>> Announcer: Live from the Computer History Museum in the heart of Silicon Valley, it's The Cube, covering Food IT: Fork to Farm. Brought to you by Western Digital. >> Hi, welcome back to The Cube. I'm Lisa Martin, we are at the fourth annual Food IT: Fork to Farm Event at the Computer History Museum in the heart of Silicon Valley. I'm very excited to be joined by my next two guests, we have Curtis Garner, Senior Farm Analyst from Bowles Farming Company, welcome. >> Thank you. >> Great to have you, and we have Megan Nunes, CEO of Vinsight. Welcome! >> Thank you! >> Great to have you guys here. So this event is so interesting for us. We cover a lot of technology innovation, a lot on the infrastructure side, this is more on the application side, but Curtis, I wanted to start with you being a farmer, your farm has been, a six-generation farm, Bowles Farming Company based in Los Banos, California. One of the things I found really interesting, when I was doing some research on Bowles Farm, is that you have a big solar project, and one of the things that's really interesting, it's been reported that the US food system uses 15% of the total energy of the US, to produce food. Tell us about the solar project, that Bowles Farms has done, and what you've been saving on energy. >> So, with Bowles Farming and agriculture in general, there's been kind of a stagnation of innovation, and through technology with drip irrigation, we've seen a difference in technology from doing gravity-fed irrigation, which is basically free energy, right, gravity doesn't cost anything, to pressurized drip irrigation systems, and so we've used pressurized pumps that use diesel energy, and we've been switching them over to electricity, and that's been an efficiency for Bowles Farming, but we've, we've offset our costs by two solar plants and so we have two solar plants, two 500-kilowatt energy to generate one megawatt of energy, we've displaced about 80% of our energy use on the farm. >> 80%, that's dramatic. And was that a multi-year project that you initiated? >> It was supposed to happen about a year, but through regulation and difficulties with permitting and PG&E, it took about a year and a half to complete. We'll see the benefits of it this year. >> And your primary crops are cotton, tomatoes, nuts, almonds ... >> So, yeah. We're diverse, diversified row crops, so we have 12 different crops, but our primary crops are Pima cotton, and processing tomatoes. >> So, question for you from a technology perspective, this event is so interesting because, when I first read the title like I thought, fork-to-farm, we're so used to the trendiness of farm-to-table, right, farm-to-fork. But, the fact that the tech-enabled consumer has really influenced, or wants to influence, organic, must be cage-free if it's eggs, you know, it must be, non-genetic, et cetera. What are some of the influences that you're seeing on the farming side that the consumer is driving, and how has Bowles Farm made some changes to accommodate that? >> So our crop choice, so the consumer is actually voting with their fork, is actually a real thing. So like, the most posted food picture on Instagram and Pinterest is actually a purple vegetable. So a thought on the farm is, should we be growing a bunch of purple vegetables? And so, it's actually very real that the consumers are driving production. >> Yeah, interesting! So Megan, as the CEO of Vinsight, talk to us about the genesis of Vinsight. You yourself come from a farming background. What was the origination of your company? >> Yeah, so, I grew up in the Central Valley of California, I'm originally from a small town called Gustine, and I left Gustine, went to college in San Louis Obispo at Cal Poly, and then after that I worked for an aerospace company in the remote sensing space for about seven years. And while I was there, one of the things that we were looking at doing was providing satellite imagery to farmers, and different growers, and quickly I realized that the traditional imagery that the satellite imagery business was providing through um, it's called NBDI, which basically is a health map of red, green, and yellow. Wasn't necessarily helpful or terribly actionable, and that really bothered me, and so through lots of conversations and investigation that I took on my own, I decided, you know what, it's time to start something on my own, through utilizing different data techniques to better understand food production. And so Vinsight was basically initially born out of the idea of utilizing satellite imagery, in a more meaningful way to benefit growers and then the entire supply chain as a whole. And that later turned into crop forecasting for grapes and almonds here in California. >> And, and, especially, you know, grapes being huge, I mean, Napa, Edna Valley, Pasa Robles, we're very fortunate to have a, a tremendous amount of grapes and wine opportunities, but you mentioned almonds. 90% of the world's almonds come from California. Talk to us about how maybe an example of how a farm is using your technologies, like, are you putting sensors in their farms or is it really they're utilizing satellite imagery and data acquisition through your product and API, to improve their yields? >> So it's more of the latter. At Vinsight, our objective is to be data agnostic, and so what that means is we take in data from any source that allows us to better understand production as a whole. And so what happens is we collect data from four major categories, which include remote sensing data or satellite imagery, climate and weather, historical yield, and then geographical information, so primarily that'll be like soil type, elevation angling, and so on. And what we do, is we built out this 20-year historical archive, and we've utilized machine learning techniques to train on that data and understand what matters to the plant at this specific point in time, and how does that correlate and trend against what we've seen in the past. And so in real time, during the growing season, we pull in like the top ten features that matter, to that plant at that specific time, and then we give you a crop forecast of, hey, you're going to produce so many pounds or tons, depending on the industry, of x product, and we're assuming a 10% or better error rate typically on understanding your total production. And so our goal is, through starting with understanding your total supply, how can that also start to relate into how we handle pricing and how that ultimately will benefit both the grower and consumer at the end of the day. >> Interesting, so, about the production yields, I wanted to kind of talk, Curtis, to you about, if you look at the food chain from planting, through monitoring soil conditions, fertilizers, water, we've just gotten out of a massive drought here in California, one other thing that it's, that I find interesting is the post-harvest arena, and you know, supply chain logistics traceability. Talking about almonds, I was reading, and this is very surprising, to me, that in the last three years, over 35 truckloads of almonds have vanished, and that's tantamount to ten million dollars. So on the traceability side, I know that's going to be one of the themes at the event today, how are you using technology, Curtis, at Bowles Farms, on the traceability? Can you give us some examples there? >> Yeah, so traceability is a very big deal for the farm and the consumer and the producer. Bowles Farming has actually a pretty unique story about this in that, our cotton that we grow is a Pima cotton. Costco sold bedsheets that were Pima cotton, and they had the olive oil scandal, the same guy that did that, did a market sweep of all the Pima cotton sheets that represented that they were 100% Pima, found that over half the supply was actually adulterated, is actually not Pima cotton, is Upland or primarily a blend. And so with that, he applied the same technology that he did with olive oil to the cotton industry, and we are the first farm and the first gin to sign up with him, to do traceability, from basically from farm all the way to sheets. Yeah, and so ... >> Wow, farm to sheets. >> Farm to sheets, yeah >> Didn't expect to hear that today. >> Yeah, I guess so. They're now, it's, the brand is Wamsutta, the Pima cotton brand, and they're available at the Bed Bath & Beyond. >> Wow, so, looking at what Megan has done with Vinsight, being a six-generational, six-generation farm, what's the, um, what are your thoughts, as a senior farm analyst, on the adoption of technology? Was it something that was slow to be adopted, or do you really feel, we've been so successful for six generations, we want to understand how we can look at data types that are aggregated as Megan, you said over 20 years of historical information, what's been that adoption at your farm? >> So Bowles has a legacy of innovation, and we're an innovative farm, we have a lot of innovative people and so, for us, it's a matter of survival. So with the regulatory pressures, with the increasing costs of California, farming in California, innovation's going to be key, and that's going to come in the role of technology, and so, we're pretty quick to adopt. If you look at farmers as a whole, people think that they're overall-wearing, individuals that aren't very intelligent, but it's actually quite the opposite, and if a new technology comes that has a great ROI, just like the drip irrigation, they'll implement that, though, pretty quickly. >> Oh, fantastic. Well, Curtis, we wish you the best of luck at Bowles Farms, Megan, same, congratulations on Vinsight, we wish you the very best of luck and we thank you both for joining us on The Cube. >> Thank you! >> Thank you! >> We want to thank you for watching again. We are at the Food IT: Fork to Farm Summit in the heart of Silicon Valley. I'm Lisa Martin, you're watching The Cube. Stick around, we'll be right back. (techno music sting)

