>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. >>Welcome back everyone to the cubes live coverage of UI path forward here at the Bellagio in Las Vegas, Nevada. I'm your host, Rebecca Knight, co-hosting alongside at Dave Vellante. We are joined by Gavin Jackson. He is the senior vice president and managing director EMEA at UI path. Thanks so much for coming on the phone. You are brand spanking new to the company. You were at AWS for four years, joined UI path in September. I want to start this conversation by having you talk a little bit about what, what appealed to you about UI path and what do you want to make the leap after four years at AWS? >>Yeah, so I've, I had the privilege to be of really having a really close proximity to enterprise customers and getting the opportunity to listen to what they really wanted when they were talking about their digital transformation journeys. And as it turns out, the sort of cloud first and the automation first eras, if you will, our operating models are to two sides of the same coin. If you think about what the cloud proposition has been over the last number of years, it's really been about sort of reducing or eliminating the undifferentiated heavy lifting so that builders can build. And then that turned into an operating model principle and then became sort of cloud first as the same thing for the automation world. Uh, you know, we are reducing and eliminating the undifferentiated heavy lifting of, of, of, of, of product, um, uh, uh, business processes and tasks and everything else, whether they're complex tasks or simple tasks, removing that so that builders can build and business people can innovate and uh, giving them the freedom to do what they need to do as business owners. >>No, I'm going to keep pushing on this. There's similarities and differences because we're seems to break down is where RPA is focusing on the citizen developer or the, the end user. I'm afraid of AWS. I won't go near it. I see that console. I go, Oh, call my techies. Hey, you know, AWS is, you know, you gotta be pretty technical to actually leverage it. At the same time I'm thinking, well maybe not. Maybe my builders are building things that I can touch, but help us square that circle. >>So I think your, the world is trending towards as much automation as possible. So if it can be automated or if you can reduce the, the, uh, the, the, the burden to get to innovation. I think, you know, technology is moving in that way. Even in coding. I think the trends we're seeing, whether it's AWS or anyone else, is low to no code. And so we, we occupy a world within the RPA space or the intelligent automation space where we're providing tools for people that don't need a requirement or, or a skillset to code. And they can still manufacture, if you will, their own automations. And particularly with a release that we have, we're just today, which is studio X. It really kind of reduces the friction from a business user who has zero understanding of how to code to build their own automations, whether it's kind of recording a process or just dragging and dropping different components into a process. Uh, even like even I could do that. And that's saying something. I can tell you >>your alter ego is Tony stark. Yes, exactly. Yeah. So just in terms of this idea of democratizing the, the automation, the building, you said even just someone who is pretty decent at excels. Yes, very much so. What will this mean? I mean, what, what, what does, what does that bode for the future of how work gets done? Because we, that is at the core of what you're doing is scientifically understanding how and where work gets done. Where are the bottlenecks, where are the challenges and how can RPA fix this? >>So I think ultimately like a lot of technologies, it's really about the exponential curve of productivity and whether you're looking at a national level or global level or company level, a human level at every level, productivity have declined really over the last number of years and technology hasn't done a great job to improve that. And you can say that some technologies, I've done a good job, again, I'd use AWS as a good job in terms of the proliferation or the prolific. You can get more code out and more, more progress there, but overall productivity has declined. So our sort of view of the world is if you can democratize automation, if you can use a Oh, add a digital workforce to your, to your, to your teams, then you'll have an exponential curve of productivity, which are human level is important at a company level is important and national level is important and probably at global level is important, right? >>We're at this tipping point for technology really unlocking a lot of value. One of the things that your former boss, Jeff Bezos said was bet on dreamy businesses that have unlimited upside. These, these streaming businesses, customers love them. They grow to very large sizes. They have strong returns on capital and they can endure for decades. I wonder if you could put UI path in that context of a dreamy business. >>What does he know? Right. I mean, no is absolutely right. I mean, so, um, and this is one of the reasons I was attracted by the way to do UI path because I think, I think that the robust themselves, if you can just kind of look at the subcategory of the robot. Um, I think it's on a similar curve to how Gordon Moore was talking about the Intel microprocessor in 1965 and the exponential curve of progress. I think we on that similar curve. So when I sort of project five years from now, I just think that the amount that robots will be able to do, the cognitive kind of capabilities that we'll be able to do are just phenomenal. So, um, and customers, customers give us feedback all the time about to, to things they love and they value what we do. The value is important because it's very empirical for the first time they can actually deploy a technology and see almost an immediate return on that technology. >>Whether it's a point technology solving one process or a group of processes, they can see an immediate empirical return. The other thing that I like to measure and I quite like is that they value it. Sorry. They, they, they love, they love and value it. So they love it. Meaning it actually induces an emotion. So when you, when you watch the robots in action and they watch something that has been holding your team back or that has been stifling productivity or whatever it is, people get giddy about it. It's quite fascinating to see, comment about Gordon Moore and tie that to digital transformation. When I think of digital transformation, I think of data like what's the difference in a business in a digital business? That's how they use data. They put data at the core and for years we marched to the cadence of Moore's law and that's changed. >>It's not what the innovation engine is today. It's machine intelligence, it's data and it's cloud for scale. Where do you guys fit? I mean obviously AI is a piece of that, but, but maybe you could add some color to where RPA fits in that equation. So I think that's an important point because there's a lot of miscommunication. I think about really what it means when you talk about digital transformation and what it means to be digitally transformed and really digitally transformed. You're really talking about a category of customers which are large more institutional enterprises and governments because they have something to transform. What they're transforming into is more of a digital native sort of set of attributes, more in search and mindsets. And these companies are, to your point, they're very data hungry. They harvest as much data as they can from, from value, from data. >>They're very customer centric. They focus on the customer experience, they use other people's resources. Know the cloud being one great example of that and the missing point from what you said is they automate everything they born automated. So part of the digital transformation journey is that if it can be automated, it will be automated and anything that's new will be born automated. So let me ask you a follow up on that. Is there a cultural difference in AMEA versus what you're seeing in North America in terms of their receptivity to automation? I mean there are certain parts of of Europe which are more protective of jobs. Do you see a cultural difference or are they kind of, I mean we do see even some resistance here, but when you talk to customers they're like, no, it's wonderful. I love it. What are you seeing in Europe? >>So I don't, I don't see much of a cultural difference there. And I actually don't, I don't see yet. I haven't seen any feedback yet. It's very, I'm very new still, but I haven't seen anybody talk about really the, this technology is a technology to take jobs out. I think most people see this technology as a way of getting better performance at the humans, you know, pivoting them towards more. So I would say like in some markets in my, in my, in my prior life, in many prior lives, I would say that there are some countries like France for example, that would have been a little bit more stayed within their approach to new technologies and adoption, not so with regards to automation. They see this as a real gain productivity increase. I think that's true for people who have tasted it. But I do think there's still some reticence in the ranks until they actually experienced it. That's why we will talk to some customers about it. They'll have bought Athens and just just to yeah, to educate people on what's possible to let them try to build their own robots and then people, then the light bulbs go off. >>Yeah. That's 0.2 is that it, that it's taking away the aggravations, the frustrations, the mundane, the drudgery. And then you said people get giddy about those things when they don't have to do that anymore. Um, but then the question is also so, so what creative things are you doing now? So how are you spending your time? What are you doing differently that makes your job more interesting, more compelling? And I think that that's the real question too. So what is the, okay, yes we're saving some money and people aren't having to do this mundane tasks. But then what are, what is the value add that the employees are now bringing to the table? >>Yeah, so an actually said it and they've made the right point as well in terms of the mechanism for doing that is that part of the battle here is to spark the imagination and just like anything really just let it like in back in the Amazon world is sort of our spark in the imagination. If you can, if you can imagine it, you can build it. It's the same thing really with within our world now is it is figuring out with customers what things, what tasks did they do that they hate doing either a user level or a or a or a downstream level. What are the things that they really want to do that they need our help to harvest. And so we do the same sort of the same sort of things that we would have done with AWS where we did lots of hackathons and your bulldozer technology partners in with us and we were sort of building all of this. >>We do the exactly the same thing with the RPA space. It's exactly the same. This is really important because creativity is going to become an increasingly important component because if productivity goes up, it means you can do the same amount of work with less people. So it is going to impact jobs and people are going to have to be comfortable to get out of their comfort zone and become creative and find ways to apply these technologies to really advance, you know, drive value to their organizations. And actually I look at this as well as a longterm technology, right? As a longterm technology, as something that's important for my children. I have three and they're still very young, so 1210 and six but eventually they will go into the workplace with these skills embedded. They will just know that the, how you get one done is you have your robot do a whole load of task for you here and your, your job is to build and to be creative and to harvest data and to manipulate data and serve customers and focus on the customer experience. That's really what it's all about. The real brain. >>Absolutely. Absolutely. Kevin, a pleasure having you on the show. Great luck at UI path. Thank you so much. I appreciate it. I'm Rebecca Knight for J for Dave Alante. Please stay tuned for more from the cubes live coverage of UI path coming up in just a little bit.

you live from Las Vegas it's the cube covering you I pat forward America's 2019 brought to you by uipath welcome back everyone to the cubes live coverage of UI path forward here at the Bellagio in Las Vegas Nevada I'm your host Rebecca night co-hosting alongside Dave Volante we are joined by Gavin Jackson he is the senior vice president and managing director amia at uipath thanks so much for coming you are brand spanking new to brands thanking you AWS for four years yeah joined UI paths in September yeah I want to start this conversation by having you talk a little bit about what what appealed to you about UI path and what more do you want to make the leap after four years at AWS yeah so I had the privilege to be west of really having a really close proximity to enterprise customers and getting the opportunity to listen to what they really wanted when they were talking about their digital transformation journeys and as it turns out the sort of cloud first in the automation first eras if you will are operating models at to two sides of the same coin if you think about what the that the cloud proposition has been over the last number of years it's really been about sort of reducing or eliminating the undifferentiated heavy lifting so that builders can build and then that turned into an operating model principle and it became sort of cloud first it's the same thing for the automation world you know we are reducing and eliminating the undifferentiated heavy lifting of Tata a product of business processes and tasks and everything else whether they're complex tasks or simple tasks removing that so that builders can build and business people can innovate and given them the freedom to do what they need to do as business owners think about AWS we obviously follow them very closely yeah anybody but it strikes you didn't thank you such are filters yeah what's the analog so what I think we again I would say that we are we are providing tools so the builders could build but at the same time our our products that works across the entire business stack whether that is sort of automation first as an operating principle across all businesses or whether it's across a business persona whether it's a CFO or somebody in accounts or a salesperson or whatever might be we're building tools that take the mundane tasks away from those users so that they have the freedom to go and serve their customers or or innovate within finance or do the do the job that they really love doing and that's really important for the business it turns out there's not a lot of value and a lot of the work that people do every day so if we can remove some of that then innovation will have an exponential curve of progress and that's what we're focused on today yes yeah again there are similarities there so if I understand the you're shifting one date asked allowing people freeing them up to do so that they can have a strategic impact in their business yes yeah yeah I think it is so if you look at even the technology paradigms and how cloud and AWS evolved and then also the layer on how uipath is evolving in the same way so you have computing and compute power started really with the mainframe and went to distributed servers and then to virtual machines and then from virtual machines it went to hosted virtual machines in the cloud and then from then it went to containers and now we're in this world of server lists we're in the cloud right so effectively the logic lives in server lists and the infrastructure sort of disappears and that provides massive scale in the automation world you started off with big monolithic processes you then had sort of network processes with software and data in the middle of all of that networked RPA really came in as an early sort of tool to help automate a lot of that a lot of processes and now in the realms of sort of automation as a function where in the end like the end game really is where automation is the application and the the applications themselves the data sources the processes really disappear so that the best done analogy I can come up with a metaphor acting um up with is I'm a Marvel fan I'm a geeky kind of Marvel fan of my favorite character is his Iron Man or Tony Stark and more specifically the Jarvis AI so what's happening all the time with with Tony Stark in the Jarvis a is he's interacting with his AI user interface all the time and what's happening in the background is that Java she's working with probably you know a hundred different applications and a hundred different data sources and everything else and rather than having you know a human go and do what the integration work that robots are doing that for him and it's just coming back as a as an outcome yeah I'm gonna keep pushing on this yeah similarities and differences because where it seems to break down is where our PA is focusing on the citizen developer the the end-user I'm afraid of AWS I won't go near it I see that console I call it my techies hey you know AWS is you know you got to be you know pretty technical to actually leverage it at the same time I'm thinking well maybe not maybe my builders are building things that I can touch but help us square that circle yeah so I think you the world is trending towards as much automation as possible so if it can be automated or if you can reduce the the burden to get to innovation I think you know technology is moving that way even in coding I think the transit we're seeing whether it's AWS or anyone else is low to no code and so we we occupy a world within the RPA space or the intelligent automation space where we're providing tools for people that don't need a requirement or or a skill set to code and they can still manufacture a few world their own automations and particularly with a release that we're just announcing today which is Studio X it really kind of reduces the friction from a business user where's zero understanding of how to code to build their own automations whether it's kind of recording a process or just dragging and dropping different components into a process even like even I could do that and that's saying something I can tell you yes exactly yeah this idea of democratizing the the automation the building that you said yeah very much so what will this mean I mean what what does what does that bode for the future of how work gets done because that is at the core of what you're doing is typically understanding how and where work gets done or the bottlenecks where the challenges and how can our PA fix this so I think ultimately like a lot of technologies it's really about the the exponential curve of productivity and whether you're looking at a national level a global level a company level a human level every level productivity has declined really over the last number of years and technology hasn't done a great job