>> Announcer: theCUBE presents "Kubecon and Cloudnativecon Europe 2022" brought to you by Red Hat, the Cloud Native Computing Foundation and its ecosystem partners. >> Welcome to theCUBE coverage of Kubecon 2022, E.U. I'm here with my cohost, Paul Gillin. >> Pleased to work with you, Keith. >> Nice to work with you, Paul. And we have our first two guests. "theCUBE" is hot. I'm telling you we are having interviews before the start of even the show floor. I have with me, we got to start with the customers first. Enterprise Architect Adnan Khan, welcome to the show. >> Thank you so much. >> Keith: CUBE time first, now you're at CUBE-alumni. >> Yup. >> And Haseeb Budhani, CEO Arathi, welcome back. >> Nice to talk to you again today. >> So, we're talking all things Kubernetes and we're super excited to talk to MoneyGram about their journey to Kubernetes. First question I have for Adnan. Talk to us about what your pre-Kubernetes landscape looked like? >> Yeah. Certainly, Keith. So, we had a traditional mix of legacy applications and modern applications. A few years ago we made the decision to move to a microservices architecture, and this was all happening while we were still on-prem. So, your traditional VMs. And we started 20, 30 microservices but with the microservices packing. You quickly expand to hundreds of microservices. And we started getting to that stage where managing them without sort of an orchestration platform, and just as traditional VMs, was getting to be really challenging, especially from a day two operational. You can manage 10, 15 microservices, but when you start having 50, and so forth, all those concerns around high availability, operational performance. So, we started looking at some open-source projects. Spring cloud, we are predominantly a Java shop. So, we looked at the spring cloud projects. They give you a number of initiatives for doing some of those management. And what we realized again, to manage those components without sort of a platform, was really challenging. So, that kind of led us to sort of Kubernetes where along with our journey new cloud, it was the platform that could help us with a lot of those management operational concerns. >> So, as you talk about some of those challenges, pre-Kubernetes, what were some of the operational issues that you folks experienced? >> Yeah, certain things like auto scaling is number one. I mean, that's a fundamental concept of cloud native, right? Is how do you auto scale VMs, right? You can put in some old methods and stuff, but it was really hard to do that automatically. So, Kubernetes with like HPA gives you those out of the box. Provided you set the right policies, you can have auto scaling where it can scale up and scale back, so we were doing that manually. So, before, you know, MoneyGram, obviously, holiday season, people are sending more money, Mother's Day. Our Ops team would go and basically manually scale VMs. So, we'd go from four instances to maybe eight instances, but that entailed outages. And just to plan around doing that manually, and then sort of scale them back was a lot of overhead, a lot of administration overhead. So, we wanted something that could help us do that automatically in an efficient and intrusive way. That was one of the things, monitoring and and management operations, just kind of visibility into how those applications were during what were the status of your workloads, was also a challenge to do that. >> So, Haseeb, I got to ask the question. If someone would've came to me with that problem, I'd just say, "You know what? Go to the plug to cloud." How does your group help solve some of these challenges? What do you guys do? >> Yeah. What do we do? Here's my perspective on the market as it's playing out. So, I see a bifurcation happening in the Kubernetes space. But there's the Kubernetes run time, so Amazon has EKS, Azure as AKS. There's enough of these available, they're not managed services, they're actually really good, frankly. In fact, retail customers, if you're an Amazon why would you spin up your own? Just use EKS, it's awesome. But then, there's an operational layer that is needed to run Kubernetes. My perspective is that, 50,000 enterprises are adopting Kubernetes over the next 5 to 10 years. And they're all going to go through the same exact journey, and they're all going to end up potentially making the same mistake, which is, they're going to assume that Kubernetes is easy. They're going to say, "Well, this is not hard. I got this up and running on my laptop. This is so easy, no worries. I can do EKS." But then, okay, can you consistently spin up these things? Can you scale them consistently? Do you have the right blueprints in place? Do you have the right access management in place? Do you have the right policies in place? Can you deploy applications consistently? Do you have monitoring and visibility into those things? Do your developers have access when they need it? Do you have the right networking layer in place? Do you have the right chargebacks in place? Remember you have multiple teams. And by the way, nobody has a single cluster, so you got to do this across multiple clusters. And some of them have multiple clouds. Not because they want to be multiple clouds, because, but sometimes you buy a company, and they happen to be in Azure. How many dashboards do you have now across all the open-source technologies that you have identified to solve these problems? This is where pain lies. So, I think that Kubernetes is fundamentally a solve problem. Like our friends at AWS and Azure, they've solved this problem. It's like a AKS, EKS, et cetera, EGK for that matter. They're great, and you should use them, and don't even think about spinning up QB best clusters. Don't do it, use the platforms that exist. And commensurately on-premises, OpenShift is pretty awesome. If you like it, use it. But then when it comes to the operations layer, that's where today, we end up investing in a DevOps team, and then an SRE organization that need to become experts in Kubernetes, and that is not tenable. Can you, let's say unlimited capital, unlimited budgets. Can you hire 20 people to do Kubernetes today? >> If you could find them. >> If you can find 'em, right? So, even if you could, the point is that, see five years ago when your competitors were not doing Kubernetes, it was a competitive advantage to go build a team to do Kubernetes so you could move faster. Today, you know, there's a high chance that your competitors are already buying from a Rafay or somebody like Rafay. So, now, it's better to take these really, really sharp engineers and have them work on things that make the company money. Writing operations for Kubernetes, this is a commodity now. >> How confident are you that the cloud providers won't get in and do what you do and put you out of business? >> Yeah, I mean, absolutely. In fact, I had a conversation with somebody from HBS this morning and I was telling them, I don't think you have a choice, you have to do this. Competition is not a bad thing. If we are the only company in a space, this is not a space, right? The bet we are making is that every enterprise, they have an on-prem strategy, they have at least a handful of, everybody's got at least two clouds that they're thinking about. Everybody starts with one cloud, and then they have some other cloud that they're also thinking about. For them to only rely on one cloud's tools to solve for on-prem, plus that second cloud, they potentially they may have, that's a tough thing to do. And at the same time, we as a vendor, I mean, the only real reason why startups survive, is because you have technology that is truly differentiator. Otherwise, I mean, you got to build something that is materially interesting, right? We seem to have- >> Keith: Now. Sorry, go ahead. >> No, I was going to, you actually have me thinking about something. Adnan? >> Yes. >> MoneyGram, big, well known company. a startup, adding, working in a space with Google, VMware, all the biggest names. What brought you to Rafay to solve this operational challenge? >> Yeah. A good question. So, when we started out sort of in our Kubernetes, we had heard about EKS and we are an AWS shop, so that was the most natural path. And we looked at EKS and used that to create our clusters. But then we realized very quickly, that, yes, to Haseeb's point, AWS manages the control plane for you, it gives you the high availability. So, you're not managing those components which is some really heavy lifting. But then what about all the other things like centralized dashboard? What about, we need to provision Kubernetes clusters on multicloud, right? We have other clouds that we use, or also on-prem, right? How do you do some of that stuff? We also, at that time were looking at other tools also. And I had, I remember come up with an MVP list that we needed to have in place for day one or day two operations before we even launch any single