>>Hello from Las Vegas. It's the cube live at AWS reinvent 2021, Lisa Martin and Dave Nicholson here. We're in our fourth day, Dave, we have two live sets of the kid. There's a dueling set right across from us, kind of like dueling pianos, only a little bit louder. We have had about a hundred guests on the program at AWS reinvent this year. And we're pleased to welcome back. One of our alumni, Richard Potter joins us the CEO of peak. Richard. Welcome back to the cube. >>Great to be here. Talk to >>Us. So we haven't seen you in a couple of years. Talk to us about what's going on at pink. I know there's some news. >>Yeah, yeah. Loads of things going on at peak. I mean, we've been growing really quick. So since the last time you saw us, which was yeah, in London a few years ago, uh, we've grown to be the, sort of essentially the global leader in decision intelligence systems. Um, us as an AI company, we specialize in putting artificial intelligence right into the heart of how companies run their businesses and make their day-to-day decisions, which is why we call it decision intelligence. We think it's the biggest thing in software and, uh, probably the biggest new category of software. Um, we will see this decade. So it's super exciting to be in that position and great to be back chatting to you guys on the cube. When were you based founded? We were founded in 2016. Uh, and, uh, yeah. And you can probably tell by my accent English company headquartered in Manchester, but we're global. Now we have operations in India. We have a couple of development centers in India. We have a growing customer base in Asia and a growing customer base in the U S as well. Uh, so yeah, we're kind of international, but born out of, uh, Northern English roots. >>I like it. Talk to me about back in 2016, what were some of the gaps in the market that you saw from a, because you know, as, as here we are in almost 20, 22, every company is a data company. They have to be being able to extract intelligence timely hard. What gaps did you see back in 2016 >>Back then a read on the market was really simple, which was the companies that are going to harness data to run themselves well, we'll win, but the most companies were struggling to make that change to be data-driven. So our rich was, you know, as founders, there's three of us who started the business was trying to explore that problem. Like what, what, what stops companies running on data? And there's loads of reasons, right? Tech ones, uh, skills, ones, even just like business people using data in their day-to-day decision-making rather than say their gut-feel, which I think is also a data-driven decision. They just don't understand that necessarily. Uh, so we really honed in on that problem and we grew quite quickly to be the leading business in that sort of applied data space in the UK, you know, a market leader in, uh, helping companies perform better with data. And over time that has taken us on this journey to be the sort of global leader in decision intelligence, which is really cool. But the itch we were scratching was that, Hey, you know, there's something in this, we think companies that do this and do it well are gonna win, but no one's doing it. So why is that? And then, and then we've built software that effectively responds to that opportunity. >>You mentioned harnessing data. Yeah. How do you balance the harnessing of data successfully with being harnessed by data? Because, because if you're talking about the concept of Dai yeah. Who's making the decision. If the machine is making the decision, I better trust it. Why should I trust it? So how do you, how do you strike that balance to get people to trust what you're doing? The work you're doing for them behind the scenes? Yeah, >>I think it's, it's really important that humans trust the machines that they're working alongside. And I think that's the big change we're seeing, right? So this is a new industrial revolution, the intelligence era that we're in, but all previous industrial revolutions have all amplified human potential. They've amplified like a physical potential, whether it was, you know, machinery, steam, power and so on, or computers have amplified our cognitive capability, but humans have always controlled those machines. If you think about it now in the intelligence era, our machines can think with us, they can think alongside us. So we have to learn how to, as people, how to co-exist with those machines and then let those machines amplify us and essentially make us superhuman and what we do. And that's a part of the challenge we face at peak as to how do we make, how do we humanize that? >>How do we make it such that everyone trusts the machine? Uh, and we always have that human in the loop is the way we think about it. Uh, decision intelligence empowers us to be awesome at our jobs, make the great decisions all the time. If we trust the machine so much that we just want it to make the decision for us, we can let it, but we're always in control and we're in control of how it thinks and what it does. And it's our job as a software company to build software that lets you understand why that recommendation or that decision is being suggested to you. So I think, I think the coexistence of our machines alongside people in a new way that a human to machine interface is going to completely change with artificial intelligence and decision intelligence and, and us as people we're going to have to relearn how we, how we work with our technology. >>You just mentioned a couple of really good words in terms of, of the people, part of people, process and technologies, amplify and empower. Those are two things that stuck out at me is that's what you're giving people in any, whether they're an operations or finance or marketing, it's the amplification to do their jobs, empowering them to do their jobs with data that will help make them more skilled and better able to make decisions that benefit themselves, the company. >>That's exactly right. Yeah, because if you, if you redact doing business to its basics, it's, it's actually just making decisions, right. Companies are make great decisions. They win and those decisions could be anything, you know, they could be product decisions, they could be pricing decisions, operational supply chain decisions, but it's a sequence of decisions that creates value for my company. And so that's why I believe this technology is so empowering because as people we're, we're actually great at making those decisions. What we're not great at is making those decisions 24 by seven really, really quickly, very consistently. So, you know, humans are awesome at forecasting. They're awesome at choosing pricing that would appeal to other people, but alongside this technology, we can have machines that do a lot of that thinking for us, speed us up and help us make more, um, quick, great consistently awesome decisions. And then that just makes us great at our jobs. If you're a marketeer or in finance or in supply chain, you, you become awesome. And I think that that, that empowerment is key to the sort of humanization of AI in business. And actually that's what it means in practice. It isn't AI coming for peoples' jobs or replacing jobs. It's it's AI helping us all be gray. And our companies grow faster with wider profit margins when we do that, which creates more jobs for people, which is really cool. >>So, um, we talk about people trusting machines to do things for them. Uh, it's, it's not necessarily a new concept. We just sort of take some of those things for granted. Um, I trust my refrigerator at home to measure the internal temperature and make adjustments as necessary. Turn the compressor on, turn the compressor off. And I'm sorry, I you're from England refrigerators, this thing, it's a box. We use it to refrigerate our beer, which I took to make it >>Cold, which I know. >>So it's kind of a, you know, got to love those cliches, but so can you give us an example of a situation where a customer is trusting something that it's gotten from DEI from peak, where if you, as the CEO heard that anecdotal story, you would be absolutely delighted. >>Well, I think the earth is loads of great examples of that. So, um, the reason we call it decision intelligence decision intelligence is because it's the, it's applying AI into the active decision making, right? Uh, artificial intelligence or machine learning is making a prediction or a categorization over a huge data set. Right? But that on its own is kind of useless. You need to take that prediction that forward looking view and then effectively infuse it with business logic constraints and like knowledge of how your company works to give you a recommendation. Right? So let's just say I'm a marketeer and I'm trying to work out who I should send a particular offer to on black Friday over email, or even not even over email over any channel. When, if I, if I was CEO and I heard one of my teams say, Hey, what I've done is I've used the decision intelligence platform to tell me who buy, who are my customers that are in market for X type of products at why kind of price and what channels do they like to be communicated to over? >>Uh, I would think that's awesome. And then that market here, we're typically infuse that message with the sort of language and content that would appeal to that customer. But they're using the artificial intelligence to be super targeted and really like deliver the message to that person in the way they want to consume it, which creates a really enjoyable experience as a customer. You don't feel spammed or you don't feel like it's effectively used. You feel like you're having a direct one-to-one personal communication with the brand or retailer. That's talking to you, which in itself creates loyalty and like increases the lifetime value of that relationship, which is great for the retailer. But I think using AI for those kinds of decisions is essentially like a great example of like amplifying the human potential of a marketing team for this. >>Absolutely. Because what we expect as consumers, regardless of what the product or service is, is that we want brands to know who we are, what we want. Don't if I just bought a tent on Amazon, don't show me more tests, show me other things that go with it. I want you to know that. And so we have this expectation that brands when whatever industry they're in, no, oh, Richard bought this. >>Exactly, exactly. So, and I think that it starts to really jar. Now you've got some retailers and brands doing this really well, and you get really enjoyable, uh, communications at the frequency you want with the offers and the promotions that were irrelevant to you. When you just start to get trapped, you know, effectively stalked around the internet for something you've already bought, it becomes really jarring and frustrating. And then that actually creates a negative brand effect for that particular brand. So it's super important that these retailers, CPG com everyone really moves to this way of thinking and tries to have a direct. And that's the beauty of AI and decision intelligence. I think for retail, if we get into retail specifically, it allows us to treat every individual customer individually because we can use the machine to make decisions on a per customer basis. And then our marketing can be amplified by that. Whereas in the past, we bucketed customers into groups and just treated them all the same, which does create a rather impersonal experience. >>Yeah. Which can be a negative for a brand, as you mentioned, but give them the ability to treat people