to improve that and you can say that some technologies have done a good job again I'd use a TBS is a good job in terms of the proliferation or the how prolific you can get more code out and more more progress there but overall productivity has declined so our sort of view of the world is if you can democratize automation if you can use or add a digital workforce to your to your to your teams then you'll have an exponential curve of productivity which a human level is important company level is important a national level is important and probably at global level is important you know you guys might be right place right time as well yeah because I remember you know all the spending in the 80s said receive growth everywhere except the Nobel prize-winning economist Robert Solow yeah [Laughter] [Music] you guys are hitting it right at the right time yeah you be able to take credit for a lot of it but yeah your thoughts on that in terms of productivity depending yeah I think it is pent up I think that is where where we're at right now and it's ready to be unleashed and I think that these technologies are are the technologies that will unleash it I think really what's happened over the last number of decades probably is that the six trillion dollar IT industry they exist today has largely kind of increased productivity or performance of other technologies it hasn't really increased output so whether it's sort of you know the core networking when Cisco started core networking there was a big increase I would imagine in connectivity and outputs then the technologies that were laid on top of that maybe less so and it was just really kind of putting bad band-aids on problems so it was really technology solving technology problems rather than technology solving human output problems and so I think that this is now the most tangible technology category that really is turning technology into value and productivity for technology really unlocking a lot of value one of the things that your former boss Jeff Bezos said was bet on dreamy businesses that have unlimited upside these these dreamy businesses customers love them they grow to very large sizes they have strong returns on capital and they can endure for decades I wonder if you could put you iPad in that context of a dreamy business what does he know right I mean nobody right I mean so and this is one of the reasons I was attracted by the way to DUI path because I think I think that the robots themselves if you can just kind of look at the subcategory of the robot I think it's on a similar curve to how Gordon Moore was talking about the Intel microprocessor in 1965 and the exponential curve of progress I think we were on that similar curve so when I sort of project five years from now I just think that the amount the robots will be able to do the cognitive kind of capabilities it will be able to do are just phenomenal so and customers customers give us feedback all the time about to two things they love and they value what we do the value is important because it's very empirical for the first time they can actually deploy a technology and see almost an immediate return on their technology whether it's a point technology solving one process or a group of processes they can see an immediate empirical return the other thing that I like to measure I quite like is that they value it so they think they love it they love and value it so they love it meaning it actually induces an emotion so when you when you watch the robots in action and they watch something that has been holding your team back or there's been stifling productivity or whatever it is people get giddy about it it's quite fascinating to see comment about Gordon Moore and Ty that's a digital transformation when I think of digital transformation I think of data yeah what's the difference in a business in a digital business it's how they use data yeah they put data at the core and four years we march to the cadence of Moore's law and that's changed its that that's not what the innovation the engine is today it's it's machine intelligence it's data and it's cloud for scale where do you guys fit I mean obviously AI is a piece of that but but maybe you could add some color to where our PA fits in that equation so I think that's an important point because there's a lot of miscommunication I think about really what it means when you talk about digital transformation and what it means to be digitally transformed and really to see transformed you're really talking about a category of customers which are large more institutional enterprises and governments because they have something to transform what they're transforming into is more of a digital native sort of set of attributes more insurgent mindsets and these companies are to your point they're very data hungry they harvest as much data as they can from from value from data they're very customer centric they focus on the customer experience they use other people's resources oh the cloud being one great example of that and the missing point from what you said is they automate everything they've to meet it so part of the digital transformation journey is if it can be automated it will be automated and anything that's new will be born automated so let me ask a follow-up on that is there a cultural difference in amia versus what you're seeing in North America in terms of the receptivity to automation I mean there are certain parts of of Europe which are you know more protective of jobs do you see a cultural difference or are they kind of I mean we do see even some resistance here but when you talk to customers they're like no it's it's wonderful I love it what are you seeing in Europe so I don't I don't see much of a cultural difference there and I see don't I don't see yet I haven't seen any feedback yes Peres I'm very new still but I haven't seen anybody talk about really that this technology is a technology to take jobs out I think most people see this technology as a way of getting better performance out of humans you know pivoting them towards more so I would say like in some markets in my in my in my prior life in in many prior lives I would say that there's some countries like France for example that would have been a little bit more stayed within their approach to new technologies and adoption not so with regards to automation they see this as a real and game productivity increase thank you I think that's true for people who have tasted it yeah but I do think there's still some reticence in the ranks until they actually experience it that's why we'll talk to some customers about it they'll have bought a Thon's and just a yeah to educate people and what's possible to let them try to build their own robots and then people then the light bulbs go off that it's taking away the aggravations the frustrations the mundi the drudgery and then you said people get giddy about those things you don't have to do that yeah but then the question is also so so what creative things are you doing now so how are you spending your time what are you doing differently that makes your job more interesting more compelling yeah and and and I think that's the real question - so what is the okay yes receiving some money and people aren't having to do those mundane tasks but then what are what is the value add that the employees are now bringing to the table yeah so in actually sit and it takes made the right point as well in terms of the mechanism for doing that is the the part of the battle here is to spark the imagination just like anything really just let you like it back in the Amazon wild it's all of our spark in the imagination if you can if you can imagine it you can build it it's the same thing really with within our world now is figuring out with customers what think what tasks do they do that they hate doing either a user level or a downstream level what are the things that they really want to do that they need our help to harvest and so we do the same sort the same sort of things that we would have done with AWS where we did lots of hackathons and you bought lots of technology partners in with us and we would sort of building all of this we do exactly the same thing with the RP a space it's exactly the same this is really important because creativity is going to become an increasingly important because if productivity goes up it means you can do the same amount of work with less people so it is going to impact jobs and people are gonna have to be comfortable to get out of their comfort zone and become creative and find ways to apply these technologies to really advance but you know drive value to their organizations and actually I look at this as well as a long term technology whereas a long term technology is something that's important for my children I've three and they're still very young so twelve ten and six but eventually they will go into the workplace with these skills embedded they will just know the how you get work done is you have your robot do a whole load of tasks for you here and your your job is to build and to be creative and to harvest data and to manipulate data and and serve customers and focus on the customer experience that's really what it's all about the real brain works I've been a pleasure having you on the show at uipath thank you so much appreciate it i'm rebecca night for j4 day Volante please stay tuned for more from the cubes live coverage of uipath coming up in just a little bit

>> Narrator: Live from New Orleans, it's the CUBE. Covering VeeamON 2017. Brought to you by Veeam. >> Welcome back to the Big Easy everybody. This is the cube, the leader in live tech coverage. And name is Dave Vellante. I'm here with Stu Miniman, my co-host for two days of wall to wall coverage of VeeamON. Gavin Cohen is here. He's the Vice President of Product Marketing at Nimble, a Hewlett-Packard Enterprise company now. Gavin, good to see you. Congratulations on the exit. >> Thank you Dave. >> So, new times. New, whole new lot of going on. I mean, first of all, what's it like to be part of HPE? You know, it's early days, but how's that going? >> So we're a few weeks into it. It's extremely exciting so far. We're running a thousand miles an hour. And what's been absolutely terrific is the acquisition, it's an expansion acquisition. So, that means the entire Nimble Storage product line continues to exist and stays alive. But we get access to massive global sales force that we didn't have as an independent company. So, very exciting stuff for us. >> And a huge channel as well. I mean, I haven't talked to folks at Nimble, on The Cube anyways, since, thought it was back at one of the SNWs, Stu. So maybe you can give us the, sort of, Nimble 101, if you wouldn't mind, Gavin. >> Sure, sure. So if you look, I mean, really the things, there are several things that set Nimble apart. We all, with a bunch of other flash start-ups, had first prites to market around 2010. Nimble really accelerated that. To the point of the acquisition, we had over 10,000 customers worldwide. We really managed to, very much, change the game in storage. From starting as a company focused hybrid storage, we had a very successful launch last year. The VAR All Flash and managed a very large portion of our business into all Flash. But, overriding that and probably the thing that sets apart more than anything from not just the storage start-ups but from all the large storage vendors is our use of predictive analytics and what we've been able to do with it. [Dave]- So talk a little bit more about that >> Sure. So, I mean, our platform's called Infosight. And the idea is in the infrastructure that we exist in, so the storage array standing all the way through the networks that compute, all the way up to they hypervisor. Everyday we collect millions of sensor data points. Actually, as a collective base, we're processing, every second, millions of these status sensor data points. And what we're doing with it, is we're passing it through all these techniques of predictive analytics and machine learning. And we use it, really, to predict and prevent problems. So our goal is not just delivering fast Flash performance from the array but really this end-to-end delivery of data up to the application in a better way than it's otherwise possible. >> So you kind of had in the early days, it was the original EMC phone home. We all remember that. And then around, sort of the, virtualization guys, the three PARS, the compellents, they had what we used to call the hero reports. And it was good. >> Yeah. >> And it was kind of a phone home on steroids What you're talking about is a whole new advancement in analytics that drives anticipatory actions, potentially. Is that right? >> Very much. I mean, they're from maybe three numbers that speak to it. So, 86% of problems that would normally involve a call to vendor support, So, in this case, Nimble support, We completely, end-to-end, automate. All the way from recognizing the problem before the customer even sees the problem through to resolution. And it's pretty remarkable, 'cause it's just the stuff you'd expect from a phone home, where we recognize the power supply is going wrong, or a SSD is not working correctly. We can recognize misconfigurations on the host or a bad HBA, or a MultiPar setting that's not correct that's impacting performance and then proactively tell the customer about it. They might not be aware. And actually tell them how to resolve it. So, it's kind of a remarkable one. >> You know, Gavin, I heard you say, if this announced today, you'd probably say that you're an artificial intelligence company. >> That's right. >> If that's going to help. >> We just hadn't quite coined that word when we came up. You know, it really is, 'cause you look at, you know, I said there were a few interesting metrics The other one that's sort of been astounding particularly for new technology in a world where storage has been around for many many years. We've hit well over six nines of measured availability across our install base. But not just across one configuration, across every Nimble array out there running every version of OS in every kind of environment. We're well over the six nines of availability. And then, probably the most astounding of all, is 54% of the issues that InfoSight resolves are not actually tied to the storage. So they're all these problems that are outside of storage. And that's the stuff that customers just love. 'Cause these are these needle in a haystack problems with VMware settings or problems on the network that get blamed on the storage and end up having a root cause outside of. >> How do you get visibility beyond your own little world of storage? >> Yeah. So that's part of our secrets. So we have these collectors that all stems from the array but we also collect up through the stacks. We have our V center agent as an example. And they all feed in analytics. A lot of what was built into Nimble from day zero was just this infrastructure of sending out sensor data and then collecting it and processing it. And then, over the years, we've just expanded. So we started where we just collected from the array. Now we push out of the array and sort of cover most of the infrastructure. And that's really where the differentiation is because when you correlate all those different data points you get some really interesting insights. >> So you ingest that data essentially in real time. >> Yep. Yep. >> And then process it and spit it back out. >> Gavin: Process it and help the customers. >> I love this new metrics, you know, when I think it gives substance to disruption when you have new metrics that you created. Like in particular 86%, you know, of the failures are automated. >> Yes. >> Or the problems are automated, that no human. So that I guess that's the fourth metric which it's hard to get but how much time you save people. >> It is and it's almost impossible to measure because no one publishes their amount of time wasted on storage. But we know, just anecdotally, when you talk to any customer, any customer with any vendor's products, when they run well, they run well. When they don't, hunting down those problems and dealing with multiple vendors and everything. It's an absolute nightmare. I think that's what we've managed to, sort of, crack into and really deliver something better for our customers. And the other, while we're on numbers, Net Promoter Scores get thrown around a lot. But as an independent company, Nimble has the highest storage Net Promoter Score in the industry. So we crossed over 85... >> Wow. as our Net Promoter Score. And it's mostly when you talk to customers. It's just that support experience. They've never seen anything like it from a vendor. >> That's great. I couldn't help but notice when the keynote was going on they put up the key sponsors that had different levels. Both HPE was there and Nimble was there. >> Gavin: That's right. >> So your team was already planning to be here prior to the acquisition. >> Gavin: Yeah. >> Tell us a little bit about the partnership, you know, any specific products you have at Nimble that fit in this space. >> Yeah, so probably two pieces that are interesting. We have very deep integration with Veeam. And we're actually the first of the smaller storage vendors to be integrated with Veeam. If you look, initially, they integrated themselves with the big players that you'd expect. We were the first of the others. The integration lends itself to exactly what we do well. We do a really good job of snapshots and replications and supporting the number of snapshots and replication points. So it's just a really sleek integration where you can drive the entire backup process through Veeam but actually, behind the scenes, Nimble does all the data movement and the snapshot creation under Veeam's management. The second thing, and this is actually a product that we showcased for the first time at VeeamON, so at our stand, now the HPE stand, is what we call the Secondary Flash Array. And it's kind of a very unique device because when you think about backup, most backup repositories, they're a one way repository. You put stuff in, you access it when you need to, but when you access it needs to come back. You need to copy it back and it's slow. And what we have done is we have built a secondary storage device that's great at accepting Veeam backups. It's got inline, dedupe, and compression and everything. So it's very efficient but you can actually run real work loads on this device. So we've come up with this idea of put your backup data to work. Instead of having it sit there idle, you can spin up, dev/test, and QA, and do things with that data or verify your backups because now you have performance. >> Yeah, that's always been the problem with storage, right? If you make replicas or if you have backups you've got a certain amount of resources that aren't being used or that the other piece is so, you know, back up is great but recovery is everything. So, you need to be able to be fast. You need to be able to be nimble, I guess, would be the case, right? >> Gavin: That would be right. We love that. >> So it's really, I would infer that what that is is a productivity tool that you can also use for backups. Is that a fair way to think of it? >> Yeah, I think it's actually, I think, how