applications into production. And my Ops team looked at that list and literally, there was only one or two items that they could check off with EKS. They've got the control plane, they've got the cluster provision, but what about all those other components? And some of that kind of led us down the path of, you know, looking at, "Hey, what's out there in this space?" And we realized pretty quickly that there weren't too many. There were some large providers and capabilities like Antos, but we felt that it was a little too much for what we were trying to do at that point in time. We wanted to scale slowly. We wanted to minimize our footprint, and Rafay seemed to sort of, was a nice mix from all those different angles. >> How was the situation affecting your developer experience? >> So, that's a really good question also. So, operations was one aspect to it. The other part is the application development. We've got MoneyGram is when a lot of organizations have a plethora of technologies from Java, to .net, to node.js, what have you, right? Now, as you start saying, okay, now we're going cloud native and we're going to start deploying to Kubernetes. There's a fair amount of overhead because a tech stack, all of a sudden goes from, just being Java or just being .net, to things like Docker. All these container orchestration and deployment concerns, Kubernetes deployment artifacts, (chuckles) I got to write all this YAML as my developer say, "YAML hell." (panel laughing) I got to learn Docker files. I need to figure out a package manager like HELM on top of learning all the Kubernetes artifacts. So, initially, we went with sort of, okay, you know, we can just train our developers. And that was wrong. I mean, you can't assume that everyone is going to sort of learn all these deployment concerns and we'll adopt them. There's a lot of stuff that's outside of their sort of core dev domain, that you're putting all this burden on them. So, we could not rely on them in to be sort of CUBE cuddle experts, right? That's a fair amount overhead learning curve there. So, Rafay again, from their dashboard perspective, saw the managed CUBE cuddle, gives you that easy access for devs, where they can go and monitor the status of their workloads. They don't have to figure out, configuring all these tools locally, just to get it to work. We did some things from a DevOps perspective to basically streamline and automate that process. But then, also Rafay came in and helped us out on kind of that providing that dashboard. They don't have to break, they can basically get on through single sign on and have visibility into the status of their deployment. They can do troubleshooting diagnostics all through a single pane of glass, which was a key key item. Initially, before Rafay, we were doing that command line. And again, just getting some of the tools configured was huge, it took us days just to get that. And then the learning curve for development teams "Oh, now you got the tools, now you got to figure out how to use it." >> So, Haseeb talk to me about the cloud native infrastructure. When I look at that entire landscape number, I'm just overwhelmed by it. As a customer, I look at it, I'm like, "I don't know where to start." I'm sure, Adnan, you folks looked at it and said, "Wow, there's so many solutions." How do you engage with the ecosystem? You have to be at some level opinionated but flexible enough to meet every customer's needs. How do you approach that? >> So, it's a really tough problem to solve because... So, the thing about abstraction layers, we all know how that plays out, right? So, abstraction layers are fundamentally never the right answer because they will never catch up, because you're trying to write a layer on top. So, then we had to solve the problem, which was, well, we can't be an abstraction layer, but then at the same time, we need to provide some, sort of like centralization standardization. So, we sort of have this the following dissonance in our platform, which is actually really important to solve the problem. So, we think of a stack as floor things. There's the Kubernetes layer, infrastructure layer, and EKS is different from AKS, and it's okay. If we try to now bring them all together and make them behave as one, our customers are going to suffer. Because there are features in EKS that I really want, but then if you write an abstraction then I'm not going to get 'em so not okay. So, treat them as individual things that we logic that we now curate. So, every time EKS, for example, goes from 1.22 to 1.23, we write a new product, just so my customer can press a button and upgrade these clusters. Similarly, we do this for AKS, we do this for GK. It's a really, really hard job, but that's the job, we got to do it. On top of that, you have these things called add-ons, like my network policy, my access management policy, my et cetera. These things are all actually the same. So, whether I'm EKS or AKS, I want the same access for Keith versus Adnan, right? So, then those components are sort of the same across, doesn't matter how many clusters, doesn't matter how many clouds. On top of that, you have applications. And when it comes to the developer, in fact I do the following demo a lot of times. Because people ask the question. People say things like, "I want to run the same Kubernetes distribution everywhere because this is like Linux." Actually, it's not. So, I do a demo where I spin up access to an OpenShift cluster, and an EKS cluster, and then AKS cluster. And I say, "Log in, show me which one is which?" They're all the same. >> So, Adnan, make that real for me. I'm sure after this amount of time, developers groups have come to you with things that are snowflakes. And as a enterprise architect, you have to make it work within your framework. How has working with Rafay made that possible? >> Yeah, so I think one of the very common concerns is the whole deployment to Haseeb's point, is you are from a deployment perspective, it's still using HELM, it's still using some of the same tooling. How do you? Rafay gives us some tools. You know, they have a command line Add Cuddle API that essentially we use. We wanted parity across all our different environments, different clusters, it doesn't matter where you're running. So, that gives us basically a consistent API for deployment. We've also had challenges with just some of the tooling in general that we worked with Rafay actually, to actually extend their, Add Cuddle API for us so that we have a better deployment experience for our developers. >> Haseeb, how long does this opportunity exist for you? At some point, do the cloud providers figure this out, or does the open-source community figure out how to do what you've done and this opportunity is gone? >> So, I think back to a platform that I think very highly of, which has been around a long time and continues to live, vCenter. I think vCenter is awesome. And it's beautiful, VMware did an incredible job. What is the job? It's job is to manage VMs, right? But then it's for access, it's also storage. It's also networking in a sec, right? All these things got done because to solve a real problem, you have to think about all the things that come together to help you solve that problem from an operations perspective. My view is that this market needs essentially a vCenter, but for Kubernetes, right? And that is a very broad problem. And it's going to spend, it's not about a cloud. I mean, every cloud should build this. I mean, why would they not? It makes sense. Anto exist, right? Everybody should have one. But then, the clarity in thinking that the Rafay team seems to have exhibited, till date, seems to merit an independent company, in my opinion, I think like, I mean, from a technical perspective, this product's awesome, right? I mean, we seem to have no real competition when it comes to this broad breadth of capabilities. Will it last? We'll see, right? I mean, I keep doing "CUBE" shows, right? So, every year you can ask me that question again, and we'll see. >> You make a good point though. I mean, you're up against VMware, You're up against Google. They're both trying to do sort of the same thing you're doing. Why are you succeeding? >> Maybe it's focused. Maybe it's because of the right experience. I think startups, only in hindsight, can one tell why a startup was successful. In all honesty, I've been in a one or two startups in the past, and there's a lot of luck to this, there's a lot of timing to this. I think this timing for a product like this is perfect. Like three, four years ago, nobody would've cared. Like honesty, nobody would've cared. This is the right time to have a product like this in the market because so many enterprises are now thinking of modernization. And because everybody's doing this, this is like the boots strong problem in HCI. Everybody's doing it, but there's only so many people in the industry who actually understand this problem, so they can't even hire the people. And the CTO said, "I got to go. I don't have the people, I can't fill the seats." And then they look for solutions, and via that solution, that we're going to get embedded. And when you have infrastructure software like this embedded in your solution, we're going to be around with the... Assuming, obviously, we don't score up, right? We're going to be around with these companies for some time. We're going to have strong partners for the long term. >> Well, vCenter for Kubernetes I love to end on that note. Intriguing conversation, we could go on forever on this topic, 'cause there's a lot of work to do. I don't think this will over be a solved problem for the Kubernetes as cloud native solutions, so I think there's a lot of opportunities in that space. Haseeb Budhani, thank you for rejoining "theCUBE." Adnan Khan, welcome becoming a CUBE-alum. >> (laughs) Awesome. Thank you so much. >> Check your own profile on the sound's website, it's really cool. From Valencia, Spain, I'm Keith Townsend, along with my Host Paul Gillin . And you're watching "theCUBE," the leader in high tech coverage. (bright upbeat music)

