>> Narrator: Live from Madrid, Spain it's theCube, covering HPE Discover Madrid 2017. Brought to you by Hewlitt Packard Enterprise. >> Welcome back to Madrid everybody. This is theCube, the leader in live tech coverage. My name is Dave Vellante and I'm here with my co-host for the week, Peter Burris, otherwise known as Mr. Universe. This is HPE Discover Madrid 2017. Flynn Maloy is here as the Vice President of Marketing the HP Point Next. >> Hi guys. >> And John Treadway is here as the Senior Vice President of Strategy and Portfolio at Cloud Technology Partners, an HPE company. Gentlemen, great to see you again. Welcome to theCube. >> Great to see you. >> It's been a good week. We were just talking about the clarity that's coming to light with HPE, the portfolio, some of the cool acquisitions. You and I, Flynn, were at this event last year in London. You had the Cheshire Cat smile on your face. You said something big is coming. I can't really tell you about it partly because I can't tell you about it. The other part is we're still shaping it. Then Point Next came out of it. How are you feeling? Give us the update. >> It's been a really exciting year for services. This time last year we knew as Antonio announced, we're going to be bringing our services together after we announced that we're spinning out our outsourcing business. We're bringing technology services at the time forward. We had a new brand coming. We purchased Cloud Cruiser in February so we're investing in the business. We also invested in services back in the engine room all year long to really build up to our announcement this week with Green Lake which takes our consumption services to the next level. Then of course in September we continue to invest and acquire Cloud Technology Partners and by the way brought on our new leadership team with Ana Pinczuk and Parvesh Sethi. For us here at HP it's really been a banner year for services. It's really been transformative for the company and we're excited to lead it going into FY '18. >> John, Cloud Technology Partners specializing, deep technology expertise. You've got an affinity for AWS, you've got a bunch of guys that reinvent this week in close partnership with them. Interesting acquisition from your perspective coming into HPE. What's it been like? What has HP brought you and what have you brought HP? >> That's a fantastic question. We have really found that everything about this experience has exceeded our expectations across the board. When you go into these things you're kind of hoping for the best outcome, which is we're here because we want to be able to grow our business and scale it and HP gives us that scale. We also think that we have a lot of value to add to the credibility around public cloud and the capabilities we bring. You hope that those things turn out to be true. The level of engagement that we're getting across the business with the sellers, with the customers, with the partners is way beyond expectations. I like to say that we're about six months ahead of where we thought we'd be in terms of integration, in terms of capability and expertise. Really bringing that public cloud expertise, not just to AWS, we do a lot of Azure work, we do a lot of Google work as well, really does allow the HPE teams to be able to go into their clients and have a new conversation that they couldn't have a year ago. >> What is that new conversation? >> The new conversation is really about, and we like to use the term "the right mix." I.T. is not just one mode. You're gonna have internal I.T., you're gonna have private clouds. Public cloud is a reality. AWS is the fastest growing company in tech history ever. If you think about that it's a reality for our clients, HPE clients, that public cloud is there. That new capability that we could bring, that credibility is that we have done this for the last seven years with large enterprises across all sorts of industries and domains: Toko, healthcare, financial services in particular. We bring that to the table, combine that with the scale and operational capability of HPE and now we have something that's actually pretty special. >> Just to add, it is about the customers at the end of the day. It's about where do those workloads want to land? Public cloud, private cloud, traditional, those are all tools in your toolbox. What customers want to know is what is the right mix? There are workloads that are ideal for going to the public cloud. There are workloads that are ideal for staying on prem. Finding that right mix, especially by bringing in the capabilities of what needs to go to public cloud that really rounds out our portfolio for hybrid I.T. >> I'm starting to buy the story. The upstarts, the fastest growing company in the world would say old guard trying to hang onto the past. I like the way you framed it as look, we know our customers want to go to the cloud. They want certain workloads to be on prem. We want them to succeed. We're open, we're giving them choice. Maybe two years ago it sounded like bromide. But you're actually putting it into action acquiring a company like CTP. It's interesting what you were saying, John, about well no not just AWS, it's Google, it's Azure. You've got independent perspective on what should go where or on prem. >> We always have so even as a company that derived