>> from Austin, Texas. It's Theo Cube covering your storage Accelerate 2019 Brought to you by pure storage. >> How do y'all welcome back Thio, the Cube leader In live coverage we're covering day to a pure accelerate 19 Lisa Martin With Day Volonte Welcoming to the cue for the first time from SG Mark Peters principal analyst and practice >> Oh, my apologies. So young. >> I wish I wish that was true. >> In fact, one of the first analysts I think that's true if not the first analyst ever on the Q. But, >> well, I'll say Welcome back. Thank you. We're glad to have you here. So you've been with Ishii for quite a while, You know, the storage industry inside and out, I'm sure pure. Just about to celebrate their 10th anniversary. Yesterday we heard lots of news, which is always nice for us to have father to talk about. But I'd love to get your take on this disruptive company. What they've been able to achieve in their 1st 10 years going directly through is Dave's been saying the last two days driving a truck there am sees, install, base, back of the day, your thoughts on how they've been able to achieve what they have. >> That'll last me to talk about something I really want to talk about. And I think it addresses your question. How have they been able to do it? It's by being different. Andi, I don't know. I mean, obviously you do a stack of into sheer and maybe other people have talked about that. But that is the end. When I say different, I don't necessarily mean technology. I have a kind of standard riff in this business that we get so embroiled in the technology. Do not for one second think it's not important, but we get so embroiled in that that we missed the human element or the emotional element on dhe. I think that's important. So they were very different. They created, you know, these thes armies of fans who just bought into what they did. Now, of course, that was based on initially bringing flash to the market making flasher Fordham. Well, they've extended that here with the sea announcement and other things as well, so I don't want to just focus on that, but you know, they continue to do things differently with the technology, But I think what really made them an attractive company and why they've survived 10 years on her now big sizable is because they were a different sort of company to deal with. >> Are you at all surprised that the fourth accelerate is in Austin, Texas? Dell's backyard? Yes. Well, they're disruptive. They're different. They're bold. We're okay, >> you see, But But also, did you go to the other three? >> Uh, the last two. I was trying to remind >> myself where they were. I know one was kind of on a pier in a ballpark in San Francisco. One words. You remember the one that was in that you Worf, But that was a a rusting, so cool it was. But it was a metaphor in a rusting spinning desk, right. But it was also such a different sort of place on, So I probably was also a few it D m c. But I agree. And then the last one was in some sort of constantly. Yes, So >> they were all >> different. And so I Yes, I know this is Dell's backyard. Probably literally, because I'm sure Michael owns a lot of the place. It's also kind of very normal place and so there's a little bit of me that I don't want to use the world worry. But as you grow up and of course, we've got the 10 year anniversary, we're in Austin. What's the tagline of Austin? >> I don't know. No. Keep Austin weird. Okay, >> I >> don't want to suggest appears weird, but they were always a little different, I said. That's why I think they were attracted as much as anything. Yes, that's why I had the hordes of admiring fans, all wearing their orange socks and T shirts and cheering on DDE as they get older as they get more mature as they expand their portfolio. Charlie was on stage talking not so much about scale the problem when he was asked, but more about complexity. As you get more complex, you actually get more normal on, So I don't know that weird is the word, but a bit like Austin pure needs to keep your interesting. >> I like that >> Very interesting. So >> you and I, >> we've been around a while. We were kind of students of the industry. I was commenting earlier that it's just to me very impressive that this company has achieved a new definition of escape velocity receiving a billion dollars show. First company since Nana to do it, I gotta listed three. Park couldn't do it. Compelling data domain isolani ecological left hand. Really good cos all very successful companies. Uh, >> what do you think? It's >> all coming out of >> the dot com crash. Maybe that pay part of it. Pure kind of came out of the, you know, the recession. Why >> do you >> think Pure has been able to achieve that? That you know, four x three par, for example in terms of revenues. And it's got a ways to go. They probably do 1.7 this year. I think they have aspirations for five on enough there. Publicly stated that they probably have, right? Of course. Why wouldn't they thoughts on why they were able to achieve that? What were the sort of factors genuinely know? Having no idea what you were gonna ask me. And now actually, listening to question let me You've just made me think of something that I had not really thought. So I took so long to ask the question formulated. And you are so, um, you used the word escape velocity. Let's think about planes. I mean, you know, I think it's a V one, isn't it to take off, Mitch? Maybe not the same as escape, which is in the skies. But you get the point. How long to really take off? Be independently airborne? They gave themselves. I don't know how much was by design default how it really happened? I don't know. They had an immensely long runway. You think the whole conversation about pure for years and years was Oh, yeah, yeah, they're making loads of revenue, but they lose 80 cents every time they get 50. That was the conversation for years and years. I know they've now turned that corner, and I think the difference. Actually, the more I think about it, yes. You can talk about product. Yes, you can talk about the experience. I think those things are both part of it. But the other companies you named had cool things too. They all had cool products you had. What was it? The autopilot thing with compelling. And they had lots of people cheering. Actually, in this building, I think three part was yellow and kind of cool in a different part of the market. and disruptive. But they were both trying to get to the exit fast. Whether the exit was being bought or whether it was going under. I don't know it was gonna be one or the other, and for both of them, they got bought. I don't think pure had that same intention, and it's certainly got funding and backers that allowed it to take longer. So that's a really good point. I think there's a There's a new Silicon Valley playbook. You saw it with service. Now, with Frank's limits like the Silicon Valley Mafia's Sweetman Dietzen, Bush re at Work Day, they all raised a boatload of cash and a sacrifice profits for for growth. I mean, I remember Dave Scott telling me, you know, when he came on, the board was saying, Hey, we're ready to you know, we're prepared to raise 30 million. He said, I need 80 eighties chump change today compared to what these guys were raising. Well, I mean, I think I mean, they pretty quickly raised hundreds of millions, didn't they? They weren't scraping by on 50 or 80 million, which which is what you see. You sort of want one more thought just this escape velocity idea, I think is interesting because the other thing about escape velocity is partly how long you take runway orbit, whatever. But it's the payload on, you know, The more the payload, the longer it takes the take off the ground or the more thrust you need thrust in this case, his money again. But if you think about it, this is another thing where he and I gotta say, we've been doing this a long time. The storage industry over decades has been one of the easiest industries to enter on one of the hardest to actually do well. Why is that? Because the payload is heavy. It's easy to make a box that works fast, big whatever