyed either using it or you know, whatever for me. I really, I really love that I can point people to a repo that basically is hopefully if they look at the log a tracking, simplistic tracking of what might have changed in that part of the world or the environment. I remember many years past where, you know, I've had executive or some mid level manager wants to see what the changes were or someone outside my team went to see what we just changed. It was okay, they need access to this system into that dashboard and that spreadsheet and then this thing and it was always so complicated and now in a world where if we're using get up orbit bucket or whatever where you can just say, hey go look at that repo if there was three commits today, probably three changes happened. That's I love that particular part about it. Of course it's always more complicated than that. But um Ive or I know you've been getting into this stuff recently. So um any thoughts? Yeah, I think >>my favorite part about get ops is >>reproducibility. Um >>you know the ability to just test something and get it up and running >>and then just tear it down. >>Uh not >>being worried that how did I configure it the first time? I think that's my favorite part about >>it. I'm changing your background as we do this. >>I was going to say, did you just do it get ups pushed to like change his >>background, just a dialogue that different for that green screen equals false? Uh Change the background. Yeah, I mean, um and I mean I think last year was really my first year of actually using it on anything significant, like a real project. Um so I'm still, I still feel like I'm very new to john you anything. >>Yeah, it's weird getups is that thing which kind of crystallizes maybe better than anything else, the grizzled veteran life cycle of emotions with the technology because I think it's easy to get super excited about something new. And when I first looked into get up, so I think this is even before it was probably called getups, we were looking at like how to use guest source of truth, like everything sounds great, right? You're like, wait, get everyone knows, get gets the source of truth, There's a load of robust tooling. This just makes a sense. If everything dies, we can just apply the get again, that would be great. Um and then you go through like the trough of despair, right? We're like, oh no, none of this works. The application is super stateless if this doesn't work and what do we do with secrets and how do we do this? Like how do we get people access in the right place and then you realize everything is terrible again and then everything it equalizes and you're kind of, I think, you know, it sounds great on paper and they were absolutely fantastic things about it, but I think just having that measured approach to it, like it's, you know, I think when you put it best in the beginning where you do a and then there's a magic and then you get C. Right, like it's the magic, which is >>the magic is the mystery, >>right? >>Magic can be good and bad and in text so >>very much so yeah, so um concurrence with with john and ever uh in terms of what I like about it is the potential to apply it to moving security to left and getting closer to a more stable infrastructures code with respect to the whole entire environment. Um And uh and that reconciliation loop, it reminds me of what, what is old is new again? Right? Well, quote unquote old um in terms of like chef and puppet and that the reconciliation loop applied in a in a more uh in a cleaner interface and and into the infrastructure that we're kind of used to already, once you start really digging into kubernetes what I don't like and just this is in concurrence with the other Panelist is it's relatively new. It has um, so it has a learning curve and it's still being, you know, it's a very active um environment and community and that means that things are changing and constantly and there's like new ways and new patterns as people are exploring how to use it. And I think that trough of despair is typically figuring out incrementally what it actually is doing for you and what it's not going to solve for you, right, john, so like that's that trough of despair for a bit and then you realize, okay, this is where it fits potentially in my architecture and like anything, you have to make that trade off and you have to make that decision and accept the trade offs for that. But I think it has a lot of promise for, for compliance and security and all that good stuff. >>Yeah. It's like it's like the potentials, there's still a lot more potential than there is uh reality right now. I think it's like I feel like we're very early days and the idea of especially when you start getting into tooling that doesn't appreciate getups like you're using to get up to and use something else and that tool has no awareness of the concept so it doesn't flow well with all of the things you're trying to do and get um uh things that aren't state based and all that. So this is going to lead me to our first question from Camden asking dumb questions by the way. No dumb questions here. Um How is get apps? Not just another name for C. D. Anybody want to take that as an answer as a question. How is get up is not just another name for C. D. I have things but we can talk about it. I >>feel like we need victor foster kids. Yeah, sure you would have opinions. Yeah, >>I think it's a very yeah. One person replied said it's a very specific it's an opinionated version of cd. That's a great that's a great answer like that. Yeah. >>It's like an implement. Its it's an implementation of deployment if you want it if you want to use it for that. All right. I realize now it's kind of hard in terms of a physical panel and a virtual panel to figure out who on the panel is gonna, you know, ready to jump in to answer a question. But I'll take it. So um I'll um I'll do my best inner victor and say, you know, it's it's an implementation of C. D. And it's it's a choice right? It's one can just still do docker build and darker pushes and doctor pulls and that's fine. Or use other technologies to deploy containers and pods and change your, your kubernetes infrastructure. But get apps is a different implementation, a different method of doing that same thing at the end of the day. Yeah, >>I like it. I like >>it and I think that goes back to your point about, you know, it's kind of early days still, I think to me what I like about getups in that respect is it's nice to see kubernetes become a platform where people are experimenting with different ways of doing things, right? And so I think that encourages like lots of different patterns and overall that's going to be a good thing for the community because then more, you know, and not everything needs to settle in terms of only one way of doing things, but a lot of different ways of doing things helps people fit, you know, the tooling to their needs, or helps fit kubernetes to their needs, etcetera. Yeah, >>um I agree with that, the, so I'm gonna, since we're getting a load of good questions, so um one of the, one of the, one of the, I want to add to that real quick that one of the uh from the, we've people themselves, because I've had some on the show and one of things that I look at it is distinguishing is with continuous deployment tools, I sort of think that it's almost like previous generation and uh continuous deployment tools can be anything like we would consider Jenkins cd, right, if you if you had an association to a server and do a doctor pull and you know, dr up or dr composed up rather, or if it did a cube control apply uh from you know inside an ssh tunnel or something like that was considered considered C. D. Well get ops is much more rigid I think in terms of um you you need to apply, you have a specific repo that's all about your deployments and because of what tool you're using and that one your commit to a specific repo or in a specific branch that repo depends on how you're setting it up. That is what kicks off a workflow. And then secondly there's an understanding of state. So a lot of these tools now I have uh reconciliation where they they look at the cluster and if things are changing they will actually go back and to get and the robots will take over and will commit that. Hey this thing has changed um and you maybe you human didn't change it, something else might have changed it. So I think that's where getups is approaching it, is that ah we we need to we need to consider more than just a couple of commands that be runnin in a script. Like there needs to be more than that for a getups repo to happen anyway, that's just kind of the the take back to take away I took from a previous conversation with some people um >>we've I don't think that lost, its the last piece is really important, right? I think like for me, C d like Ci cd, they're more philosophical ideas, write a set of principles, right? Like getting an idea or a code change to environments promoting it. It's very kind of pipeline driven um and it's very imperative driven, right? Like our existing CD tools are a lot of the ways that people think about Cd, it would be triggered by an event, maybe a code push and then these other things are happening in sequence until they either fail or pass, right? And then we're done. Getups is very much sitting on the, you know, the reconciliation side, it's changing to a pull based model of reconciliation, right? Like it's very declarative, it's just looking at the state and it's automatically pulling changes when they happen, rather than this imperative trigger driven model. That's not to say that there aren't city tools which we're doing pull based or you can do pull based or get ups is doing anything creatively revolutionary here, but I think that's one of the main things that the ideas that are being introduced into those, like existing C kind of tools and pipelines, um certainly the pull based model and the reconciliation model, which, you know, has a lot in common with kubernetes and how those kind of controllers work, but I think that's the key idea. Yeah. >>Um This is a pretty specific one Tory asks, does anyone have opinions about get ops in a mono repo this is like this is getting into religion a little bit. How many repos are too many repose? How um any thoughts on that? Anyone before I rant, >>go >>for it, go for it? >>Yeah. How I'm using it right now in a monitor repo uh So I'm using GIT hub. Right, so you have what? The workflow and then inside a workflow? Yeah, mo file, I'll >>track the >>actual changes to the workflow itself, as well as a folder, which is basically some sort of service in Amman Arepa, so if any of those things changes, it'll trigger the actual pipeline to run. So that's like the simplest thing that I could figure out how to, you know, get it set up using um get hubs, uh workflow path future. Yeah. And it's worked for me for writing, you know? That's Yeah. >>Yeah, the a lot of these things too, like