most of our revenue from public cloud over the last few years, we've never, ever been the company that said everything should go to public cloud. Toss it all, go to Amazon, toss it all, go to Azure. Never been our perspective. We've had methodology for looking through the application portfolio and helping determine where things should go. Very often a large percentage of the portfolio we say it's good where it is, don't move it. Don't move it right away. >> But in the past that's where it ended. You said okay, hey, go figure out, go talk to HPE. >> That's actually a funny thing because we've had this conversation. Literally when we would say okay we'll take care of this part for the public cloud, but you're on your own for the private cloud stuff, in the past HP would do the reverse. We'll help you with the private cloud stuff, and we think this could go to public cloud. But you're kind of on your own with that. Not that there wasn't any capability, but it wasn't really well developed. Now we can say this should go to private cloud, this should go to public cloud and guess what? We can do both. >> Dave: So now you've got a lean-in strategy. >> Absolutely right, as John said the funnels and the response from our customers have been outstanding. As you can imagine, Mike, all of our top customers are saying fantastic, come talk to us, come talk to us. They're having to prioritize where they go over the last few months. We are well ahead of where we were. >> We strongly believe over the years that the goal is not to bring your business to the cloud. It's to bring the cloud to your business. That ultimately means that public cloud will be a subset of the total although Amazon's done a wonderful job of putting forward the new mental model for the future of computing. Can you guys reliably through things like Green Lake and other, can you present yourselves as a cloud company that just doesn't have a public cloud component? >> Let me approach the response to that question in a slightly different way. When you look at our strategy around making hybrid I.T. simple it's not necessarily which cloud is the right cloud? It's not really about that. It's about where should the workloads land? We do believe that the pragmatic answer is you need to be a little bit above all of those choices. They're all in the toolbox. If you look at, for example, our announcement with One Sphere this week that's a perfect example of what customers are asking the industry to do which is to look across all of it. The reality is it's hybrid, it's multi-cloud and speaking at that length. >> But you're saying it's a super set of tools that each are chosen based on the characteristics of workloads, data, whatever it might be, that's right. So John look, as human beings we all get good at stuff. We say I know that person I can stereotype him. I can stereotype that. What's the euristic that your team is using to very quickly look at a workload? Give our audience, our clients a clue here so that they can walk away a little bit and say well that workload naturally probably is going to go here. And that workload's naturally going to go there. What's it like 30 second where you're able to generally get it right 80% of the time? >> It really comes down to a set of factors, right? One factor is just technical fit. Will it work at all? We can knock out a lot of workloads because they're on old Unix or just kind of generally the technical fit isn't there, right? Second thing is from a business case. Does it make sense? Is there gonna be any operational saving against the cost of doing the migration? Because migrating something isn't free right? It's never free. Third is what is the security and governance constraint within which I'm living? If I have a data residency requirement in a country and there's no hyper-scale public cloud presence in that country then that workload needs to stay in that country, right? It's those types of high-level factors we can very quickly go from the list of here's your entire list down to already these are candidates for further evaluation. Then we start to get into sort of deeper analysis. But the top level screen can happen very, very quickly. >> You do that across the, you take an application view, obviously. A workload view. Then how do avoid sort of boiling the ocean? Or do you boil the ocean? You have tools to help do that. >> We do, I mean we've invested a lot in IP, both service IP and software IP in both Point Next also comes with some strong IP in this as well that we've been able to merge in with. Our application assessment methodology is backed by a tool called Aura. Aura is a tool for taking that data, collecting it, and help providing individualization in reporting and decisioning at the high level on these items. Then every application that looks like a great candidate for something that I'm gonna invest in migration, we need to do a deeper analysis. Because it isn't lifting and shifting. It doesn't work for 90% of the applications, or 80%, or 70. It's certainly not anywhere near 50% of the applications. They require a little bit of work, sometimes a lot of work, to be able to have operational scale in a public cloud environment because they're expecting a certain performance and operational characteristic of their internal infrastructure and it's not