you want in your garage. Two men on one application working for a day. It's really hard to be interoperable with every app, every other system, operational needs and so on and so forth. And so the payload to be successful. I think they understood that, too. So, you know, they didn't let ourselves get distracted by like the initial shiny, glittery we need to get out of this business. >> I love the parallels with payloads and Rockets. Because, of course, we had Leland Melvin inner keynote this morning. I'm a former NASA geek. Talk to us about your thoughts on their cloud strategy, the evolution of the partnership with a W s. We talked about that yesterday. Sort of this customers bringing this forcing function together, but being able to sort of simplify and give customers this pure management playing the software layer wherever their data is your thoughts on how their position themselves for multi cloud hybrid world. >> Okay, two thoughts, one cloud. Then you also used the word simplicity. So I want to talk about both of those things if I can, Um I don't know. I'm sorry. This is not a very good answer. I think it's the truth. I mean, you can't exist in this world if you haven't got a cloud story, and it better be hybrid or pub. Oh, are multi, whichever you prefer. I think those have very distinct meanings, by the way, but we would be here for an hour and 1/2. It'll be a cube special to really get into that. However, So you've got to do this. I mean, there is just, you know, none of the clients they're dealing with. Almost none. That's not research. I'll talk research in a second but glib statement. Everyone's got a cloud strategy. It doesn't matter which analyst company you put up the data, we'll do it. I want to talk about a cup, some research we've done in a second. But everyone will tell you a high number of people who have a cloud first strategy, whether that's overall or just the new applications or whatever. So they've got to do it. What's crucial to whether or not they succeed is not the AWS branding, because everyone's got a W s branding me people that they don't work with or will not work within the next year or two. I mean, I'm sure there's one God you look like you're anxious, you're on a roll. But simplicity is really important. So David knows we do a lot of research early yesterday, one of our cornerstone piece of researchers think all the spending intentions we do every year. One of the questions this year's Bean for a couple of years now is basically saying simple question Excuse. The overuse of the word is how much more complex is I t you know, in your experience, more or less complex. And it was two years ago. I t broadly and you know that I love this question. You know the answer on dhe. 66% of people say it is more complex now than it was two years ago. People don't want complexity. We all know that there's not enough skills around the research to back that up. A swell on dso Simplicity is really important cause who was sitting in this seat before May I think I will say that the company here was founded on simplicity. That was the point. They were to be the apple of storage. I think that's why people love them. They were just very easy to use on dso coming finally back to your question. If they can do this and keep it simple, then they have a better chance of success than others. But how do you define successful them isn't keeping their customers are getting new ones. That's a challenge. >> They do have a very high retention rate. I want to say like 140% but things like we have our dinner for two U percent attention. Yes. How did >> you do? So? So this is is interesting. It's actually 100 and 50% renewal rate. Oh, by the Mike Scarpelli CFO Math of renewal rates on a dollar value on net dollar value renewal rate subscriptions. Mike Scarpelli was the CFO of service. Now invented this model and service now had, like, 100 and whatever 1500 whatever 27. And so it's a revenue based renewal. Makes sense. Sorry for one second you're retaining more people than you >> go. 101 100 >> 50% is insane. 105 >> percent is great. Yeah, 150% is interrupted. Your question. >> Well, I'm just saying >> it's good. Good nuance, >> Yes, Thanks for clarifying its. You know, companies can say whether it's one. Appears customers are pure themselves or competitors. We are cloud. First, we have a cloud for strategy, and a company like pure can say we deliver simplicity, those air marketing terms until they're actually put in the field and delivered. So in your perspective, how does pure take what I T professionals are saying? Things are so much more complex these days? How does a pure commit and say simple, seamless, sustainable, like Charlie, Giancarlo said yesterday. And actually make that a reality. Well, I >> mean, obviously, that's their challenge, and that's what they have work to do to some degree. And this comes back to what I was saying that to some degree it becomes self fulfilling because your that's why your customers come back with more money because they bought into this on. So as long as they're kept happy, they're probably not going to go and look at 20 other people. I'm not saying they never had any of that simplicity to start off with, but it's very interesting if you go to a pure event, their customers and this might be sacrilege sitting in this environment don't talk about the product. They talk about the company, >> right? >> The experience There's that word again, off being appear customer yes on So they're into it. They brought into whatever this is, and as long as the product, please do not strike me down is good enough. I'm not saying that's all it is. I think it's a lot better that, but as long as it's good enough, but you're really well looked after a few minutes ago, when I'm saying that's why I think this market is about so much more than just how fast can you make the box? How big can you make the box? How smart can you make the box? All of those are interesting, But ultimately, I'm only looking at Dave because he's so old. Ultimately, technology is a leapfrog game. Yeah, branding is not >> Beaver >> s O. So that's a good point. But we've not seen the competitors be able to leap frog pure or be able to neutralize them the way, for example, that DMC was able to somewhat neutralize three par by saying, Oh, yeah, we have virtual ization, too, you know, are thin provisioning. Rather. Yeah. And even though they had a thin provisioning bolt on, it was it was good enough. Yes, they did the check box. You haven't seen the competitors be able to do that here? I'm not saying they won't, but are they? I think, um, I was going to say basically this on my MBA, but I don't have one, so I can't say that, but, you know, I've read that. Read the books. If you look at Harvard Business School cases, I think the mistake made by the competition was to assume that Pierre would go away, that they would each try it or that it would fail on will make fun of the fact they don't make any money for the first few years on dhe. You know, the people going to them, we're gonna be sadly mistaken when they can't handle these features, whether that be cloud or whether that be analytics or fresh blades or whatever else again to add on. They thought they would just go away that there are great parallels in history when you let competition in and you just keep thinking at each point they're going to go away. Spot the accent. British motorcycle industry. When the Japanese came in, they literally said, Well, let them. There are records. We'll let them have the 50 cc market because we don't really care about that. But we'll make the big bikes Well, Okay, well, let them have 152 100 cc because really, that doesn't matter. And 10 years later, there was no industry well, and I think what happened with the emcee in particular because, let's face it, pure hired a bunch of DMC wraps. They took your product and, as I've said before, they drove a truck to the the symmetric V n X install base Emcee responded by buying X extreme io and they said, You know what? We're sick of losing the pure. We're gonna go really aggressive into our own accounts