>>The cube presents, Coon and cloud native con Europe 22, brought to you by the cloud native computing foundation. >>Welcome to the cube coverage of CubeCon 2022 EU. I'm here with my cohost Paul Gill. Please work with you, Keith. Nice to work with you, Paul. And we have our first two guests. The cube is hot. I'm telling you we are having interviews before the start of even the show floor I have with me. We gotta start with the customers first enterprise architect, a non-con Aon con. Welcome to the show. >>Thank you so >>Much. Cube time cube time. First now you're at cube alumni. Yep. <laugh> and, and, uh, has Havani CEO. Arai welcome back. Nice to, >>Uh, >>Talk to you again today. So we're talking all things Kubernetes and we're super excited to talk to MoneyGram about their journey to Kubernetes. First question I have for Anon. Talk to us about what your pre Kubernetes landscape looked like. >>Yeah, certainly. Uh, Keith, so, um, we had a, uh, you know, a traditional mix of legacy applications and modern applications. Uh, you know, a few years ago we made the decision to move to a microservices architecture. Um, and this was all happening while we were still on prem. Right? So your traditional VMs, um, and you know, we started 20, 30 microservices, but with the microservices packing, you know, you quickly expand to hundreds of microservices. Um, and we started getting to that stage where managing them without sort of an orchestration platform, uh, and just as traditional VMs was getting to be really challenging, right. Uh, especially from a day two operational, uh, you know, you can manage 10, 15 microservices, but when you start having 50 and so forth, um, all those concerns around, uh, you know, high availability, operational performance. Um, so we started looking at some open source projects, you know, spring cloud. Uh, we are predominantly a Java, um, shop. So we looked at the spring cloud projects. Uh, they give you a number, uh, you know, of initiatives, um, for doing some of those, um, management and what we realized again, to manage those components, um, without sort of a platform was really challenging. So that, that kind of led us to sort of Kubernetes where, um, along with our journey cloud, uh, it was the platform that could help us with a lot of those management operational concerns. >>So as you talk about some of those challenges, pre Kubernetes, what were some of the operational issues that you folks experienced? >>Yeah. You know, uh, certain things like auto scaling is, is number one, right? I mean, that's a fundamental concept of cloud native, right. Is, um, how do you auto scale VMs? Right. Uh, you can put in some old methods and stuff, but, uh, it was really hard to do that automatically. Right. So, uh, Kubernetes with like HPA gives you those out of the box, right? Provided you set the right policies. Uh, you can have auto scaling, uh, where it can scale up and scale back. So we were doing that manually. Right. So before, uh, you know, MoneyGram, obviously, you know, holiday season, people are sending more money mother's day. Um, our ops team would go in basically manually scale, uh, VMs. Right. So we'd go from four instances to maybe eight instances. Right. Uh, but, but that entailed outages. Right. Um, and just to plan around doing that manually and then sort of scale them back was a lot of overhead, a lot of administration overhead. Right. So, uh, we wanted something that could help us do that automatically right. In a, in an efficient, uh, unintrusive way. So, so, you know, that was one of the things, uh, monitoring, um, and, and management, uh, operations, you know, just kind of visibility into how those applications were during, what were the status of your, um, workloads was also a challenge, right. Uh, to do that. >>So, cause see, I gotta ask the question. If someone would've came to me with that problem, I'd just say, you know, what, go to the plug, the cloud, what, how does, uh, your group help solve some of these challenges? What do you guys do? >>Yeah. What, what do we do? So here's my perspective on the market as it's playing out. So I see a bifurcation happening in the Kubernetes space, but there's the Kubernetes run time. So Amazon is EKS Azure as EKS, you know, there's enough of these available. They're not managed services. They're actually really good, frankly. Right? In fact, retail customers, if you're an Amazon, why would you spin up your own? Just use EK. It's awesome. But then there's an operational layer that is needed to run Kubernetes. Uh, my perspective is that, you know, 50,000 enterprises are adopting Kubernetes over the next five to 10 years. And they're all gonna go through the same exact journey and they're all gonna end up, you know, potentially making the same mistake, which is, they're gonna assume that Kubernetes is easy. <laugh> they're gonna say, well, this is not hard. I got this up and running on my laptop. >>This is so easy. No worries. Right. I can do key gas, but then, okay. Can you consistently spin up these things? Can you scale them consistently? Do you have the right blueprints in place? Do you have the right access management in place? Do you have the right policies in place? Can you deploy applications consistently? Do you have monitoring and visibility into those things? Do your developers have access to when they need it? Do you have the right networking layer in place? Do you have the right chargebacks in place? Remember you have multiple teams and by the way, nobody has a single cluster. So you gotta do this across multiple clusters. And some of them have multiple clouds, not because they wanna be multiple clouds because, but sometimes you buy a company and they happen to be in Azure. How many dashboards do you have now across all the open source technologies that you have identified to solve these problems? >>This is where pain lies. So I think that Kubernetes is fundamentally a solve problem. Like our friends at AWS and Azure they've solved this problem. It's like a KSKS et cetera, GK for that matter. They're they're great. And you should use them and don't even think about spinning up Q B and a best clusters. Don't do it. Use the platforms that exist and commensurately on premises. OpenShift is pretty awesome, right? If you like it, use it. But then when it comes to the operations layer, right, that's where today we end up investing in a DevOps team and then an SRE organization that need to become experts in Kubernetes. And that is not tenable, right? Can you let's say unlimited capital unlimited budgets. Can you hire 20 people to do Kubernetes today? >>If you could find them, if >>You can find 'em right. So even if you could, the point is that see, five years ago, when your competitors were not doing Kubernetes, it was a competitive advantage to go build a team to do Kubernetes. So you could move faster today. You know, there's a high chance that your competitors are already buying from a Rafa or somebody like Rafa. So now it's better to take these really, really sharp engineers and have them work on things that make the company money, writing operations for Kubernetes. This is a commodity. Now >>How confident are you that the cloud providers won't get in and do what you do and put you out of business? >>Yeah, I mean, absolutely. I think, I mean, in fact, I, I had a conversation with somebody from HBS this morning and I was telling them, I don't think you have a choice. You have to do this right. Competition is not a bad thing. Right? This, the, >>If we are the only company in a space, this is not a space, right. The bet we are making is that every enterprise has, you know, they have an on-prem strategy. They have at least a handful of, everybody's got at least two clouds that they're thinking about. Everybody starts with one cloud and then