there. It's a different model in the public cloud. >> A lot of organizations like yours would have a challenge presenting that to a customer because they can't get the attention of the senior leaders. How is it that you guys are able to do that? You were talking I think, off-camera, talking about 20-plus years of experience on average for each of your professionals. Is that one of the secrets to how you've succeeded? >> This is a big thing and why this integration's working so well is that the people, the early team all the way through today of CTP are all seasoned I.T. professionals. We're not kids straight out of school that have only known how to do I.T. in an Amazon way. We have CIOs of banks that are in our executive team, or in our architecture team that have that empathy and understanding of what it means to be in the shoes. Not having this arrogant approach of everything must be a certain way because that's what we believe. That doesn't work. The clients are all different. Every application is a snowflake and needs to be treated as such, needs to be treated like an individual, like a human. You want to be treated like an individual, not like -- >> Stalker! (laughing) >> Gezunheit. (laughing) >> Okay, so now the challenge is how you scale that. How you replicate that globally and scale it and get the word out. Talk about that challenge. >> That's right and one of the big things we're really excited to see is the merger of the IP that comes from CTP along with everything that we have inside of Point Next and then rolling that out to the 5,000 plus consultants that we've got inside of HP and our partners. That's really where we're expecting a lot of the magic to come from is once we really expose the integrated set of what those capabilities are we think, and Ana has said it on stage. We had heard from a couple of analysts that we believe that together we have the largest cloud advisory in the industry today. >> It was interesting we actually had, we've had challenges in the past where we've gone into clients and were starting to get into some pretty serious level of work. We were a younger company, didn't have the scale, and scope, and capability of HPE. Now we're being brought in to these opportunities and the clients are saying HP, you're right here. We can do that. We have the scale to now start doing the larger transformation programs and projects with these clients that we didn't have before. Now we're being invited back in, right? In addition to that being invited in because now we have the cloud competency that we can bring to the table. >> You know what, I kind of want to go back to the point you made earlier about how it's all cloud. That resonates with me. I think it is all cloud depending on where you want to land the various pieces. If that's what you want to call that umbrella I think it makes a ton of sense. You know, a lot of what we've announced this week with Green Lake is about trying to bridge the benefits gap with public cloud as the benchmark for the experience today for what needs to stay on prem. When you sit down and for all those reasons you outlined, whether it's ready, whether it isn't ready, where the data has to sit, or whether or not. There's gonna be x-workloads that need to stay on prem. We've been working hard in the engine room to really build out an experience that can feel to the customer a lot like what you get from the public cloud. That's gonna continue to be an investment area for us. >> If the goal is success for the business then you don't measure success by whether you got to Amazon. >> That's correct. >> The goal of success is the business. You measure success by whether or not the business successfully adopts the technology where the data requires. What's interesting about the change we're experiencing is in many respects for the first time the way of thinking about problems in this industry is going through a radical transformation. Let's credit AWS for catalyzing a lot of that change. >> Absolutely, setting that benchmark. I mean it really is a catalyst. >> But you look at this show, HP has adopted the thought process, it's adopted it. It's no longer in our position to say fine, you want to think this way, we'll help. >> Imagine this, as One Sphere comes up and as we really can manage multi-clouds and as we'll eventually be able to move workloads between the various clouds, manage the whole estate, view the whole estate and everything under it whether it's off-prem or on-prem is all consumption. I mean, how does that change central I.T.? Central I.T. radically changes. If everything's consumed, wherever it is and you've got a visibility to the whole estate and you can move stuff depending on what the right mix is, that's a fundamental change and we're not there yet as an industry. But that's a fundamental change to the role of Central I.T. >> But your CIOs are thinking along those lines. We can verify they are thinking along those lines. >> Again the strategy's coming into focus for me personally. I think us generally. We talked to Ana about services-led, outcome-led. And if it's big chewy outcome like kind of IBM talks well you've got partners to help you do that. Deloitte, we had PWC on. They're big, world-class organizations with deep expertise in retail and manufacturing and oil and gas. You're