the mono repo discussion will, it's very tool specific. Each tool has various levels of support for branch branching and different repos and subdirectories are are looking at the defense and to see if there's changes in that specific directory. Yeah. Sorry, um john you're going to say something, >>I was just going to say, I've never really done it, but I imagine the same kind of downsides of mono repo to multiple report would exist there. I mean, you've got the blast radius issues, you've got, you know, how big is the mono repo? Do we have to pull does the tool have to pull that or cashier every time it needs to determine def so what is the support for being able to just look at directories versus you know, I think we can get way down into a deeper conversation. Maybe we'll save it for later on in the conversation about what we're doing. Get up, how do we structure our get reposed? We have super granular repo per environment, Perper out reaper, per cluster repo per whatever or do we have directories per environment or branches per environment? How how is everything organized? I think it's you know, it's going to be one of those, there's never one size fits all. I'll give the class of consultant like it depends answer. Right? >>Yeah, for sure. It's very similar to the code struggle because it depends. >>Right? >>Uh Yeah, it's similar to the to the code problem of teams trying to figure out how many repose for their code. Should they micro service, should they? Semi micro service, macro service. Like I mean, you know because too many repose means you're doing a bunch of repo management, a bunch of changes on your local system, you're constantly get pulling all these different things and uh but if you have one big repo then it's it's a it's a huge monolithic thing that you usually have to deal with. Path based issues of tools that only need to look at a specific directory and um yeah, it's a it's a culture, I feel like yeah, like I keep going back to this, it's a culture thing. Does your what is your team prefer? What do you like? What um what's painful for everyone and who's what's the loudest pain that you need to deal with? Is it is it repo management? That's the pain um or is it uh you know, is that that everyone's in one place and it's really hard to keep too many cooks out of the kitchen, which is a mono repo problem, you know? Um How do we handle security? So this is a great one from Tory again. Another great question back to back. And that's the first time we've done that um security as it pertains to get up to anyone who can commit can change the infrastructure. Yes. >>Yes. So the tooling that you have for your GIT repo and the authentication, authorization and permissions that you apply to the GIT repo using a get server like GIT hub or get lab or whatever your flavor of the day is is going to be how security is handled with respect to changes in your get ups configuration repository. So um that is completely specific to your implementation of that or ones implementation of of how they're handling that. Get repositories that the get ups tooling is looking at. To reconcile changes with respect to the permissions of the for lack of better term robot itself. Right? They get up tooling like flux or Argosy. D Um one kid would would create a user or a service account or uh other kind of authentication measures to limit the permissions for that service account that the Gaddafi's tooling needs to be able to read the repose and and send commits etcetera. So that is well within the realm of what you have already for your for your get your get um repo. Yeah. >>Yeah. A related question is from a g what they like about get apps if done nicely for a newbie it's you can get stuff done easily if you what they dislike about it is when you have too many get repose it becomes just too complicated and I agree. Um was making a joke with a team the other week that you know the developer used to just make one commit and they would pass pass it on to a QA team that would then eventually emerging in the master. But they made the commits to these feature branches or whatever. But now they make a commit, they make a pR there for their code then they go make a PR in the helm chart to update the thing to do that and then they go make a PR in the get ups repeal for Argo. And so we talked about that they're probably like four or five P. R. Is just to get their code in the production. But we were talking about the negative of that but the reality was It's just five or 4 or five prs like it wasn't five different systems that had five different methodologies and tooling and that. So I looked at it I was like well yeah that's kind of a pain in the get sense but you're also dealing with one type. It's a repetitive action but it's it's the one thing I don't have to go to five different systems with five different ways of doing it. And once in the web and one's on the client wants a command line that I don't remember. Um Yeah so it's got pros and cons I think when you >>I think when you get to the scale where those kind of issues are a problem then you're probably at the scale where you can afford to invest some time into automation into that. Right? Like what I've when I've seen this in larger customers or larger organizations if there ever at that stage where okay apps are coming up all the time. You know, there's a 10 X 100 X developer to operations folks who may be creating get repose setting up permissions then that stuff gets automated, right? Like, you know, maybe ticket based systems or whatever. Developers say I need a new app. It templates things or more often using the same model, right of reconciliation and operators and the horrific abuse of cogs that we're seeing in the communities community right now. Um You know, developers can create a crd which just says, hey, I'm creating a new app is called app A and then a controller will pick up that app a definition. It will go create a get a repo Programmatically it will add the right definitely will look up and held up the developers and the permissions that need to be able to get to that repo it will create and template automatically some name space and the clusters that it needs in the environments that it needs, depending on, you know, some metadata it might read. So I think, you know, those are definite problems and they're definitely like a teething, growing pain thing. But once you get to that scale, you kind of need to step back and say, well look, we just need to invest in time into the operational aspect of this and automating this pain away, I think. Yeah, >>yeah. And that ultimately ends in Yeah. Custom tooling, which it's hard to avoid it at scale. I mean, there's there's two, there's almost two conversations here, right. There is what I call the Solo admin Solo devops, I bought that domain Solo devops dot com because, you know, whenever I'm talking to dr khan in the real world, it's like I asked people to raise hands, I don't know how we can raise hands here, but I would ask people to raise hands and see how many of you here are. The sole person responsible for deploying the app that your team makes and like a quarter of the room would raise their hand. So I call that solo devops like those, that person can't make all the custom tooling in the world. So they really need dr like solutions where it's opinionated, the workflow is sort of built in and they don't have to wrangle things together with a bunch of glue, you know, in other words bash. Um and so this kind of comes to a conversation uh starting this question from lee he's asking how do you combine get ops with ci cd, especially the continuous bit. How do you avoid having a human uh sort of the complaint the team I was working with has, how do you avoid a human editing and get committing for every single deploy? They've settled on customized templates and a script for routine updates. So as a seed for this conference, this question I'm gonna ask you all uh instead of that specific question cause it's a little open ended. Um Tell me whether you agree with this. I I kind of look at the image, the image artifact because the doctor image or container image in general is an artifact that I I view it that way and that thing going into the registry with the right label or right part of the label. Um That tag rather not the label but the tag that to me is like one of the great demarche points of, we're kind of done with Ci and we're now into the deployment phase and it doesn't necessarily mean the tooling is a clear cut there, but that artifact being shipped in a specific way or promoted as we sometimes say. Um what do you think? Does anyone have opinions on that? I don't even know if that's the right opinion to have so mhm. >>So um I think what you're, what you're getting at is that get ups, models can trigger off of different events um to trigger the reconciliation loop. And one way to do that is if the image, if it notices a image change in the registry, the other is if there's a commit event on a specific rebo and branch and it's up to, you are up to the person that's implementing their get ups model, what event to trigger there, that reconciliation loop off of, You can do both, you can do one or the other. It also depends on the Templeton engine that you're using on top of um on top of kubernetes, such as helm or um you know, the other ones that are out there or if you're not even doing that, then, you know straight. Yeah, mo um so it kind of just depends, but those are the typically the two options one has and a combination of of those to trigger that event. You can also just trigger it manually, right? You can go into the command line and force a a, you know, a really like a scan or a new reconciliation loop to occur. So it kind of just, I don't want to say this, but it depends on what you're trying to do and what makes sense in your pipeline. Right? So if you're if you're set up where you are tag, if you're doing it based off of image tags, then you probably want to use get ups in a way that you're using the image tags. Right. And the pattern that you've established there, if you're not really doing that and you're more around, like, different branches are mapped to different environments, then triggered off of the correct branch. And that's where the permissions also come into play. Where if you don't want someone to touch production and you've got your getups for your production cluster based off of like uh you know, a main branch, then whoever can push a change to that main branch has the authority to push that change to production. Right? So that's your authentication and permissions um system same for the registry itself. Right. So >>Yeah. Yeah. Sorry, anyone else have any thoughts on that? I was about to go to the next topic, >>I was going to say. I think certain tools dictate the approach, like, if you're using Argosy d it's I think I'm correct me if I'm wrong, but I think the only way to use it right now is just through image