individually, but at scale, and in real time, one of the things we learned in the pandemic is that real-time data access isn't no is not a nice to have. It's an essential one of the themes too, that Dave and I have been talking about the last few days is that we're hearing at re-invent is every company has to be a data company. Yep. Talk to me about with that in mind, are you talking to more chief data officers, chief digital officers, where are your customer conversations as we've we're in this explosion of data? >>It's a great question though. So if every company has to be a data company and a company that's powered by AI, that means you have to be talking to everyone really. So your chief data, chief chief information officers, chief data officers, CEO, CFOs, and every sort of head of business, head of line of business, it's really important. So what we do at peak is as a decision intelligence platform, peak itself, unifies everything you need in one cloud platform, into a single software product that gives you all the infrastructure for your technical teams to process data for your data scientists to create the intelligence, but then it gives you a place to work for your business teams. So unifies your whole business around a platform. And then that means our conversations. As you know, as the provider of that technology are with technical teams, they're with business teams, they're with business leaders because it has to permeate everything. So I think it's, I think that's the future companies will have to effectively run alongside they'll create their own intelligence, basically on a dedicated platform like peek. And that intelligence will then be distributed across the whole business, um, with w w you know, in the way we do it. So I think it's really cool and exciting. Yeah. >>Let let's say hypothetically, now this is something that would never happen, but just hypothetically say I'm an American goes to England to take over coaching, a British soccer, soccer, or football. Okay. I sounds crazy, but how would I, how would I use peak and Dai and BI to help improve my winning percentage if I cared about winning? Because it's possible that I would, I I'm really only interested in the personal development of my, of my team as individuals, but, but, but what would in athletics? Is that something that is a, >>I think possible? Yeah, for sure. I mean, you're seeing an explosion of data science and analytics and AI techniques being used in sport. Right. I mean, peak we're very much focused on the commercial application of AI with our platform. So we, we work with, uh, commercial businesses and so on, but in that space, yeah, absolutely. I mean, there's, if you think about it, what do you need to create that intelligence? You need data and you can see it on the back of every players share. They've got the little devices that are gathering data in training in matches, constantly monitored. Those data points, feed algorithms. Those algorithms can show us if a player is fatigued, you know, where they are, or they can even show us, uh, deep learning techniques can help us see patterns of play and understand like how should we better set our teams up? How should we get players to interact in for, you know, on a soccer field? Um, and yeah, and you're seeing premier league clubs use those sort of techniques all the time. We don't do that at peak, but yeah, I mean, I think, uh, I think those sort of things are readily available now for, uh, those kinds of clubs to do that kind of stuff. >>I think Dave is angling to be a consultant on Ted last. So I think what I'm hearing last question for you, you guys are from an AWS relationship perspective. Richard, you guys were announced just yesterday, you're named by AWS as an ISB partner, APN partner of the year for 2021 for UK. And I, congratulations. Talk to us a little bit about that. >>Yeah, it was really, I kind of, yeah, it's super exciting for us. It's a great recognition. Obviously they give one of those awards out every year, uh, as a global company, it's nice to have that sort of stamp of approval that AWS sees us as their independent software vendor partner of the year. It's a, it's a great recognition for us because we come from a heritage of, uh, starting peak as a consulting company, actually just to do whatever it took to help our customers be successful. And in doing that, we had an idea for a software platform. Uh, we got some venture funding to do that, and we've turned into a, you know, we became a software company a couple of years after we founded, uh, and to get to this point now a few years later where AWS are recognizing us as their software vendor partner of the year is, um, a huge team. Fantastic. It's a huge Testament to, uh, to our engineering teams and the, and the, and the technical teams at peak that we've built something so impactful. Yeah, >>Absolutely. That validation is really, really critical. And last question in our last 30 seconds or so what are some of the things on the roadmap that you're excited for for, for peak for 20 22, 22 >>Is going to be a huge year for us. Cause I think it's the year that, uh, our platform goes out there into the wild, into the mainstream. So we made a couple of big announcements in the last few weeks. Uh, we've launched some new products on the pig platform. So there's three big platform, product sets. Now, one very much geared around creating your AI ready data set. That's called doc, uh, one that's very much geared around creating your intelligence, which is factory. And then an area where our business like the business teams of our customers go to work, which is called work actually. So those three big feature sets are going to be available from January. And the platform is being totally opened up as a self-serve platform for anyone anywhere to build upon. So I think it's a huge moment for decision intelligence. Garner is saying decision intelligence is the big tech trend of next year. And we feel as the market leader, we've got the platform that can help everyone get on, get on that trend really. So I think we're really looking forward to 2022 and what it brings. And, um, we think that our platform and our company is in a great shape to help more and more businesses take that leap into being powered by decision Intel. >>It sounds exciting, Richard, so we'll have to follow up with you next year and see what's going on. We appreciate you joining us on the cube, talking about peep, what you're doing, your relationship with AWS and how impactful decision intelligence can be for everybody. We appreciate it. Thanks for Dave Nicholson. I'm Lisa Martin. You're watching the cube, the global leader in live tech coverage.

>> live from Atlanta, Georgia. It's the two you covering Citric synergy, Atlanta 2019. Brought to You by Citrix. >> Hey, welcome back to the Cube. Lisa Martin with Keith Tones in wrapping up Day two Vault Evil coverage of Citrix Energy. 2019 Keith. What a two days we have had. >> This was not a boring show. This has been really exciting. >> It has my cheeks hurt from smiling. >> You know what I've been to shows where the messaging can be repetitive. What we did almost 20 interviews over the past couple of days talking to executives, three of the their customers, all that actually more than three cups way. We talkto four customers, and all the conversations have been different and dynamic and exciting. And that's really great to say about Citrix again. Citrix is exciting. If I were a citrus customer today at, definitely invite them and get it, and I didn't make the show at my invite him in and have a conversation find out what's going on. The intelligent experience is a secretion said. They've been working on it for a few years, releasing today not a surprise, but definitely a great start. >> Absolutely. You know, they came out of the gates yesterday morning in the general session. Really, with this massive pivot for Citrix of really developing technology for the end user for four, rather the general user like those who are not power users, those who shouldn't have to become power users to do their job, whether they're in supply, chain our marketing or finance. So that pivot towards that general purpose user, which is the majority of users, was very ostensible. And it was welcome from not just all the customers we talked about, the analysts as well. Yeah, I think that's >> one of those things that you look at A a Iot. You've said something repeatedly that interesting stat We heard yesterday that applications are designed for the 1% the power user and what we heard today wass the basically commoditization of a I and M l. I've always thought that a M l A. At some point, we'll get to the point that we can push it down to the user and the user would use a female of the same with the use Microsoft excel Today, Citrix is kind of flipped it on me and and and presented way to use a i M. L in a way that I had not thought of, which is to take processes. Business process is not it processes, but business processes packaged them up. What, no matter what APS, they're being used to deliver that process package stat up into a micro, eh? And in users themselves will be able to build a Christian Riley Citrix. CTO said he's mostly aside. That was a great question. Next, mostly aside of about 2019 putting this builder, the citric builder in a hands of not T administrators. But business process. >> So and I wish we had more time on that front. I was curious. What does that do to shadow it? T empowering this business users? Just that I don't want it to get your perspectives on that. Yeah, >> So you know what? It's exciting and scary at the same time. You know, the idea of that a business user can automate a process, and what she takes data out of one system and put it into another one on surface is pretty cool. But I've been kind of keeping my eye out on this multi cloud thing. What happens from a security perspective. When a user build something and eight of us and they have sales force and they have their Oracle database online and they create a workflow, this builder will give them the capability to basically built a multi cloud. I'm quoting, calling at, ah, multi cloud business process that becomes that becomes a competitive advantage to the business and then becomes a business critical application as a result. So you know what we're I see why the excitement is there but from, you know, just a bureaucratic person that's over 20 years of experience and just can't get out of me. There's a lot t kind of just be Riri of and planned for. It's all good stuff >> it is. But you're right, you bring up. You know, I just was kind of envisioning this proliferation of pipe of these sort of custom applications that lines of business users are going to be able to build a lot of enablement there. But then, of course, in terms of this application, exponential growth within a company, what are some of the implications you talked about security. We talked about that a lot the last couple of days, so that's absolutely critical, but in terms of that AP proliferation, what are your thoughts on that? >> You know you >> think about, would you? >> Interesting term, early nineties or late nineties. And we're just in e commerce. And it was very controversial. Amazon was patterning business processes. The one klick to purchase was a big, big deal. Competitors couldn't do that in users who have a completely different perspective. Teo, too. This is a tool. You know, it doesn't matter if this is a Samsung phone. IPhone doesn't matter. This is the tool so that I can get a business thing done. The results. You know, where we've put imaginary barriers, you know, the S 400 sales force shall never touch. Well, it's business. Users will destroy those barriers. They'll see these applications, they'll see these uses. And then we were on to, you know, typical problems. You will create 1,000 of these in a single organization. How did you find them? Like you're out discovery. 