happy to work with those guys. If it is service-led or outcome-led you can make money whether you're going to Amazon, whether you're staying on prem, whether you're doing some kind of hybrid in between and you're happy to do that as an agnostic, independent player. Now yeah, of course you'd like to sell HP hardware and software, why not? >> I think that's really an important point. When it comes to the infrastructure itself we do believe we have the best infrastructure in the industry, but we play well with others and we always said HPE plays well with others. When it comes to the app layer we are app agnostic. A lot of our biggest competitors are not. When you go out and talk to CIOs today that's really, this is my app, this is my baby. This is the one that I want. They're not really looking for alternatives for that in many cases. When you're thinking agnostic that's really where we think partner, being agnostic, working with all the ad vendors, working with all the SIs, we think that's where the future-- >> And it's a key thing. You guys are younger, but you remember Unix is snake oil. I mean-- >> Designing is a Russian Trump. >> Unix is snake oil and then two years later it's like here our Unix. >> Flynn: It's the best thing ever. >> So you now are in a position to say great, wherever you wanna go we'll take you there. That's powerful because it can be genuine and it can be lucrative. >> What's unlocking here is the ability to actually execute a digital transformation program within the enterprise. One of the big things the public cloud providers brought to us and that HPE's now bringing in through the internal infrastructure is that agility and speed of innovation of the users. Their ability to actually get things done very quickly and reduce the cycle time of innovation. That frankly has always been the core benefit of the public cloud model, that pay-as-you-go, start with what you need, use the platform services as they grow. That model has been there since the beginning and it's over 11 years of AWS at this point. Now with enterprise technology adopting similar models of pay for it when you consume it, we'll provision it in advance, we'll get things going for you, we're giving that model. It's about unlocking the ability for the enterprise to do innovation at scale. >> I wanna end if I can on met Jonathan Buma last night, J.P., J.B., sorry. You're J.T. >> It's confusing. >> But one of the things I learned, a small organization, 200-250 people roughly when you got acquired, but you've got this thing called Doppler, right? Is that what it's called, Doppler? Explain that, explain the thought leadership angles that you guys have. >> Actually from the very beginning. >> The marketing team loves this, it's fantastic. >> So follow up with how. >> From day one there's a few things that we said were core principles, the way that we were going to grow and run the business. I'll talk about one other thing first which was that we were gonna be technology-enabled, technology-enabled services company. That we were gonna invest in IP both at the service level but as the technology level to accelerate the delivery of what we do. The second thing as a core principle is that we were going to lead through thought leadership. So we have been the most prolific producers of independent cloud content as a services firm bar none. Yeah, there's newspapers, magazines, analyst firms like yourself producing a lot of content. The stuff that we're producing is based on direct experience of implementing these solutions in the cloud with our clients so we can bring best practices. We're not talking about our services. We're talking about what is the best practice for any enterprise that wants to get to the cloud. How do you do security? How do you do organizational change? That has a very large following of Doppler both online where we have an email newsletter. But we also do printed publication of our quarterly Dopplers that goes out to a lot of our clients, the CIOs and key partners. That kind of thought leadership has really set us apart from all of the rest of the, even the born in cloud consultancies who never put that investment in. >> Flynn, you're a content guy. >> Absolutely. >> So you've got to really appreciate this. >> That's a dream, it's an absolute dream. One of the things, another proof point as a way to end, services first strategy is what we're doing in the market community at HP more money, energy, content, time is going into how we're talking, thought leadership and services than anything else in the company. We've got not just branding for Point Next and Green Lake, but bringing Doppler forward, bringing those great case studies forward. Putting that kind of content at the tip of the HPE sphere. It's not something you've seen from our company in the past. I think keep your eyes out over the next year. We'll have this conversation in six months and you'll see a lot more from us on that topic. >> Great stuff, congratulations on the process, the exit, the future. Good luck, exciting. >> Thanks guys. >> Really appreciate it. Keep it right there everybody, we'll be back right after this short break. Dave Vallente for Peter Burris from HPE Discover Madrid. This is theCube. (upbeat instrumental music)