and we're gonna keep them with flash. And then what happened is their accounts. It Hey, we're good. We don't actually really need more stores because the emcee tried to keep it is trying to keep both lines alive. And now they're conflicted, pure. You know, I had a what? We're mission. >> You thought not up a great point. Sorry. Just just because I think >> thing about that is if you look at how e. M. C using my words accurately usedto act, I think you said that, too. So I'm not criticizing Adele is they were exceptional organized marketing organization. We go that way. And if you're not going that way, you got a big problem both as a custom, Miranda's UN employees. But the problem with that is also is that way would sometimes become that way, and then it become that way on the product depending what was doing well. So, for example, they had, you know, tens of thousands of feet, all marching to the extreme. I owe beat for a few quarters, and then they would go off on to the next product pure. Just carried on, marching to its beat down that runway escape velocity question >> appoint you brought up a minute ago before we wrap her. That I think is really interesting is that you write your customers talk about the experience. I think we were talking with a customer yesterday. Dave was asking, Well, what technologies are you think he started talking about workloads? So when we're at other events, you hear other names of boxes brought up here to your point. It is all about the experience so interesting and how they're Can you continuing to just be different, but to wrap things up since they're in my ear, we're almost that time. I just wanna take a minute to ask you kind of upcoming research. What are some of the things that you're working on? Their really intriguing you and SG land. I think right >> now, from my perspective, I mean, as a company would continue to do 27,000 different things because there's so much going on in the market. So whether that's security is massive area of focus right now, even improvements in networking. So it's not just the regular run of the mill, you know, Bigger, faster, cheaper. Which is always there s o A. I, of course, in all these again, you may both know you will now doesn't mean we're always looking at buying intentions rather than counting boxes. So it's really where people are moving over the next few years. That said to May. I think what's really interesting is to other things. Number one is to what extent can. I don't think we can really measure this easily. But to what extent can we get people talking about pure again to acknowledge that emotions, attitudes, experiences are an important part of this business? I'm old enough that I'm not scared of saying it, and I think pure is a company is not scared of saying it, you know, I think a lot of companies don't want to admit that Andi all know that they have different corporate cultures and mantras and views on their customers reflect that two on The other thing just generally is the future of I t. As a whole. I know that. So, I mean, I'm doing this because none of us really know what that is, but, you know, clearly way gotta stop talking about the cloud At some point. It's just part of I t. It's not a thing as such. It's just another resource that you bring to bear. I don't know that we're yet at that point, but that's >> got to happen. >> Interesting. Thanks for looking. I'm imagine this was a crystal ball. But Mark, I wish we had more time because I know we could keep talking. But it's been a pleasure to have you >> got the whole multi cloud hybrid cloud for an hour and 1/2. >> We come back, we'll have that discussion. Like what I'll means and yeah, back anytime. >> Excellent. Thank you for joining David. Me. Thank you for David. Dante. I'm Lisa Martin. You were watching the Cube from pure accelerate 19

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back, everyone to the Cubes. Live coverage of Del Technologies World Here at the Sands Expo at the Venetian. I'm your host, Rebecca Knight, along with my co host Stew Minutemen. We have Sean Kinney joining the program. He is a senior director primary storage marketing at Delhi emcee Thank you so much. Thrilled to redirect from Boston, >> the home of the universe, >> it's indeed well, we would say so so and so lots of news coming out this morning yesterday. Talk about some of the mean. If you want to start with talking about the storage platform, the mid range storage market in general sort of lay the foundation What you're seeing, what you're hearing, and then how the new the new products fit in with what with what customers air needing. We'LL >> break that a couple pieces. I believe that the mid range of the storage market is the most competitive. They're the most players. There are different architectures and implementations, and it's the biggest part of the market. About fifty eight percent or so so that attracts a lot of investments in competition. So what we announced today, it was the deli emcee Unity X t Siri's and that built on all the momentous on the success we had with Unity, which we actually announce basically the same conference three years ago. So we've sold forty thousand systems Good nowhere market leader, and the first part is the external storage market. It's declined, continues to be exaggerated. One of the Ellis firms predicted it wasn't gonna grow it all last year. Well, crew sixteen percent actually grew three billion dollars. It's with unity. Its original design points like the sort of Day one engineering principles were really around a couple of things. One was a true, unified architecture being told to do. Block storage, file storage and VM. Where've evils that was built in, not bolted on like no gateways, no extra window licensing, no limitations on file system size. The second was around operational simplicity and making it easy for a customer to install easier for custom manage. He was a customer of use remotely manage, and then we took that forward by adding all inclusive software, making it easy to own like not him to worry about software contracts. So all of that goodness is rolling forward in the engineering challenge that we took on with E x t wass. You know, a lot of mid range systems switch of those that have an active, passive architectural design. It's hard to do everything at once. Process, application data run, data reduction, run data services like snapshots of replications, all without significantly impacting performance. And a lot of cases, our competitors and other platforms have to make compromises. They say. Okay, if you want performance turned this function off. What was that challenge that our engineers took on? And that's what we came up with. No compromise for midrange storage. That's unity. Extinct. >> Yeah, Shawn, it's it's really interesting you could I could probably do a history lesson on some of the space thing back to, you know, early days when you know we were first to DMC. It was like, Oh, the data general product line. You know, getting merged in very competitive landscape is, as you said, most companies had multiple solutions, you know, unity in the name of it was to talk about Dell and AMC coming together, but what I want you coming on is there was often, you know, okay, somebody came out with, like, a new a new idea, and they sold that as a product. And then it got baked into a feature, and we saw that happened again and again and again. And the storage market, what are some of those key drivers is toe. You know what customers look for? How you differentiate yourself. Are we past that? You know, product feature churn way in the platform phase. Now, you know, we always say it would be great if software was just independent of some of these. But there's a reason why we still have storage raise. Despite the fact that, you know, it's been, you know, it's been nibbled at by some of the other, you know, cloud and hyper converge. You know, talk applications. >> Yeah. Uh, let's say that a couple ways in that, especially in the mid range. Our customers expect the system to do everything you know. It has to do everything