it will end up getting used. I think the use case always starts a backup. You need to put your backup data somewhere. And most people will choose to put it somewhere that's highly cost optimized knowing full well the trade off is, when you need to restore it, it's not going to behave like your primary device. This is opening up a whole new, as you said, a new use case where, you get the data there but then really the interesting thing comes that you use that everyday. So you can run all these other secondary processes on it or you could fail over to it and actually run production on it if you needed to. >> And you can be cost competitive because of your data reduction techniques. Is that right? >> That's right. Exactly. >> Okay, so, for those of you out there that don't believe that, let's push on that a little bit. The spinning disc guys will tell us, you know it's true for so-called high spin speed devices but when you get to the cheap and deep stuff, we're still much, much cheaper. Your counter would be that you can't reduce, data reduce, that stuff effectively? Is that right? >> Yeah, you know, I think really you got to look at the usual, the cost trade offs, right? If you want then, now the portfolio that we're a part of is a perfect example. If you want the most cost effective place to put your back up data, It's the HP StoreOnce product. It's totally designed around being an efficient destination for backups. It's got, you know, dedupe like nothing else, that'll crunch that data down. And you can store it for, you know, months or years very cost effectively. >> Dave: And then you're done. >> Then you're done, right. Now, you can get the data back and it's absolutely rock-solid but it doesn't behave like a primary storage device. Our Secondary Flash Array is somewhere in between the cost of primary disc, or primary Flash, and hybrid disc and that, sort of, cheap and deep. In that it's got a lot of the low cost attributes because of compression and dedupe but it's not got IOPS, so you can do things with it. And that's really where no secondary device has gone before. >> Data sharing, it's got a cherry on top and some sprinkles. >> Gavin: That's it. >> Gavin, last question I have for you is the acquisition's done. You've talked a little bit about the channel. Many people look at Infosight as the, kind of the gem of your portfolio. Can you give us any guidance as to where we can expect to see that driven throughout the HP portfolio? >> Yeah, sure. So the best thing is I'm not yet, I think, subject to knowing about all the rules of what I can and can't talk about. >> Great. Give us all the info. (laughing) >> No, I mean, as a very clear state of direction, HP acquired Nimble, you know, a large reason was InfoSight and just looking at what we've done as an independent company, I mean, Imagine if you could start to transform the support processes that HP could offer and bring some of these capabilities to their own product line. So we're already embarking on looking at doing that first with the 3PAR product line. And while I won't give you dates, I can say that there a lot of people aggressively working to get something out. And I think you'll see that spread pretty quickly 'cause the IP that we have and the data scientists and the sort of infrastructure that we've built to perform these analytics is extensible and we're pretty excited about that. >> Excellent! Gavin, thanks very much for coming on the CUBE with us. >> Gavin: Thank you very much. >> It was good to see you, appreciate you coming out. >> Gavin: Thank you. Alright, keep right there everyboday. We'll be back with our next guest shortly. (upbeat music)

>> From around the globe, it's theCUBE with coverage of KubeCon and CloudNativeCon Europe 2020 Virtual brought to you by Red Hat, the CloudNative Computing Foundation, and Ecosystem Partners. >> Hi and welcome back to theCUBE's coverage of KubeCon, CloudNativeCon 2020 in Europe, of course the virtual edition. I'm Stu Miniman and happy to welcome back to the program one of the keynote speakers, he's also a board member of the CNCF, Vijoy Pandey who is the vice president and chief technology officer for Cloud at Cisco. Vijoy, nice to see you and thanks so much for joining us. >> Thank you Stu, and nice to see you again. It's a strange setting to be in but as long as we are both health, everything is good. >> Yeah, it's still a, we still get to be together a little bit even though while we're apart, we love the engagement and interaction that we normally get through the community but we just have to do it a little bit differently this year. So we're going to get to your keynote. We've had you on the program to talk about "Network, Please Evolve", been watching that journey. But why don't we start it first, you know, you've had a little bit of change in roles and responsibility. I know there's been some restructuring at Cisco since the last time we got together. So give us the update on your role. >> Yeah, so that, yeah let's start there. So I've taken on a new responsibility. It's VP of Engineering and Research for a new group that's been formed at Cisco. It's called Emerging Tech and Incubation. Liz Centoni leads that and she reports into Chuck. The role, the charter for this team, this new team, is to incubate the next bets for Cisco. And, if you can imagine, it's natural for Cisco to start with bets which are closer to its core business, but the charter for this group is to mover further and further out from Cisco's core business and takes this core into newer markets, into newer products, and newer businesses. I am running the engineering and research for that group. And, again, the whole deal behind this is to be a little bit nimble, to be a little startupy in nature, where you bring ideas, you incubate them, you iterate pretty fast and you throw out 80% of those and concentrate on the 20% that make sense to take forward as a venture. >> Interesting. So it reminds me a little bit, but different, I remember John Chambers a number of years back talking about various adjacencies, trying to grow those next, you know, multi-billion dollar businesses inside Cisco. In some ways, Vijoy, it reminds me a little bit of your previous company, very well known for, you know, driving innovation, giving engineering 20% of their time to work on things. Give us a little bit of insight. What's kind of an example of a bet that you might be looking at in the space? Bring us inside a little bit. >> Well that's actually a good question and I think a little bit of that comparison is, are those conversations that taking place within Cisco as well as to how far out from Cisco's core business do we want to get when we're incubating these bets. And, yes, my previous employer, I mean Google X actually goes pretty far out when it comes to incubations. The core business being primarily around ads, now Google Cloud as well, but you have things like Verily and Calico and others which are pretty far out from where Google started. And the way we are looking at these things within Cisco is, it's a new muscle for Cisco so we want to prove ourselves first. So the first few bets that we are betting upon are pretty close to Cisco's core but still not fitting into Cisco's BU when it comes to go-to-market alignment or business alignment. So while the first bets that we are taking into account is around API being the queen when it comes to the future of infrastructure, so to speak. So it's not just making our infrastructure consumable as infrastructure's code, but also talking about developer relevance, talking about how developers are actually influencing infrastructure deployments. So if you think about the problem statement in that sense, then networking needs to evolve. And I talked a lot about this in the past couple of keynotes where Cisco's core business has been around connecting and securing physical endpoints, physical I/O endpoints, whatever they happen to be, of whatever type they happen to be. And one of the bets that we are, actually two of the bets that we are going after is around connecting and securing API endpoints wherever they happen to be of whatever type they happen to be. And so API networking, or app networking, is one big bet that we're going after. Our other big bet is around API security and that has a bunch of other connotations to it where we think about security moving from runtime security where traditionally Cisco has played in that space, especially on the infrastructure side, but moving into API security which is only under the developer pipeline and higher up in the stack. So those are two big bets that we're going after and as you can see, they're pretty close to Cisco's core business but also very differentiated from where Cisco is today. And once when you prove some of these bets out, you can walk further and further away or a few degrees away from Cisco's core as it exists today. >> All right, well Vijoy, I mentioned you're also on the board for the CNCF, maybe let's talk a little bit about open source. How does that play into what you're looking at for emerging technologies and these bets, you know, so many companies, that's an integral piece, and we've watched, you know really, the maturation of Cisco's journey, participating in these open source environments. So help us tie in where Cisco is when it comes to open source. >> So, yeah, so I think we've been pretty deeply involved in open source in our past. We've been deeply involved in Linux foundational networking. We've actually chartered FD.io as a project there and we still are. We've been involved in OpenStack. We are big supporters of OpenStack. We have a couple of products that are on the OpenStack offering. And as you all know, we've been involved in CNCF right from the get go as a foundational member. We brought NSM as a project. It's sandbox currently. We're hoping to move it forward. But even beyond that, I mean we are big users of open source. You know a lot of us has offerings that we have from Cisco and you would not know this if you're not inside of Cisco, but Webex, for example, is a big, big user of linger D right from the get go from version 1.0. But we don't talk about it, which is sad. I think for example, we use Kubernetes pretty deeply in our DNAC platform on the enterprise site. We use Kubernetes very deeply in our security platforms. So we are pretty deep users internally in all our SAS products. But we want to press the accelerator and accelerate this whole journey towards open source quite a bit moving forward as part of ET&I, Emerging Tech and Incubation as well. So you will see more of us in open source forums, not just the NCF but very recently we joined the Linux Foundation for Public Health as a premier foundational member. Dan Kohn, our old friend, is actually chartering that initiative and we actually are big believers in handling data in ethical and privacy preserving ways. So that's actually something that enticed us to join Linux Foundation for Public Health and we will be working very closely with Dan and the foundational companies there to, not just bring open source, but also evangelize and use what comes out of that forum. >> All right. Well, Vijoy, I think it's time for us to dig into your keynote. We've spoken with you in previous KubeCons about the "Network, Please Evolve" theme that you've been driving on, and big focus you talked about was SD-WAN. Of course anybody that been watching the industry has watched the real ascension of SD-WAN. We've called it one of those just critical foundational pieces of companies enabling Multicloud, so help us, you know, help explain to our audience a little bit, you know, what do you mean when you talk about things like CloudNative, SD-WAN, and how that helps people really enable their applications in the modern environment? >> Yeah, so, well we we've been talking about SD-WAN for a while. I mean, it's one of the transformational technologies of our time where prior to SD-WAN existing, you had to stitch all of these MPLS labels and actual data connectivity across to your enterprise or branch and SD-WAN came in and changed the game there. But I think SD-WAN as it exists today is application-alaware. And that's one of the big things that I talk about in my keynote. Also, we've talked about how NSM, the other side of the spectrum, is how NSM, or network service mesh, has actually helped us simplify operational complexities, simplify the ticketing and process hell that any developer needs to go through just to get a multicloud, multicluster app up and running. So the keynote actually talked about bringing those two things together where we've talked about using NSM in the past, in chapter one and chapter two, ah chapter two, no this is chapter three and at some point I would like to stop the chapters. I don't want this to be like, like an encyclopedia of networking (mumbling) But we are at chapter three and we are talking about how you can take the same consumption models that I talked about in chapter two which is just adding a simple annotation in your CRD and extending that notion of multicloud, multicluster wires within the components of our application but extending it all the way down to the user in an enterprise. And as you saw an example, Gavin Russom is trying to give a keynote holographically and he's suffering from SD-WAN being application alaware. And using this construct of a simple annotation, we can actually make SD-WAN CloudNative. We can make it application-aware, and we can guarantee the SLOs that Gavin is looking for in terms of 3D video, in terms of file access or audio just to make sure that he's successful and Ross doesn't come in and take his place. >> Well I expect Gavin will do something to mess things up on his own even if the technology works flawly. You know, Vijoy the modernization journey that customers are on is a neverending story. I understand the chapters need to end on the current volume that you're working on. But, you know, we'd love to get your view point. You talk about things like service mesh. It's definitely been a hot topic of conversation for the last couple of years. What are you hearing from your customers? What are some of the the kind of real challenges but opportunities that they see in today's CloudNative space? >> In general, service meshes are here to stay. In fact, they're here to proliferate to some degree and we are seeing a lot of that happening where not only are we seeing different service meshes coming into the picture through various open source mechanisms. You've got Istio there, you've got linger D, you've got various proprietary notions around control planes like App Mesh from Amazon. There's Console which is an open source project But not part of (mumbles) today. So there's a whole bunch of service meshes in terms of control planes coming in on volumes becoming a de facto side car data plane, whatever you would like to call it, de facto standard there which is good for the community I would say. But this proliferation of control planes is actually a problem. And I see customers actually deploying a multitude of service meshes in their environment. And that's here to stay. In fact, we are seeing a whole bunch of things that we would use different tools for. Like API Gate was in the past. And those functions are actually rolling into service meshes. And so I think service meshes are here to stay. I think the diversity of some service meshes is here to stay. And so some work has to be done in bringing these things together and that's something that we are trying to focus in on all as well because that's something that our customers are asking for. >> Yeah, actually you connected for me something I wanted to get your viewpoint on. Dial back you know 10, 15 years ago and everybody would say, "Ah, you know, I really want to have single pane of glass "to be able to manage everything." Cisco's partnering with all of the major cloud providers. I saw, you know, not that long before this event, Google had their Google Cloud show talking about the partnership that you have with Cisco with Google. They have Anthos. You look at Azure has Arc. You know, VMware has Tanzu. Everybody's talking about, really, kind of this multicluster management type of solution out there. And just want to get your viewpoint on this Vijoy is to, you know, how are we doing on the management plane and what do you think we need to do as a industry as a whole to make things better for customers? >> Yeah, but I think this is where I think we need to be careful as an industry, as a community and make things simpler for our customers because, like I said, the proliferation of all of these control planes begs the question, do we need to build something else to bring all of these things together. And I think the SMI apropos from Microsoft is bang on on that front where you're trying to unify at least the consumption model around how you consume these service meshes. But it's not just a question of service meshes. As you saw in the SD-WAN and also going back in the Google discussion that you just, or Google conference that we just offered It's also how SD-WANs are going to interoperate with the services that exist within these cloud silos to some degree. And how does that happen? And there was a teaser there that you saw earlier in the keynote where we are taking those constructs that we talked about in the Google conference and bringing it all the way to a CloudNative environment in the keynote. But I think the bigger problem here is how do we manage this complexity of disparate stacks, whether it's service meshes, whether it's development stacks, or whether it's SD-WAN deployments, how do we manage that complexity? And, single pane of glass is over loaded as a term because it brings in these notions of big, monolithic panes of glass. And I think that's not the way we should be solving it. We should be solving it towards using API simplicity and API interoperability. I think that's where we as a community need to go. >> Absolutely. Well, Vijoy, as you said, you know, the API economy should be able to help on these, you know, multi, the service architecture should allow things to be more flexible and give me the visibility I need without trying to have to build something that's completely monolithic. Vijoy, thanks so much for joining. Looking forward to hearing more about the big bets coming out of Cisco and congratulations on the new role. >> Thank you Stu. It was a pleasure to be here. >> All right, and stay tuned for much more coverage of theCUBE at KubeCon, CloudNativeCon. I'm Stu Miniman and thanks for watching. (light digital music)