>> Narrator: Live from Las Vegas, it's The Cube. Covering HPE Discover 2017, brought to you by Hewlett Packard Enterprise. >> Hey welcome back everyone, live here in Las Vegas is Silicon Angle Media's Cubes, three days of exclusive coverage, we're on day three of HPE Discover 2017, our seventh year covering HPE Discover. Our second year, Hewlett-Packard Enterprise, Discover, I'm John Furrier, my co-host Dave Vallante. Our next guest is Flynn Maloy, Vice President of HPE.next solution, pointing to what's next. Welcome back Good to see you. >> Thank you. Good to see you guys. >> So nice, clean positioning, point next, nice and tight. Nice messaging. >> Flynn: Thank you. >> Clean positioning, new opportunity, give us the update. What is the positioning? How's it been going? And what's the reaction with partners? >> Well, when we last spoke in London, we told you we were going to do something big with our services business and that's what we did. In March, we launched HPE.next and we've got really fabulous reaction from the market. We see it, all of our customers across the board, our marketing numbers, in terms of our inbound. What it looks like, the amount of interest that we're gathering, really we couldn't be happier with where .next has gone. >> For the record, just why ... What's the motivation behind .next? Why do this? What's the official position on why you're doing it and what's the impact for the customer? >> Well, you know, a year ago, just before the show, we announced that we were going to be spinning out our outsourcing business. And up to that point, over the last five years, six years, we'd approached our largest customers with a run message, we can help run your IT. And I think Meg, and the board of directors, and our senior leaders, really took a look at it and said, "It's a good business for a certain segment "of the market, but where HPE wants to go is we want to be more about advise, and transform, we want to help you get there. Not necessarily do it for you. That market's changing. As we announced and moved out that business, we took look and, in fact, I think the very first question you guys asked Antonio in London was, "So, jokingly, you're a play product company "now, right guys? " And no, we're not. We have a big services business, a big part of our business, and that's what .next was, was really to bring that to the front as we spun out the outsourcing business, we really wanted to bring our very strong services business, our consulting and support business to the front, rebrand it, get it out there. And really lead with services. And I think at the show this week, across the board, on main-stage, on the show floor, you can see again and again, HPE is walking the walk on really realizing, let's start with digital transformation, let's lead with services first and start with outcomes. And then bring in the technology to get you where you need to go. >> Wow. And that's a business that Antonio used to run, so obviously he's got an affinity for that. Flynn, can you take us through the background of the branding and sort of what you went through? It's always fascinating to us. How did you get to .next, right? It didn't just fall out of the sky. >> Well, we have the company, we have a company that accelerates next, right? So, that's what HPE does. We believe in what's next. We believe in always looking to the future. HPE has always been about invent, and innovation, right? We are looking for what's next and so we sat down with some of our senior leaders and said "Okay, we could certainly name ourselves "HPE Services and look like everybody else in the market." You go out there and look at our competitors, you've got global services, technology services. We think it's time to break from the past. We think it's time to look to the future and point to the future, and we are the company that accelerates next, we have a point of view on where our customers should go. We have a point of view on where technology is going. And so we want to help point you to what's next. It's got to feel it's certainly heavy on advisory, and you heard Meg on stage talk again and again, this is our business. We're not about run. We're about advising. We understand where digital transformation is going, we have a point of view, and let us talk to you about it, let us help you on that endgame. >> Dave: And bumper sticker the brand promise for us. What's the brand promise? >> We make hybrid IT simple. We power the intelligent Edge and we have the expertise to make it happen. >> The bridge to the future is really, the customer are looking at the future and I like the name, by the way. I think it's great, it's clean, it's generic in a way, .next. Clever. But really, the transformation journey is about business process and improvement and changes with Cloud, and big data. You see in the apps, with div apps, you see, certainly that movement, top line revenue growth. This is really about crossing to the future, right? I mean, for the customers. Having that head room option, that's where you guys see the advisory shining. How do you talk to the customers? Because, again, they start on a journey, you guys always talk about, but ultimately there's going to be some unknowns that they have to face. How does that play into what you guys are doing with the hybrd IT message, simplifying hybrid IT? >> I'll definitely say, I completely