they have some other cloud that they're also thinking about, um, for them to only rely on one cloud's tools to solve for on-prem plus that second cloud, they potentially, they may have, that's a tough thing to do. Um, and at the same time we as a vendor, I mean the only real reason why startups survive is because you have technology that is truly differentiated, right. Otherwise, right. I mean, you gotta build something that is materially. Interesting. Right. We seem to have, sorry, go ahead. >>No, I was gonna ask you, you actually had me thinking about something, a non yes. MoneyGram big, well known company, a startup, adding, working in a space with Google, VMware, all the biggest names. What brought you to Rafi to solve this operational challenge? >>Yeah. Good question. So when we started out sort of in our Kubernetes, um, you know, we had heard about EKS, uh, and, and we are an AWS shop. So, uh, that was the most natural path. And, and we looked at, um, EKS and, and used that to, you know, create our clusters. Um, but then we realized very quickly that yes, toe's point AWS manages the control plane for you. It gives you the high availability. So you're not managing those components, which is some really heavy lifting. Right. Uh, but then what about all the other things like, you know, centralized dashboard, what about, we need to provision, uh, Kubernetes clusters on multi-cloud right. We have other clouds that we use, uh, or also on prem. Right. Um, how do you do some of that stuff? Right. Um, we, we also, at that time were looking at, uh, other, uh, tools also. >>And I had, I remember come up with an MVP list that we needed to have in place for day one or day two, uh, operations, right. To before we even launch any single applications into production. Um, and my ops team looked at that list. Um, and literally there was only one or two items that they could check, check off with S you know, they they've got the control plane, they've got the cluster provision, but what about all those other components? Uh, and some of that kind of led us down the path of, uh, you know, looking at, Hey, what's out there in this space. And, and we realized pretty quickly that there weren't too many, there were some large providers and capabilities like Antos, but we felt that it was, uh, a little too much for what we were trying to do. You know, at that point in time, we wanted to scale slowly. We wanted to minimize our footprint. Um, and, and Rafa seemed to sort of, uh, was, was a nice mix, uh, you know, uh, from all those different angles, how >>Was, how was the situation affecting your developer experience? >>So, um, so that's a really good question also. So operations was one aspect of, to it, right? The other part is the application development, right? We've got, uh, you know, Moneygrams when a lot of organizations have a plethora of technologies, right? From, from Java to.net to no GS, what have you, right. Um, now as you start saying, okay, now we're going cloud native, and we're gonna start deploying to Kubernetes. Um, there's a fair amount of overhead because a tech stack, all of a sudden goes from, you know, just being Java or just being.net to things like Docker, right? All these container orchestration and deployment concerns, Kubernetes, uh, deployment artifacts, right. I gotta write all this YAML, uh, as my developer say, YAML, hell right. <laugh>, uh, I gotta learn Docker files. I need to figure out, um, a package manager like helm, uh, on top of learning all the Kubernetes artifacts. >>Right. So, um, initially we went with sort of, okay, you know, we can just train our developers. Right. Um, and that was wrong. Right. I mean, you can't assume that everyone is gonna sort of learn all these deployment concerns, uh, and we'll adopt them. Right. Um, uh, there's a lot of stuff that's outside of their sort of core dev domain, uh, that you're putting all this burden on them. Right. So, um, we could not rely on them and to be sort of cube cuddle experts, right. That that's a fair amount, overhead learning curve there. Um, so Rafa again, from their dashboard perspective, right? So the managed cube cuddle gives you that easy access for devs, right. Where they can go and monitor the status of their workloads. Um, they can, they don't have to figure out, you know, configuring all these tools locally just to get it to work. >>Uh, we did some things from a DevOps perspective to basically streamline and automate that process. But then also office order came in and helped us out, uh, on kind of that providing that dashboard. They don't have to worry. They can basically get on through single sign on and have visibility into the status of their deployment. Uh, they can do troubleshooting diagnostics all through a single pane of glass. Right. Which was a key key item. Uh, initially before Rafa, we were doing that command line. Right. And again, just getting some of the tools configured was, was huge. Right. Took us days just to get that. And then the learning curve for development teams, right? Oh, now you gotta, you got the tools now you gotta figure out how to use it. Right. Um, so >>See, talk to me about the, the cloud native infrastructure. When I look at that entire landscaping number, I'm just overwhelmed by it. As a customer, I look at it, I'm like, I, I don't know where to start I'm sure. Or not, you, you folks looked at it and said, wow, there's so many solutions. How do you engage with the ecosystem? You have to be at some level opinionated, but flexible enough to, uh, meet every customer's needs. How, how do you approach that? >>Yeah. So it's a, it's a really tough problem to solve because, so, so the thing about abstraction layers, you know, we all know how that plays out, right? So abstraction layers are fundamentally never the right answer because they will never catch up. Right. Because you're trying to write and layer on top. So then we had to solve the problem, which was, well, we can't be an abstraction layer, but then at the same time, we need to provide some sort of, sort of like centralization standardization. Right. So, so we sort of have this, the following dissonance in our platform, which is actually really important to solve the problem. So we think of a, of a stack as sort of four things. There's the, there's the Kubernetes layer infrastructure layer, um, and EKS is different from ES and it's okay. Mm-hmm <affirmative>, if we try to now bring them all together and make them behave as one, our customers are gonna suffer because there are features in ESS that I really want. >>But then if you write an AB obsession layer, I'm not gonna get 'em so not. Okay. So treat them as individual things. And we logic that we now curate. So every time S for example, goes from 1 22 to 1 23, rewrite a new product, just so my customer can press a button and upgrade these clusters. Similarly, we do this fors, we do this for GK. We it's a really, really hard job, but that's the job. We gotta do it on top of that, you have these things called. Add-ons like my network policy, my access management policy, my et cetera. Right. These things are all actually the same. So whether I'm Anek or a Ks, I want the same access for Keith versus a none. Right. So then those components are sort of the same across doesn't matter how many clusters does money clouds on top of that? You have applications. And when it comes to the developer, in fact, I do the following demo a lot of times because people ask the question, right? Mean, I, I, I, people say things like, I wanna run the same Kubernetes distribution everywhere, because this is like Linux, actually, it's not. So I, I do a demo where I spin up a access to an OpenShift cluster and an EKS cluster and an AKs cluster. And I say, log in, show me which one is, which they're all the same. >>So Anan get, put, make that real for me, I'm sure after this amount of time, developers groups have come to you with things that are snowflakes and you, and as a enterprise architect, you have to make it work within your framework. How has working with RAI made that possible? >>Yeah. So, um, you know, I think one of the very common concerns is right. The whole deployment, right. Uh, toe's point, right. Is you are from an, from a deployment perspective. Uh, it's still using helm. It's still using some of the same tooling, um, right. But, um, how do you Rafa gives us, uh, some tools, you know, they have a, a command line, art cuddle API that essentially we use. Um, we wanted parody, um, across all our different environments, different clusters, you know, it doesn't matter where you're running. Um, so that gives us basically a consistent API for deployment. Um, we've also had, um, challenges, uh, with just some of the tooling in general, that we worked with RA actually to actually extend their, our cuddle API for us, so that we have a better deployment experience for our developers. So, >>Uh Huie how long does this opportunity exist for you? At some