(upbeat music) >> From around the globe, it's theCUBE with coverage of KubeCon and CloudNativeCon Europe 2020 Virtual brought to you by Red Hat, the Cloud Native Computing Foundation, and the ecosystem partners. >> Hi, and welcome back to theCUBE's coverage of KubeCon + CloudNativeCon 2020 in Europe, of course, the virtual edition. I'm Stu Miniman, and happy to welcome you back to the program. One of the keynote speakers is also a board member of the CNCF, Vijoy Pandey, who is the Vice President and Chief Technology Officer for Cloud at Cisco. Vijoy, nice to see you, thanks so much for joining us. >> Hi there, Stu, so nice to see you again. It's a strange setting to be in, but as long as we are both healthy, everything's good. >> Yeah, we still get to be together a little bit even though while we're apart. We love the the engagement and interaction that we normally get to the community, but we just have to do it a little bit differently this year. So we're going to get to your keynote. We've had you on the program to talk about "Networking, Please Evolve". I've been watching that journey. But why don't we start at first, you've had a little bit of change in roles and responsibility. I know there's been some restructuring at Cisco since the last time we got together. So give us the update on your role. >> Yeah, so let's start there. So I've taken on a new responsibility. It's VP of Engineering and Research for a new group that's been formed at Cisco. It's called Emerging Tech and Incubation. Liz Centoni leads that and she reports on to Chuck. The charter for the team, this new team, is to incubate the next bets for Cisco. And if you can imagine, it's natural for Cisco to start with bets which are closer to its core business. But the charter for this group is to move further and further out from Cisco's core business and take Cisco into newer markets, into newer products, and newer businesses. I'm running the engineering and resource for that group. And again, the whole deal behind this is to be a little bit nimble, to be a little bit, to startupy in nature, where you bring ideas, you incubate them, you iterate pretty fast, and you throw out 80% of those, and concentrate on the 20% that makes sense to take forward as a venture. >> Interesting. So it reminds me a little bit but different, I remember John Chambers, a number of years back, talking about various adjacencies trying to grow those next multi-billion dollar businesses inside Cisco. In some ways, Vijoy, it reminds me a little bit of your previous company, very well known for driving innovation, giving engineers 20% of their time to work on things, maybe give us a little bit insight, what's kind of an example of a bet that you might be looking at in this space, bring us in tight a little bit. >> Well, that's actually a good question. And I think a little bit of that comparison is all those conversations are taking place within Cisco as well as to how far out from Cisco's core business do we want to get when we're incubating these bets? And yes, my previous employer, I mean, Google X actually goes pretty far out when it comes to incubations, the core business being primarily around ads, now Google Cloud as well. But you have things like Verily and Calico, and others, which are pretty far out from where Google started. And the way we're looking at the these things within Cisco is, it's a new muscle for Cisco, so we want to prove ourselves first. So the first few bets that we are betting upon are pretty close to Cisco's core but still not fitting into Cisco's BU when it comes to, go to market alignment or business alignment. So one of the first bets that we're taking into account is around API being the queen when it comes to the future of infrastructure, so to speak. So it's not just making our infrastructure consumable as infrastructure as code but also talking about developer relevance, talking about how developers are actually influencing infrastructure deployments. So if you think about the problem statement in that sense, then networking needs to evolve. And I've talked a lot about this in the past couple of keynotes, where Cisco's core business has been around connecting and securing physical endpoints, physical I/O endpoints, wherever they happen to be, of whatever type they happen to be. And one of the bets that we are, actually two of the bets, that we're going after is around connecting and securing API endpoints, wherever they happen to be, of whatever type they happen to be. And so API networking or app networking is one big bet that we're going after. Another big bet is around API security. And that has a bunch of other connotations to it, where we think about security moving from runtime security, where traditionally Cisco has played in that space, especially on the infrastructure side, but moving into API security, which is earlier in the development pipeline, and higher up in the stack. So those are two big bets that we're going after. And as you can see, they're pretty close to Cisco's core business, but also are very differentiated from where Cisco is today. And once you prove some of these bets out, you can walk further and further away, or a few degrees away from Cisco's core. >> All right, Vijoy, why don't you give us the update about how Cisco is leveraging and participating in open source? >> So I think we've been pretty, deeply involved in open source in our past. We've been deeply involved in Linux Foundation Networking. We've actually chartered FD.io as a project there and we still are. We've been involved in OpenStack, we have been supporters of OpenStack. We have a couple of products that are around the OpenStack offering. And as you all know, we've been involved in CNCF, right from the get-go, as a foundation member. We brought NSM as a project. I had Sandbox currently, but we're hoping to move it forward. But even beyond that, I mean, we are big users of open source, a lot of those has offerings that we have from Cisco, and you will not know this if you're not inside of Cisco. But Webex, for example, is a big, big user of Linkerd, right from the get-go, from version 1.0, but we don't talk about it, which is sad. I think, for example, we use Kubernetes pretty deeply in our DNAC platform on the enterprise side. We use Kubernetes very deeply in our security platforms. So we're pretty good, pretty deep users internally in our SaaS products. But we want to press the accelerator and accelerate this whole journey towards open source, quite a bit moving forward as part of ET&I, Emerging Tech and Incubation, as well. So you will see more of us in open source forums, not just CNCF, but very recently, we joined the Linux Foundation for Public Health as a premier foundational member. Dan Kohn, our old friend, is actually chartering that initiative, and we actually are big believers in handling data in ethical and privacy-preserving ways. So that's actually something that enticed us to join Linux Foundation for Public Health, and we will be working very closely with Dan and foundational companies that do not just bring open source but also evangelize and use what comes out of that forum. >> All right, well, Vijoy, I think it's time for us to dig into your keynote. We've we've spoken with you in previous KubeCons about the "Network, Please Evolve" theme that you've been driving on. And big focus you talked about was SD-WAN. Of course, anybody that's been watching the industry has watched the real ascension of SD-WAN. We've called it one of those just critical foundational pieces of companies enabling multi-cloud. So help explain to our audience a little bit, what do you mean when you talk about things like Cloud Native SD-WAN and how that helps people really enable their applications in the modern environment? >> Yes, well, I mean, we've been talking about SD-WAN for a while. I mean, it's one of the transformational technologies of our time where prior to SD-WAN existing, you had to stitch all of these MPLS labels and actually get your connectivity across to your enterprise or branch. And SD-WAN came in and changed the game there, but I think SD-WAN, as it exists today, is application-unaware. And that's one of the big things that I talk about in my keynote. Also, we've talked about how NSM, the other side of the spectrum, is how NSM or Network Service Mesh has actually helped us simplify operational complexities, simplify the ticketing and process health that any developer needs to go through just to get a multi-cloud, multi-cluster app up and running. So the keynote actually talked about bringing those two things together, where we've talked about using NSM in the past in chapter one and chapter two. And I know this is chapter three, and at some point, I would like to stop the chapters. I don't want this like an encyclopedia of "Networking, Please Evolve". But we are at chapter three, and we are talking about how you can take the same consumption models that I talked about in chapter two, which is just adding a simple annotation in your CRD, and extending that notion of multi-cloud, multi-cluster wires within the components of our application, but extending it all the way down to the user in an enterprise. And as we saw an example, Gavin Belson is trying to give a keynote holographically and he's suffering from SD-WAN being application-unaware. And using this construct of a simple annotation, we can actually make SD-WAN cloud native, we can make it application-aware, and we can guarantee the SLOs, that Gavin is looking for, in terms of 3D video, in terms of file access for audio, just to make sure that he's successful and Ross doesn't come in and take his place. >> Well, I expect Gavin will do something to mess things up on his own even if the technology works flawlessly. Vijoy, the modernization journey that customers are on is a never-ending story. I understand the chapters need to end on the current volume that you're working on, but we'd love to get your viewpoint. You talk about things like service mesh, it's definitely been a hot topic of conversation for the last couple of years. What are you hearing from your customers? What are some of the kind of real challenges but opportunities that they see in today's cloud native space? >> In general, service meshes are here to stay. In fact, they're here to proliferate to some degree, and we are seeing a lot of that happening, where not only are we seeing different service meshes coming into the picture through various open source mechanisms. You've got Istio there, you've Linkerd, you've got various proprietary notions around control planes like App Mesh, from Amazon, there's Consul, which is an open source project, but not part of CNCF today. So there's a whole bunch of service meshes in terms of control planes coming in. Envoy is becoming a de facto sidecar data plane, whatever you would like to call it, de facto standard there, which is good for the community, I would say. But this proliferation of control planes is actually a problem. And I see customers actually deploying a multitude of service meshes in their environment, and that's here to stay. In fact, we are seeing a whole bunch of things that we would use different tools for, like API gateways in the past, and those functions actually rolling into service meshes. And so I think service meshes are here to stay. I think the diversity of service meshes is here to stay. And so some work has to be done in bringing these things together. And that's something that we are trying to focus in on as well. Because that's something that our customers are asking for. >> Yeah, actually, you connected for me something I wanted to get your viewpoint on, go dial back, 10, 15 years ago, and everybody would say, "Oh, I really want to have a single pane of glass "to be able to manage everything." Cisco's partnering with all of the major cloud providers. I saw, not that long before this event, Google had their Google Cloud Show, talking about the partnership that you have with, Cisco with Google. They have Anthos, you look at Azure has Arc, VMware has Tanzu. Everybody's talking about really the kind of this multi-cluster management type of solution out there, and just want to get your viewpoint on this Vijoy as to how are we doing on the management plane, and what do you think we need to do as an industry as a whole to make things better for customers? >> Yeah, I think this is where I think we need to be careful as an industry, as a community and make things simpler for our customers. Because, like I said, the proliferation of all of these control planes begs the question, do we need to build something else to bring all these things together? I think the SMI proposal from Microsoft is bang on on that front, where you're trying to unify at least the consumption model around how you consume these service meshes. But it's not just a question of service meshes as you saw in the SD-WAN announcement back in the Google discussion that we just, Google conference that you just referred. It's also how SD-WANs are going to interoperate with the services that exist within these cloud silos to some degree. And how does that happen? And there was a teaser there that you saw earlier in the keynote where we are taking those constructs that we talked about in the Google conference and bringing it all the way to a cloud native environment in the keynote. But I think the bigger problem here is how do we manage this complexity of this pallet stacks? Whether it's service meshes, whether it's development stacks, or whether it's SD-WAN deployments, how do we manage that complexity? And single pane of glass is overloaded as a term, because it brings in these notions of big monolithic panes of glass. And I think that's not the way we should be solving it. We should be solving it towards using API simplicity and API interoperability. And I think that's where we as a community need to go. >> Absolutely. Well, Vijoy, as you said, the API economy should be able to help on these, the service architecture should allow things to be more flexible and give me the visibility I need without trying to have to build something that's completely monolithic. Vijoy, thanks so much for joining. Looking forward to hearing more about the big bets coming out of Cisco, and congratulations on the new role. >> Thank you, Stu. It was a pleasure to be here. >> All right, and stay tuned for lots more coverage of theCUBE at KubeCon + CloudNativeCon. I'm Stu Miniman. Thanks for watching. (upbeat music)

>> Narrator: From around the globe, it's theCUBE, with digital coverage of Women Transforming Technology, (bright upbeat music) brought to you by VMware. >> Hi, this is Lisa Martin, covering the Fifth Annual, Women Transforming Technology, VMware's wonderful event. First year though, that WT2 is digital. So I'm coming to you remotely. Not from Palo Alto, but from my home in San Jose. I'm very please to welcome the VP of Diversity and Inclusion from VMware, Shanis Windland. Shanis, welcome to theCUBE. >> Thank you, it's great to be here. >> WT2 is one of my favorite events. I have had the opportunity to go live and cover it for theCUBE the last couple of years, and it is truly one of those events where you walk in and it's sort of that beautiful quiet outdoors in the Palo Alto campus. >> Mm-hmm. >> But you feel this very large sense of community and it's so positive, but it's overwhelming in how genuine it is. >> Mm-hmm. >> I can't imagine how challenging it was to have to make the decision, not too long ago to have to convert that to digital. But I can also imagine that that community that VMware has built with WT2 was a big facilitator of getting women everywhere to go, "Absolutely. "No matter where I am, I want to be here." Tell me a little bit about that quick pivot and what some of the things were that pleasantly surprised you about the event the other day. >> Yeah, so I think we were watching obviously the news and we decided probably a little bit earlier than other conferences did make the move to virtual so that we could really spend the time to really plan it and make it special. So I'm so pleased with how the event turned out. As you know, it's usually a smaller event of 500, 550 women in-person. And this year, we were able to have over 5,000 attendees, which is fantastic. And I still felt this amazing energy from the conference. You know, the chat was going and people were super positive and cheering each other on, and giving each other advice, and talking about what the speakers were talking about and it was an incredible experience. I was so surprised and energized by my experience at the conference. So happy I was able to attend. >> 5,000 is remarkable. I'm sure that blew your expectations. >> Yeah. >> Totally. >> But it's also, you know, we're living in this very different time where everything is disrupted, and it's hard to engage. The number of your speakers that I have spoken to about this event have all talked about how interactive every session was with hundreds of women >> Mm-hmm. >> who logged in to each session. And that is... I think that speaks to the community and the reputation that WT2 has built over the last five years. But tell me a little bit about how this pivot happened. So the theme, We Rise, very poignant and so important in this very uncertain climate that we're in. Talk to me about the importance and the development of that theme which really helped create some energy from everybody being all over the world. >> Yeah, I mean, we talked about the theme a long time ago and developed it, you know, with a collection of companies, the consortium that we worked on in planning the conference. And it is so relevant to what's happening right now, the experience of, not only women, but people everywhere feeling isolated and the need for connection and the need to feel like you can still succeed and win at work. And it was just so amazing. And one of my favorite pieces was when Laura Dern was actually quoting the Maya Angelou poem about rising. It was so incredibly powerful and just really wrapped up the day in an amazing way with that theme. And I know, I personally walked away feeling energized and feeling like, "Yes, we can do this, "we can continue to rise regardless of the situation." >> So tell me, you are the VP of Diversity and Inclusion. What are some of the changes that you're... Or the evolution of that role, even in the last two months of this pandemic, knowing that every single person from Pat Gelsinger, all the way down, and everybody across the globe, is really emotionally challenged right now, as well as potentially, you know, impacted financially. >> Yeah, I think it's just been super important to talk about empathy and leadership and supporting our employees. And I think it's truly given leaders and managers and employees a totally different perspective on what that means right now, and at VMware where I've felt so much empathy from our leadership and so much empathy from our managers, and just in terms of understanding employee experience, this isn't normal working-with-from-home for anybody. This is working from home, not having help, dealing with homeschooling, still trying to succeed at work, and a variety of other things that people have. Sick family members, worried about the world and work. And I think it's just really, really important for leaders to continue to check in and connect with their employees. >> Empathy is so important, and I'm glad that you mentioned that, because when we talked to the C-suite or executives, I was talking to some of the other speakers earlier this morning who helped develop women to be in leadership positions. And instead of asking, you know, "What are some of the characteristics that you can identify "if this person is on the C-suite path?" I always want to understand what are the hard and soft skills. And I never liked the word, soft. I really should >> Mm-hmm. >> (mumbles) that up because empathy is one of those. But it's something now that I think is not only is important, it's