agree with that. And that's the way Anna Pinczuk, who you guys spoke to earlier today, that's the way she really envisions it. She used an analogy for like a GM car. In the 70's, you had a different key for the trunk, a different key for the ignition, A different key for the door and customers are looking for one key, That's what they're looking for. And so we want to create a seamless experience for our customers across the board. And you may not always need a high-end, big transformation is that's not what you're looking for. Most customers today, don't have one giant, macro-transformation. There's dozens of them going on in different areas and that's the way we've kind of built this business is to be able to handle the small ones, to be in and out quickly, you know, it's not bringing in thousands of people. It's taking a look at, what are you trying to do and let's get some quick wins, and there might be some big ones along the way. But one other thing you touched on was business model, and I know we talked a lot about consumption this week, what changing business models are like. And I know we've talked about that at length in the past and we really see that big change around, what we believe is a huge opportunity. We've talked about flex capacity a lot this week, right? Which is, your stack, in your environment. We put a lease on top, we run-time optimize it, activate capacity management and basically it feels to you, as it flexes up and down, like a public Cloud option on Prim. But it's your stack in your environment. And there's so much more that we can do with that, and Anna talked about in hers, about private backup. We're debuting in here. Private backup is a service, which is basically your backed up data, that you pay for as you back it up, but it's on Prim. It's not out there. It's inside of your firewall, it's inside of your environment, and that's a big deal. We're onto something there. >> Well, where that gets interesting, too, is if you backup not only your data, but maybe you back up data from AWS, or maybe you back up data from your CRM system. >> Absolutely. >> And it goes both ways. So you become that sort of center of the data protection service. And there's probably "n" number of examples like that, but we've talked in the past about services as a service. We kind of joked about that. But is that the model that you're working toward? >> Well, I would say as the marketing leader for .next, we're not branding services as a service. We've tested out a lot of different ideas. What we fundamentally believe is that there's a new category out on the market. We believe that, as we say, hybrid IT will win in the end. We believe that there are plenty of workloads that are going to go out to the commodity cloud, that's a very important part of your right mix. We've talked to enterprises across the board, you hear it across the bard, why flexible capacity has been so successful. There is this whole class of service which is consuming, but consuming on Prim. And that doesn't just mean a lease, that means private backup, that means a group of clusters, that means a whole series of IT, but you consume it. You meter it, you measure it, you consume it, You pay for what you use but you do it inside of your own environment and that's not only in your data center. Your environment can be your manufacturing floor, or your mall, or your airport because we have these great Edge assets. >> The refinery. >> Right., and if you're able to again, same idea, put that sort of consumption model in place, at your Edge, or in your data center ... Of course, bring in public when you need it, but that mix, that right mix, we think this is a huge class of service. We think we have a six year advantage on the market, and we're going to go strong on that. >> I guess the point is, in services traditionally, either a maintenance contract or it's an SOAW-based business, and what you're describing now is much more of an at-your-service, monthly, or whatever, quarterly billing, type of cycle, right? >> Flynn: Absolutely, absolutely. Well, I think the tail wins for you guys have the wind at your back and I think you're right. You're onto something. Some things we're seeing here at the show, and also other Cube events we've done is, micro services, you're seeing things with Cloud Native on the Cloud side, and general Cloud, on Prim as well as in the public micro services. And people know about the compos-ability of lego blocks and open sources even going down to the point where things are being open-sourced like we've never seen before, so people have to cobble together and roll their own solutions. The other thing that's interesting and most notable, that's come up this week, is Ricky Vaughn's private Cloud report, that true private Cloud report came out and the only one in the market that actually has real numbers, points to-- >> Flynn: Great numbers, by the way. Love it. >> This is complete validation, that the right mix is also a good message in the sense that are on-Prim, those are some markets over 260 billion. That means, that IT is not going to be shrinking, like some might say, service shipments are certainly shrinking maybe here and there, but IT is growing in a Cloud-like environment. On-prim's not going away. >> No. >> So this really comes down to, Okay, I've got