modification. Like, the manifest changes, it looks at a specific directory and anything changes then it will do its thing. And uh Synchronize the cost there with whatever's and get >>Yeah, flux has both. Yeah, and flux has both. So it it kind of depends. I think you can make our go do that too, but uh this is back to what we were saying in the beginning, uh you know, these things are changing, right? So that might be what it is right now in terms of triggering the reconciliation loops and get ups, tooling, but there might be other events in the future that might trigger it, and it's not completely stand alone because you still need you're tooling to do any kind of testing or whatever you have in terms of like the specific pipeline. So oftentimes you're bolting in getups into some other part of broader Cfd solution. That makes sense. Yeah, >>we've got a lot of questions about secrets or people that are asking about secrets. >>So my my tongue and cheek answered the secrets question was, what's the best practices for kubernetes? Secrets? That's the same thing for secrets with good apps? Uh getups is not last time I checked and last time I was running this stuff get ups is not has nothing to do with secrets in that sense. It's just there to get your stuff running on communities. So, um there's probably a really good session on secrets at dr concept. I >>would agree with you, I agree with you. Yeah, I mean, get off stools, I mean every every project of mine handles secrets differently. Uh huh. And I think I'm not sure if it was even when I was talking to but talking to someone recently that I'm very bullish on get up actions, I love get up actions, it's not great for deployments yet, but we do have this new thing and get hub environments, I think it's called. So it allows me at least the store secrets per environment, which it didn't have the concept of that before, which you know, if you if any of you running kubernetes out there, you typically end up when you start running kubernetes, you end up with more than one kubernetes, like you're going to end up with a lot of clusters at some point, at least many multiple, more than two. Um and so if you're trying to store secret somewhere, you do have and there's a discussion happening in chat right now where people are talking about um sealed secrets which if you haven't heard of that, go look that up and just be versed on what sealed secrets is because it's a it's a fantastic concept for how to store secrets in the public. Um I love it because I'm a big P. K. I nerd but um it's not the only way and it doesn't fit all models. So I have clients that use A W. S. Secrets because they're in A W. S. And then they just have to use the kubernetes external secret. But again like like like normal sand, you know, it's that doesn't really affect get ops, get ops is just applying whatever helm charts or jahmal or images that you're, you're you're deploying, get off. It was more about the approach of when the changes happen and whether it's a push or pull model like we're talking about and you know, >>I would say there's a bunch of prerequisites to get ups secrets being one of them because the risk of you putting a secret into your git repo if you haven't figured out your community secrets architecture and start diving into getups is high and removing secrets from get repose is you know, could be its own industry, right. It's >>a thing, >>how do >>I hide this? How do I obscure this commit that's already now on a dozen machines. >>So there are some prerequisites in terms of when you're ready to adopt get up. So I think is the right way of saying the answer to that secrets being one of them. >>I think the secrets was the thing that made me, you know, like two or three years ago made me kind of see the ah ha moment when it came to get ups which, which was that the premier thing that everyone used to say about get up about why it was great. Was its the single source of truth. There's no state anywhere else. You just need to look at git. Um and then secrets may be realized along with a bunch of other things down the line that is not true and will never be true. So as soon as you can lose the dogmatism about everything is going to be and get it's fantastic. As long as you've understood everything is not going to get. There are things which will absolutely never be and get some tools just don't deal with that. They need to earn their own state, especially in communities, some controls on their own state. You know, cuz sealed secrets and and other projects like SOps and I think there are two or three others. That's a great way of dealing with secrets if you want to keep them in get. But you know, projects like vault more kind of like what I would say, production grade secret strategies. Right? And if you're in AWS or a cloud, you're more likely to be using their secrets. Your secret policy is maybe not dictated by you in large organizations might be dictated by CSO or security or Great. Like I think once if you, if you're trying to adopt getups or you're thinking about it, get the dogmatism of get as a single point of truth out of your mind and think about getups more as a philosophy and a set of best practice principles, then you will be in much better stead, >>right? Yeah. >>People are asking more questions in chat like infrastructure as code plus C d essentially get ups or C I rather, um, these are all great questions and a part of the debate, I'm actually just going to throw up on screen. I'm gonna put this in chat, but this is, this is to me the source, Right? So we worked with when they coined the term. We, a lot of us have been trying to get, if we talk about the history for a minute and then tell me if I'm getting this right. Um, a lot of us were trying to automate all these different parts of the puzzle, but a lot of them, they, some things might have been infrastructure as code. Some things weren't, some things were sort of like settings is coded, like you're going to Jenkins and type in secrets and settings or type in a certain thing in the settings of Jenkins and then that it wasn't really in get and so what we was trying to go for was a way to have almost like eventually a two way state understanding where get might change your infrastructure but then your infrastructure might also change and needs to be reflected in the get if the get is trying to be the single source of truth. Um and like you're saying the reality is that you're never gonna have one repo that has all of your infrastructure in it, like you would have to have, you have to have all your terra form, anything else you're spinning up. Right. Um but anyway, I'm gonna put this link in chat. So this guide actually, uh one of things they talk about is what it's not, so it's, it's kind of great to read through the different requirements and like what I was saying well ago um mhm. Having having ci having infrastructure as code and then trying a little bit of continuous deployment out, it's probably a prerequisite. Forget ops so it's hard to just jump into that when you don't already have infrastructure as code because a machine doing stuff on your behalf, it means that you have to have things documented and somewhere and get repo but let me put this in the in the >>chitty chat, I would like to know if the other panelists agree, but I think get apps is a okay. I would say it's a moderate level, it's not a beginner level communities thing, it's like a moderate level advanced, a little bit more advanced level. Um One can start off using it but you definitely have to have some pre recs in place or some understanding of like a pattern in place. Um So what do the other folks think about that opinion? >>I think if you're if you're trying to use get out before, you know what problem you have, you're probably gonna be in trouble. Right. It's like having a solution to it probably don't have yet. Mhm. Right. I mean if if you're just evil or and you're just typing, keep control apply, you're one person right, Get off. It doesn't seem like a big a big jump, like, I mean it doesn't like why would I do that? I'm just, I'm just gonna inside, it's the type of get commit right, I'm typing Q control apply. But I think one of the rules from we've is none of your developers and none of your admins can have cute control access to the cluster because if you can't, if you do have access and you can just apply something, then that's just infrastructure as code. That's just continuous deployment, that's, that's not really get ops um, getups implies that the only way things get into the cluster is through the get up, get automation that you're using with, you know, flux Argo, we haven't talked about, what's the other one that Victor Farsi talks about, by the way people are asking about victor, because victor would love to talk about this stuff, but he's in my next life, so come back in an hour and a half or whatever and victor is going to be talking about sys, admin list with me. Um >>you gotta ask him nothing but get up questions in the next, >>confuse them, confuse them. But anyway, that, that, that's um, it's hard, it's hard to understand and without having tried it, I think conceptually it's a little challenging >>one thing with getups, especially based off the we've works blog post that you just put up on there. It's an opinionated way of doing something. Uh you know, it's an opinionated way of of delivering changes to an environment to your kubernetes environment. So it's opinionated were often not used to seeing things that are very opinionated in this sense, in the in the ecosystem, but get apps is a opinionated thing. It's it's one way of doing it. Um there are ways to change it and like there are options um like what we were talking about in terms of the events that trigger, but the way that it's structured is an opinion opinionated way both from like a tooling perspective, like using get etcetera, but also from a devops cultural perspective, right? Like you were talking about not having anyone access cube control and changing the cluster directly. That's a philosophical opinion that get ups forces you to adopt otherwise. It kind of breaks the model and um I just I want everyone to just understand that. That is very opinion, anything in that sense. Yeah, >>polygamy is another thing. Infrastructure as code. Um someone's mentioning plummy and chat, I just had actually my life show self plug bread that live go there. I'm on Youtube every week. I did the same thing. These these are my friends um and had palami on two weeks ago uh last week, remember uh and it was in the last couple of weeks and we talked about their infrastructure as code solution. Were actually writing code instead of um oh that's an interesting take on uh developer team sort of owning coding the infrastructure through code rather than Yamil as a data language. I don't really have an opinion on it yet because I haven't used it in production or anything in the real real world, but um, I'm not sure how much they