1,000 When you want a new app on your iPhone finding, they have to do it a specific thing. You know, Aiken probably search for flashlight on my iPhone and get you what? apse. Which one is the one for my process and best for my process. I can see that at proliferation, been a problem in the enterprise, >> something that we'll have to keep our eyes on. Another thing I was curious to get your feedback on is our p. A. You are the one of the first ones and Twitter to call that out yesterday, saying Alright of Citrix wants >> to be >> delivering the future of work. Automation is going to be essential. And then voila! There's the intelligent experience, but something that we heard a lot yesterday as well. We hear this at every show. Is these massive workforce talent shortages that we're going to be seeing in the next few years? Some industries are already facing them. So, looking at the talent shortage and then the concern over A and R P taking over jobs, they seem to sort of do balance each other out. I'm sure it's not that simple. Yeah, >> we've talked about this awful lot in my circles. There were some people who just won't be able to make the transition to being to delivering higher value, uh, work output. My son talked about a co worker who did not know how to maximize excel. And, you know, we look at that now kind of chuckle, maybe >> a little bit, >> but that's painful. What? What happens when that when our P A auto makes their job their job? Is it definitely ah, process that there could be automated? But on the flip side, we need people to write our Ph scripts. We need people to, you know, way talked about. You know, there always be someone to operate. The robots are is a definitely area that we know not only need people talk, create the robots. We need someone to maintain them. What happens when a regulation changes? You know, Christian talks about liability if something is automated, and we forget that it's automated regulation changes and we continue to go along with the automated process and we're in violation of a standard or compliance law. Wei need someone to go in and quickly make a change. Who are these people? Were those that talent coming from and then this place workers. How do we find work for them to do this value? Add that they could make the transition to do so. It's a lot of complicated questions yet to be answered. >> Well, another thing that was really obvious the last couple of days is the bread of customer success. That's Citric, says having we were able to talk without you. Mentioned four customers from the Miami Marlins. So Major League Baseball to financial managed, a wealth manager company, Schroeder's in the UK We spoke with Indiana University based here in the States and and what they're doing to enable end users like you and me from students. Two consumers of wealth management technology to baseball fans is radically different. But at the same time, it's all about delivering this experience that's personalized. That's customized and tailored to what each individual wants to achieve. And this >> is without even giving the new product from cities We had Dana Garner Alice on earlier today, who said that Citrix really needs to to their own horn. There should be a Citrix inside. I remember early SAS products from companies like a teepee, uh, get support calls on it. I go Teo and uses death type, and they say I'm using this ADP software. This is before a stall for as the service was really a big thing and I looked at him. Oh, this's just Citrix going into another, going into, ah, data center somewhere else. Today, that is very much a sass service, and Citrix is an underlying foundation of that. So it was no surprise from a technology your perspective to see what you are doing. Or is that effort was doing, or a shoulder or even the Marlins? What was surprising was the impact they're having, you know, the providing, ah, accessibility applications to rule parts of Indiana. Ah, the 200,000 in points from a university. This is not, you know, you think of 200,000. There's a lot of clouds. Ah, Cloud company's ass Cos that would love to have 200,000 device is accessing its infrastructure. So extremely diverse set of customers that sister says, And the capability, even without the products announced today, uh, pretty exciting, >> I'm excited to hear and the next, you know, six months or so from those beta customers who've been testing out intelligent experience and seeing what other enhanced business outcomes they're achieving, also wanted to get your perspective on what you heard of the last couple of days with respect to How does it change the game for Citrix from a competitive advantage standpoint? >> Yeah, the tweeted out that Veum where is either going to acquire or quickly announced a Arpaio type solution? This is something that businesses will care about. This is not something that can be ignored. You AI path, which is a complimentary solution to Citrix, just got a $568,000,000 Roundy. Let's put this in perspective. We're hearing software companies get $60,000,000 rounds to create hardware. This is a salt for on Lee Company. A machine learning that does R. P s were robotic process automation. Investors are seeing the value in this company enough that they're going to give a software company who doesn't have buildings they don't have. Uh, this is just to invest in sales. Portia sells people in R and D $568,000,000 to make it happen. You're going to see competitors like being where citrus is a friend of mine. I'm sorry. Nutanix is a frenemy of say tricks, you know, they go to market a lot together, but they have their frame solution. Citrus is, I think, put, you know, all in and said You know what? V m word nutanix frame put up or shut up. This is this is you know, this is this is a seismic move in industry. >> So I gather that you're leaving here pleasantly surprised by some of the things that were unveiled. >> I did not expect Citrix to move so quickly into our p a roar wanted process automation. And this is not something that they thought of last minute. So you know, Christian said they've been working on this for three years. So this is something that they've given quite a bit of thought to. If the same thought hasn't happened already at frame that competitive solution for desktop as a service or if it hasn't already happened. And bm we're workspace and they're set of Ah VD I solutions than Citrix is obviously three years ahead >> and your thoughts on the announcements with respect to deepening relationships and partnerships with Microsoft with Google. >> Yeah, and some of that. It is catch up the VM where has had a solution with azure for quite some time bringing desktops as a service there. So then where has a slight lead on that? But Citrix you know what? Citrix is still a verb. The even when customers are using other solutions, they say You just like this the Kleenex I'm like I would like Citrix access. Well, it's horizon, this frame, whatever I want. I need to get my job done, and I hear that I have to get a citrus account to get it done. So I think Citrix has definitely caught up with both Nutanix when tannic says the Airframe solution and VM, where we're horizon with solutions and azure and then what went on in that? What went, I think unnoticed is that Citrix partners with Veum where to deliver the Xan desktop solution. And then where's via MacLeod on a W S O. That went unnoticed over the past couple of days. But again, more choice. If I were a customer looking at VD I desktop workspace modernization, be pretty excited about my options in the competitive landscape. >> Think they did a great job of positioning themselves as being enablers of the future of work? We talked a lot about today's workforce with five generations of active workers. We saw a great example of I guess a baby boomer with Dr Madeleine Albright on stage, it's going to get 82 years old. See here, >> Baby Boomer, which issues of the greatest generation? I think she's that fifth thatyou know that fifth oldest generation, 82 years old, And I hope >> I'm not >> a sharp is that now. And I'm a little bit more than half that age told, uh, it's not looking too good for me. >> I mean, either way, how she talked about when she was secretary of state, didn't have a computer on her desk. And now she's writing in driverless vehicles >> and presenting at tech conferences and with respect. This is not always Automat Mall. Albright. What? What can she have to offer us? It was an engaged audience, Uh, even with purse like leaning on political power policies. She gets some, and she got a standing ovation at a tech conference. So, you know, it's an amazing testament to what you can offer. No matter you're your age. >> Exactly, and Citrix is doing a great job of being able to deliver and enable their customers to help all of their workers at any age at any generation. Just get the stuff done. Keep it has been such a great time. Such a pleasure working with you for the last couple of days. Thank you for being my partner in crime. >> Turned out better than we hoped. We said we were gonna have fun. I think we have more fun than we thought we would. >> I agree. Well, thanks so much. Say, flight home. I know. I'll see if the next show sometime in some city soon. >> You know, the Cube is at four places right now. I'm pretty sure we'll be in the same location. Pretty So >> I think so. Keith and I want to thank you so much for watching the cubes to day coverage of citric synergy. 2019 from Atlanta, Georgia, We've had a blast. We hope you've had a blast watching. Thank you.