Well, it doesn't get to be specialized for a lot of our customers. It is thie infrastructure. It is that data capital, which is the lifeblood of their business. So the first thing is it has to do everything. The second thing I would say is that because it has to do everything and one feature isn't really gonna break through anymore. The architecture's the intelligence, the reliability, the resiliency that takes years of hardening. Okay, the new competitors has to start a ground zero all over again. So I would say that that's part of the second thing I would say is, it's about the experience inside the box from the feature function and outside the box. How do we get a better experience? And for us, that starts with Cloud I. Q. It's a storage, monitoring and analytics platform that you can really you have infrastructure insight in the palm of your hand. You're not tied to a terminal, and if you want to be, of course you can. But you can now remotely monitor your entire storage environment. Unity, Power Max SC Extreme Io. Today we announce connect trick support for sandwiches in VM support. So we're going broader and deeper, you know, as well as making its water. So it's hard to have one feature breakthrough when you need the first ten to even get in the game. >> Well, as you said, for for these customers, this infrastructure has to do it all. And and so how do you manage expectations? And how do you How do you work with your customers? Maybe who have unrealistic expectations about what it can do. >> Our customers are the best. I mean, everybody says it, but because they push us and they push the product and they want to see how far it can go and they want to test it. So I love them. I love because they push us to be better. They push us to think in new ways. Uh, but yeah, there are different architectures. Have differences. Thumbs Power Max is an enterprise. High end, resilient architecture. It's never going to hit a ten thousand dollar price point like the architecture wasn't designed. And so for our customers that wants all these high end features like an end to end envy me implementation. Well, that's actually why we have power, Max. So you don't want to build another Power Macs with unity. So while the new unit e x t, it is envy Emmy ready and that'LL give us a performance boost We're balancing the benefits of envy. Emmy with the economics, the price point that come with it. >> All right, So, Sean, talk about Get front from the user standpoint, you know, we've We've talked about simplicity for a long time. I remember used to be contest. It's like All right, well, you know, bring in the kids and has he how fast they can go through the wizard Or, you know, he had a hyper converts infrastructure. It should just be a button you press and I mean had clouded. Just kind of does it. When we look at the mid range, you know, where are we in that? You know, management. You talked about Cloud like you, you know, how do we measure and how to customers look at you know how invisible their infrastructure is? >> I think every I don't think any marketing person worth his salt would say, My product is hard to use. It's easy to use the word simplicity, but I think it's we're evolving. And again, it's that outside the box experience now, the element manager Unisphere for um, for unity is very easy to use with tons of tests and research. But it's going beyond that is how do we plug into the VM? Where tools. How do we plug? How do we support containers? How do we support playbooks with Ansel? Forget it. It's moving the storage. Management's out of storage. Still remember, twenty years ago, we helped create the concept of a storage admin. You know, things that coming full circle. And except for the biggest companies, you know that it's becoming of'em where admin that wants to manage the whole environment. >> Okay, I wonder if you could walk us up the stack a little bit. You know, when you talk about these environments at the keynote this morning, we're talking about a lot of new application. You're talking about a I and M l. What's the applications, Stace? That's the sweet spot for unity. And, you know, you know, you mentioned kind of container ization in there, you know, Cloud native. How much does that tie into the mid range today? >> Yeah, I think it goes back to that. All of the above. Its some database, some file sharing, some management and movement of work loads to the cloud. Whether be cloud tearing. What? Running disaster recovery As a service where you know you need the replication You just don't want to pay for and manage and owned that second sight in the cloud. We'Ll do that as a service. So I, uh I think it's again. It goes back to that being able to do everything and with the rise of the Internet of things with the rise of new workloads, new workload types, they're just more uses for data and data continues to be the light flooding of business. But it you need the foundation. You need the performance. And with X t now twice as fast as the previous generation, you need the data reduction with compression. Indeed, implication with extra that's now up to five to one. You need the overall system efficiency so the system doesn't have a ton of overhead, and you need multiple paths to the cloud For those customers that already ofwork loads in the cloud. No, they're going to go there in the next twelve months or know that they have to at least think about it and so that we future proof them across all boys. So you need those sort of foundational aspects and we believe we're basically best in class across all of them. But then you get more >> advanced. I want to get your thoughts on where this market is going. As you said that analysts that the news of its demise has been greatly exaggerated, analysts are just not getting it right. I mean, they said it wasn't gonna grow a gross. Sixty grew sixteen percent. Why are they getting it wrong? Are there and also do? What do you see as sort of the growth trajectory of this market? I'm not >> sure they're getting it wrong. And they may be underestimating the new use cases and the new ways customers using data What I think we should probably do a better job of as an industry is realize that there is a lot of space for both best of breed infrastructure and converged infrastructure and things like Piper converge. It's not an or conversation, it's an and conversation, and no one thinks that I love working about Del Technologies is we have the aunt, you know, for us, it's not one or the other, and that's all we could sell. We have the aunt, and that allows us to really better serve our customers because over eighty percent of our customers have both. >> So, Sean, you mentioned working for Del Technologies. There are a couple people that have been at this show for a while there. Like boy, they didn't spend a lot of time in the keynotes talking about storage. Bring us in a little bit. And inside there, you know, still a deli emcee. You got still a storage company. >> Still, you've seen the name isn't there very much. So you know that we wouldn't be spending all this time and R and D and you've heard about the investments we've made in our stores sales organization and our partner organization. You don't do those investments. If you're not committed to storage it, you know, way struggled for a while. We're losing share for awhile, but that ship has turned for the last four quarters. We've grown market share in revenue, but we're pretty good trajectory. I like our chances. >> I want to ask you about something else that was brought up in the keynote. And that is this idea of a very changing workforce. The workforce is now has five generations in it. Uh, it is a much younger workforce in a in a work first that wants to work in different ways. Collaborate in different ways. Uh, how are you personally dealing with that with your team, Maybe a dispersed team. How are you managing new forms of creativity and collaboration and innovation in the workforce? And then how are you helping your customers think about these challenges? >> You know, I, uh, maybe I can't write for the Harvard Business Review. For