also contagious. So if you see that from a leader, I think that the impact to productivity can be huge. >> Mm-hmm, no, that's so true. And I think that employees, regardless of their working environment still really want to succeed at work. They still want to feel like they can have a career and move forward, and they still want to support their companies in succeeding. And it's so important that they feel like regardless of their personal situation, they can do that and can contribute. >> So one of the things that I saw Laura Dern mention in her closing keynote was about, you know, you don't have to stay in your swim lane. And when I was looking at your background, I thought you're a CFO and a financial exec. Tell me about your pivot or evolution into diversity and inclusion. >> Yeah, it was a surprising turn for me as well. You know, I spent my entire career doing finance, but coming to VMware, it was really, for me, an opportunity to participate in building the company where I wanted to continue to work. And I really took my business background in building companies and building cultures and applying it to this role. I think diversity and inclusion succeeds when it's really felt by every single employee every single day. And in a global company like VMware, the only way that works is if each and every employee and manager embrace that. So they look around and they see people like them succeeding and they feel like they can have the best career possible at VMware. And when I approach this role, that's how I think about applying it to VMware. >> Tell me about the culture at VMware before this hit. And how has it evolved in just the last eight weeks, knowing, well, knowing there's a lot of uncertainty and probably assuming, "We're going to be working "from home for a while"? What is that overall spirit of the company? >> Yeah, so VMware was already having, you know, quite a number of distributed employees but still kind of an office-centric culture. And we were working on an initiative to move that faster, and our executives are calling it, Faster in to The Future, where we're really embracing this distributed working model moving forward. It's been this huge impetus to grab onto this as an opportunity to build the future of the company, to tap into new talent pools and to really embrace how and where our employees want to work and give them the choice on how and where they want to work. >> And one of the things too, I work from home a lot when I'm not traveling. So there's a balance. And I thought, "Well, I know how to work from home, "but this is a very different situation." A lot of folks I'm talking to are all acknowledging the same emotional concerns or waking up one day going, "I don't feel very motivated today." But also some of the things that I'm hearing resoundingly are everybody's in that same storm. And acknowledging that is really critical because that's also an authentic way of communicating. I'd like to know though, your thoughts about the fact that we're all, you know, using Zoom, and we have, thankfully the technologies. VMware has a lot of technology to enable remote workforce. The connection and thought, diversity of thought. What are some of your recommendations for maybe folks who aren't used to working from home? How can they express or feel the confidence to express their thoughts and their concerns or maybe ideas that they have that this pandemic is bringing up? >> Well, I'm thinking that, first of all, they have to feel like the company is actually supporting that. So you know, to your point about feeling burnt out or just not feeling like they're able to engage. VMware announced pandemic leaves for all of their employees to allow exactly that. If you need to take a break, take a break. No questions asked. And everyone's dealing with a lot of different things. So I think that's important. And then I think that managers and leaders and employees can just create the connection across the company. We've seen so many things at VMware, virtual coffees, parties. We did a sort of variety show as an all-hands and had 20,000 employees calling in to it. Just amazing ways for people to feel like they can still connect with the company and feel part of the community. But I think we also have to be empathetic to Zoom fatigue, which is great technology. But trying to be on video all the time and on can be difficult for people. And so really just staying in touch with people and being honest about where we are, I think is really important for everybody. >> So WT2 number five, first time virtual, but huge success, massive amounts of people, 5,000 or so. As you look forward, you know, we know VM world, huge event. theCUBE has been there for many years, is going to be digital this year. So we're also kind of anticipating, we're not going to have these in-person events for, who knows, maybe it's a year or more. Are you already looking out to WT2, the sixth annual knowing confidently, "We can do this virtually"? But what are your thoughts, kind of looking forward next year based on the community sense that you saw and felt the other day? >> Yeah, so I think there was so much special about the in-person event. You mentioned this at the beginning. This smaller group of women able to connect and really build that in-person community made the event so special, yet it was so incredibly successful, you know, as a virtual event. As an example, sitting and just watching Laura Dern and Kathryn Finney one-to-one essentially, was an amazing experience for me. It felt like I was there with them just having a conversation, which was so cool. And so I think we're really considering how we can continue to have that virtual community but offer that in-person experience. And you know, we haven't entirely figured that out, but it's definitely something top of mind for us. That participation, that broad community, continuing to build, that is going to be so important. >> The inclusion piece of, just struck me when you were talking about, you know, everybody. And I saw lots of comments on Twitter, everybody loved Kathryn Finney and Laura Dern. But one of the things that I find comforting in this time is doing this job from my home office in San Jose. But even watching the local newscasters or you know, the national newscasters at home, everyone is in the same storm. There is a sense of, I would say inclusion in that, that seeing, you know, a recent Oscar-winner, Laura Dern at her home just sort of, I don't want to say, levels the playing field, but it's a connection point that you probably wouldn't have had with her had things been like they were last year. >> Totally, you know? And just the opportunity to chat with her virtually and feel like, yeah, it's very, very connected because we're just right next to each other even though we really weren't. It is truly special and does make you feel and remember that everyone is in the same boat. >> So and one thing that I'm thinking about with your background being a finance expert, is that helpful to you in your role? Again, 'cause there's so much financial uncertainty right now, right? We hear all of that on the news, it's always so negative. Does that give you kind of a different basis by which to help evolve the Diversity and Inclusion program at VMware, understanding that employees have concerns about finances, they're in tough concerns about finances? Tell me a little bit about that experience that you have in this new role and how maybe in this current situation they're dovetailing together. >> Yeah, I think it's really around being metrics-driven and ensuring that we're using data to inform decisions about programs we build and how we talk to leaders and teams. But my finance background and really understanding data and numbers has helped me in this role tremendously. And I think you're right. You know, people are struggling with finances. Maybe their spouses have lost their job or their parents have lost their job. And again, it really just comes back to empathy and understanding what people are experiencing and ensuring that we open the door for them to be able to talk about it and bring that to work and be okay with it. >> And even the governor of California, Gavin Newsom has been talking for weeks about making data-driven decisions. And the tech-nerd in me just lights up right away. I'm like, "I know what that is." but it's important. But a lot of... There are folks that, if you're not in tech, don't understand that, right, because of the economic impacts and some of the toll. But having that, I guess, pragmatic side that I would say, in conjunction with that empathy, that's a pretty good winning combination. >> Yes, exactly. I am very pragmatic (laughs). >> Well, Shanis, it's been a pleasure having you on the program. Thank you so much. I'm so pleased to hear how successful the event was. I'm not at all surprised. But it's great to hear that the sense of community and the energy was there in spades in a digital environment. >> Yes, I'm so glad you were able to be there with us. Thank you so much. >> My pleasure. For Shanis, I'm Lisa Martin. And you've been watching theCUBE's coverage of the digital Women Transforming Technology event. We thank you for your time, we'll see you soon. (uplifting music)

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. >>Welcome back everyone to the cube live coverage of UI path forward here in Las Vegas. I'm your host, Rebecca Knight, co-hosting alongside of it. Dave Volante, we're joined by Richard Fong. He is the it manager, finance delivery at Chevron. Thank you so much for coming on the show that you're having me. So Chevron of course is a household name, a big oil company, but tell us a little bit about what you do, what you do there. >>The it manager, and I'm responsible for software and application engineering. My team develops custom applications for Chevron and over the last couple of years we've actually started an RPA development practice. >>Okay. So what, what were the issues, the challenges that you were experiencing where you said, Hey, maybe maybe we could get a bot to help us do? >>Yeah, yeah. There are a plethora of opportunities in Chevron to automate many, many mundane tasks. What UI path and RPA brings to the table is a very easy way to automate tasks where these tasks, maybe building a traditional like.net application would be too expensive and take too long. Using the UI path platform, we're able to very quickly build solutions and deploy them much quicker than we would have done if we had to build a traditional, like a.net application. The bots aren't coding are they? Are the bots coding the you could. We found that you don't need to do a lot of coding for these, uh, for these solutions. So that was a big help in terms of being able to deploy and automate solutions very quickly. Like what's an example? What do you mean by a solution? So, believe it or not, we, we have many people who still go through and open up attack email attachments, their Excel files or PDF files or text files and that's their day job. That's what they do all day long, four weeks, usually maybe about two weeks of doing data processing. They spend the other two weeks doing error corrections. So we are able to use UI path to develop a solution. A bot that will call through your one's inbox, open up attachments, copy and paste that data automatically into like a flat file and then they would just upload that into the ERP system. So that was a big, big win for us. And that's just one example. So >>this is, was this an it limo is interested in how RPA gets into an organization? Was that it led, was it business led, is it, is it top down? It sounds like it was an it lead >>initiative in this example. It was an it. Interestingly, it came to Chevron. Chevron's a huge organization with many different it departments actually. And for Chevron it actually started with another it manager in our supply and trading department. I think that took a look at RPA and he just brought it out and socialized it with other it managers and the finance group said, Hey, this is, this has huge potential here. So then we took it and did some proof of concepts with it and just took off with it. >>So get it going back to those employees that you were describing, whose job it was to open up email attachments and then do that data looking for aberrations. What do they do now? I mean the, this has been built to us as we are freeing up your time. You can now focus on the more creative aspects of your job. How are they spending their time >>that, that actually that played out exactly like you mentioned, there was a little bit of nervousness what these employees like, Oh my God, what's going to happen to my job? I've been doing this for years. I am comfortable with it. I'm an expert at opening attachments. Yeah, exactly. Exactly. So there was definitely some nervousness, no doubt. Um, and but what eventually happened is that we were able to redeploy these folks onto other projects and have actually a cost avoidance situation because instead of hiring new folks having to hire new folks are high, bringing in contractors, we are able to redeploy them on to higher value projects. >>Yeah. I mean, I think we hear that a lot from customers, from the vendors you hear, Oh no, everybody loves it. Which is true. Once you experienced it, you love it, but you've got to be cognizant, I would think. And I wonder if you could sort of share your experiences as to how you dealt with that, that uncomfortableness. You got to be cognizant that it's going to affect people's jobs. So what did you guys do to get people more comfortable to educate them that you're not just trying to replace them with software robots. >>Yeah, yeah. No, that's, um, you do need to be sensitive to how people will react to, you know, potentially losing their job. And actually it's not, this story's not, you're losing your job. This is an opportunity to upskill and to, you know, to grow your career. Right. Not we, you know, just doing data entry is kind of like, yeah, it's a little bit career limiting. So, you know, you kind of approach it in that context. And the other thing is Chevron's a great company to work for. W we're not, we're not purposely trying to eliminate positions. We're still growing. You know, oil is still in big demand, so it's about upskilling and reallocating people to higher value work. >>I mean, everybody's hiring, I mean this is basically 0% unemployment. So absolutely. If you're like 98 90 97% of the people you'll, you'll have a job. So right now, be interesting to see if that changes, but even in bad times, you know 90% of the people are employed. So my question is how far do you see this going? Rebecca and I were talking at the top of the our segment. In many ways you're, you're basically, you're, you're automating mundane tasks that already exists. So they're known processes. Okay. It's important you're saving money, you're freeing up undifferentiated heavy lifting. You use Gavin's term, but how far do you see this going? Do you see an opportunity to really create an automation fabric across the company? Have you guys started to think about that? Absolutely. I think >>I see it going pretty far actually. We've kind of just scratched the surface. One of the reasons why I'm here at this conference is that look at what are the new products coming out, new products and features. We're at a juncture where we need to understand now how to scale all of these solutions across the enterprise and how do we ensure also not only that things are automated, but that we are following all our governance risk and compliance procedures so that, you know, when the comptroller, our internal controls group says, you know, you're doing these, automating these financial transactions, what are you doing to make sure you're protecting the integrity of the systems as well? So I'm excited to see that the UiPath has invested quite a bit in things like information protection, security, management of bots and things like that. So that's going to help us. Um, the other thing that we, the other area that we have not fully deployed is around artificial intelligence and machine learning. So those solutions will actually help us and will give us the capability to really further automate and leverage things and ease more easier than what we do today. Most of the solutions that we've deployed are more algorithmic based, rules-based. Um, whereas some of the things that we saw about extracting semi-structured data, tempted template lists, you know, data processing, that's gonna be the next big area that we need to look into. >>So scale makes sense. Cause if you can take something that one person is saving some money on and you can scale it across the organization, I don't know how many employees Chevron has. It's a lot. Absolutely. >>Oh yeah, yeah. Miss benefit to 160 countries. You know, there's folks still the, the automation that we ran for the finance department has been mostly for the central finance groups, corporate finance, but there's financial groups all over the world with Chevron that are looking that also doing similar data processing. We haven't even gone out there yet as much as we want to. Um, but I think what we want to do is go out there this time with artificial intelligence and machine learning features of the, of the platform. So I want to double click on this. So this insecurity piece makes sense. If you're gonna scale it across, you know, 160 countries, et cetera, you got to make sure it's secure and complies. The iPad talks about a path to AI. Why is RPA a path to AI? Can you help us understand that better? Well, I think it's my connection to that. >>I was, I actually was, I was hearing, I'm hearing this talk this morning about that it good marketing and it's, you know, catches your ear. But yeah, and so I had about 20 minutes to think about it since then. I think the easy connection is that it seems, while the way they've deployed AI and ML, it's using the current UI paths UI studio, and it's a drag and drop operation for what they've, the way they're deploying AI and ML. So if you're currently using UI path studio to develop your algorithmic based automations, it's not a great leap to just bring in the AI and ML modules of UI path. >>I want to ask about that. This, this two ideas of introducing AI and ML also declining deploying bots really across the enterprise. We're really talking about change management here. And we scratched the surface a little bit saying that some employees have been happier and saying, okay, I can move over here and I can focus on these higher value areas of my career, grow my career. But there's also a great skepticism within the public about bots. I mean, we've had, we've seen the malevolent bots that really had a real effect on our election and we're seeing that in other areas of technology. How do you bring people along and say that this is a force for good and they'll trust us? Link arms with us. Bots are the future. And there, I mean, do say it, >>it's a valid point that, um, you do need to address the things where, you know, bots could go wrong, things could go rogue. You know, how did we make sure we still have control that incorrect decisions are not being automatically made. So that is a valid, that is a very valid point. And I, so I kind