are applying trying to go towards the get up stuff. I will do a plug for Solomon hikes. Who has a, the beginning of the day, it's already happened so you can go back and watch it. It's a, it's a, what's it called? Q. Rethinking application delivery with Q. And build kit. So go look this up. This is the found co founder of Dr and former CTO Solomon hikes at the beginning of the day. He has a tool called dagger. I'm not sure why the title of the talk is delivering with Q. And built it, but the tool is showing off in there for an hour is called dagger. And it's, it's an interesting idea on how to apply a lot of this opinionated automated stuff to uh, to deployment and it's get off space and you use Q language. It's a graph language. I watched most of it and it was a really interesting take. I'm excited to see if that takes off and if they try that because it's another way that you can get a little bit more advanced with your you're get deployments and without having to just stick everything in Yemen, which is kind of what we're in today with helm charts and what not. All right. More questions about secrets, I think. I think we're not going to have a whole lot of more, a lot more about secrets basically. Uh put secrets in your cluster to start with and kubernetes in encrypted, you know, thing. And then, you know, as it gets harder, then you have to find another solution when you have five clusters, you don't wanna have to do it five times. That's when you have to go for Walton A W. S secrets and all >>that. Right? I'm gonna post it note. Yeah. Crm into the cluster. Just kidding. >>Yes, there are recordings of this. Yes, they will be later. Uh, because we're that these are all gonna be on youtube later. Um, yeah, detects secrets cushion saying detect secrets or get Guardian are absolute requirements. I think it's in reference to your secrets comment earlier. Um, Camels asking about Cuban is dropping support for Docker that this is not the place to ask for that, but it, it is uh, basically it's a Nonevent Marantz has actually just created that same plug in available in a different repos. So if you want to keep using Docker and kubernetes, you know, you can do it like it's no big deal. Most of us aren't using doctor in our communities anyway, so we're using like container D or whatever is provided to us by our provider. Um yeah, thank you so much for all these comments. These are great people helping each other and chat. I feel like we're just here to make sure the chats available so people can help each other. >>I feel like I want to pick up on something when you mentioned pollux me, I think there's a um we're talking about getups but I think in the original like the origination of that I guess was deploying applications to clusters right, picking up deployment manifest. But I think with the gloomy and I obviously terra form and things have been around a long time, folks are starting to apply this I think I found one earlier which was like um kub stack the Terror Forms get ups framework. Um but also with the advent of things like cluster A. P. I. Um in the Cuban at the space where you can declare actively build the infrastructure for your clusters and build the cluster right? We're not just talking about deploying applications, the cluster A. P. I will talk to a W. S. Spin up, VPc spin up machines, you know, we'll do the same kind of things that terra form does and and those other tools do I think applying getups principles to the infrastructure spin up right, the proper infrastructure as code stuff, constantly applying Terror form um you know, plans and whatever, constantly applying cluster Api resources spinning up stuff in those clouds. That's a super interesting. Um you know, extension of this area, I'd be curious to see if what the folks think about that. >>Yeah, that's why I picked this topic is one of my three. Uh I got I got to pick the topics. I was like the three things that there like the most bleeding edge exciting. Most people haven't, we haven't basically we haven't figured all this out yet. We as an industry, so um it's I think we're gonna see more ideas on it. Um what's the one with the popsicle as the as the icon victor talks about all the time? It's not it's another getups like tool, but it's um it's getups for you use this kubernetes limit and then we have to look it up, >>You're talking about cross plane. >>So >>my >>wife is over here with the sound effects and the first sound effect of the day that she chooses to use is one. >>All right, can we pick it? Let's let's find another question bret >>I'm searching >>so many of them. All right, so uh I think one really quick one is getups only for kubernetes, I think the main to tooling to tools that we're talking about, our Argosy D and flux and they're mostly geared toward kubernetes deployments but there's a, it seems like they're organized in a way that there's a clean abstraction in with respect to the agent that's doing the deployment and the tooling that that can interact with. So I would imagine that in the future and this might be true already right now that get ups could be applied to other types of deployments at some point in the future. But right now it's mostly focused and treats kubernetes as a first class citizen or the tooling on top of kubernetes, let's say something like how as a first class citizen? Yeah, to Brett, >>to me the field, back to you bret the thing I was looking for is cross plane. So that's another tool. Um Victor has been uh sharing a lot about it in Youtube cross plane and that is basically runs inside a kubernetes, but it handles your other infrastructure besides your app. It allows you to like get ops, you're a W. S stuff by using the kubernetes state engine as a, as a way to manage that. And I have not used it yet, but he does some really great demos on Youtube. So people are liking this idea of get off, so they're trying to figure out how do we, how do we manage state? How do we uh because the probably terra form is that, well, there's many problems, but it's always a lot of problems, but in the get outs world it's not quite the right fit yet, It might be, but you still, it's still largely as expected for people to, you know, like type the command, um, and it keeps state locally the ss, clouds and all that. And but the other thing is I'm I'm now realizing that when I saw the demo from Solomon, I'm going back to the Solomon hikes thing. He was using the demo and he was showing it apply deploying something on S three buckets, employing internet wifi and deploying it on google other things beyond kubernetes and saying that it's all getups approach. So I think we're just at the very beginning of seeing because it all started with kubernetes and now there's a swarm one, you can look up swarm, get office and there's a swarm, I can't take the name of it. Swarm sink I think is what's called swarm sink on git hub, which allows you to do swarm based getups like things. And now we're seeing these other tools coming out. They're saying we're going to try to do the get ups concepts, but not for kubernetes specifically and that's I think, you know, infrastructure as code started with certain areas of the world and then now then now we all just assume that you're going to have an infrastructure as code way of doing whatever that is and I think get off is going to have that same approach where pretty soon, you know, we'll have get apps for all the clouds stuff and it won't just be flexor Argo. And then that's the weird thing is will flex and Argo support all those things or will it just be focused on kubernetes apps? You know, community stuff? >>There's also, I think this is what you're alluding to. There is a trend of using um kubernetes and see rDS to provision and control things that are outside of communities like the cloud service providers services as if they were first class entities within kubernetes so that you can use the kubernetes um focus tooling for things that are not communities through the kubernetes interface communities. Yeah, >>yeah, even criticism. >>Yeah, yeah, I'm just going to say that sounds like cross plane. >>Yeah, yeah, I mean, I think that's that's uh there were, you know, for the last couple of years, it's been flux and are going back and forth. Um they're like frenemies, you know, and they've been going back and forth with iterating on these ideas of how do we manage this complicated thing? That is many kubernetes clusters? Um because like Argo, I don't know if the flux V two can do this, but Argo can manage multiple clusters now from one cluster, so your, you can manage other clusters, technically external things from a single entity. Um Originally flux couldn't do that, but I'm going to say that V two can, I don't actually >>know. Um I think all that is gonna, I think that's going to consolidate in the future. All right. In terms of like the common feature set, what Iver and john what do you think? >>I mean, I think it's already begun, right, I think haven't, didn't they collaborate on a common engine? I don't know whether it's finished yet, but I think they're working towards a common getups engine and then they're just going to layer on features on top. But I think, I mean, I think that's interesting, right, because where it runs and where it interacts with, if we're talking about a pull based model, it shouldn't, it's decentralized to a certain extent, right? We need get and we need the agent which is pulling if we're saying there's something else which is orchestrating something that we start to like fuzzy the model even right. Like is this state living somewhere else, then I think that's just interesting as well. I thought flux was completely decentralized, but I know you install our go somewhere like the cargo has a server as well, but it's been a while since I've looked in depth at them. But I think the, you know, does that muddy the agent only pull model? >>I'm reading a >>Yeah, I would say that there's like a process of natural selection going on as as the C. N. C. F. Landscape evolves and grows bigger and a lot of divide and conquer right now. But I think as certain things kind of get more prominent >>and popular, I think >>it starts to trend and it inspires other things and then it starts to aggregate and you know, kind of get back into like a unified kind of like core. Maybe like for instance, cross plane, I feel like it shouldn't even really exist. It should be, it like it's a communities add on, but it should be built in, it should be built into kubernetes, like why doesn't this exist already >>for like controlling a cloud? >>Yeah, like just, you know, having this interface with the cloud provider and be able to Yeah, >>exactly. Yeah, and it kinda, you're right. That kinda happens because you do, I mean when you start talking about storage providers and networking providers was very specific implementations of operators or just individual controllers that do operate and control other resources in the cloud, but