me personally, this is my approach that is one guy's opinion for me. It's about people like you want to manage the project, not the people I expected. I trust my staff, and they range from twenty two to sixty two to be adults in to get the job done and whether they do it in the office or at home, whether they do it Tuesday at two o'Clock or Tuesday at nine o'Clock. If it's due Wednesday, I'm gonna trust them to get it done. So it's, uh, there's a little of professionals. It does require sometimes more empathy and some understanding of flexibility. But I participate in that change to I don't want to miss my kid's game, and I wanna make sure I bring my daughter to the dentist, So I, uh, I think it's for the best, because we're blurring the lines of on and off. I could see again. I don't write for our business, really a time in the next few years where vacation time is no longer tracked. I don't think that far away >> a lot of companies don't even have it at all. I mean, it's >> just you >> get your work done, do what you need to do. >> So I love it because then we come back to being more of it. It's even more about, um, a meritocracy and performance and delivery and execution. So, uh, I think it's only the better and more productive employees, happier employees. It's actually reinforcing cycle. What I found, >> and that's good for business. That's a bottom line. >> Employees. You good >> for Harvard Business Review. >> So, Sean, last thing I wanted to get is for people that didn't make it to show. Give them a beginning of flavor about what's happening from a mid range to orange around the environment here and tell us, how much time have you been spending at the Fenway and, you know, pro Basketball Hall of Fame sex mons you know, in the Expo Hall there because I know what a big sports got. You >> are not enough is the first question, quite simply, the best mid range storage just got better now the market leader, when all the advantages, we have immunity. We just rolled them forward to a new, more efficient, better performing platform. So it's, ah, our customers are gonna love over bringing forward, and I think it's our sales. Guys will find it much easier to sell. So we're, uh, we're thrilled with today's announcements. Were thrilled with where the marketplaces were thrilled with our market position and best is yet to come. >> Well, we were thrilled to have you on the cute. So thank you so much for coming on. >> It's always a pleasure. >> I'm Rebecca Knight for Stew Minutemen. We will have much more of the cubes Live coverage from Del Technologies World coming up in just a little bit

>> Narrator: Live, from Las Vegas, it's the CUBE covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. >> And welcome back to The Sands everyone. John Walls here along with Keith Townsend, and we are at Dell Technologies World, day one of three days of coverage here on theCUBE. Keith, good to see you sir, it's been a while. >> It has been about six months. >> Where have we been, and you've got that going on. You look so distinguished and professorial. >> You know what, I'm trying to make up for the lack of hair. (laughing) I appreciate that you noticed. >> Well it looks good, it looks good. Two guests with us, talking today about Extreme IO. We have Chhandomay Mandal, who is a Vice President of, or rather Director of Marketing, I gave you a promotion. >> Yeah, actually I like that. >> Can I get one, too? >> Director to VP, just like that, at Dell, and Kandy O'Mara who's a solutions architect at VMware, I'm sorry no promotion, Kandy, that's the way it goes. So Chhandomay, if you would, before we get started, let's talk about Extreme IO a little bit, and tell the viewers at home a little bit about the product and then we'll get into VMware's use of it and how that's taking shape. >> Yeah, so Extreme IO is the purpose build market leading all flash add-in. It's built on unique content, however meta data centric, party controller architecture coupled with intelligent software that helps us deliver very high performance, ranging from hundreds of thousands to millions of IOPs with consistently low sub millisecond latency, irrespective of what the system load is, how much data has written through the alley, or whatever the workload characteristics are. Now, this metadata centric architecture lends itself to a lot of other benefits, for example, we do in-line all the time data reduction on the data path, and that leads to not only very high storage efficiencies, but also, since we do not write anything that's not unique, down to the SSDs, it gives much more longevity to the SSDs themselves, driving down costs. Our thing is it's pretty simple to use. >> And probably from a customer perspective, right, that's the huge value. >> Yes, it's pretty simple to deploy. We have an intelligent HTML 5 best EY, that's consumer grade easy to use at the same time, providing all the enterprise functionalities that you'll expect. The fourth thing I'll mention is integrated copy data management, so because this is a extremely high performance all flash alley, it is expected to do great in well TP environments, marginalizer environments, but on top of it, the way it is architected, because of this always in memory metadata architecture, the copies are literally as good as production volumes, so it's not just for production, you can actually use the copies to run workloads on them, and you get the same performance, same in-line all the time data surfaces on the production, on the copies, and you can not really figure out any difference between production volume and a copy volume, so that lives in to a lot of business benefits in terms of consolidating various copies and changing the application workflows. >> So Chhandomay, we'll dig into that in a second, with the inline dedupe, inline dedupe with copy data management, but first let's bring it up higher in the stack. Kandy, amazing performance numbers out of Extreme IO, but the all flash market is an extremely crowded market. For the average use end-user, as you engage customers, and you come to them, you know VMware runs VMware or Dell Technologies runs best on Dell Technologies, how do you help customers, even when you look at the Dell Technologies portfolio, when you have all flash V sand, you have Isolon, you have Isolon with flash, you have all these solutions, how do you help them navigate the broad portfolio and them come to the, give us some typical use cases for an Extreme IO. >> Right. For our instance, the first implementation of Extreme IO we have done was with SAP Hanna. Now that's an in-flash memory database, so, everything's in flash, you need a really fast backend storage array. So extreme IO, all flash with sub millisecond latency is a perfect fit. If your database is all-in memory, you can't have a slow storage behind it. You'll lose the performance, right, your database will become degraded. So that was our reason for going that direction, was because of the all flash memory of SAP Hanna. Now, the rest of those infrastructures actually have good use cases for other things, but in this case, for us, it was extreme IO. >> So let's focus in on that SAP Hanna usage. So SAP, in memory database, a lot of SI's will tell you you know what, the storage layer just needs to be fast, it doesn't have to be extreme IO fast, what do you guys find, what was the specific advantages in the SAP Hanna that brought you down to extreme IO. I mean the rights are done in memory, so. >> Well, actually the rights actually go to the disc. It is in memory, but it still has to write to disc and get the response back, especially the rights, right? >> Especially on SAP Hanna, it has very specific requirements in terms of when you're loading up the database, it needs to load up in a very specific. >> Kandy: It's like a tenth of a second, they use. >> For SAP Hanna, even though it is a new memory database. >> Right, that's where the misconception is, people think oh we put out slower storage, no you actually need the storage to be able to respond back to the database as quick as it does. The minimum requirement, I