of go back to the whole thing about we have to have good governance risk and compliance processes supported by, uh, the flatform UI path. Um, I'm glad to hear that they made it a priority to continue invest in the platform and include governance, risk and compliance into it. Um, the other aspect from a developer, individual developer perspective is that we need to encourage the developers to put in very good checks and balances in their code to the, to develop for, you know, worst case scenarios about something happens, something goes bump in the middle of the night that your bod is able to recover or alert, you know, and, um, so, and for everything to be very transparent and audible. >>So, um, those things, I think if you do a combination of those things, I think you'll put people at ease about these solutions. How important is the SAS announcement today? Uh, in terms of a deployment model? Is that something that you know, struck a chord with you, that resident? Yeah, so, um, actually before the conference I actually, uh, registered myself for the SAS. An instance of the SAS platform and just like what, uh, they said that it takes a minute. Actually took me a minute. I wanted to say, yeah. Hey, it was just a minute. And I had, I was, you know, it was very seamless to, to develop the RPA using their SAS solution. Great. New features. So I think that has also the potential for organizations like ours that have it on prem to maybe move to a hybrid solution to so we could leverage all the new features and in the 2019 version in hybrid, because you want to maintain some kind of level of GRC compliance, that's, yeah. >>Chevron and not just sort of cookie cutter cloud and, and you know, say, and also to just to, uh, uh, we've invested a lot in the on pram and we're gonna, you know, uh, look for the, you know, get our ROI out of everything that we've done on prem, but I think maybe eventually everything's moving to the cloud. Um, so we'll probably start a journey at some point to, to their cloud version. But I think there's also, um, some, some other companies that I talked about, they do need to know how secure is the cloud version of the, of the UI path. Did you evaluate other companies besides UI path before you took on? Ah, yeah. Why are you I-PASS? I'd love to hear home. So definitely we evaluated other vendors. Um, I think the, the advantage with UI path is it's easy to use. >>Um, you know, it was a fairly, it's a fairly robust tool. Um, the, the, uh, so the concept of the studio and the orchestrator to manage your portfolio of solutions, uh, we felt that it wasn't a, it, it was a stronger product overall. When you go, you know, we've heard a lot about citizen developers and low code or no code as RPA permeates through the organization. Do you see that continuing to be an it service led? I mean, kind of an interesting role for you guys? I mean, I was saying to Rebecca before, it kind of reminds me of service now. I don't know if your service now customers that we are started on it and then you know, I don't know if you have gone into the lines of business, but it was kind of it bringing it two lines of business. Is there a similarity there and do you see RPA as pretty much? >>Very much. And I'd been in it for a really long time. So I went through the days of citizen developers doing access databases or Excel macros and then they throw it over to the fence to it to support. And these things are like, they're not compliant, you know, they're there. So we've had, I was like, we were really worried about what are we going to do with all these RPAs that these folks are going to do, you know, develop on their own. Um, I think the reality is is that we need, we are trying to push innovation out to everyone. So the reality is, is that there will, there will be citizen developers and we actually just need to embrace that and let them develop. And, but the challenges as far as an ID it department is how can we set up the processes, the infrastructure, everything else to receive all these new solutions and manage it and be, be stewards of all these new solutions. >>So I think that's going to be the challenge for our it department. And I think that's going to be something that we need UI path to help us figure out is how do we scale to have thousands of these solutions without having to hire whole army of it, support folks to leverage the tools. Maybe we need RPA for it just as much as we're doing it, RPA for the business, getting the whole house in order. Absolutely. That's going to be, that's, I think that's the key to survival. Thank you so much for coming on the cures. Great. Thank you for having me. I'm Rebecca stay tuned for more into cubes live coverage and the U AIPAC.

>> Announcer: Live from Nassau in the Bahamas. It's the Cube, covering Polycon 18. Brought to you by Polymath. >> Hey, welcome back everyone. We're here, live in the Bahamas for Polycon 18. It's the Cube's exclusive coverage for day one, wrapping up the segment here. I'm John Furrier with my coach Dave Vellante, co-founder with me at SiliconANGLE media at the Cube. Our guest wrap-up, old co-host. Anthony Di Iorio, co-founder of Ethereum also CEO of Jaxx and Decentral. We had a great chat yesterday. Welcome to joining our wrap-up for day one. >> Thanks for having me on again. >> Yeah, we do live this time. >> Alright that's a lot better. >> Kay, got it, genies out of the bottle on everything so we had bloopers on the last segment, little water break but on serious note, Dave and I want to wrap up the show. We do this every time. Day one, a lot of excitement from the panels. People in the hallway were buzzing, people doing deals. A lot of intimate conversations, Dave we see this early on at these shows. Anthony you've been out hallways, in sessions, talking to people in meetings, getting things done. What's the day one wrap-up for you like? What's happened here? >> So I'm a little bit different at events, I don't attend many of the sessions, I never have. This is more of a way for me to connect with people that I haven't seen for a while. I try not to do too many conferences anymore. I've been doing this for six years now, in the Blockchain space and I realized a couple years ago, it's really about focusing on what I need to do. So this was a little bit different. I did the keynote here yesterday and I'd asked if I could send my hologram instead but they're like, no, you got to come. We can't do that. So generally at my conferences, I don't really do many of the sessions. I'm, you know, just chilling out and kind of use them as vacation times too but it has been pretty busy. It has been good, I've had a number of meetings and yeah it's quite a good buzz. >> What are some of the things you're talking with your friends and colleagues and partners in the business and the industry? Is it tech? You talking tech, you talking personal? What are some of the things going on here? Because these events have a mishmash of all that. >> Yeah, I try to keep them both ways. There's business and personal stuff. I think, business I'm just going to get drained too much and it's nice to make things a little bit lighter. A lot of my meetings have been with people that are, they're looking to know what's going on. People, you know think about security tokens now and it's a change from the traditional utility tokens and it's a lot of just trying to pick my brain about what's happening, what am I seeing, what am I investigating, what are the different things that I'm looking for. It's that. Meeting people that I haven't been able to connect with for a while which is always good. Aligning other events and things coming up and then also spending quite a bit of day by the pool and catching up on emails. You got to make sure you do that stuff. >> Good, I wish I could have been there. We're doing interviews all day but we're doing whatever it takes get the videos out there. We had some interesting guests on, We'll get your reaction to. We had Hartej Sawhney who's, Oshi.io, co-founder, they do audits on smart contracts. >> Yeah. >> And some other folks. But the general observation, I don't think he said this but he was kind of validating and other things that Ethereum is by far the most developer-oriented chain. It has a lot more traction and smart contracts are getting better and better. We've been trying to get, kind of an answer, just kind of order-of-magnitude relevant to developer communities, what is a ballpark order-of-magnitude percentage in your mind of developers on the platforms? Is it is the Ethereum the largest? >> Yeah I'd say so, it was really interesting. We were really good at setting up the communities and we really were focused on devs. There was a lot of setup in the initial structures that was more business oriented but after the crowd sale, everything was down to developers building up communities because that's what we needed. People to actually develop on the platform. >> John: Yeah, of course. >> And Ethereum just had a way, I think it's mostly because of Italic, because of Gavin. They just was a developer project and I think that's what attracted a lot of the people to start building smart contracts, building things on it. And yeah, it's tough to raise the community with developers and I think a Ethereum has done a super job of that and it really is is that developer focus. I mean their event is DevCon right? Or the event is for developers. That's what they're focused on, on their massive conferences that they do. It's all for the developers. So that's definitely been the focus for them. >> It's still tons of upside right? I mean, you said yesterday, that you really don't look for Blockchain developers, you look for good devs >> Mm-hmm and I said to you afterwards, it's probably 'cause there aren't enough of Blockchain devs. >> That's not it really, for us it's that, I didn't... We've already solved a lot of our problems. We've created a platform that goes across many platforms. It syncs very easily, it integrates many platforms in. We don't work on the protocol level of the platforms. Like we're not actually trying to solve problems and create those, creating a platform from scratch that maybe will be valuable a few years. We're letting all of our partners and platforms do that. We're an app that is a... It's something that's not necessarily requiring Blockchain devs to integrate. We do connect to Blockchains, that's fine but we're looking for more traditional stuff that we're doing that actually going to monetize right now and it's based on stuff and technology that doesn't have to be created yet. So we're not looking for those massive problem solvers to develop protocols that need to solve major problems. So we can have good JavaScript developers that's what we require and we need and we can teach them internally what the skills they need on Blockchain. So actually we don't necessarily need Blockchain or we'd be looking for Blockchain devs. We're looking for good JavaScript developers. >> So guys like in traditional enterprise is that right? >> Yeah that's right. That's why it's easy for us to get those in but if you're looking to solve a problem, you're looking to do this core stuff, working on protocol level stuff then you need someone who's been in the Blockchain space for a number of years that can actually help you with that stuff and they're very hard to find right now. >> Yeah and they're also full-stack developers. It's really a unique skill set. New language, full-stack, they've got jobs. >> Yeah they're working tons of projects. They're demanding tons of money. Guys that have been developing on protocol stuff for five years. There's very, very few. There's so much more and they're so high in demand and also they want a lot more, you know, a lot more freedom in the work they're doing because they're so high in demand and I have one guy that's that's it that's a rock star. He works just a few hours a week and when we do have critical issues or critical problems, he's our like consultant that can help us 'cause he's been in the space for a while. He teaches, he's got an Ethereum developer meetup that he runs in Toronto. So he's our go-to guy but we're also just not about Ethereum. We develop, we work with 75 different projects. It's a wide range of things and we can also tap their communities, when we have problems. We go directly to you know the Dash community, hey, there's something going on here. Can you make sure that we're in the loop with this and we'll go right with them and find the >> You should run your, Dave's got a, we always talked about digital transformation. Dave talks about a unique perspective. Share your digital transformation, the role of the developer because that in the impact and get his reaction because we think that the developer on the district line applications is probably the most important trend that I don't think mainstream is talking about. Because it also doesn't really conflict with any other developer movement. It just adds more headroom but we see it from a transformation standpoint. >> Our scenario is that you know, you talk with Cloud, SAS, big data, mobile, social, Web 2.0. That stuff's yesterday's news right and in Blockchain and the developments going on in conferences like these really underscore that momentum and we see that organizations that are succeeding today and taking advantage of that momentum, they have data as their foundational, it's at their core. And there's so many traditional companies where human expertise is the core and data sort of bolted on and that's a big gap so we see Blockchain and this digital transformation converging and developers building this, new web, whatever you want to call it but this matrix of digital services which they tap to build new companies and so the role of the developer is, it's always been critical but now it's >> They got to build it up. >> Their stakeholders and in ways that we've never seen before globally. >> Yeah and they're also, I look at it as these technologies are still very new. They're going to take a long time to displace and disrupt other sectors and I think some people are thinking that they're doing, you know we're going to go from A to Z right away. I've taken the approach that we're going to use a lot of traditional stuff right now and we're going to build and make sure that we can monetize and make sure it's growing. We're going to slowly be adding things in. Where I think if you take a too long approach, you're not be able to actually last. So a lot of stuff is doing what, you're actually building traditional stuff right now too. That's what we do, like we use AWS quite a bit in the stuff that we do. We're not going to centralized storage for how we're storing it's just not proven yet, it's not scalable yet. It's good take a long time to let stuff is and until then you have to make sure that you're actually staying in business, you make sure you doing well. So it's a using a mixture of both things and not going right to the end game. >> You have to de-risk that yeah and take advantage of cloud economics that are that are there today. >> Yeah I mean, if you think about in the space right now. What sector has been disrupted by Blockchain? What has been made faster, better, cheaper? Right now in Blockchain. I can't think of anything. >> Crypto kitties (laughs) >> Yes that's a really important point. >> There hasn't been much value. >> But that's why I bring it back to digital transformation because you think about what's been transformed by you know, digital. Obviously you know publishing, books, you know, ads and I thought well is it bits versus atoms? >> Well is it digital or is it information transfer? >> Well its information transfer that has disrupted that. Now it's value transfer, that's what is coming right? >> Yes and so, but then you'd assume that Blockchain, banking but banking hasn't been disrupted yet? >> Not yet, it's going to take a lot of time. >> And so insurance, healthcare and these industries. >> Well I would say VCs have been disrupted. >> But that's >> I get it. >> Here's my premise, is that risk is the factor that will determine disruption. Maybe it's a little bit of bits versus atoms but it's the risk factors associated with banking, healthcare, insurance, defense, government stuff. The high risk, highly entrenched businesses, organizations but eventually they will be disruptive. >> There'll be signals. >> Yeah but it' a lot of, when we first started Ethereum, there was, we had shirts, at the back would say, Dropbox in five lines and that's just not true. You know at the time this was the goal but when you realize when you try to do it, this isn't scalable this, isn't going to be a done-it, it's going to be too expensive to actually do it if you're actually paying for Ether' to do it. It doesn't make any sense, so that was actually, even I was thinking that's what we're going to be able to do. We're a ways off for that. A problem need to be solved, scalability, biggest problem. Interoperability between all the different chains and how they're all going to work together that needs to be solved. How you going to stop these forking operations that happen at split communities when it went actually a coin forked or something happens you get these battles. Those are problems need to be solved now. So we solved the problem with smart contracts. Now that's the second generation. Now we're looking for other things like Cardan says they're looking at the third generation stuff. It's solving those problems and we're a ways off. So that's why until then you got to still do things with tradition and don't be afraid to use things that are that are proven and work right now in order to get there, yeah. Aright Anthony, well great to have you on the wrap-up. That's day one,we're seeing a lot of great stuff. We had Halsey Minor on, another industry pro. You seeing pros come into this business, you see you know the old dogs, the new dogs, the young guns. I mean, it's a really an amazing community. I got to say reminds me of a lot of trends kind of coming together and that's awesome work that you guys have done. Thanks for coming on. >> Thank you of having me on again. >> We appreciate it. That's the wrap-up a day one, here at the Polycon 18. Token Economics, Cryptocurrency, Blockchain. All the players are here, doing deals, making making it all happen. It's the Cube, it's a wrap up. Thanks for watching. (techno music)