>> Live from Atlanta, Georgia, it's theCUBE covering Citrix Synergy Atlanta 2019. Brought to you by Citrix. >> Hey! Welcome back to theCUBE's continuing coverage of Citrix Synergy 2019 from Atlanta, Georgia. Lisa Martin with Keith Townsend and we're pleased to welcome to theCUBE PJ Hough, EVP and Chief Product Officer at Citrix. PJ, it's great to have you on theCUBE! >> I'm delighted to be here, thank you. >> Really enjoyed your keynote yesterday morning. The excitement, the energy that you guys kicked off everything with yesterday with intelligent experience. People get it. We're all employees, we all want to have an experience. I would love to have a whole day back in a week. >> Yes. >> By bringing the apps and the actions to me, rather than me having to go and find and interact with all these different apps. What's been the feedback that you've heard over the last 24 hours with intelligent enterprise? >> The intelligent experience features, people are really liking it because I think, as you say, they recognize it. It feels already somewhat familiar. I think sometimes when you introduce new products, I've introduced brand new products in the past, where you really have to explain the use and why it's built that way. We are not having to explain very much about it. We show it to people and they identify with the workflows, the tasks. They recognize the challenges that they face today with getting access to that same information in the systems that they use. I think there is a need right now for us to solve this problem. I think customers are really feeling a sense of pain around the number of applications that they have, and I think I.T. knows that they have actually burdened their users with actually doing a lot of human workflow themselves. >> So since the WinFrame days, Microsoft, Citrix, synonymous with each other, huge partnership, huge and deep partnership over the years. Something that they'll appear to be a video yesterday. To say that Citrix and Microsoft has announced something, it's kind of a big deal, and it got lost, I think, in the excitement of the intelligent experience, which is a lot to say. Can you help explain that partnership, the deepening of that partnership, a little bit better? >> Sure. I think, as you know, and probably most of the audience know, the foundation of the partnership was in virtualization. That really is at the heart of what we do. Application delivery, particularly Windows applications, and Windows delivery, over all types of networks, and to all types of devices. Maybe what's more important about our relationship right now is if you look at the announcements we made yesterday, yes at the heart of it was new announcements around Windows virtual desktop on Azure and our desktop is a service that both run on Azure. That's at the heart of it. But then if you look at the continuing set of announcements we've made, improvements in the delivery of Microsoft Teams. In order to do that work we actually partnered really closely with that Microsoft Teams group at Microsoft. And then the Office 365 Networking initiatives that we have, that of course required partnership with all of the teams at Office 365. And then finally, the Intune partnership we have, which of course is with Brad Anderson, who was on stage with us. Across the whole delivery from cloud-hosted applications to applications themselves, the network over which the applications are delivered, and helping to secure the endpoint devices. We had innovation announcements in all categories, and every single one of them required a pretty deep partnership and co-development in many cases with Microsoft. >> So PJ, Citrix has over 400,000 customers globally. That's a lot! You've got, I think, 98 plus percent of the F100, the F500. As Chief Product Officer, if we look at the Microsoft, the deepening of that partnership, where are customers in terms of influence, maybe shed some light on some of the conversations that you have with customers that help dictate, for example, the deepening of that Microsoft relationship with Citrix. >> I think that's a really important point. It's not like our relationship with Microsoft is just for ourselves. It's actually spurred by many of the things that our customers are trying to do, primarily with their technology, and then with us as an enabler to help really deliver great experiences on that. Windows 10, kind of a big deal in the marketplace. I hear about that from all enterprise customers. And you combine Windows 10 with Office 365. Pretty much every customer I get to speak to has either initiatives around one or both of those technologies as part of their broader digital transformation. So the announcements we made yesterday align very well with these initiatives that Microsoft is driving into the enterprise, and I think customers see the promise of what Microsoft is offering with Windows and with the Office family of products, but they need to put that in everybody's hands, not just those who happen to be in the headquarters and on a great network and running on a top class device, you really have to get that out to your branches, to your mobile workers, and that's really where we come in to play, really helping, really delivered that great experience to all of those employees. >> We were just talking to Dana Garner right before our conversation with you, and he said that Citrix has been pretty modest over the years. You guys are kind of the original cloud. To be frank, a lot of SAAS services are built on Citrix. With that, you're looking into the intelligent experience, you guys are positioning yourselves once again to be at the forefront of innovation when it comes to employee experience. With that comes cultural change. I think you guys have experienced over the past 30 years of kind of saying, you know what, we can do cool stuff, too, and talking to a new audience. Talk to us about that new audience you're going to have to go after with these products because these are not just I.T. products when you're talking about changing processes, now you're getting into the wheelhouses of the PWCs, the EMYs, the big four of the world. >> Yep, yep. I think that's a really important point, and one that's certainly not lost on those of us at Citrix who know that this pivot to broaden our opportunity in the market and broaden our perspective on what we can do to help customers, it requires us to think about our go-to-market in a slightly different way. You mentioned some of those very large companies out there that I now look to for partnership in helping deliver those solutions to customers. I think we have great technology, but we really are going to need people who understand deeply the industries of these customers. If you're in finance, or oil and gas, or healthcare, you want your partner to understand the processes and the structure of your market. While we'll have great technology to help deliver oil and gas solutions, we're going to look to oil and gas solution partners and system integrators to really help build the, I will call it, the customized intelligent experience for those industries. We've always had a very strong partner network, I mean we have over 10,000 partners today at Citrix, and I think we are going to leverage that partner channel again, potentially in new ways, to deliver this intelligent experience to customers. But you do raise a very important point. We do not have, and never have had, a go it alone strategy, either from a technology point of view, with our partnership with Microsoft, and the announcements we made with Google, and in the past we've made with the other clouds, et cetera, but it's also true from a solution delivery perspective. We absolutely rely on really great partnerships in the marketplace. >> You've mentioned, you know, developing potentially customized solutions. If I think of customization, I think of personalization, and you talked a lot about that yesterday. As all of us are consumers, that consumerization, the influence that we're bringing into businesses, we want things personalized. We want experiences to come to us that have enough intelligence to know, show PJ this, not this. >> Yeah. >> So talk to us about how Citrix is distilling apps into what you called yesterday these personalized units of work. >> Yeah, I think that fundamentally, there's a initial set of those units of work that I think everyone recognizes and would say, oh yes, I know how that works. But they would also presume that it works pretty much the same way for all of us. Like the way that we book time off from our companies, or the way that we submit our expenses, other employees are going to do that the same way. I think what's much more interesting is using our analytics and our artificial intelligence to really figure out what's the pattern of work that PJ has and how that differs from the pattern of work that Lisa has. Now, we may both have similar responsibilities, but I expect that over time, and this is sort of one of the acid tests for me, for the workspace, even if we are in the same organization, after several months of use, my feed should look different to yours. Just like on our social feeds. Even if we more or less have the same friends, and we more or less have similar interests, still no two feeds are identical, and they're driven a little bit by our preferences, but they're also driven by our habits, the way we work with the software, and so we're building all of that intelligence into the workspace. >> So we don't get the chance to talk to people who are at the forefront of these products often, so I'm going to try to get a little peak into the future here. When the iPhone was created, what 10 years ago, it was an amazing thing. You give me a 10 year old iPhone today, and we'll have a conversation. (laughter) So you guys are innovating, innovating, employee experience, customer experience, is the output of digital transformation. You look at analytics, what is the output of the employee experience and the customer experience? What is Citrix looking at like, you know customers are not quite ready for this, but we have it in our back pocket? >> It's a really great question. I'm glad you brought up the example like the iPhone because I think the flip-side is that if you were to go back 10 years ago, I don't know that Apple knew what it would look like today. I think they had the broad brush stokes of where they were going, but I don't know they would have known exactly how to navigate the last decade in advance. I feel the same way about the journey that we're on. But that's partly what makes working on those forefront technology projects so exciting. I just did an interview where somebody asked me, "What do you think the future of work looks like?" And I said, well, in some ways, I'm already living it because I'm experiencing these products inside Citrix before they get released to customers. So we already have a little glimpse of what might be next. I think some of the biggest opportunities for us are really to take the assistance and the learning capabilities of the workspace in a different direction. Yes, we will add more applications, yes, the micro-applications will get richer, yes, the user interface might change a little bit, but really what's the fundamental technology shift that's going to drive innovation for the next decade, and I think it's analytics and machine learning. We're already, I think, at the very early stages of seeing some of the ways that impacts the work experience, but my hope for the decade is that all of the workspaces that we work in and all of the tools that we have get a little smarter about me, and some of the things that we've come to trust with regard to software in other environments and other places, that we get to trust our work tools to the same extent, which I don't think we're there yet. >> In terms of the messaging to customers, we've talked to your three innovation award finalists from different industries: financial services, education, global technology, all really helping to make big impacts to their employees, their customers. Those two things I see as absolutely tantamount. They're inextricably linked. You have to have a great employee experience to deliver a great customer experience. If there's a problem with employee experience, it's going to manifest. In some form or fashion as employees, we all in some way