mean the maximum latency is like a tenth of a second, I mean it's really low. But it's sub millisecond, so we have no latency, we are actually getting a through-put in the performance. And there's other benefits with it as well, always on the reduction, that's huge, that's a big factor. When you don't have to have multiple copies sitting on your array, that saves you a lot of capacity. >> So people are saying, crowded market, lot of options, lot of choices, what was it for you that specifically said, okay, this is our product, this is what we want to dance with, so to speak, because you've got a lot of options. >> It was basically, it was the response that was needed for performance, and it was all flash, we were making a decision on where we wanted to run SAP Hanna, we did not have it implemented anywhere else, and we were like, we have existing infrastructure, and we were moving to a new data center, and we had to make a decision where we wanted to go, and extreme IO fit the bill, it met many of our different requirements. One of them was performance, the second one was the total lower cost of ownership, and then the snap technology, that was huge. >> So, let's talk a little bit more about that snap technology. I've spent a lot of time as an SAP infrastructure architect, and one of the most painful parts of SAP operations is being able to refresh DEV, QA, M plus One, the lower environments from production. What advantages have your, have you and your customers seen using snap management with extreme IO? >> So, let me kind of give you the broader view, and then you can talk about the very specific instances that you have seen. Extreme IO's snapshot technology, we call it Extreme IO actual copies, they are best in, best on the in-memory metadata. And extreme IO doesn't write anything on the SSDs unless it's unique across the entire cluster. Snapshots, by definition, is a copy. Like you mount it and make it writeable, so, for us, when you take a snapshot, it's an extremely fast operation, because all that we are doing is updating the metadata in memory, and then, if you are keeping it as a prediction copy, say for example, like as a read-only, just to recover from a disaster, then that's one purpose, but then the other purpose is use them as writeable snapshot, where, you can run your DES DEV, copy for backup, all of those things. Now, why can it do these things? The reason is, all these copies, they are not consuming any extra space. Until you are writing something unique to it as a DES DEV copy, right? So now, you have that capability of consolidating lots of copies, in our tradition, I mean, our customers base, for every database, there is literally like five to eight copies, 60% of the storage that gets consumed is essentially copies now if you consolidated all those copies into the single alley without consuming any extra capacity at the same time delivering that very high performance, not only for your production environment, but also for your DES DEVs, Qas, sandboxing, that gives the customer a lot of values, not only in terms of infrastructure dollars, but also transforming the application workflows, improving the productivity of the developers, and the storage admin, VM admin in general. So that's where we kind of see across the board from our VS customers. Now, alright, what's your experience? >> I'm like, "wow." No, actually what we do is, we're a little different. We actually use the writeable performance snapshots, we use them at our DR site, and what we'll do there is we'll mount those into a test bubble, and it is having our production environment, instead of needing a separate DEV environment, we can mount basically, in a little isolated bubble, those writeable snapshots, or copies, and test anything we want in our true little production environment. And then toss it away when we're done. So we can test out a new release, or we can do something different with the database or an application, and then when we're done, toss it away, that way we don't need so many different environments built out so it's a savings there. We don't make the local copies, what you guys were talking about for staging DEV, those are already built out, but we do put those on the same array now. Used to be, you'd have production on one array and stage on a different, right? But now, because they're similar, and you want the dedupe and the compression benefits, you want them on the same array, because that's where you gain that. The snapshots we do at the target, we play with those, the writeable, it's performance ready. It's the same performance as if you were on the source, which is a big game changer there for us. >> And I think it's really, from a technical perspective, really important to know why extreme IO is so much better at snapshot management. One of the things that Sanders will warn us, is that snapshots degrade performance over a period of time, so therefore the fact that you guys have a dedicated metadata subsystem helps improve overall performance. But I'd like to talk about your use case for extending to your DR side. So, from DR DI, what do you guys use to replicate data from one extreme IO to your DR? >> Right now, we, for us right now with SAP Hanna, we're using recover point with extreme io snapshots, which is fabulous because once the two sync up, the first initial sync, at that point, recover point literally just goes out and gets a snap diff and that's all the data is transferring over, so it lowers the requirements of your LAN, you know the bandwidth requirements are lower, so that's what we're using today. It's a great tool for us. And that way, we can mount it at the target site. >> And then just briefly, we're about out of time. Chhandomay, if you would, going forward, let's talk about where you are in terms of development, what you see as being maybe the next critical phase for extreme IO. >> So, in fact, here in Dell Technologies world, we are announcing the ability of our native repetition technology. Kandy mentioned she is using extreme IO with Recover Point that's a great solution. Now, we are going to have the native repetition technology and what's different from other solutions that are out there is this replication is also metadata aware, and as a result, it's not only sending only the unique data over the web, but also it's globally deduped and complex. And, suppose on your target site, you already have a data block. That might be unique for your primary site, and hence the primary says hey I need to send over this data and our protocol is going to say, yep, I have this metadata, I already have it, so send me the metadata pointer to it, and we are all done, we don't even need to send that unique block that was in the primary site, if it happens to stay, or it happens to exist, on the secondary site. As a result, we see great reduction in the wan bandwidth that's going to be used, and the total capacity that you will need between primary and secondary. So that will also be reduced. In fact, our numbers that we are going to say, you can get 38% less storage capacity wise, and wan bandwidth could be reduced as high as 75 to 80% based on the traditional mechanisms. >> So we actually did a test on this to see the performance between replicating a database using Recover Point on extreme IO with snapshots, and then we also did it with extreme IO data replication, and it was eight times faster. It was eight times faster replicating the same amount of data. >> So less data loss in case of emergency, just a higher level of service to the business. >> Nothing like a happy customer, right? >> Yeah. >> I actually love this product, I would not be talking about it, I really like extreme IO and I've been doing this for a while. >> Well, Kandy and Chhandomay, thanks for being with us, we appreciate the time, sorry about the promotion. (laughing) I think you've earned it though. Thanks for joining us, we appreciate it. >> Together: Thank you. >> Back with more from Dell Technologies World here in Las Vegas, you're watching theCUBE, back in just a bit.