it's the cube covering vmworld 2015 brought to you by VMware and its ecosystem sponsors and now your host dave vellante welcome back to moscone center everybody this is the cube silicon angles continuous production of vmworld 2015 Brian biles is here he's the CEO and co-founder of day trium Brian of course from data domain Fame David floor and I are really excited to see you thanks for coming on the cue that's great to see you guys again so in a while coming out of stealth right it's been a while you've been you've been busy right you get a domain work the DMC for a while kind of disappeared got really busy again and here you are yeah new hats got new books yeah yeah so tell us about daydream fundamentally guys on time yeah yeah well we're big on ties on the East Coast are you too well he's even more east than I am even though he goes out in California but uh yeah tell us about date you fundamentally different fundamentally different from other kinds of storage different kind of founding team so I was a founder of data domain and Hugo Patterson the CTO there BMC fellow became CTO for us we hadn't when we left emc we weren't sure what we were going to do we end up running into to VMware principal engineers who had been there 10 or 12 years working on all kinds of stuff and they believed that there was a market gap on scalable storage for VMS so we got together we use something about storage they knew something about BMS and three years later date reham is at its first trade show so talk more about that that Gavin happens all the time right guys alpha geeks nah no offense to that term it's a term of endearment yea sorry I'm a marketing guy tech ghastly ok so they get together and they sort of identify these problems and they're able to sniff them out at the root level so what really can you describe that problem or detail sure so broadly there are two kinds of storage right there's sort of arrays and emerging there's hyper converge they approach things in a very different way in a raise there tends to be a bottleneck in the controller the the electronics that that do the data services this the raid and the snapshotting and cloning and compression indeed even whatever and increasingly that takes more and more compute so Intel is you know helping every year but it's still a bottleneck and when you run out it's a cliff and you have to do a pretty expensive upgrade or migrate the data to a different place and that's sticky and takes a long time so in reaction hyper converged has emerged as an alternative and it you know it has the benefit of killing the array completely but it may have over corrected so it has some trade-offs that a lot of people don't like for example if a host goes down you know the host has assumed all the data management problems that are raised used to have so you have to migrate the data or rebuild it to service the hose if you know you can't have a fit very cleanly between a for example a blade server which has one or two drive bays and a hyper converged model where you know you look across the floor the sort of average number of capacity drives is four or five not to mention the cache drives so a blade server it's just not a fit so there's a lot of parts of the industry where that model is just not the right model you know if everybody is writing to everybody then there's a lot of neighbor noise it gets kind of weird to troubleshoot in tune arrays you know we're better in some respects things change with hyper converged a little different we're trying to create a third path in our model there's a box that we sell it's a 2u rackmount a bunch of drives for capacity but the capacity is just for at rest data it's where all the rights go it's where persistence goes but we move all the data service processing the CPU for raid for compression for dee doop whatever to host cycles we upload software to an ESX host and it uses you know anybody's x86 server and you bring your own flash for caching so you know Gartner did a thing at the end of the year where they looked at discounted street price for flash the difference between what you could pay on a server for flash you know just a commodity SSD and what you could pay in an array it was like an 8x difference so if you don't you know we don't put raid on the host all the rate is in the back end so that frees up another whatever twenty percent you end up getting an order of magnitude difference in pricing so what you can get from us in flash on a host is not you don't aim at ten percent you know of your active data in cash it gets close to a hundred dollars a terabyte after you do d Dupin compression on you know server flash so it's just cheap and plentiful you put all your data up there everything runs out of flash locally it never gets a network hit for a read we do read caching locally unlike a hyper converge we don't spread data in a pool across the host we're not interrupting every host for read for rights for you know somebody else everything is local so when you do a write it goes to our box on the end of the wire 10 gig attached but all of the compute operations are local so you're not interrupting everybody all the resourcing you would do for any i/o problem is a local either cores or flash resourcing so it's a different model and it you know it's a really well student from blade servers no one else was doing that in such a good way unlike a cash-only product it's completely organically designed for manageability you don't have a separate tier for managing on the host separate from an array where you know you're probably duplicating provisioning and having to worry about how to do dinner a snapshot when you have to flush the cache on the host it's all completely designed from the ground up so it means the the storage that we store too is minimal cost we don't have the compute overhead that you have with a controller you don't have the flash which is really expensive there that's just cycles on the host everything is you know done with the most efficient path for both data and hardware so if you look at designs in general the flash is either being a cache or it's been 100% flash or it's been a tier of story so you're just fine understand that correctly there isn't any tearing because you've got a hundred percent of it in flash so that your goals yeah we use flash on the host as a cash right but only in the sort of i only use that word guardedly initial degenerate case it's all of the data yeah so it's a cash in the spirit that if the coast dies you haven't lost any data the data is always safe somewhere else right but it's all the data it's all the data so that's sitting on the disk the back end I presume you're writing sequential event all the time with log files answering and you saw the the disk in the most effective way that's right at both sides move the flash it's a log structured and the disk it's a log stretch ownership yeah and you know we had the advantage of data domain it was the most popular log structured file system ever and you know we learned all the tricks about dee doop and garbage collection along time ago so that CTO team is uniquely qualified to get this right so what about if it does go down are you clustering it what happens when it goes down and you have to recover from those disk drives that could take a bit of time good so there's two sides of that if a host fails you know you you use vm h a to restart the vm somewhere else and life goes on if the back end fails it fails the way a traditional mid-range array might fail we have dual controllers so stay over there all the disks are dual attached there's you know dual networks on each controller you can have service which failover it's a raid 6 so there's a rebuild that happens if it disk fails but you could have two of those and keep going but a point i was getting it was that if you fail in the host you've lost all your active data be precise with them we've lost the cache copy in that local flash but you haven't lost any de una lista de menthe you've lost it from the point of view of the only from a standpoint of speed yeah so at that point you know if the ho is down you have to restart the vm somewhere else that's not instant that takes number of minutes and that gives us some time to upload data to that host to know that great good the data is all laid out in our system not for interactive views on the disk drives but for very fast upload to a cash right it's all sort of sequentially laid out unblended per vm for blasting too so what do you see is the key application times that this is going to be particularly suited full so we have the our back-end system has about 30 terabytes usable after all the you know raid and everything and dude even compressions so I figure you know 2 4 6 X data reduction call it 100 terabytes ish depends on mileage so 100 terabyte box will you know sell that that's kind of a mid-range class array it will sell mostly to those markets and our software supports only vm storage virtual disks so as long as it meets those criteria it's pretty flexible the host each host can have up to eight terabytes of raw flash you know post d doofen compression that could be 50 terabytes of effective capacity of flash / host and you know reads never leave the host so you don't get network overhead for read so that's usually two-thirds of most people I own so it's enormously price and cost effective and very performance performant as well right right latency stuff and your IP is the way you lay out the data on the media is that part of the well listen it's it's like to custom file systems from scratch yeah once in one of the hosts not to mention all the management to make it look like there's one thing you know so it's there's a lot going on it's a much more complex project than data domain wise yeah so you mentioned you know you learned from your blog structured file garbage collection days of data but the the problem that you're solving here is much closer to the host much more active data so was that obviously a challenge but so that was part of the new invention required or was really just directly sort of i mean it's at all levels we had to make it fit so we're very vm centric it looks to the software looks to ESX as though it's an NFS share right but NFS terminates in each host and then we use our own protocol to get across 10 gig to the backend and this gives us some special effects will be able to talk about overtime every version alike at entry design in some ways well it's an offense so so you get to see every VMs storage discreetly it's sort of a you know before v vols there was NFS what many support five dot five so this was a logical choice right so everything's vm centric all of the management just it just looks like there's a big pool of storage and everything else is per vm from from diagnostics to capacity planning to whatever clones are per vm you don't have to you know spend a lot of analytics to fig you know back out what the block Lunds look like with respect to the VMS and try to you know look it up figured out it's just that's all there is so I've talked to a lot of we keep on been talking to a lot of flash and you people and this is almost a flash only in the sense that you are everything is going all of the idea is going to that flash once flash is sufficiently cheap and abundant yes no so and we know we write to nvram which is the same as an all-flash array so one of the things that we've noticed is that what they find is that they have to organize things completely differently particularly as they're trying to share things and for example instead of having a the production system and then a separate copy for each application developer another separate coffee for the for the data warehouse they're trying to combine those and share the data across there with snapshots of one sort or knowledge to amortize they're very high costs just because it's much faster and quicker since the customers are doing this and I think you're not they did vendors they don't even know what's going on so but because they can share it you don't have to move the data well so it's good it's allows the developers have a more current copy the data so they can work on near production all right yeah so I was just wondering whether that was an area that you are looking at to again apply a different way of doing storage so it takes a test debuts case you saying yeah well testing or data warehousing or whatever I mean we're certainly sensitive to the overhead of having a lot of copies that's why you insolent Dean you and so on the way we do so it's but you can get so very efficient but it allows you to for example if you're doing a clone it's a you know a dee doo clone so it's it gives you a new name space entry and it keeps the rights separate but it it you know lets the common data the data with commonality across other versions be consistent so we gotta wrap but the time we have remaining so just quick update on the company headcount funding investors maybe just give us the rundown sure we raised Series A and B we've raised about 55 million so far NEA and light speed plus some angels Frank's luqman Kylie Diane Greene original founder of VMware and Ed Boon yan who was the original CTO right about a little over 70 people great and this is our first trade show and yeah awesome well congratulations Brian you know it's really awesome to see you back in and actually not to have been in action but now invisible action so well it's great to be here thanks very much for coming on cue congrat day everybody will be back right after this is the cube rely from vmworld 2015 right back

and we're here with sicky junta and psyche is with CSC she's uh she's an entrepreneur she's a cloud expert she's a technologist a businessperson her official title is global vice president of cloud computing and cloud services at CSC welcome thank you it's good to see good to see you here and we're very excited to be at sapphire this is day 3 of course we're gonna talk cloud with the woods with sicky so so why don't we start off sick you tell us you know what is what is cloud all about is that is it living up to the hype I personally believe that cloud it is the way of the future we don't have enough trees and data centers for the generation that we are breathing you know the generation that we are breathing produce a tremendous amount of these data by the minute us digital data texting data voice data and all this data has to be Monte so the cloud it is the future to go and it's actually changed in the last three years I've been working loud for quite a while the dynamics of the last 12 months people have gone from being educational I want to know and we have to spell MC sounds like cloud and and then you say to them now their projects they have money they have value added in Rio the termination in that cloud project how was it changing good business Missy SC is a very well-known you know broad-based service provider outsourcing and so far how is the cloud changing your business it is very interesting because it's kind of transforming the business of cici's it transformed the way that we interact with our customers and prospects we use a lot of digital new yahoo the way we approach to our custom is very different we do pilots in our cloud the business model is changing we run we don't take hasit and people like it outsourcing deal we just run it for my fabric or we deliver cloud fabric at the customer data centers and we managers or we can say to them will give you the cloud fabric and you are like an Amazon you can manage it yourselves and we just keep the fabric well we'll provide the provisioning we provide your constructions and you are your own service provider is it very different than what she does to the top reason folks talk to you about you get a lot of clouds going on building clouds and you've been in technology preneur in the past sold your companies but you're at CC big brands are coming to you what is the number one thing you're seeing the pattern of the customer requests and or the new customers I think the customers they're really serious about cloud want agility version Assad Julia um I T delivery time to deliver a off even six weeks three months that is traditional it is not possible today customers wants to build application and modern weeks instead of months the new platforms like force calm and a zoo or do you have spring source vm having google apps they actually have this very beautiful object-oriented way for you to write application we're very very fast and so that requires a delivery mechanisms that can sustain that more I think that they want to build brand new applications so they can stay with them for the next 20 years and and we're waiting to us come on this morning we're talking on prior you said the cloud is a user experience I think that's really profound can you expand on that that was pretty compelling I think people look at the cloud as is odd this tech I and big iron in there but you talk about what you mean by the cloud is a user experience so I there are two type of Christ there is the consumer clouds that's the cloud that we do every your typing on the cloud and we have facebook and twitter and all this i play Angry Birds that's a gaming it's a big cloud that's any user experience of the cloud so if you leave in your cloud and use your spirits and then you go away you just say why do I have to win six weeks when I can play you know I can play final fantasy in real time with people in Hong Kong that's really the experience of the castle and enterprise is not there yet and there has two issues first of all the technology really was not they are still provide that the applications like sa peas and and the evolution of the systems second the processes are going internal IT are really very rigid sometimes you have to go fill up in requesting gotta get all this approval and has to be seen by 25 people on business model and all that so we have the challenge of accelerating a business classes and providing the same end user experience there and that's why it's CSC we have pilots in our plans we say to customer currents bosses and you know use our portal our provisioning environments upload workloads start to understand what does it mean interacting with about you know try it out there like in a mixed thing you know they got us growing you know puppy and then there they're stuck with the animal the cloud that's yeah I do never compare Jonna come up with a lot of those in the next half hour secure your company is technology agnostic of anyways right you know the real you get wed to a particular technology or services company so you have to be a trusted advisor to use clients on we're here at sapphire we're hearing a lot about in-memory computing and hannah we were talking a little bit about that off-camera what's your take on on this notion that sa p is putting forth they call them the ram cloud in-memory computing the Hana cloud what's your angle on that so first of all let's all understand the ROM and memory is the juice of clouds and I'll give you an analogy the cloud is like an apartment building where if the guy at the top takes a hot shower and uses all the shot that hot water the guy the bottom has no it has a cold shower and that's really the real analogy in a cloud vector if I have a very intense memory usage workload some could be SI p JD edwards and some others the other everybody in that community in that multi-tenant that's what it is multi-tenant ones we are all together feels the same problems and so memory it is deduce a cloud but that doesn't mean that because i have a lot of memory I don't have to optimize systems systems should be optimized and agile by themselves that's why a lot of refactoring a lot of building you know legacy java to a spring environment where you have encapsulation to take home see where you have object orientations and that makes you a John workers that really are optimized to use the maximum of the memory we actually going through this period right now he talks about private clouds and public laws in a hybrid clouds we've sort of in this period where we've got one foot in the legacy camp because you can't we don't a rip rip and replace and we've got another foot in this you