are interacting with customers and have the opportunity to influence their loyalty or churn. >> Yeah. >> So we've heard a lot about how these customers are really leveraging what Citrix is enabling. This modern workforce, let me do what I need to where it helps me be most productive, but also drive these big outcomes. When it comes to A.I. and machine learning, we talk about them at every event that we go to. Where are your customers in terms of being receptive to understanding it's not Big Brother looking in at PJ's productivity, it's really working to understand, like you said before, how differently you and I might be using the exact same software application to make our jobs far more productive. Where is that appetite for A.I. machine learning for that kind of productivity? >> Well I think a concern that all customers have, set aside our technology and just talk about the industry in general, I think as an industry, we have to really continue to earn the trust of customers, both in the consumer lives as well as in the professional lives with regard to the governance that we put around information that they share with us and how we treat that for their benefit, not just for ours. I think those same concerns exist, broadly speaking, whether it's a Microsoft, or a Google, or a Facebook, or a Citrix, maybe to some extent less to us because I think customers have historically not entrusted a lot of that type of information to us. They have entrusted that to our customers, who are delivering solutions, whether it's a financial solution or a healthcare solution, et cetera. So that's one thing for us to continue to improve is that we are good custodians of that information and that we're using it, I will say, for good and for the purposes of improving experiences that matter. I think in general our customers understand that there is a value exchange. That our ability to deliver new value to them requires them to exchange insight with us so that we can turn that into value for them. That I think is pretty clear to most customers right now. In some ways, we're at the forefront of what we're trying to do for intelligence in a workspace, but many of the core technologies have been proven in other fields, and we're certainly trying to leverage that and the comfort that customers already have achieved with some of those technologies. >> Excellent, alright. We have had just a great couple of days here. The excitement is palpable. The impact that you guys are having on a wide variety of customers in every industry is palpable, and I also really liked the fact that as an individual contributor you guys showed this is how Citrix workspace can impact your lives in a way that is really going to be a driving force of the workforce of the future. So, PJ, thank you so much for joining Keith and me on theCUBE this afternoon >> Thank you. I enjoyed being here on theCUBE and thank you for your coverage of the event. It's been really great. >> We've had a great time. >> Thank you. >> Thank you so much. For Keith Townsend, I'm Lisa Martin. You're watching theCUBE live from Citrix Synergy 2019. Thanks for watching. (upbeat techno music)

>> Live from Las Vegas, it's the Cube covering Boomi World 2018, brought to you by Dell Boomi. >> Hi, welcome back to the Cube's continuing coverage of Boomi World 2018, I'm Lisa Martin in Las Vegas at the win, with John Furrier, and we are at the second annual Boomi World with the CEO of Dell Boomi, Chris Mcnabb. Chris, great to have you back on the program. >> Lisa, it's great to be here. >> So, your key, you know, your fireside chat this morning was really interesting, so much information there. Couple of stats that I was researching about Dell Boomi recently, a leader again, I think Micheal said maybe for the seventh year in a row, Dell Boomi, in the iPaas Gartner Magic quadrant, you're way out there, you guys are adding five new customers every single day. >> We are. >> You have, and I love this, as a marketer, 92 percent of the break out sessions here at Boomi World have customers and partners. >> Exactly right. >> What better brand validation than that. Talk to us about this second annual Boomi World. What excites you about getting this community together? >> You know, the excitement and just being a part of this community is just, it's energizing every day. You know, what you're able to do to help customers and you know, solve transformation problems, have them reach out and get integration and connect and unlock data silos in the far reaches of their enterprises and leverage that data, to engage their customers their partners and employees in brand new ways. And when you look at, you know, what best, in my mind, in a user group meeting, customers need to take back to their enterprise what it is that they can do come Monday, to transform their business and so we thought what else better than concrete examples from what partners have done, from what other customers have done and so on. And, you know, as we, I said in the beginning of the keynote, it's so amazing to me when we had the opportunity to review all of the customer's submissions about, I'd like to talk about this, I'd like to talk about that, we had so many more than we can bring on and make a part of our agenda, and it's one success story after another about how they're transforming their business, how they make a massive impact. Even in our partner awards, we talk about the innovation award and the ROI award, etc. you know, having the folks like Charter Communications and Umbra and so on come up and just really innovate. Those are the kinds of things that really drive us at this conference and, I think our theme, Unlimited Possibilities, hit it right on the head. The possiblities for us and our customers to change businesses is truly unlimited. >> How important is integrative platforms of service now that Cloud Native now is certainly going mainstream, Cloud's business model is certainly showing people how the subscriber model works, the fly wheel is certainly going on, BM were just acquired, which is a small startup doing cuberneties, which kind of gets at this whole integration opportunity, how has it changed in iPaas or integrative pass, and what are the credible drivers in that market for you guys right now that's different than before? >> You know, integration platform as a service is a tremendously evolutionary path and one that is rapidly accelerating. When you sit in a category that has, it depends upon which analyst you look at, but somewhere in the range of 50 percent year on year growth, there's a, it tracks a lot of attention, you get a lot of people in startups, you get a lot of the megavenders showing up and you get a lot of the incumbents who have been around a decade like us that really try to get this business to go forward. That evolution pushes the progress of platforms on behalf of our customers very rapidly. It used to be the case in integration platforms of service not all that long ago, was really known as cloud integration platforms. We connect cloud due on premise. And over the last four to five years that has completely changed, right? They are now complete middle, enterprise middle ware solutions that are offered up as a service. They do on premise on premise integration, the do cloud to cloud integration, they can do EDI kinds of integration, ETL, etc. etc. Way beyond integration now, these platforms must come to the table with process integration, workflow orchestration, low code capabilities for mobile app development to engage your customers differently, MBM capabilities for data governance. >> Sounds like enterprise create certain, these are enterprise requirements. >> Yes. >> This is not like doing a little bit here and there, integrative platform service, enterprise grade. What differentiates those two? In your mind? >> I think Garner does a pretty good job of differentiating the segmentation in the market. They talk about enterprise grade integration platforms of service, people, vendors, they bring all of that to the table, and then they have domain specific. You'll get IOT platform as a service, or you'll get workflow as a service, etc. And those kind of niche providers provide deep capabilities but it's only in that one area. And when we look at it, we are a unified platform, is going to be able to dramatically reduce the complexity and speed people up because you can learn one thing and do many things, as opposed to having many domain specific ones then you have to learn them all. >> So, Chris, iPaas has been around for a while, you guys have been a leader, Dell Boomi has, for a long time. But it's more than integration, you guys talked about this reimagining of the I in iPaas. But also, it's not just about connecting applications, connecting data, new and existing sources, it's about connecting people, processes, enabling organizations to actually use that data as that fuel that it can be, to identify new products and services, get more customers, get more data, iterate, etc. etc. Talk to us about iPaas 2.0 from Dell Boomi's perspective and what makes you guys so well positioned to take this forward? >> Yeah, great question Lisa, the iPaas 2.0 for us is really about leveraging all the knowledge, information, and skills that all the talented engineers have put into Boomi for the past decade. And all of the metadata from all of the programs and all of the executions and all the configurations it's ever been run on exists in our repository today. We have nearly 30 terabytes of metadata and information about data integration and so on. It's that pile of metadata that we can leverage and we can put AI machine learning, neural networks to work on, to make sure that the knowledge encapsulated in that metadata repository is made available to not only engineers in our customers but also their constituents. That net effect will dramatically reduce the work load on integration engineers. IT departments that have a list of 50 things to do can now have a list of 10 things to do, they can get to them, and we can turn them from a department of people who say no, to a department that says yes to the business. >> And automation drives a lot of that. I want to get your thoughts on the customer traction. You know, I was just interviewing the adventure capitalist in Silicon Valley we were talking about complexity. You don't want to add more complexity to already complex and tedious tasks. You guys have made good traction with making things easier when you were a startup, now you're a part of Dell. How are you guys going to continue that forward? Is that a key part of your strategy? Making things easier and simpler? >> Yeah John it's always been a key part of our strategy. You know, we find that complexity is a ball and chain around people's leg when it comes to productivity and agility, right? It slows you down at a time you can't afford to be slowed down. And so what we do with our platform today, we allow people to learn one way to program stuff and no matter what kind of integration you want to be able to do, there is one way to do it. I don't have five different technologies to do five different types of integration. With one way to do it, we generate economies of skill for our customers. Do one thing and have it apply to many things, right? Removing the complexity instead of learning five different vendor's products and getting them to work together. That's one way in which we make things easier. We make things easier today based on the metadata that we got. So all of the programs that were written in the history of Boomi, they're all in a single instance of our cloud database, we're a cloud native, right? And so when somebody goes in to connect >> You're a cloud native, so all your stuff is in the cloud? >> We are a single instance multi tenant cloud application. We're offered up as a service, beautiful, right? >> So you're living what your customers are trying to do? >> You know when I see some of my vendors sending out, you know, the two and three page sets of documentation on what the customer needs to do to upgrade to version three or version four, I shudder. None of my costumers ever do upgrades, that's, we provide them, and do for them 11 upgrades a year. We skip Christmas for obvious reasons. But so anyway, going back to how we continue to make things much easier. We have a suggest capability that leverages