>> Commentator: Live from Las Vegas, it's The Cube. Covering VM World 2017. Brought to you by VMWare and its ecosystem partner. >> Welcome back to The Cube, we are live covering VMWorld 2017, day two of coverage. I'm Lisa Martin with my co host Stu Miniman, we've had a great morning, main stage, Michael Dell, Patt Gelsinger, Google, et cetera. We're excited to be joined by Doctor Sadir, Sadir is kind of awesome, the CTO of Dell EMC, Stewart, welcome to The Cube! >> Thank you, thanks for having me. >> We're excited to have you here, so you were an EMC guy, we talked about that. When people think of Dell, they think of, well maybe used to, PCs, when they think of EMC they think of storage arrays, talk to us about, you know, one year post combination almost, how has your customers' perception changed, what have you heard in the last year? >> Sure yeah, it's been a pretty dramatic change, I would say in the sense of about a year ago when the deal was, or actually two years ago when the deal was first announced that it would be happening there was a lot of skepticism in the customer base obviously around A, what does this mean, how's it going to come together? I think a year into it people started to see some initial signs of better together. And now a year later we're seeing dramatic, dramatic positive energy and feedback from customer base on how, when they're actually seeing the products and solutions coming together in a combined solution I think that's, I mean we used to joke in the old days where our products, you know, EMC's got our portfolio, and our products would only come together on the PO, that was the common joke inside. And I think that perception is changing quite a lot now. >> So bring us into the storage group, because it was one that you know, if you look there were a lot of places where there were no overlaps. Storage, there was a long partnership between Dell and EMC then Dell had acquired a couple of companies, EMC, as you said already had a very large portfolio so bring us inside a little bit, especially kind of with your, you know, your CTO, your technologist. What are those lenses you look through and where are we into, you know, things coming together soon? >> Sure, I think it's a great question, I know and thank you because one of the things that people miss is that the portfolio strategy is a conscious strategy, right? It is really hard to cover the entire spectrum of work loads, use cases with a single widget, if you will. And a lot of our competitors will try to convince customers of that and they're finding that out themselves that it's really hard to cover that gamut so I think fundamentally, first and foremost the portfolio strategy is very important now that said, it is acknowledged and I'll admit that it is perhaps more in the portfolio right now than perhaps is needed. And so that in fact is one of our first, one of our big priorities for this year is to simplify the portfolio because it's confusing for our customers and so we're definitely working towards that. You'll see that roll out starting next year. And then over the next few years. >> So on that front, and sort of maybe waiting things out to simplify, from an innovation perspective Michael Dell also talked on main stage this morning about the importance of customer innervation but I'd love to understand how if you can take us kind of more through that, how is Dell EMC innovating internally so that you can be leaders in innovation-- >> Yeah, that's a great question, it's a great question because you know when you have a multi billion dollar business everybody assumes it's really really hard to innovate and it is, there's no question because you've got a big business to sustain. Now but the, I completely agree with Michael, what he said on stage and what he said to us privately which is in fact Dick Egan used to say the same thing. Founder of EMC he was, if there's one thing that you should be comfortable with, it's change and because this industry is changing like crazy, and I've been in the industry now for what, coming up on 20 years. Seen a lot, you know from FDDI to wherever you're at today. And I'm still constantly amazed by how much change is going on even now. So we do believe in change, we believe in actually innovating constantly, and Jeff Budrow, one of my manager he's a big believer in change as well, we're working on a lump number of innovations internally, organic innovations, big innovations. I can't tell you much about that today but we'll hopefully as we get closer to the next year we'll be able to talk more about it. That said, we're innovating on our existing products as well, we've refreshed our entire portfolio at Dell EMC World earlier this year. At VMWorld just now we announced our availability of our X2 platform which is the next generation of the XGMIL platform, so we're constantly innovating and as a result it's more of a rolling thunder as opposed to like a big bang. >> So I kind of look at it, there's kind of two ways that things are changing along storage. Number one there's kind of the underneath pieces, so you talked about going from FDDI, you know when we saw from disk to flash for EMC was you know, early on that that kind of reemergence of flash after a couple of decades of it being you know, not used for awhile. We've got things like NVME, NVME over fabric coming out so we're going to start there, maybe by one o'clock after there's kind of the operating model on how we change things because we've converged and cloud and all those but on some of those underlying pieces which I know keep the storage people kind of really engaged, you know where are we today with some of those transitions, what are some of the things that you're looking at over the next kind of 12, 24, 36 months? >> Terrific, I mean I see actually three vectors of change impacting the storage business and impacting us. One is the media like you said, there's NVME and we'll talk a little bit more about that. There's actually a whole bunch of stuff beyond NVME right, storage class memory, persistent memory coming out. Second set of things is consumption models, what we call consumption model round, whether it's a cloud consumption model, where if you think of cloud actually more as a consumption model as opposed to a destination. And software defined is a big thing, I think that's going to dramatically change the game, especially when you combine it with things like persistent memory. And then the third thing I think is the new wave of applications as well, that's generating a whole new class of data and adds a whole new set of requirements. For example, real time streaming analytics, right, that changes the, you can't deal with block and file and object in those worlds, you're dealing with new semantics. So those are some of the vectors that we're looking at in terms of. >> So let's start with kind of the low level, the media, you know some of those things right, what is data, what is memory, you know all those things blurring. Where you know, I hear, there seems to be so many people NVME, NVME over fabrics seems to be-- >> Hey look, so let me hit that off right in front. Right so it was 10 years ago that Dell and EMC independently before obviously we were one company actually co founded the contortion that invented NVME so we saw the meat of this technology, the limitations of SAS and SATA 10 years ago, we saw this coming. We helped drive the standards including NVME over fabric standard, and that's like, well before some of these companies that are claiming NVME today weren't actually even born. So NVME to me is a journey, right there's the there's the bus, changing from the SAS bus to the NVME bus. That's one part, then there's the media that stands behind them all, the NVME transport. Things like 3D cross point that are starting to come out, and then even beyond that you get to really persistent memory type of applications. So we see this as a journey, we're going to be rolling our NVME in all our products across the entire portfolio starting this year, later this year. For first, today scale IO already supports NVME devices in 14G, so we're going to, you're going to see