certainly not universally right. Not every feature of AWS is available to kubernetes out of the box. Um and you know, it, one of the challenges across plane is you gotta have kubernetes before you can deploy kubernetes. Like there's a chicken and egg issue there where if you're going to use, if you're going to use our cross plane for your other infrastructure, but it's gotta, but it has to run on kubernetes who creates that first kubernetes in order for you to put that on there. And victor talks about one of his videos, the same problem with flux and Argo where like Argo, you can't deploy Argo itself with getups. There has to be that initial, I did a thing with, I'm a human and I typed in some commands on a server and things happened but they don't really have an easy deployment method for getting our go up and running using simply nothing but a get push to an existing system. There's something like that. So it's a it's an interesting problem of day one infrastructure which is again only day one, I think data is way more interesting and hard, but um how can we spend these things up if they're all depending on each other and who is the first one to get started? >>I mean it's true of everything though, I mean at the end of that you need some kind of big bang kind of function too, you know, I started running start everything I >>think without going over that, sorry, without going off on a tangent. I was, I was gonna say there's a, if folks have heard of kind which is kubernetes and Docker, which is a mini kubernetes cluster, you can run in a Docker container or each container will run as a as a node. Um you know, that's been a really good way to spin up things like clusters. KPI because they boot strap a local kind, install the manifests, it will go and spin up a fully sized cluster, it will transfer its resources over there and then it will die itself. Right? So that, that's kind of bootstrapping itself. And I think a couple of folks in the community, Jason to Tiberius, I think he works for Quinyx metal um has, has experimented with like an even more minimal just Api server, so we're really just leveraging the kubernetes ideas of like a reconciliation loop and a controller. We just need something to bootstrap with those C R D s and get something going and then go away again. So I think that's gonna be a pattern that comes up kind of more and more >>Yeah, for sure. Um, and uh, the next, next quick answer to the question, Angel asked what your thoughts on getups being a niche to get or versus others vcs tools? Well, if I knew anyone who is using anything other than get, I would say no, you know, get ops is a horrible name. It should just be CVS office, but that doesn't or vcs ops or whatever like that, but that doesn't roll off the tongue. So someone had to come up with the get ups phrase. Um but absolutely, it's all about version control solutions used for infrastructure, not code. Um might get doctor asks a great question, we're not gonna have time for it, but maybe people can reply and chat with what they think but about infrastructure and code, the lines being blurred and that do develop, how much of infrastructure does developer do developers need to know? Essentially, they're having to know all the things. Um so unfortunately we've had way more questions like every panel here today with all the great community, we've got way more questions we can handle in this time. So we're gonna have to wrap it up and say goodbye. Go to the next live panel. I believe the next one is um on developer, developer specific setups that's gonna be peter running that panel. Something about development in containers and I'm sure it's gonna be great. Just like this one. So let's go around the room where can people find you on the internet? I'm at Brett fisher on twitter. That's where you can usually find me most days you are? >>Yeah, I'm on twitter to um, I'll put it in the chat. It's kind of confusing because the TSR seven. >>Okay. Yeah, that's right. You can't just say it. You can also look at the blow of the video and like our faces are there and if you click on them, it tells you our twitter in Arlington and stuff, john >>John Harris 85, pretty much everywhere. Get hub Twitter slack, etc. >>Yeah >>and normal, normal faults or just, you know, living on Youtube live with Brett. >>Yeah, we're all on the twitter so go check us out there and thank you so much for joining. Uh thank you so much to you all for being here. I really appreciate you taking time in your busy schedule to join me for a little chit chat. Um Yes, all the, all the cheers, yes. >>And I think this kid apps loop has been declarative lee reconciled. >>Yeah, there we go. And with that ladies and gentlemen, uh bid you would do, we will see you in the next, next round coming up next with Peter >>bye.

>>Okay. Okay. Now we're gonna go into the Green Lake Power Panel. Talk about the cloud landscape hybrid cloud and how the partner ecosystem and customers are thinking about cloud hybrid cloud as a service and, of course, Green Lake. And with me or CR Houdyshell, president of Advise X. Ron Nemecek, Who's the business Alliance manager at C B. T s. Harry Zaric is president of competition, and Benjamin Clay is VP of sales and alliances at Arrow Electronics. Great to see you guys. Thanks so much for coming on the Cube. >>Thanks for having us >>would be here. >>Okay, here's the deal. So I'm gonna ask you guys each to introduce yourselves and your company's add a little color to my brief intro and then answer the following question. How do you and your customers think about hybrid cloud and think about it in the context of where we are today and where we're going? Not just the snapshot, but where we are today and where we're going. CR, why don't you start, please? >>Sure. Thanks a lot. They appreciate it. And, uh, again cr Howdy Shell President of advising. I've been with the company for 18 years the last four years as president. So had the great great opportunity here to lead a 45 year old company with a very strong brand and great culture. Uh, as it relates to advise X and where we're headed to with hybrid Cloud is it's a journey, so we're excited to be leading that journey for the company as well as HP. We're very excited about where HP is going with Green Lake. We believe it's it's a very strong solution when it comes to hybrid. Cloud have been an HP partner since since 1980. So for 40 years it's our longest standing OM relationship, and we're really excited about where HP is going with Green Lake from a hybrid cloud perspective. Uh, we feel like we've been doing the hybrid cloud solutions in the past few years with everything that we've focused on from a VM Ware perspective. But now, with where HP is going, we think really changing the game and it really comes down to giving customers at cloud experience with the on Prem solution with Green Lake, and we've had great response from our customers and we think we're gonna continue to see how that kind of increased activity and reception. >>Great. Thank you. Cr and yeah, I totally agree. It is. It is a journey. And we've seen it really come a long way in the last decade. Ron, I wonder if you could kick off your little first intro there, please? >>Sure. Dave, thanks for having me today. And it's a pleasure being here with all of you. My name is Ron Nemecek, business Alliance manager at C B. T. S. In my role, I am responsible for RHP Green Lake relationship globally. I've enjoyed a 33 year career in the I T industry. I'm thankful for the opportunity to serve in multiple functional and senior leadership roles that have helped me gather a great deal of education and experience that could be used to aid our customers with their evolving needs for business outcomes. The best position them for sustainable and long term success. I'm honored to be part of the C B. T s and Annex Canada Organization, C B T s stands for consult Bill transform and support. We have a 35 year relationship with HP or a platinum and inner circle partner. We're headquartered in Cincinnati Ohio. We service 3000 customers, generating over a billion dollars in revenue, and we have over 2000 associates across the globe. Our focus is partnering with our customers to deliver innovative solutions and business results through thought leadership. We drive this innovation VR team of the best and brightest technology professionals in the industry that have secured over 2800 technical certifications 260 specifically with HP and in our hybrid cloud business. We have clearly found the technology new market demands for instant responses and experiences evolving economic considerations with detailed financial evaluation and, of course, the global pandemic have challenged each of our customers across all industries to develop an optimal cloud strategy we have. We now play an enhanced strategic role for our customers as there Technology Advisor and their guide to the right mix of cloud experiences that will maximize their organizational success with predictable outcomes. Our conversations have really moved from product roadmaps and speeds and feeds to return on investment, return on capital and financial statements, ratios and metrics. We collaborate regularly with our customers at all levels and all departments to find an effective, comprehensive cloud strategy for their workloads and applications, ensuring proper alignment and costs with financial return. >>Great. Thank you, Ron. Yeah, Today it's all about the business value. Harry, please, >>I Dave. Thanks for the opportunity and greetings from the Great White North, where Canadian based company headquartered in Toronto, with offices across the country. We've been in the tech industry for a very long time. What we would call a solution provider hard for my mother to understand what that means. But our goal is to help our customers realize the business value of their technology investments just to give you an example of what it is we try and do. We just finished a build out of a new networking and point in data center technology for a brand new hospital is now being mobilized for covid high risk patients. So talk about are all being an essential industry, providing essential services across the whole spectrum of technology. Now, in terms of what's happening in the marketplace, our customers are confused. No question about it. They hear about cloud and cloud first, and everyone goes to the cloud. But the reality is there's lots of technology, lots of applications that actually still have to run on premises for a whole bunch of reasons. And what customers want is solid senior serious advice as to how they leverage what they already have in terms of their existing infrastructure but modernized and updated So it looks and feels a lot like a cloud. But they have the security. They have the protection that they need to have for reasons that are dependent on their industry and business to allow them to run on from. And so the Green Lake philosophy is perfect. That