point, do the cloud providers figure this out or does the open source community figure out how to do what you've done and, and this opportunity is gone. >>So, so I think back to a platform that I, I think very highly of, which is a highly off, which has been around a long time and continues to live vCenter, I think vCenter is awesome. And it's, it's beautiful. VMware did an incredible job. Uh, what is the job? Its job is to manage VMs, right? But then it's for access. It's also storage. It's also networking and a sex, right? All these things got done because to solve a real problem, you have to think about all the things that come together to solve, help you solve that problem from an operations perspective. Right? My view is that this market needs essentially a vCenter, but for Kubernetes, right. Um, and that is a very broad problem, right. And it's gonna spend, it's not about a cloud, right? I mean, every cloud should build this. I mean, why would they not? It makes sense, Anto success, right. Everybody should have one. But then, you know, the clarity in thinking that the Rafa team seems to have exhibited till date seems to merit an independent company. In my opinion, I think like, I mean, from a technical perspective, this products awesome. Right? I mean, you know, we seem to have, you know, no real competition when it comes to this broad breadth of capabilities, will it last, we'll see, right. I mean, I keep doing Q shows, right? So every year you can ask me that question again. Well, you're >>You make a good point though. I mean, you're up against VMware, you're up against Google. They're both trying to do sort of the same thing you're doing. What's why are you succeeding? >>Maybe it's focus. Maybe it's because of the right experience. I think startups only in hindsight, can one tell why a startup was successful? In all honesty. I, I, I've been in a one or two service in the past. Um, and there's a lot of luck to this. There's a lot of timing to this. I think this timing for a com product like this is perfect. Like three, four years ago, nobody would've cared. Like honestly, nobody would've cared. This is the right time to have a product like this in the market because so many enterprises are now thinking of modernization. And because everybody's doing this, this is like the boots storm problem in HCI. Everybody's doing it. But there's only so many people in the industry who actually understand this problem. So they can't even hire the people. And the CTO said, I gotta go. I don't have the people. I can't fill the, the seats. And then they look for solutions and we are that solution that we're gonna get embedded. And when you have infrastructure software like this embedded in your solution, we're gonna be around with the assuming, obviously we don't score up, right. We're gonna be around with these companies for some time. We're gonna have strong partners for the long term. >>Well, vCenter for Kubernetes, I love to end on that note, intriguing conversation. We could go on forever on this topic, cuz there's a lot of work to do. I think, uh, I don't think this will over be a solve problem for the Kubernetes of cloud native solution. So I think there's a lot of opportunity in that space. Hi, thank you for rejoining the cube. I non con welcome becoming a cube alum. <laugh> I awesome. Thank you. Get your much your profile on the, on the Ken's. Website's really cool from Valencia Spain. I'm Keith Townsend, along with my whole Paul Gillon and you're watching the cube, the leader in high tech coverage.

>>Okay, okay, we're back, you're watching the cubes, continuous coverage of HBs Green Lake announcement. One of the things that we said on the Cuban. We first saw Green Lake was let's watch the pace at which H P E delivers new servants is what's that cadence like? Because that's a real signal as to the extent that the company's leading into the cloud and today we're covering that continued expansion. We're here with Tom Black, who was the general manager of HPC storage and Omar assad, who's the storage platform lead for cloud data services at Hewlett Packard Enterprise gentlemen welcome. It's good to see you. >>Thanks Dave. Thanks for having us today. Good to see you. >>Happy to be here. Dave. >>So obviously a lot has changed globally, but when you think of things like cyber threats, ransomware, uh, the acceleration of business transformation, uh, these are new things, a lot of it is unknown a lot of it was forced upon us tom what are you guys doing to address these trends? How are you helping customers? >>Sure, thanks for the question. So if you think back to what we launched in early May, kind of the initial cloud transformation of what was our traditional storage business. Um, we really focused on one key theme. Very customer and customer driven theme that the cloud operational model has one and that customers want that operational model, whether they're operating their workload in the cloud or whether they're operating that workload in their own facility or Nicolo kind of the same thing. So that was kind of our true north and that's what we launched out of the gate in May. But we did allude in May to the fact that we would have an ongoing series of new services coming out on the uh H B Green Lake edge to cloud platform. And just really excited today to be talking about somewhat that expansion looks like um we will continue uh through this month and through the quarters ahead to really add more and more services in that vein of focusing on bringing that true cloud services model to our customer. So we're really excited today to unveil kind of, we've entered the data protection as a service market with HP Green Lake. So this is really our expansion into a very top of mind topic and set of problems and solutions or headaches and aspirins, to quote an old friend um that Ceos faces, they think about how to manage data through its life cycle in their organization. >>When I talked to see IOS during the pandemic. Not that we're out yet, but really in the throes of it and asked them about things like business resilience that they said, you know, we really had to rethink our disaster recovery strategy. It was it was sort of geared toward a fire or a hurricane and we we just didn't even imagine this type of disaster if you will. So we really needed to rethink it. So when I, I see your disaster recovery as a service and capabilities like that. Is that the Xarelto acquisition? >>Yes. Dave thanks you. So we're super happy to have the Xarelto team now as part of our family. Um, just a brilliant team, a well respected technology, uh, kind of a blue chips at our customers and partners that really appreciate what zero has to offer. Um, as we looked at the data protection as a service market, one of the hardest problems is really in that disaster recovery space, I think Omar's gonna talk a little bit more about today. Um, but sort of really does bring the leading industry, what's called continuous data protection um, capability into our green lake platform. Um, we've just recently closed the acquisition and we're working on kind of integration plan as we speak now that we can actually talk to each other post close. Um, but you'll uh, you'll continue to see, you know, some really exciting milestones each and every quarter as we march forward with certain now as part of the family. >>So we all talk about how data is, is so important. We certainly learned during the pandemic that that if you weren't a digital business, you were out of business and a digital business is a data business. So things like backup data protection as a service become increasingly critical. I know you have some capabilities there maybe you could share with us. >>Absolutely. So you know, one of the things that we noticed was as we took the storage business through its transformation and we started can work you know, with the launch of the electron 90 and the six K platform. We really really brought the cloud operational model to our customers. So one of the things that you know, feedback that was coming loud and clear to us is that as we look at the storage portfolio where we look at file block and object, which are now being transformed into a cloud operational experience, data protection, disaster recovery coming back into business after a disaster snapshot management. All of those capabilities, we still have to rely on our partner technologies in order to do that now. It's not bad that we have great partners in the data protection world, but what we're really focused on is that cloud operational model and cloud operational experience and to and as tom mentioned through the data management life cycle. So as a result of that, we talked to a lot of our customers, we talked to a bunch of partners and one of the things that was coming back was that yes, there are many data protection backup offerings on the market. But that true as a service experience that is completely integrated to the services experience of the storage that the customers is experiencing that is not there. So what we looked at was especially to the largest ecosystem, which is the VM ware ecosystems. So we're launching data protection as a service or backup as a service for our VM ware customers offered from data services, cloud console as a SAAS portal. 