to deal with what I've got, build on these micro services, a lot of open-source projects coming in. This is, I think, a great opportunity for you guys. How are you going to attack that? How do you go in to a customer, because I know they have Slizer on it, the globalist ... (overlapped talking) ...was on earlier, these are big problems to solve. >> Yep. >> How do you engage with that kind of level of scope? >> Well let's start with, and we completely agree with the Premise As you know, we've been talking about that for a while. We also believe that the term on Premise, that doesn't just mean a big, air-conditioning room in your building, that can be the Colo, that can be your hoster, that can be in a lot of different places, but it's your private item, right? That's what it is. >> The air control. >> That's the point, it's control, it's about controlling security. And once you put that in, as you develop the micro services, we know, to answer your question directly about, how do we engage? We know these enterprise customers, and even smaller customers. They want to move from capex to apex, that's an overused term. But really it means, instead of buying 100 servers and then I go over provision for six months, and then another 100 servers, right? If we can get into a way where we can actually get apex, and that conversation is ... You're still starting out with the same business problems, this is kind of the thing that we learned. It's not some, you don't go in and say "Apex to capex", you go in and say "Hey, you need a new customer "experience, right? You want to transcribe your "customer experience." (overlapped talking) >> That's right, let's talk about your digital transformation that you want to put in, what's the new technology that you need? And then, let's talk about the business model that follows behind that, so it's not consumption for consumption's sake. It starts as, what is the outcome and then, bring in the technology, solve the problems, bring in the partners, and then, you can consume it over time. >> John: I think that validates why hybrid Cloud is so hot. We've been pointing at it, but really when you break it down like that, with a true private Cloud environment, which is essentially IT on Prem, or however you describe it. Then you got hybrid. That's where workloads, move to the Cloud and that destination-oriented multi-Cloud environment. So, we believe that multi-Cloud will be there. I personally don't think, and Levon's got some research coming out on this, that multi-Cloud is a little bit further out. That hybrid is a gateway to multi-Cloud. And right now, you can be on multiple Clouds but it's just different workloads. But the nirvana is just having workloads just moving in and out of Clouds, and eventually that's how I see it. What's your thoughts on that? >> Well, have you had a preview of New Stack, and some of the discussions this week? >> Well, we've had the PowerPoint preview and today, this afternoon, we get the NBA preview. >> Oh, fantastic. Well, we see that, too. We believe that that's the control point. And by the way, you're not going to find that from public Cloud, you're not going to get that... The over-arching single pane. That's not going to come from that side, it's going to come from this side, right? And that's where New Stack is aimed, That's where a lot of our software-defined technology is aimed and we completely agree and we think that, that's what's going to be that top control layer. >> Dave: You'll get, from the public logic, about five single panes, or four single panes, or eight single panes, or ... >> That's right, but you know what? You need a pane for the pane, I mean ... There's a sea of panes. (laughter) Flynn, thanks for coming out on The Cube, I know you got a hard stop, but I want to just get your thoughts. What's next as you go out and market .next? Great, clever name. Simple to get. Pointing to the future. We do a little dab with the point. >> It is a dab point. >> With a point to the future, up to the right, growth. What's next? What are you guys going to be doing in the marketplace? What's the message going to be? What's going to be the cadence of .next from a marketing standpoint? >> Well, we're going to continue to talk to our customers about the value that .next brings, and we're just previewing a few services here this week. We think it the tip of the ice berg, around, private backup as a service, big data as a service, we think there is an enormous amount of work here. We've previewed a little bit of it, Anna's talked about it on stage. I think, in the next few months, you're going to see us really come out strong to talk to the market, because we have, we do believe we have a six year leadership in this space, we purchased Cloud Cruiser, which is secret sauce that really allows us to do these kinds of services. Measure the meter, you know? And I expect to see a bunch of new messages and a bunch of new services around the space. >> John: Awesome. Thanks for coming on The Cube, great to have you, great conversation, new opportunities that is the ice berg. Cloud is certainly changing, a big day to IoT, all happening in real time. This is the Cube happening here, day three, coverage of HPE Discover, 2017. Stay with us. More coverage after this short break, stay with us. (electronic music)