metadata and immediately creates a mapping between system a and system b, even though you're new to it for the first time, my marketplace and the history of my customer base is not. I can leverage all that with one click and within 30 seconds, I can get you a working integration. >> So born in the cloud gives you an edge? >> It absolutely does. >> And now you're in Dell you have the power and muscle of Dell technology and Micheal Dell, who sees the future by the way not as he's mailing it in, he sees it as super exciting. You asked him that question on stage today around his legacy, and there's a lot of cool stuff happening but a lot of unknown things coming, like voice activated systems, b to bs getting cooler, less boring. How do you see that? >> Yeah, listen, like I say John, I think we're at the tip of the iceberg. I look at what we're doing today for our customers and it's just a foundation layer. Reconnecting to all the things in your enterprise, getting into those far reaches of systems that exist for a long time, and stuff is stuck in there and you can't get access, it's stuck in the cloud and you can't find it. We are breaking down all those barriers and we're making connectivity seamless. But that's just the starting point for us. When you start applying AINML and you start predicting failures for people, you can tell them when they're ready to launch a configuration with a ready to work load and I know before hand that's going to be problematic, that only handles work loads of arrival rates up to x and you're bringing 2x, we can help be that, we can encapsulate knowledge in the platform and really bring on AIML capabilities that take them to the next level leveraging all the smart knowledge and capabilities integration engineers have put into it. >> Speaking of impact, you guys just did with Forester, a total economic impact TEI and there was some big numbers, big quantitative business outcomes that a composite organization that works with Dell Boomi is achieving. One of the things that kind of struck me when you mentioned was that some of the development times can be shortened up to 70 percent with Dell Boomi as the unified platform. IT staff becomes more productive, a lot of cost savings there, the opportunity as a whole to retire legacy systems, reduce the burden on IT, because as we all know, technology is pervasive across the organization, so this new study really shows the significance, not just quantitative benefits, but strong qualitative benefits that your 7500 plus costumers across 35 countries are achieving. >> Absolutely right, you know, if you just look back to our ROI winner from this morning, our partner of the year, 1600 percent ROI on their project. I don't hear that number very often, I wish I had a few more of those in my drawer, but you know, Lisa, when we are a focus. A couple of interesting things about that economic study. One, they really looked at very large organizations. Right? When they averaged everything out, it was a 10 billion dollar organization, it was 30,000 people, it was an enterprise wide deployment. This isn't little, but we are capable of supporting the mid market as well as the large enterprise. And it's our techniques that I was telling earlier, like suggest, like our economies of skill, and other things that we bring to the table that make them much faster and easier. The fact that you can do things seven times faster and so on and so forth, shrinks the amount of time projects take. So think about the impact on one's business. If you schedule a project that takes a year and you take a hit halfway through, you can't really change your mind or take a different direction til your kind of done because you have all this sunk cost. You're sort of stuck following that direction you established 12 months ago, right? So if I can be seven times faster, eight times faster, I know give you seven times more decision points throughout the year to change your mind. Yeah, I thought I was going to do that next but technology has changed, the competition is something, my customers are asking something more of me. Those decision points result in agile, nimbleness for people's business. Our customers desire that, and that's how we talk about, that's how we will provide them agility in their business. >> One last question before we break, I want to get your thoughts on ecosystem and the community. You guys have a very community focus, I saw the showcase here, and you have an ecosystem again, now part of the Dell technologies, but Boomi had its own ecosystem. What's your vision of the ecosystem and community? What's your strategy, how you going to grow it, nurture it, and bring them into the value proposition? >> John, the community is everybody's secret sauce. If you're a Boomi customer, if you're in Boomi, or if you're a Boomi partner, that entire ecosystem, the community is all of our secret sauce. It's the thing that's going to carry us all to more successes. As people participate in, as they contribute to that, things happen, they do more in the platform, the platform learns, and the platform will turn around and provide it back. It is a wonderful, virtuous circle of continue to do more work, continue to get bigger, continue to grow, get smarter, deliver better results, deliver better ROI, do more work, and on we go. >> So you believe in co creation, that dynamic of bringing people into your production, into your development? >> We absolutely do, you know, being one of the last truly open integration platforms as a service provider's on the planet, and you know, many of the former folks have been locked down by larger vendors and so on and so forth, or bought out by private equities etc. And so now being one of the last truly open, we don't have a stake in the game other than I want to connect everything that you're trying to do I want you to engage your customers in new ways, and I want you to transform your business. >> Well, we're talking with Lucky Brand a little bit later today, it's going to be an interesting story, brick and mortar, almost 30 years old, how it's not just transforming with Dell Boomi as a partner, but really revolutionizing the customer experience, because as customers, we expect everything, anywhere, anytime. >> Yeah >> So thank you so much, Chris, for stopping by, wish we had more time to chat, but we appreciate that and we wish you a great event at the second Dell Boomi World. >> Lisa, thank you so much for being here, really enjoy it, and enjoy the rest of the evening. >> Our pleasure. >> Thank you John. >> Thanks Chris. >> And for John Furrier, I'm Lisa Marten, you're watching the cube live from Boomi World 2018. Stick around, John and I will be right back with our next guest.

>> Live, from New York City, it's theCUBE. Covering Lenovo Transform 2.0. Brought to you by, Lenovo. (electronic music) >> Welcome back to theCUBE's live coverage of Lenovo Transform, here in New York City. I'm your host, Rebecca Knight, along with my cohost Stu Miniman. We have two guests here on this segment, We have Kirk Skaugen, he is the president of Lenovo Data Center Group, and Brad Anderson, the Corporate Vice President of Enterprise Mobility for NetApp. Thanks for coming on the program. >> Thank you for having us. >> So the big news of the day, the NetApp Lenovo partnership, explain to our viewers exactly what this means. These are two global powerhouses joining forces. >> Yeah sure, so I think Lenovo has had an amazing year. Last year in our Transform 1.0 we announced the largest server portfolio in our history. And this year we announced the largest data center, data management storage portfolio in our history. With a partnership with NetApp, so we're creating a multi-billion dollar global alliance, a multi-year alliance and it has a place in a joint venture in China as well as we'll be distributing NetApp products in over 160 countries in the world. >> So tell us about the background to this partnership. How did it come about? >> Well, you know, for NetApp we were looking for expanding our reach, and there was two markets that were kind of underserved in. One being kind of the commercial SMB SME channel, and Lenovo has a high-velocity channel there, a strong position. So Lenovo made complete sense in that space as well as in China, where we have a strong brand but we're underserved there as well, so who is better in China than Lenovo? So for us this is all about global market and then the fact that they're a server vendor is just icing on the cake, because the other two server vendors in the marketplace are also our competitors. And then, Lenovo is so much more compatible and complementary to our entire business. >> Kirk, maybe you could spend a little more, because when you look at storage today, storage is really built on servers. You know, NetApp is, you know, at it's heart a software company, even back in the day NetApp was never, some of the other storage companies spent a lot of time and money on the hardware pieces. And of course had reliable, good, trustable hardware, but maybe explain how much, kind of, I.P. goes into this partnership. >> Yeah, sure. So I think today we have about 15 percent coverage of the overall storage market within Lenovo. We've grown our flash array business over 100 percent over the last four quarters. IDC had us at 30% quarter to quarter growth. So we've done well, but we've only cover 15% of the market. After this announcement, and shipping now today, we'll cover over 90% of the market in more than 160 countries. So we're using our global supply chain which is ranked number five in the world by Garner. Manufacturing in Europe, in China, in Mexico et cetera. Really expand this out through our channel partnership program. And in China we're taking a very unique approach to this joint venture. This isn't about taking global products and just trying to force fit them into China. China has unique software solutions, unique hyper scale requirements. So we're pooling our R and D there. Lenovo will be a 51% owner, NetApp a 49% owner. Brad's going to be on the board and there we're going to be delivering products in China for China. >> Yeah, is it, you've got a lot of experience with that. You talk about coming in the future there's an NFV software and hardware solution in China, so Lenovo has some experience doing this kind of engagement, you know. >> Yeah, I think we have a more than 50% growth now, year on year in China. We retooled a lot of the operations that we had there. We have a really nice, broad portfolio now since we launched Think System and Think Agile so it's a nice place to grow on. But today we talked about the joint venture with NetApp and also the fact that over the next year we'll be building out a telecom NFV company after having China Mobile and China Telecom with us as at Mobile World Congress. As well as new edge gateway and edge server solutions. >> Brad, I know cloud is in your title for what you are doing, when I hear NetApp talking, I see NetApp at all the cloud shows we go to. It's a very different world than when I think about NetApp ten years or twenty years ago as like, you know, the Nas Filer company. So bring us up to speed of kind of the NetApp today the momentum and what this brings. >> Yeah, I mean we are going through our own transformation where we were principally a storage company and now we want to be a data company, and increasingly to be a data company you got to be a cloud company. And so, we continue to develop what we think are the, you know, the best storage products in the world, but they are all cloud connected. 