allows customers to actually have 1 ft in the cloud, 1 ft in their traditional data center, but modernize it so it actually looks like one enterprise entity. And it's that kind of flexibility that gives us an opportunity collectively, ourselves, our partners, HP to really demonstrate that we understand how to optimize the use of technology across all of the business applications they need to rest >>your hair. It's interesting about what you said is is cloud is it is kind of chaotic. My word not yours, but but there is a lot of confusion out there. I mean, it's what's cloud right? Is it Public Cloud is a private cloud the hybrid cloud. Now, now it's the edge. And of course, the answer is all of the above. Ben, what's your perspective on all this? >>Um, from a cloud perspective. You know, I think as an industry, you know, I think we we've all accepted that public cloud is not necessarily gonna win the day and were, in fact, in a hybrid world, there's certainly been some some commentary impress. Um, you know, that would sort of validate that. Not that necessarily needs any validation. But I think it's the linkages between on Prem, Um, and cloud based services have increased. Its paved the way for customers to more effectively deploy hybrid solutions in the model that they want that they desired. You know, Harry was commenting on that a moment ago. Um, you know, as the trend continues, it becomes much easier for solution providers and service providers to drive there services, initiatives, uh, you know, in particular managed services. So, you know, from from an arrow perspective, as we think about how we can help scale in particular from Greenland perspective, we've got the ability to stand up some some cloud capabilities through our aero secure platform. um that can really help customers adopt Green Lake. Uh, and, uh, benefit to benefit from, um, some alliances, opportunities as well. And I'll talk more about that as we go through >>that. I didn't mean to squeeze you on a narrow. I mean, you got arrows. Been around longer than computers. I mean, if you google the history of arrow, it'll blow your mind. But give us a little, uh, quick commercial. >>Yeah, absolutely. So, um, I've been with arrow for about 20 years. I've got responsibility for alliances, organization, North America for Global value, added distribution, business consulting and channel enablement Company. Uh, you know, we bring scope, scale and and, uh, expertise as it relates to the I t industry. Um, you know, I love the fast paced, the fast paced that comes with the market, that we're all all in, and I love helping customers and suppliers both, you know, be positioned for long term success. And, you know, the subject matter here today is just a great example of that. So I'm happy to be here and or to the discussion. >>All right, We got some good brain power in the room. Let's let's cut right to the chase. Ron, Where's the pain? What are the main problems that C B. T s. I love the what it stands for. Consult Bill Transform and support the What's the main pain point that that customers are asking you to solve when it comes to their cloud strategies. >>Third day of our customers' concerns and associated risk come from the market demands to deliver their products, services and experiences instantaneously. And then the challenges is how do they meet those demands because they have aging infrastructure processes and fiscal constraints. Our customers really need us now more than ever to be excellent listeners so we can collaborate on an effective map for the strategic placement of workloads and applications in that spectrum of cloud experiences, while managing their costs and, of course, mitigating risk to their business. This collaboration with our customer customers often identify significant costs that have to be evaluated, justified or eliminated. We find significant development, migration and egress charges in their current public cloud experience, coupled with significant over provisioning, maintenance, operational and stranded asset costs in their on premise infrastructure environment. When we look at all these costs holistically through our customized workshops and assessments. We can identify the optimal cloud experience for the respective workloads and applications through our partnership with HP and the availability of the HP Green Lake Solutions. Our customers now have a choice to deliver SLA's economics and business outcomes for their workloads and applications that best reside on premise in a private cloud and have that experience. This is a rock solid solution that eliminates, you know, the development costs at the experience and the egress charges that are associated with the public cloud while utilizing HP Green Lake to eliminate over provisioning costs and the maintenance costs on aging infrastructure hardware. Lastly, our customers only have to pay for actual infrastructure usage with no upfront capital expense. And now that achieves true utilization to cost economics. You know, with HP Green Lake solution from C B. T s. >>I love to focus on the business case because it's measurable. That sort of follow the money. That's where it's where the opportunity is. Okay, See, I got a question for you thinking about advise X customers. How are they? Are they leaning into Green Lake? You know, what are they telling you? Is the business impact when they when they experience Green Lake, >>I think it goes back to what Ron was talking about. We have to solve the business challenges first, and so far the reception's been positive. When I say that is, customers are open, everybody wants to. The C suite wants to hear about cloud and hybrid cloud fits, but what we're hearing, what we're seeing from our customers is we're seeing more adoption from customers that it may be their first put in, if you will. But as importantly, we're able to share other customers with our potentially new clients that that say, What's the first thing that happens with regard to Green like Well, number one, it works. It works as advertised and as a as a service. That's a big step. There are a lot of people out there dabbling today, but when you can say we have a proven solution, it's working in in in our environment today. That's key. I think the second thing is is flexibility. You know, when customers are looking for this, this hybrid solution, you've got to be flexible for again. I think Ron said it well, you don't have a big capital outlay but also what customers want to be able to. We're gonna build for growth, but we don't want to pay for it, so we'll pay as we grow. Not as not as we have to use because we used to do It was upfront of the capital expenditure, and I will just pay as we grow and that really facilitates. In another great examples, you'll hear from a customer, uh, this afternoon, but you'll hear where one of the biggest benefits they just acquired a $570 million company, and their integration is going to be very seamless because of their investment in Green Lake. They're looking at the flexibility to add the Green Lake as a big opportunity to integrate for acquisitions and finally is really we see it really brings the cloud experience and as a service to our customers bring. And with HP Green Lake, it brings best to breathe. So it's not just what HP has to offer. When you look at hyper converged, they have Nutanix kohi city, so I really believe it brings best to breathe. So, uh to net it out and close it out with our customers thus far, the customer experience has been exceptional with Green Lake Central has interface. Customers have had a lot of success. We just had our first customer from about a year and a half ago, just re up, and it was a highly competitive situation. But they just said, Look, it's proven it works and it gives us that cloud experience So I had a lot of great success thus far, looking forward to more. >>Thank you. So, Harry, I want to pick up on something, CR said, And get your perspectives. So when you when I talk to the C suite, they do all want to hear about, you know, Cloud, they have a cloud agenda and and what they tell me is it's not just about their I t transformation. They want, they want that. But they also want to transform their business. So I wonder if you could talk Harry about competence, perspective on the potential business impact of Green Lake, and and also, you know, I'm interested in how you guys are thinking about workloads, how to manage work, you know how to cost optimize in i t. But also the business value that comes out of that capability. >>Yes. So, Dave, you know, if you were to talk to CFO and I have the good fortune to talk to lots of CFOs, they want to pay the cost. When they generate the revenue, they don't want to have all the cost up front and then wait for the revenue to come through. A good example of where that's happening right now is related to the pandemic. Employees that used to work at the office have now moved to working from home, and now they have to. They have to connect remotely to run the same application. So use this thing called VD virtual interfacing to allow them to connect to the applications that they need to run in the off. Don't want to get into too much detail. But to be able to support that from an at home environment, they needed to buy a lot more computing capacity to handle this. Now there's an expectation that hopefully six months from now, maybe sooner than that people will start returning to the office. They may not need that capacity so they can turn down on the cost. And so the idea of having the capacity available when you need it, But then turning it off when you don't need it is really a benefit of a variable cost model. Another example that I would use is one in new development if a customer is going to implement and you, let's say, line of business application essay P is very, very popular, you know, it actually, unfortunately takes six months to two years to actually get that application setup installed, validated, test it and then moves through production. You know what used to happen before they would buy all that capacity at front and basically sit there for two years? And then when they finally went to full production, then they were really getting value out of that investment. But they actually lost a couple of years of technology, literally sitting almost idle. And so, from a CFO perspective, his ability to support the development of those applications as he scales it perfect Green Lake is the ideal solution that allows them to do that. >>You know, technology has saved businesses in this pandemic. There's no question about it and what Harry was just talking about with regard to VD. You think about that. There's the dialing up and dialing down piece, which is awesome from an i t perspective and then the business impact. There is the productivity of Of of the end users, and most C suite executives I've talked to said Productivity actually went up during covid with work from home, which is