know agile new world are you seeing a lot of sort of native new application development that's going to take advantage of these new cloud architectures new potential business processes you've seen that today and how long do you think it will take to actually see that bring true innovation to business I think that today the biggest usage of cloud are Gavin test so if the Devon test is the biggest user God that means that all the new projects are being developed to be delivered on the cloud vector and that's really very very very important today gets virtualized uses a platform but there is a big movement to refactor my applications because waiting for everything new there is only twenty percent of innovation in every large shop of IT today so there is a lot of companies that do create a roadmap for their workload and and when I talk to them I say divide you your workload part in three categories the legacy one that will never move that's the one that I in agreed environments and virtualized their heart the databases to bake the construct is not a job and the one that you want to do straight away Devon test email unified communications serum and the other things evaluate do I have to do I is it core that I have to own it and build it on or could I sauce it so to provide I system that it was already out there that it's like for sales culture of this world the NetSuite of this world workday is success factor 0 or any type of HR systems and say why do I have to own it why can't i have a SAS cloud environment where i can buy the serious doing this exercise helps them understand what its core what is not and why should I spend the money to take legacy applications to to the cloud can see it's a major changes in all layers who invited the you've got your your your device here your iPad we've hearing a lot of changes at the application layer and of course the infrastructure as well how is infrastructure changing and there's a lot of talk about convergence and there's logical blocks of infrastructure what are your thoughts there well I think that and the infrastructure layer we are actually seeing two major chain changes that are coming very fast first of all the multi-core environment 20 course is gonna beat ah here soon you're just sooner than we think and so all this memory conversation will already evaluated again because how's that memory gonna work with all this capacity our computer we have and that's that's a real conversations in and the IKE advisor that has the interaction with the fabric will need to be optimized to be able to take advantage of that storage is going through a lot of chambers multi-tier being the ability to say I don't want to maintain this for a long time understanding the retention here is it's even more critical than before because the access to the data now it's very fast and understanding the tiering and how you're going to do or not network storage what they're gonna cash what are you gonna close it creates a lot of questions when you build an application or when we refactor the applications a lot of it I think we have to realize that the systems have speed as a requirement and optimize from the end user to the art to the bear models what's the most efficient path just mentioned some real hot tech areas that we were all over I'll see the multicores and you the course the in-memory got solid state changing her essay p guys here saying summaries the new disc disc is the new tape tape is dead pretty pretty simple message there but multi core memory the hypervisor role of virtualization and the change will storage all those forces are colliding yeah when twins win some argue that that's an opportunity for redefinition of a new operating environment so to your point about optimization how do you see that revolving is that fantasy it gotta like a wish list you see new architectures developing definitely new architecture love being developed tonight's a new architecture for instance it's an optimized act architecture for mobility and to create a very pleasant user experience with all the data that sa p has because as if he has all this come on up data lock deals and so it's a new architecture you just say instead of changing the structure of the data or the app i am actually moving the interaction at the mobility level to a new device so that the experience is better in some cases used we will have to go back all the way and brought in right brand new systems that can suppose support that but I i believe the new architecture I've built all the time I think that um we haven't probably have a scene um what's the preferred what's the preferred visually for the future for this type of texture that that you're seeing and that you're driving towards mostly memory stuff immediate benefits to caching what do you see is the preferred methods that are driving right now I think that sounds looking at mobility so that that you can divide the user from the system's is very protesting because if you don't do that we actually slow down the end user experience and the end user is the productivity that we get every day second it's we have to look at business logics and can isolate the business logic so that I can can I really change it in a dynamic way in the last 10 years of 20 years we built system where we encoded everything he has to talk to this database over this IP address with that all this um hardcore stana configurations yes it's very hard in the cloud environment dynamic environment new media environment so we have to look at the system say how can I use so object orientations platforms separations logic how can i isolate the data if I have to how can I put it you know virtual data Mart's on top of it so that I can I'll cute the data because if I kind of a what Hana is was I'm sorry structure data then I cubix and then the cube gets talked to everybody and normally i know that in dededo there is eighty percent again used 20 bars are all right reverse so it's really an interaction and reactant acting from the end user best experience i want to do that facebook experience i want to give it that um gaming experience so how do i get to the data and adina you know it's probably 20 years old and it's really mainframe in monster well you're not gonna go ahead sir so when we talk to some of the vendors like for instance an emc they talk about the block at ciscos pushing UCS and it and they call it cloud ready or cloud enabled or cloud optimized i guess the term they use is that just good marketing or is it really the right model for the cloud to have that sort of single logical block of infrastructure which you're taking away well CC is a V block user we use Vblock for all our fabric cloth fabric deployment and a full hour in this cloud that is the first we have private cloud delivered on premises on the red card it's a unique value proposition no nobody has meaning you don't have to buy millions we delivered to you it's ready just provision the workload we teach you how to do it and we can do it in 10 weeks now we can only do it with a optimized block well the hard work and they're hard when storage and network and compute off very integrated and then we used EDM where I'd advisors are um has their communication macaluso we believe and I personally believe that that's today the best technology available UCS was built for cloud means project California that server was built thinking virtualization the optimization to the upper visor to the chip so that's why I think it is for CCM for our customer the best solutions it has a future-proof solution all the other architecture in the hardware have to change like HP just did a brand new set of equipment so and so I use that word future proof yeah it's like a punch like it Flashman does that expand know it's a good term it means basically you buy something and yes headroom you could it takes you into the future so just drill down on that more detail cuz that's a really important point that folks they don't want the cloud washing mentality they want to see specific so just expand on that you could so first of all um clouds there's no magic there and there is a project you say I want to take my Devon test to the cloud you have to plan it rough too tested you have to make it happen so there's no magic in cloud no pixie dust is like any other the ability to what I call future proof is what I call cloud plus far something that I can sustain in the next five years and not having to do it an architecture change or a major change I will do refreshes because the hardware is moving faster point releases add some stuff to it yeah but my architectural substantial architectural layers and everything is kind of stable for that but cloud pushes innovation to the US as a provider to our suppliers and to our end users all the time because it as a brand new paradigms so future is the roadmap that you built for yourself their customers i'm gonna say i have my roadmap I know what my clouds are gonna look in five years I know they thinks that I'm you know evaluating html5 for everything that is an end you see this vblock for the fabric I'm looking at how do i integrate cloud providers the api structures we are building a very interesting platform for cloud service programs where we will be the broker on all the cloud providers and look at the Echelon and maintain transparency so I know exactly what my cloud I'm gonna look in five years so that's when I seed with my CIS I say you don't have to do cloud the doctor doesn't say that you have to do cloud but if you do understand the business value and what's the roadmap and what's the current state to end state and the value that you want to be able to the post so CSE obviously cloud service provider and the Chinese proverb may you live in interesting times and we're in the technology business so we always live in interesting times i guess but so you have your cloud business your provisioning your own cloud you have your own data centers we see SI p announced today the Hana cloud and so but you of course a big SI p partner now you're sort of quasi competitor are you gonna build your own Hana cloud of me how does that all work you live in this age of cooperation can you talk about that a little bit but that's the beauty of cloud cloud doesn't bring competition brings integration so I'll give you another example we work very strongly with Microsoft Azure in their environment but our customer comes to CSC because they they want the full service experience and they want security and they want somebody that really looks at the architecture of what they do it expertise not just a class so we have created a federation model where no customer comes in our cloud is called cloud belt and say I want to build myself a force applications the integration to the force platform is similis to the end users we actually integrated us force platform and we'd actually run the code in the first platform but the customer said I want to now put it as my data in the public knowledge I want to get having them physical I wanted on your data center so we take care of all that in the Federation loss so we talked a lot about SCP with SI p in the last a day about hannah and they have their business on demand a platform that it is a way to write applications in situ and we asked him you know we want to run the application they plot from ourselves because I value added and then already so that's okay we will do a fixed platform like force or Google oh I absorb but we have portable platforms like spring or chorus or alarm stock and but remember well the customer fields a lock-in because they know they can only run it down beauty and and when you wrote it a nap in a strict platform you kind of just say okay I take it and I run in there he runs only there it's off two months like if you ride a force up you can write it in a matter of days I runs only there you can't just say I don't like yourself horse I'm gonna walk with my data we're going yeah you walk with you did about the Alpha stays there Thank so there is a lot of lock-in in this new their plan yet but Federation is the value on it the CSC brings we understand the de world is dynamic in nature and we will push hard on all our suppliers to say when can we have the ability for them to have portable bar codes instead of fix work that the CSC leading executive forum did some work a couple years ago that I read and it was they were talking to some CIOs those guys and they said as part of CSC very good work that they do and they said anecdotally that the discussions with CIOs this is probably 2001 9 time frame during the downturn suggested that CIOs are accelerating IT organizations are accelerating their adoption of cloud by as much as 12 to 18 months and then he went out into the Wikibon community and confirm that same thing I was really compressing that cycle and and I think it you would describe it as everybody needed the cloud it was sort of this cloud frenzy and now it's a little bit more selective one of the areas that seems to be having good uptake in flowers the federal government they seem to you know the new federal CIO is really hitting hard on cloud um is a supporter yeah and so um so what are you seeing there why is that is and how much money can you actually save with clouds that's a very good question so in the federal case since 1999 they had 400 data centers and when they lead the last census of all the data center i think was 2008 they had over a thousand data centers and so that's a huge growth everybody I want my own data centers until the garlic laptops iPads yeah that's a data center so I am so I think the government has come to the conclusion to say we all belong to the same family yes we all have our differences and security and privacy but let's trot learn how to share and I think there's a strong mandate for federal to use cloud vectors in fact CeCe's part of the data center consolidation committee where Jim Schaffer our president of public sector is a contributing member they are interesting things that we see is that actually federal for the first time turns to commercial and says good what is he working on the commercial side let's take commercial structures and architectures and apply so that we can move much much faster and reduce the cost so now comes to the cops um i dissect the cost of cloud in various sections first of all you have to virtualize and so virtualization brings in fifteen percent you're going from 700 servers to let's say 200 servers and that's a saving say he said in energy is saving now agility you you save them space and he'd never thing and that's a real hardcore cost rather cost that you have to buy new our hardware they will around and virtualized environment poverty if you take all your refresh cycle everything that's coming to be done you buy new hardware that can support that you can synchronize that as you can see what a nice day Saudi there is in the big girls then if you do infrastructure-as-a-service you got another you know 15 I mean maybe ten percent like I go to Amazon but then you hit a brick wall and that r equal is your applications and don't run on the cloud and you know you don't have any more things to cry so that's why I say to my CL we have to look at the IT Park and your eyes we have to go to the hardcore runner Montaigne IT budget today is sixty percent and evaluate how are we going to write new applications that get modernized or how can we refactor the application so that we can reduce this run and montane down to no more than fifty percent so we can use all the other 50 for your innovation and that's why it's seriously we believe we've somebody takes this portfolio approach we can commit up to forty to forty-five percent cartridge on a traditional on a traditional company which now if you are a brand new company and you really do the analysis core versus non core and you go this route you actually can reduce your cost a lot when I was a CIO I add a data set I see the data center and I said I don't want to run datacenters I just builds after I don't have to have a data center the last person that was holding up was my CFO and he says oh I like my sister now I ever say well six months you are not sweet otherwise you are met and and now is the number one that sweets speaker for public company of using cell system so it is a culture that's a great I mean it's great movement right now cloud there's a SiliconANGLE TV the worldwide leader and online tech coverage this is the cube this is where we talk about all the great stories and content with Suki Kunta great conversation here at SiliconANGLE dot TV question on the service is angle Dave and I have been talking for weeks now about how the services business changing both the services of delivery consulting integration which you mentioned that's where cloud is not about competition bout integration and also the services that can be offered on the cloud so how was the the services business changing the value chain of the architecture to the wind services that are being delivered we call that services angle mean what's your angle on the services business is changing into in two ways one it becomes more strategic so all this road mapping and understanding of the asset portfolio and why do you want to be on three years and what's the type of IT leader you want to be for your organization so it's moving upwards and then actually is becoming very very technical people the really most virtualization optimization infrastructure and can really what i call the youngsters the guys that can really write apps very fast the young Dae young coders know what we are crap that really don't want to spend the times on you know I'll ride this big proposal he's there and I'll show you and that's when i interviewed it for CSC the kid in five minutes his own is the ipod alive stop on top here I know that he lives the cloud everyday leavin this is really the new people that I say we have to look for but there is a big difference the culture change the consultant with the tie and phil italia proceeds one in two and three so the kids say give me two hours and i give it back to you yeah it's a huge there's conflict back in the 90s remember that that's the consultant suit they're making a lot of money project management huge schedules kind of slow now it's like you got these gunslinger coders who can whip up apps deploy it on the cloud in a couple days in a day and set change very used to start with a word document to powerpoint and now they're starting with you know code well know if they're the most used tool is a mind map for a project instead of a bullet and and I think that's when you start come in a conversation with a customer you follow the threads of where he wants to be and then the end you end up with a map or what it needs to be done but it is a different culture and the beauty of having the traditional thing though is is that you can have you can actually provide structure to discredit creativity so the end result is a quality because you know cowboy is intact it's cowboying intact and I you don't want to have that especially with our customers where we get them and can't we have small and large I mean I have olympic system a small bite active coupons so that that's my spectrum but quality is the most important thing nothing so we have to put quality within relationships we're here with the