'Cause we want data to be able to flow from prim to cloud and customers be able to, you know. That's what really kind of fuels these digital enterprises is that data is the new oil. And so in doing that we have kind of expanded NetApp's charter significantly to being the data authority in hybrid cloud. Hybrid being both the private and the public. And so part of my business is really focused on providing products and solutions so customers can have the same experience in building their own private clouds that they enjoy in the public. And then on the public side we have partnerships with all the hyper scalers to put NetApp's in there so they can deliver native cloud data services. And so, this is a very different company where we're getting more and more cloudy every day. (Rebecca laughs). And that's part of our transformation intentionally. >> So, the transformation, it's the theme of this conference and you were up on the main stage talking about Lenovo's turning this corner and really accelerating its growth, and also talking about the transformation from within the company. Changing the look of the leadership team in particular. Can you tell our viewers a little bit more about that strategy. >> Sure, so we acquired the IBM system X business in late 2014 and we did some things really well and we did some things that we've learned from. So we spent, you know, basically the last 18 months transforming the whole company. New channel programs, new system integrator partnerships, new training certifying over 11,000 people in the world now. Tripling the number of our solution recipes. And we have transformed The management team as well. We have replaced about 19 executives because we wanted the right balance of external and internal perspectives from our competitors as well as from ex-Lenovo and ex-IBM employees. So we feel like we have a very customer-centric organization now and, again, Gardner now is saying we are growing 49% year on year in units, IDC said we are growing 87% year on year in revenues. So I think customers are responding to the new product line. Over the last year the Think System brand truly meant the highest customer performance, the highest reliability, the highest customer satisfaction. And as a result it does take a while to transform. And I think that over the last 12 months you've seen that and we're exponentially growing now as a company. >> And you see it in your results. I mean, they are outstanding. >> So Brad, bring us inside the products a little bit. So we've got, it's the Think System DE and DM. Of course the storage industry very much, they need to trust it, they need to understand it. Gives little to understand, I believe DE maybe has something to do with the >> The E series >> The E series there and tell us the DM series, what's underneath there and how do people understand what's different and what's the same. >> Yeah, I mean the. We're taking platforms across our E series, our FAS and our all flash arrays. So the DE corresponds to the E series. The DM will have our FAS products as well as our all flash array products in there. So that's kind of the mapping. We're putting initially I think, ten products in there. We have the capacity to expand and I'm sure we're going to learn a lot because these are serving markets that NetApp doesn't typically serve. So I think not only is this going to give Lenovo the tools to compete, it's going to give us a lot of information to even build better products, better solutions for both NetApp and our Lenovo customers. So we're super excited about that. The second thing is, it's OnTab, it's the same core software, and all the value and performance testing and validation you get with NetApp. That all goes into the Lenovo branded products as well. And we have made it one of our hallmarks is our data fabric. All of the data services that are on top of this that you can move data and manage data between platforms, that is really important for the NetApp customer. All those values extend to the Lenovo customer. So if they also have NetApp in their environment, or vice-versa, they can share or move data between both those platforms. So that's, nowhere else in the industry is that possible across vendors let alone within. >> So how does it work when you are in the product development process. Two companies, both relentlessly focused on customers. This is part of your culture, part of your DNA. So how do you work together in terms of innovating and collaborating. >> Well, I think the first thing is you just look at the core business: our server business and NetApp branded storage, or Lenovo branded storage based on NetApp's portfolio. We're going to have a better together solution. So the first thing we're looking at is a set of solution recipes so that when you use NetApp and Lenovo together, you're going to get a better experience as a customer base. So that's why I am excited today. We've launched three times as many engineered solutions as we did a year ago. And trained these 11,000 people because we have a very solution oriented sales force and a very complementary channel. From a development perspective, we're going to be building X Clarity management into our portfolio. So the same systems management software that is mission critical for Lenovo server products will now manage the big system DE and DM products. So it's a very familiar management interface for customers, there's an engineering effort gone with that. And then on service and support, we're going to use over 10,000 people around the world that Lenovo has to go service and support these products. So we can deliver a premium customer experience. Whether you're buying the server or the storage. And back to the customer base: we're going to, especially in China, have deep engineering collaborations. Where we're walking into those customer bases and asking what's unique about the China market. >> And, and. It really helps that the two companies are very complementary. So NetApp has deep storage expertise, Lenovo has tremendous compute expertise. So they are very complementary and as customers want more and more complete solutions, we are learning, our engineers are learning from each other and it doesn't hurt the fact that we have a large engineering. We NetApp, have a large engineering population in the research triangle where Kirk's people are at. >> That's right. We're probably one kilometer away from each other in research triangle park. >> Geography matters, location location location. >> No, and our two support organizations are next door as well. So I think that proximity will only contribute to the collaboration. >> Yeah, exactly. >> Alright, so the storage industry actually has a relatively good track record of some deep, long partnerships. NetApp has had a number of them over the years. Tell us, what does success look like if we look back three years from now, what's this partnership. >> Well, what we said publicly is we plan to have a multi-billion dollar, multi-year alliance. So that's going to be fantastic as we grow in over 160 countries. We're going to use Lenovo's extensive supply chain network. So you know as one of the largest kind of procurers of componentry and things around the world, we get to leverage this global factory network to build even more value into that situation. And in China specifically, we've set a goal of being a top three storage player. So we both have probably single digit share in China but together with this collaboration we are setting sights quite high to be in the top three over the next several years. >> I think that's exactly right and I think those are all achievable goals. But right now, we want to get out the gate fast. I mean this is a partnership with two companies with a lot of momentum and I see this as a huge opportunity for both our companies to kind of amplify that momentum near term. And so while there's a lot of excitement on the future, I think success is going to look like, you know, some very exciting results that Kirk can share at Transform 3.0 next year. >> That's right. And for our customer base, we have already gone into production. Taking orders, as of today and tons of engineering, tons of manufacturing development. So we'll have a whole host of seed units and early access units. Our customers can get their hands on this stuff right away and start testing it in their environment. >> As you said, it is an audacious vision. You announced an audacious vision last year, you did another one again this year. So when you think about what you want to be talking about next year. You said what success looks like. What are some other things that you're working on? You said, this is a process, Lenovo has turned the corner and it's got a lot of momentum. But what else are you, what else do you have on tap that you're... >> Well, if we tell all of you that, (Rebecca laughs) we won't have this here next year. >> Yeah >> But I think today is about entry and midrange. About expanding Lenovo's breadth from 15 to 90% of the market and being very aggressive against our top competitors that have a combined server storage portfolio. And I think as I've gone around the world, I've been in Latin America, in India, our channel partners are incredibly excited about this. So I think while other customers might be taking business more direct, we've traditionally been very channel-centric. So, I've seen a lot of pull for choice in the market and I think that's what we're going to deliver to our channel partners. But we will have a lot more in store, that I can promise you. This is phase one of a multi-phase, multi-year plan. >> I think there's a lot of things, there's a lot of possibilities on the product development side and how we can do better products, but I think a lot of success is going to look, it's going to come in our global market. Already, Kirk, since I've been here, I've had a channel partner come up and said "Hey, this makes me rethink my channel partners all over again", because now that channel partner who's a Lenovo has the full breadth of the storage portfolio. So I think this is going to be really good for both of us. Particularly when, you know, Lenovo and NetApp are both very channel friendly partners and companies and I think this I going to be a catalyst to have more people on our side than ever before. >> Kirk, just last thing, just give you the opportunity to talk about some of the other breadth and choice and other things that Lenovo has going on. We're going to talk to some of your team about, you know, hyper converge and hyper scale and other hyper things, but yeah. (Rebecca laughs) >> Well I think the good news about our growth now is that we're doing it across multiple segments in the industry. There isn't just one part of the market that growing. So last year we set an audacious goal of being the largest supercomputer company in the world by 2020. We've now crossed that actually this year. So we are the largest supercomputer company in the world. About one in every four supercomputers now are there. And we're expanding that into a lot of AI offerings as well with our four artificial intelligence centers, from China, Germany, Taipei, Beijing. All having customers bring their AI workloads into a controlled environment with our partners where there's intel and video or the FGBA vendors. So super-computing is alive and well and we continue to innovate with our warm-water cooling technology that's going to be here on display. We think we're building one of the largest supercomputers in Europe right now using that technology. So not just helping solve global warming but being more energy-efficient while we are computing on that as well. In hyper scale we've grown to about delivering six of the top ten hyper scalers products. And we're doing that through, basically starting with a white sheet of paper with our customers and building more than thirty customized products. In the motherboard, in the system, in putting it through our entire supply chain. Versus just, in the past maybe two years ago, maybe just leveraging ODM products, so. Significant growth in hyper scale where we're bringing on new billion dollar customers on a regular basis now. And then in flash arrays, our traditional business, we were over 100% growth year on year. So we're building off of momentum. We had great products but only covering 15% of the market, now much larger. Last but not least, we did announce since Transform, new divisions in embedded and IoT as well as in telecommunications NFVF software. We think each of those can be billion dollar groups within Lenovo, so that's probably a lot of what we would be talking about next year is announcements and innovations we've had. Would be Transform 3.0 probably. (Rebecca laughs) >> Well, we're already looking forward to the next Transform. >> 3.0 will be CUBEd so we look forward to that. >> Stu, very nice. Very nice. Excellent. Well thank you so much Brad and Kirk for being on the show, I really appreciate it. >> Thank you very much. >> I'm Rebecca Knight for Stu Miniman. We will have more from Lenovo Transform and theCUBE's live coverage, just after this. (intense electronic music)