100% SAs service, nothing to install. No media servers, no application servers, no catalog servers, no backup targets, no patching, no expansion, no capacity planning. None of that is needed. All that's needed is sign on click. Give your V center credentials and off you go, that's it. That is it three clicks and you're in business. So currently, you know, in our, in our analysis we offer five x faster recovery from any of the competitive offerings that there there there are 3.5 better de doop ratios. But for our customers is as simple as this. VM is protected as this many dollars per gig per month. That's it. No backup target, no media server, no catalogs are nothing nothing to manage total Turkey off of the portal. So that's the cadence of services that if you promise and this is one of the first ones when it comes to data management that is coming out into the open. >>So you may have just answered this question, but I want to pose it and get you maybe just summarize it because tom was talking earlier about the customer mandate for cloud in a cloud operational model. So I want you to explain to the audience how you're making that real >>actually can I start that one should be the test was monday morning. Getting ready for this chat with you Dave they got me on console and I'm not kidding three clicks, I got back up and running off the lab VM ware instance so I'll pass it off to you the real answer. But if I could do it three clicks >>as well as a convenience of this service, even tom can be your back, you might be able to do with this. Uh again, you know, a very important question the when you, when you look at the cloud operational model as you abstracts the hardware and and take the management model up into a SAS service, it gives our customers that access to that continuous delivery access that we have. We're going to continue to make the service medal better in the cloud model and automatically customers get the value of it without even reinstalling or going through a patch cycle or an upgrade cycle. But as we get into this cloud operational model, one of the things that was missing was uh if you if you if you if you start to talk about applications, how our application workloads going to be deployed, how are they going to be protected and how are they going to be expanded? So what we did was we, we expanded our info site offerings by merging them into the data services, cloud console and we're releasing a new service called app insects. It is going to be available to our customers at the end of the month. Uh It is, nothing has to change. They don't have to install any sort of agents or or host modifications, nothing like that. If their customers of electra nimble primary boxes and they're using info site and data services, cloud console, they will automatically get app insights. What Athens sites does is it really teases apart all that data that we have been collecting within foresight and now with the acquisition of HPV cloud physics, we're merging them together and relating the operational stacked top to bottom. So discovering all the way from your application usage, network usage, storage, use it. IOP usage VM values cross, collaborating them and presenting that to a customer from an app or an outcome perspective all in the data services, cloud console. So what this does for our customers is it really really transforms not only their operational experience but also buying experience. Because if you remember in one of the earlier releases of data services cloud console we released this application called, you know, intelligent intent based provisioning in which you just describe your workload and we go ahead and we provision that app insights and info site, feed that information directly into that and cloud physics generates and results and displays those analytics back to us to your partner of record and to the H. B. So we can all come together on a common data driven discussion point with our customers to continue to make their journey better >>tom where's all the boxes, traditional storage is changing. I've actually been waiting for this day for a long, long time. We've certainly seen glimpses of it from the cloud players, but they don't have, you know, super rich portfolio storage portfolio. They're growing now, but this is a really good strong example of a company with a large storage portfolio. That's, I mean I haven't heard the word three power once today. Right. And so what that says to me, that's an indication that you're thinking like a cloud player, can you maybe talk >>to that? Sure. Yeah, we're just tremendously excited about this transformation and really the reception we've got in the market from analysts, from partners, from customers because you're right, you haven't heard us talk about a box at all today. It's really about a block service, a file on the object service, a backup and recovery service, disaster recovery service. That that's that is the the language, if you will of the business problems of our customers not, do they need to pick this widget or that widget. And how many apps can I get here and there? And which did the h a cage protection scheme be that, is that, is our job to manage underneath are true North, which is the cloud operational model. And so that's going to be really how we we've set our course and how we will uh kind of deliver products solutions offers into the market underneath that umbrella, Ultimately, um getting our customers wherever their data is Dave to be able to interact at that service level instead of at that infrastructure box >>level, you've got my attention wherever the data. So that's the north star here is this is, you know, you're not done today obviously, but you've got a vision to bring that to the cloud across clouds on prem out to the edge. That's the abstraction layer that you're gonna build, your hiding all that complexity. That's correct. And that's cloud. The definition of cloud is changing. >>Yeah, >>it's no longer started, it's no longer a remote set of services. Somewhere up in the cloud. It's expanding on prem hybrid across clouds edge >>everywhere. You're exactly right. Dave it is, cloud is more about the experience and the outcome. It gives a customer than actually where the compute or storage is. We've chosen to take a very customer an agnostic position of whether it's, you know, data in your premise, data in your cloud. We're going to help you manage that data and deliver, you know, that data to workloads and analytics, uh, wherever the, wherever the compute needs to be, where the data needs to be. Again, technologies like Xarelto giving instability and move data across clouds from facilities and clouds back and forth. So it's a really exciting new day for HP. Green Lake were just so super happy to bring these technologies out and really continue to follow on the course of doing what we said, we would do >>the new mindset starts there, I guess it's obviously knew certainly new technologies, uh, you're talking about machine intelligence is a metadata challenge. Absolutely. Big time, you know, long term that North Star that we talked about and applying that machine intelligence, all the experience that you gather data that you're gathering is, I think ultimately how customers want you to solve this problem >>in the middle of info site data services, cloud console and the instrumentation that is already shipping on our appliances, both in edge appliances and the data center appliances were collecting more than a trillion data points over the period of a quarter. Right at the end of the day. So it's harnessing that at the back end to cross relate and then using the cloud physics accusation. What we're doing is we can now simulate these things on behalf of our customers into the future timeline. So at the end of the day, it's really about listening to the customer and what outcomes that they want to achieve with their data storage is there we provide excellent persistence layers where customers can store their data safely. But at the end of the day it's customers choice, They can store their data out of the edge in compute servers, commodity servers, X 86 servers, they can have their data in the data center which they are privately owned or their data can be in a service provider or it can be in a hyper secular. The infrastructure of the persistence layer is independent from the data services. Cloud console data services. Cloud console provides our customers with a SAS based industry leading metadata rich management experience, which then allows you to draw conclusions. So services like cloud physics services like uh enforce it, provide the analytics and