kind of astounding if you think about it. Ben, you know Ben, I We said Arrow has been around for a long, long time, certainly before all of us were born and it's gone through many, many industry transitions during our lifetimes. How does arrow and how do How do your partners think about building cloud experience experiences? And where does Green Lake fit in from your perspective? >>A great question. So from a narrow perspective, when you think about cloud experience and, of course, us taking a view as a distribution partner, we want to be able to provide scale and efficiency to our network of partners. So we do that through our aero screw platform. Um, just just a bit of a you know, a bit of a commercial. I mean, you get single quote single bill auto provision compared multi supplier, if you will Subscription management utilization reporting from the platform itself. So if we pivot that directly to HP, you're going to get a bit of a scoop here, Dave. So we're excited today to have Green Lake live in our platform available for our part of community to consume in particular the swift solutions that HP has announced. So we're very excited to to share that today, Um, maybe a little bit more on Green Lake. I think at this point in time, there it's differentiated, Um, in a sense that if you think about some of the other offerings in the market today and further with, um uh, having the solutions himself available in a row sphere So, you know, I would say, Do we identify the uniqueness, um, and quickly partner with HP to to work with our atmosphere platform? One other sort of unique thing is, you know, when you think about platform itself, you've got to give a consistent experience the different geographies around the world. So, you know, we're available in north of 20 countries. There's thousands of resellers and transacting on the platform on a regular basis, and frankly, hundreds of thousands and customers are leveraging today, so that creates an opportunity for both Arrow HP and our partner community. So we're excited. >>Uh, you know, I just want to open it up and we don't have much time left, but thoughts on on on differentiation. You know, when people ask me Okay, what's really different about H P E and Green Lake? As others you know are doing things that with with as a service to me, it's a I I always say cultural. It starts from the top with Antonio, and it's like the company's all in. But But I wonder from your perspective because you guys are hands on. Are there other differential factors that you would point to let me just open that up to the group? >>Yeah, if I could make a comment. You know, Green Lake is really just the latest invocation of the as a service model. And what does that mean? What that actually means is you have a continuous ongoing relationship with the customer. It's not a cell. And forget not that we ever forget about customers, but there are highlights. Customer buys, it gets installed, and then for two or three years, you may have an occasional engagement with them. But it's not continuous. When you move to a Green Lake model, you're actually helping them manage that you are in the core in the heart of their business. No better place to be if you want to be sticky and you want to be relevant, and you want to be always there for them. >>You know, I wonder if somebody else could add to and and and in your in your remarks from your perspective as a partner because, you know, Hey, a lot of people made a lot of money selling boxes, but those days are pretty much gone. I mean, you have to transform into a services mindset. But other thoughts, >>I think I think Dad did that day. I think Harry's right on right. What he the way he positioned Exactly. You get on the customer. Even another step back for us is we're able to have the business conversation without leading with what you just said. You don't have to leave with a storage solution to leave with a compute. You can really have step back, have a business conversation, and we've done that where you don't even bring up hp Green Lake until you get to the point of the customer says, So you can give me an on prem cloud solution that gives me scalability, flexibility, all the things you're talking about. How does that work then? Then you bring up. It's all through this HP Green link tool. It really gives you the ability to have a business conversation. And you're solving the business problems versus trying to have a technology conversation. And to me, that's clear differentiation for HP. Green length. >>All right, guys. CR Ron. Harry. Ben. Great discussion. Thank you so much for coming on the program. Really appreciate it. >>Thanks for having us, Dave. >>All >>right. Keep it right there for more great content at Green Lake Day. Right back? Yeah.

>>Hi. Um, and thank you for inviting me to speak at the Entity Research Summit. And congratulations for NTT for setting up the neuroses club in the area. Okay, so I'm gonna talk about fully by deniable encryption and multiply the competition. And, uh, this is joint work with park from Harvard. And Santa will bring a, uh, she structurally right now in Russia during the rest. Um, so So so consider thesis, uh, two kids, which maybe some of you still remember its violence for check the incredible kids. And they are want they want to talk to each other privately without her mother learning what talking about. So here they are using this lead pipe, which is that cannot be secure Channel and and violent can say to that track that she doesn't want to do her homework and check it was the watch movie. And she knows that the judge will understand what she says. We hear what she says, but her mother, their mother, is not going to anything because it z this lead pipe. She doesn't know what they're talking about. Um and and and we know how to implement this actually in without lead pipes in the software will Do you have encryption, which, you know, you know, for I know, uh, 40 for the last 40 years or so, but actually for many more s. Oh, this is great. Encryption gives us private communication against, uh, eavesdropping adversary. So passive adversaries s but But you know that mothers can be more than passives. What if the mother he goes and asks Pilot that? What did you talk? What do you say to judge it So you know, if valid, really said, you know, used this'll end pipe. She can say whatever she wants to say. I actually said that I was study, and then the mother goes to judge. I can ask him what did about tell you, and she said that she was studied and the mother still cannot tell anything about what happened. She doesn't know trillions. Death was sent or not. Um, in fact, even if violence said that she was studying and and Jackson said something else that you know, she said she was she rather watch movie. Even then the mother doesn't know who was right. I mean, not from the pipe music. Look them in the eye and not this way, but not from the communication she doesn't. Andi. In fact, we could go on like this, and, you know, the lead type doesn't help at all to understand what really have. And this is really another very important form off this really secure channels that it doesn't allow external parties. Course, there's, uh, certain what really happened. Even when they asked to see all the internals of all the parties. In fact, even further, the Violet Jack Jack have no way to actually convince the mother that this is what happened. Even if you want, right, they have no way of actually proving to the mother that they said this and not the other thing with this lead pipe. So the question is can be obtained a similar effects with, you know, software encryption. Uh, can we have an encryption scheme that has the same sort of properties? So we know that Peoria, the total encryption doesn't have this property. That encryption leaves traces. So there's this cipher text that that the mother of the course of seized. Then when the mother goes toe the parties and you know the ballot judge, you can ask him uh, give me. Show me your randomness. Show me all the internals. I want to see what really? How you generated the text and how you decrypted it with no money. Encryption is only one way that, but inject, checking opened the suffer text, and therefore, there is no real privacy anymore. Um, so So this is the case. So so really to do to address this issue? The this this concept of deniable encryption that was considered, uh, you know, many years ago. Andi idea here is that you wanted encryption scheme that provides, uh, protection of privacy. Uh, on ability, toe keep private. You really, really, really value. And maybe, ah, fake or lie about what you say in a convincing way, even against such a course. Uh huh. So and so? So the idea is that, you know, So they actually do you think of three types here, So there is centered in apple. So we're just going us to center off the off the message. You know how How did you encrypt the message? Show me your encryption. Andalus Suing The decryption key is public. Um, and if you go to the receiver and ask him show me your decryption key. I want to see how you decrypted. And you can also think about natural case where the course actually goes to both parties and ask them for the for the internals and compares one against the other. Right? So this is the bite inability concept. Andi, you can, of course, naturally generalize it. Not just to encryption to, say, two party competition soon here, Violent and Jack. Jack. You know, uh, maybe not even trust each other fully, But they want toe compute together, you know? Or, you know, do they actually know a kid they both know and rapes in school, Right. So, So, So violent has her own list of kids, and she knows grapes and injection to, and they want to do this to Paris ST secure competition to figure out if they keep the both. And so if they have this ideal trusted party or stay for somewhere where they can actually do the security applications uh um, securely then they can, of course, learned the answer without learning anything else. And also, if the mother comes in after the fact and ask them, you know who I see that you were trying to figure out who very school, you know. So tell me what you did. Tell me your inputs them you are supposed to give me all the randomness. And And I want to know for the kids that you know, that vaping school. So if they were using such such a physically, I didn't secure gadget then, uh, then they can say You know why? You know? So So what is the state of, I don't know, anybody Invasion did Jack this theater and I got nothing into something or nothing. Jake Jackson. Consistency and off course. Mother has no way of knowing if this is true. No. And even if, uh, injected decides to tell the truth and actually tells is really important. Really put real randomness. And, uh, no randomness here and violent tells still here. Nothing. Nothing that the mother has no way of knowing which one is like. She clearly some of one of them is language. Doesn't know