that. >> Yeah, I guess my follow up, just to dig in a little deeper because when we got the CTO you've got to dig down. There were some, when flash came out, they were like oh yeah, whatever, I'm going to throw a couple of percentage in, well we saw flash greatly change architectures, it changed some of those application considerations-- >> Absolutely. >> Especially you know, Wikibon's David Floyer has been beating on let's really look at databases, let's do this. NVME, is it an extension and kind of evolution or will this be a similar revolution to what we saw with flash? >> I think it's a similar revolution. It's a similar but perhaps less of a quantum leap, I would say. And the reason is because you're going from like 10s of milliseconds or milliseconds of latency with spinning media to sub millisecond with flash. Now you're going from sub millisecond to sub sub millisecond but you know, it's getting diminishing. I think where you're going to see a lot of dramatic is as it's more on the latency as you get as the applications get closer and closer to the servers. Right so I think you're going to see a lot of pretty dramatic change in that space. >> Speaking of change and revolution, the three vectors that you talked about, media, consumption models, this new wave of applications, how, ST to you are you seeing the buyers' journey change as a result of these vectors? >> So that's actually part two of the question that Stu was just asking is while I agree that it's going to be a revolution, what I've also seen in 20 years is that these things don't happen instantly, yes flash was a big change. But even today, over 40, 40, 50% of our revenue still comes from hybrid systems. Mixed flash and, so these things take time, right? So customers are taking leaps I would say I'm seeing a spread of the early adopters and, we're probably in the big medium, in the big, the bell curve right now and then there's some laggards as well that are still buying you know, pure HDD only systems. >> Do you see a difference there, sorry, with respect to industries, maybe healthcare or financial services that are early adopters? >> Definitely, I think, there's industries and there's also size of customer, right, the bigger the customer the more, eager we see they are in doing this digital transformation so we're seeing a lot of them going all in on software defined, right, so we're definitely seeing that shift from buying purpose build arrays to software defined. Now it's not going to be instantaneous, again it's going to be over many years, similarly in the mid range and below we're seeing a shift from, modular systems to hyper converged systems as well. So we're seeing that as well, we're seeing a lot of shift from purely on prem to a hybrid solution of on prem plus cloud, so all of our products are now attaching to the cloud as well. So we're definitely seeing all of these transitions. >> When it comes to the cloud native piece, there are some that have said well, it's kind of could be a kind of completely different way of doing things, really focused on the developers and won't that just live in the public cloud, or you know will SAS applications you know, be where a lot of those live, so you know what do you say to the, you've improved media, you've improved consumption models but, maybe they're just, it's easier for me not to own some of these pieces, one of the company, small companies, I don't want to deal with infrastructure at all, let me, you know, let me yeah-- >> Yeah that's another great, great question. What we are seeing I would say is definitely some of that. Especially as you said in the smaller companies it's easy for them to get started, right, with minimal initial expenses they can get started in the public cloud so we definitely see that. But as you get larger, what we're seeing is the economics of running everything in the cloud on a sustained basis, just don't work out, it's much more cost effective to run things on ground, so I think for cost reasons when you're running over a sustained operations as well as for security reasons, we're still seeing a lot of hesitation and especially as you get to the higher end of the market, people are concerned especially with all the breaches and things like that, that they're concerned about where their assets are. So we actually at Dell Technologies I would say, and Dell EMC in particular, we're seeing a pretty significant opportunity popping up where customers want to run on prem data centers just like the cloud. And that's where things like software defined storage become really important because hey, the public clouds are running all the software defined, that's their, one of the secrets to their agility and speed. Why can't we have that prem and we actually absolutely see that in fact today's announcement of PKS is right on the money for that. >> So we're here at VMWorld, with respect to that, seeing more customers want to bring things on prem maybe kind of the true private cloud that Wikibon's been talking about. What are you guys doing now with VM or to align that, we've heard a number of things about, yesterday with AWS you mentioned Pivotal today, Google, what's going on today with Dell EMC and WM Ware to help customers really build a solid on prem solution? >> Yeah so I think Pivotal is certainly a key piece of that, Pivotal, VM Ware, so the whole VM Ware cloud foundation, cloud suite is a key piece of that. The integration with PCF is actually going to be very key because what customers need, especially the traditional customers, if you will, who don't quite have the expertise yet to build cloud native applications, they need a platform, not just an infrastructure. So I think that's why Pivotal is very important. And we're working very closely with, as Dell EMC we're working closely with both of those partners in delivering those solutions, VX Rail is a good example of that. VX Rail, VX Rack are good examples of the two technologies coming together. And so those are the kinds of things, I think that's where software defined storage, you'll see a lot more integration between Dell EMC's software defined portfolio, with the VM Ware and Pivotal ecosystems. >> So the storage group you've talked about you have a lot of options, we've been talking about software defined storage, how that you know is driving a lot of the change there, gives a lot of flexibility there. How does the storage team look at things like VMAX and Extreme IO compared to the software defined storage these days? >> Yeah so I think we, I presume everybody's seen the famous chart where there's the traditional infrastructure and then there's the cloud native, the new world. And that's a transition that's going to happen and we think it's going to be a really long transition, right. Mainframes are not dead, right, so they're still alive. And there's a reason, because people are running their absolute mission critical application on those infrastructures so we think there's definitely going to be a place for both, and it isn't all or nothing. And that's, I think, going back to innovation, your question about it, where is Dell EMC innovating, we're the only company that's actually embracing these changes, this transition to software defined, right? Where with products like ECS and Scale IO and so on and so forth, so we see that the transitions will happen slowly but there's going to be a lot of opportunity for highly reliable, you know, six, seven, nines reliable infrastructure based on purpose built infrastructure. >> Yeah, it definitely matches a lot of as you said the true private cloud report that we have on Wikibon. >> Well thank you so much, Sadir, for joining us on The Cube, we now bring you into The Cube alumni, the illustrious Cube alumni category. >> Glad to be here. >> Lisa: And thank you for sharing your insights as CTO on what you're doing with customers and innovation. >> Sadir: Thank you very much. >> And we want to thank you for watching, I'm Lisa Martin. From my cohost Stu Miniman we are live covering day two of VM World 2017 from Las Vegas, stick around, we will be right back. (upbeat music)