richness of the metadata, backup and recovery service allows us to index our customers data and add a rich metadata to that and then combine that with xylitol, which is our disaster recovery as a service offering. Going to start over here. That gives the customer a very simple slider as to where they want their protection levels to be, they want their protection to be instant or they want their protection to be lazy eight hours window. But the thing is at the end of the day, it's about choice without managing the complexities of the hardware >>underneath because programmable completely right I come in, what I'm hearing is file object blocks of your multi protocol. I got a full stack so data data reduction, my snaps might replicate whatever whatever I need it in there as a service. I can I can access latency sensitive storage if I need to or I can push it out to cheaper stores. I could push it out to the cloud, presumably I could someday I air gap it uh and it's all done as infrastructure as code and then different protection levels where I see this going. It really gets exciting is you're now a data company and you're bringing ai machine intelligence and driving data products, data services for your customers who are going to monetize that at their end of the value >>chain. That's right. That's right. And safely insecurity. Keeping in mind that was their toes technology. We can give you, you know, small second recovery points to protect against ransomware. So all of that operational elegance, all those insights and intelligence to help you build a more agile, um you know, workloads centric organization, but then to do it safely and securely against ransomware, that's kind of the storm, if you will. That's brewing. And we're just really excited to be at the eye of it. >>I'm excited to. This is uh I've been waiting for this day for a long time and we're not talking about envy, Emmy and Atomic Rights and I love that stuff by the way and I'm sure it's all under the covers, but that's not what drives business value guys. Thanks so much for coming on the Cuban. David. >>Thanks for having us. It's been great. Thank you. >>All right. We're seeing a transformation all through the stack and keep it right there. This is Dave Volonte for the Cuban. Our coverage of HBs Green Lake announcements right back mm mhm

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

>>Good morning. Good, absolute and good evening to all >>those who are listening to this presentation. >>I am rather to Saxena and I manage the platform >>solutions and the thought body operating systems team in the compute workload and solutions group within HP compute >>today I'm >>going to discuss about containers >>and what containers >>do for you >>as a customer >>and why >>should you consider h PE container solutions >>for transforming your business? >>Let's talk about how some of >>the trends seen >>in the industry are impacting the >>customer's day >>in and >>day out and what is it that >>they really need >>cloud services >>and continue your ization, increase operational flexibility, agility and >>speed. >>But non native >>apps seem >>to be a serious issue. >>These legacy apps >>and architecture slow the >>development team, >>making it much harder to meet competitive demand >>and cost pressures. It administrators are >>looking for a way to quickly deploy and manage the resources there. Developers need. >>They want to release more >>updates more quickly. Digital transformation has really shifted >>its focus >>from operations. Two applications, it's all >>about gaining the agility to deploy code faster >>developers want the >>flexibility to choose from a variety of >>Os or containerized ab stacks and to have fast access >>to the resources >>they need. And Ceos >>and line >>of business owners need visibility >>into cost >>and usage so they can optimize their >>spend and drive >>higher utilization of >>their resources. >>So let's define what >>is container technology. >>Container >>technology is a method used to package >>an application >>and software. >>It is a game changer. >>Let's take a closer look at at a couple of >>examples within each area. In the area of cost savings, we achieve savings by reducing the virtualized footprint and by reducing administrative overhead >>through the introduction >>of CIA >>CD pipelines. >>In terms of agility, >>this helps you become more a child by enabling >>your workload portability. It also >>shortens development >>life cycle while increasing the frequency >>of application updates. Within innovation, container platform technologies >>provides >>centralized >>images and source code >>through standard >>repositories, decoupling of application dependencies >>and use of templates >>leading to enhancing >>collaboration. This kick starts your innovation >>container technology would bring >>these benefits to enterprise it and accelerate the transformation of business. >>H. P. E has the proven >>architecture and expertise for the introduction >>of container technology. >>Apps and >>data are no longer centralized in >>the data center. >>They live >>everywhere at the edge, >>in Carlos, >>in the cloud and >>in the data center. This creates >>enormous complexity for application operability >>performance >>and security >>customers are looking >>for a way >>to simplify >>speed and scale their apps and that's driving a rise in container adoption. >>Managing these >>distributed environments requires different skill sets, >>tools and processes >>to manage both >>traditional and cloud environments. >>It is complex >>and time consuming >>all of these workloads are also very >>data dependent Ai >>data analytics and that modernization are the key entry points for >>HB >>Admiral to >>intercept the transformation budget. >>A study from I. T. >>C. Found that >>More than 50 of enterprises are leveraging containers >>to modernize legacy applications >>as is >>without re architect in them. >>These containers are often then deployed >>in on premise cloud environments using kubernetes and Docker. Re implementing legacy applications >>as >>cloud native microservices >>has proven >>more difficult >>than expected, >>held back by the scarcity of the experienced Microsoft >>talent to do that work. >>As a result, only half >>of the new containers deployed leverage microservices >>for cloud native apps. one key element of the >>HB approach is to reduce the effort >>required to >>continue to rise these existing applications. >>One platform for non cloud native and cloud >>native apps >>is the H P E. S. Moral >>container platform. >>Hp Green Lake brings the >>true cloud >>experience to your cloud >>native and non cloud native apps without >>costly. Re factoring with cloud services for containers through Hve Green Lake >>continue rising. >>Non cloud native apps, >>improves >>efficiency, >>increases agility >>and provides >>application affordability. >>Simple applications can take about three months >>while complex once >>up to a year to re factor >>with cloud services for >>containers through HP Green Lake >>customers can save this time and get the benefits >>With 100 open source kubernetes right away with HP >>Asmal >>container platform, non cloud native state fel. Enterprise apps can be deployed in containers without >>costly re factoring >>enabling customers to bring speed and agility >>to non cloud native apps >>with ease. Hp Green Lake is a >>single platform for war clothes and helps customers avoid the cost of moving data and apps and run walk clothes >>securely from the edge >>call occasions >>and data centers >>while meeting the needs for the agency, >>data sovereignty >>and >>regulatory compliance >>with unique type. The >>HBs milk container platform >>provides a container management control plane >>with the fully integrated >>Hve Admiral data fabric. >>The HBs real container platform >>integrates a high performance distributed >>file, an >>object storage. >>These turnkey >>pre configured >>cloud connected >>solutions >>are delivered in >>As little as 14 days and managed for you by HP. E and our partners so >>customers do not need to skill up on kubernetes. >>The key differentiators >>for H. >>B. S. Merrill are providing a complete >>solution that addresses >>a broad set of applications and a consistent multi cloud deployment and management platform. It solves the data integrity >>and application recovery issues >>central >>to business critical >>on >>premise applications. >>It maintains the commitment to open source to ensure customers >>can take >>advantages of future developments >>with these distributions. >>It reduces >>development effort and moves application development >>to self service. >>Now let us look at >>some customer success stories with HBs Merrill. Here is a >>customer who modernize >>their existing legacy applications. >>There were a lot of blind >>spots in the system and the >>utilization >>Was just about 10%. By transitioning to containers, they >>were able to get >>50 >>eight