which one. I mean, chicken again looked deep in the eye, but not from the communication. She cannot figure out. Um, so s so we want to get something like that for for two party competition. Uh, and and and again, eso again, again, again. The case that, you know, one is like going to the truth is still don't know. Um, so the question is there a protocol that that one is still behavior, and, uh, incredible. How do you define us? Uh, and the point is that, you know, Okay, 11 further thing toe. Think about, you know, this doesn't shouldn't end with two parties can think about three or more parties on, uh, and the same thing happens. You know, just maybe the trust structure, the consistency structure becomes more complicated. Uh, you know, you could buy groups of people which is consistent with each other and not without, um Okay, so So what are our results here? So first result is regarding encryption. So we come up with the first bite, the novel communication protocol. It's not encryption because it's three messages. Uh, so it is three messages, and it is this way need a reference string, which is like, programs in the sky. And but it's a short registering. I mean, one short programs that everybody in the world uses for the encryptions for the entire duration of time. and our assumptions are some expansion, Leo in one functions, uh, and on. But just to say that what was done previously? It was just senator deniable or receiver deniable, um, And then and nothing that we do is that actually way define and also obtained this extra property, which we call off the record inability which talks with you about the case where, as I said before, that one party, uh uh, is saying one thing and the other practicing nothing they insisted. So they cannot. There is no way for them to frame each other. Um, and the way the other result is regarding a multiparty function evaluation on Dhere, we come up with the first all deniable secure function evaluation for quote Well, you know, I mean, I mean that the protocol with the adversary or the coarser expect to see all off the transcript of the competition, including all the randomness in all the internal state of all the parties eso superiors results in this area always assumed that you know, either the course only can concourse on some of the parties or if you can force all the parties and there is some some physical gadget, uh, which is crucial information about the personnel puts and you know, nobody can see inside, so no, here, we actually that the Attackers see everything. Uh, because they think they see everything on we can still provide inability onda protocol. Also, our protocols also withstand inconsistencies. Mean the case off this off the record style that one party says one thing partisans don't think. But this is only in the case of two parties and only for functions where the input size is polynomial in play. Put size. Uh, domain. Um, so in this actually interested open question how to extend it beyond that. Uh, so just to say that this is kind of it's a surprising thing that you can even do such thing, because what it allows you to do is actually such to completely rewrite history. Eso you during your competition on. Then somebody comes, and that will show me everything that happened. All the runners, all the entire transcript, the competition from beginning to the end. And you can now tell them something else. Not something that really happened. I mean, they see, you know, the public messages they see it on thistle is un contestable, but you can show different internals that there are very different than what really happened. And still nobody can catch you. So it's really some sense. Uh, who knows what's really happened? Um, so anyway, so So this is the, uh this is the result. Let's just say a few words about fully deniable encryption. Uh, just toe give a more detailed So So So So, how do you define this? Fully deniable encryption. So first I want to say that, you know, if you just, uh if the parties have appreciate key then, uh, deniability is with these because what you know, you just in orderto cryptic message just want some part of the key. And this one temple is completely deniable, right? Because you can just take this self a text and claim that it was any message encryption off any message off your choice. But just, you know, extra it. But just coming up with the key, which is the Solvents Architects as a message of futures. So this is completely diamond by both parties, and even it's off the record because if the two parties say different things, there's no way to know what's right. So Eh, so what? But it means that, you know, the hard part is actually had to come up with this shirt key, uh, in a deniable way. So you can actually later argued that this key was an, um so s so we need kind of deniable key exchange, and then this is what we do. So we come up with this idea by by the application of what? This what this means. So it's a protocol, you know, for two parties, uh, change, keep with messages and which gives you the ability to life. Somebody asked you which was key and claim it was anything, uh, later. So more formally. So we have two parties. One You know, this is the key change protocol for one party, and this is the kitchen for the other party in each party also is equipped with this faking algorithm. This is s faking arctic. I keep, you know, Senator, receiver, Even though it's not teach change, it's affecting and breaking. Allows you to come up with fake randomness. That demonstrate kills anything and we want correctly since semantic security as usual and we want toe this s fake takes a transcript and the randomness and the old key in the nuclear that you want. Andi comes up with fake randomness such that, uh um and this is you know, that that consistent with this new key, k prime and the same for the receiver. It comes up with a new randomness. The assistant to the crime and the requirement is that, uh, the attack. I cannot tell the difference between the experiment when you know the key key was exchanged. These transcripts respecto the real key or the case where the key was exchanged, and then the faking accurately going folk What? The adversary seizes the actual transcript, but then opening to a different. So there's a distinguished group. Um, And then what if the parties that were okay then there is another requirement there that says that even if the parties you know, one of them face, the other one doesn't and they then you can't tell which one will effect in which one wants to tell the truth. Onda point is that this to this to produce properties together really give you what you would like for my dearly your channel, even with respect toe courses. Um, so just to point out that you know this, this properties hold only if the parties in the follow the protocol during the execution actually choose randomness is they should. Otherwise things does work. In fact, otherwise, there's nothing that could work because the party's chief from the beginning and just use the terroristic protocol instead of randomized or just, you know, just randomness, which is predetermined. And, of course, nothing you can do. Uh, however, you know, there are, of course, interesting situations where it is. You know, it's reasonable to trust that the parties are actually using the randomness Aziz instructed during the execution of the protocol, for instance, we're thinking about voting this something can be forced, uh, by the voting booth, but you know, other situations. But this is kind of like essentially eso maybe another minute to say a few words about, you know, just like construction. How it kind of works in, you know, in general. So So we have, like, a three months, three rounds protocols. So we have four programs, you know, two from each party don't to deal with the three messages. Then we have a faking program for each party, so the way it works, you know, first, the violent here is has this is Harris randomness and actually chooses the key that they're going Thio agree ahead of time. It inputs to the first program which is going to think of it is the office care program black box program. And there's the message. First message is basically a harsh appear f off the K and then the, uh and then the responder gets this message has its own randomness and outputs. Another message, which is the hash off the first message agronomists. And then the third message now is going to be a new encryption off the key on the hashes and the end to a previous messages. This is, ah, company encryption off this one long spring and then the fourth with the fourth program just takes the randomness off the receiver and the two messages and put it in. And then I'll put the key, which is decrypted essentially the Crips, the subtextual from here in the old checks, right? And then the faking programs. What they do, they just take those. The transcript and the cookie and the new key and the striking program here are puts a new randomness for the senator and this one There's a new randomness for the receiver and the way it does near random estrogen offering work eyes, uh, is again It's kind of fact natural a t least the face of it. It uses the seeking hidden triggers idea off, off, so high in waters for descending on the inability that, you know, trigger each one of those programs toe put actually write message even when you get this, uh, crime on eventually this k problems are Well, the problem is that this scene in triggers, you know, give you local consistency for each problem by itself. This was this was the east their goal. But there is no global consistency about those six programs together and and get the six programs together to be consistent with the fact that the key would actually keep prominent K is high in contribute. And this is something that we become the main challenge of this work. This also, I did this three messages because if you have only to then there is no way to get a double consistency. Ah, s O s. So this is, uh this is the test on just to say about, you know, the future. So definitely we want stronger than ability for for MPC. As I said, we just give partial results there on. Then there is kind of, like some very interesting questions. One is like in general, You know, we know that your is very nice, but in many cases, we actually can do things without, uh but in this situation with prosecution, but maybe the inability of one of the very few cases where actually, we don't have any other way to do things out of the Neo. Is it really essential? Can we prove it? You know, and if not, can we do without? Can we get around CRS? Can you actually do with public friend of mysterious? Uh, you know, and more generally? Uh, no. We actually, uh, sweated a lot. You know, spit blood. In order to make this thing work with Leo and because I always really hard to work with, you know, would agree toe, find some some some general set of tools to work more easily. I was there. Um, Louis, thank you very much on death's