times faster in just performance, reducing a significant >>portion of the cost of >>the customers deployment, significant >>reduction in infrastructure >>footprint resulting >>in lower TCO >>and with HB Green Lake, they received cloud agility >>at a fraction >>of the cost of the alternatives. This customer is expanding its efforts into machine >>learning and >>analytics technologies >>for decision support in areas >>of ingesting and processing large data sets. >>They are enabling data science >>and >>such based applications >>on large >>and low late in data sets using a combination of >>patch >>and streaming transformation processes. >>These data sets support both offline and in line machine learning, deep learning training >>and model execution >>to deploy these >>environments at >>scale and >>move from >>experimentation >>to >>production. They need to connect the dots between their devops teams and the data science teams >>walking on machine learning >>and analytics from an inch for such a standpoint. They're using containers >>and kubernetes >>to drive greater agility >>and flexibility as well as cost savings and efficiency >>as they are >>operationalized. >>These machine >>learning deep learning >>and analytic initiatives. >>This includes >>automated configuration of software stacks and the deployment of data pipeline bills >>in containers. >>The developers >>selected kubernetes >>as the container >>orchestration engine for the enterprise >>and is using H >>P E S, real container >>platform >>for their machine learning >>deep learning and analytic war clothes. This customer had a growing demand for >>data scientists >>and their goals >>were >>to gain continuous insights into existing and new customers >>and develop innovative products >>and get them to >>market faster amongst others. >>The greater >>infrastructure utilization >>on premises resulted in >>significant cost savings Around $6 million three years >>and significantly improved environment >>provisioning time >>From 9 to 18 months to just about 30 minutes. And along those lines, >>there are many >>more examples >>of customer success stories across various industries >>that proved >>transitioning >>to the HP. Es. >>Moral container >>solutions can be >>a total game changer by the way. HB also >>provides container solutions on with various software vendors. >>This customer >>was eager to >>embrace a giant abb development techniques >>that would allow them >>to become more a child >>scalable >>and affordable, helping to deliver >>an exceptional customer service >>and avoid vendor lock in HB. partnered with >>them to deploy >>red hat, open shift running on HP hardware, >>which became a new container >>based devoPS >>platform, effectively >>running on bare metal for >>minimal resource >>overheads and maximum performance. >>The customer now had a platform >>that was capable of supporting >>their virtualization and continue realization ambitions. >>Now let us see how HB Green Lake can help >>you reduce costs, >>risk and time you get speed, time >>to value >>with >>pre integrated hardware, >>software and services the HP ES moral platform to >>design and build >>container based >>services and cell service, catalog and marketplace for rapid >>provisioning >>of these services, >>you get lower risk to the business >>with >>fully managed by contained by HP >>container experts. >>Proactive resolution >>of incidents, >>active capacity management to scale with demand, you can reduce costs >>by avoiding >>upfront capital expense >>and over >>provisioning with pay per use model >>intuitive dashboard for >>cluster costs and storage. >>HB also has a huge >>differentiator when it >>comes to security. >>The HBs. Silicon Root >>of Trust >>secures your >>data at the microcode level >>inside the processor itself, ensuring >>that your digital assets >>remain protected and secure >>with your continued authorization strategy >>built on the world's >>most >>secure industry standard servers, >>you'll be able to >>fully concentrate your resources on your modernization efforts. >>Additionally, >>you can enjoy >>benefits such as HP >>form where threat detection >>along with the with other best in class >>innovations from H B such as malware detection >>and Form where recovery. Your HP servers >>are protected >>from >>silicon to >>software >>and at every touch >>point in between >>preventing bad >>actors from gaining access to containers or infrastructure. >>H B E can help accelerate >>your transformation >>using >>three pillars. >>Hp Green Lake, >>you can deploy >>any workload as a service >>with >>HP Green Lake Services, >>you can now bring >>cloud >>speed >>agility and as a >>service model >>to wear your >>apps and data are today transform the >>way you do business >>with one experience >>And one operating model >>across your distributed clouds >>for apps >>and data >>at the edge in coal occasions >>and in your data center. HB point Next services >>with over >>11,000 >>I'd projects conducted >>And 1.4 million >>customer interactions each year. >>HB point X Services, >>15,000 plus experts and its vast >>ecosystem of solution >>partners and channel partners >>are uniquely able to help you at every stage >>of your digital transformation because we address >>some of the biggest >>areas that can slow you down. >>We bring together technology >>and expertise >>to help you drive >>your business forward >>and last but not the least. >>Hp Financial services, >>flexible investment >>capacity are key >>considerations >>for businesses >>to drive digital transformation initiatives >>in order to forge a path forward. You need >>access two flexible >>payment options >>that allow you to match icty costs >>to usage. >>From helping release >>capital from existing infrastructure, two different payments >>and providing >>pre owned tech >>to relieve capacities. Train >>HP Financial >>services unlocks the value of the customer's entire >>estate from >>edge >>to cloud >>to end user >>with multi vendor >>solutions consistently and sustainably >>around the world. HB Fs >>makes I'd >>investment >>force multiplier, >>not a stumbling block. >>H B S. Moral >>and HB compute are the >>ideal choice >>for your container Ization strategy, >>combining familiar silver hardware >>with a container platform that has been >>optimized for the environment. >>This combination is >>particularly cost effective, >>allowing you to capitalize on existing hardware skills >>as you focus >>on developing innovative >>containerized solutions. >>H beef Admiral >>fits your existing infrastructure and provides potential to scale as required. >>And with that, >>I conclude this session and I hope >>you found this valuable. There are many resources available at hp dot >>com that you can use >>to your benefit. Thank you once again.

>>Okay, >>welcome to Accelerating next. Thank you so much for joining us today. We have a great program. We're gonna talk tech with experts, will be diving into the changing economics of our industry and how to think about the next phase of your digital transformation. Now. Very importantly, we're also going to talk about how to optimize workloads from edge to excess scale with full security and automation all coming to you as a service. And with me to kick things off as Neil Mcdonald, who's the GM of compute at HP NEAL. Always a pleasure. Great to have you on. >>It's great to see you dad >>now, of course, when we spoke a year ago, we had hoped by this time we'd be face to face. But here we are again, you know, this pandemic, It's obviously affected businesses and people in so many ways that we could never have imagined. But the reality is in reality, tech companies have literally saved the day. Let's start off, how is HPV contributing to helping your customers navigate through things that are so rapidly shifting in the marketplace, >>although it's nice to be speaking to you again and I look forward to being able to do this in person. At some >>point. The >>pandemic has really accelerated the need for transformation and businesses of all sizes. More than three quarters of C. I. O. S. Report that the crisis has forced them to accelerate their strategic agendas, organizations that were ready transforming or having to transform faster and organizations that weren't on that journey yet are having to rapidly develop and execute a plan to adapt to this new reality. Our customers are on this journey and they need a partner for not just the computer technology but also the expertise and economics that they need for that digital transformation. And for us this is all about unmatched optimization for workloads from the edge to the enterprise to extra scale With 360° security and the intelligent automation all available in that as a service experience. >>Well, you know, as you well know, it's a challenge to manage through any transformation, let alone having to set up remote workers overnight, securing them, re setting budget priorities. What are some of the barriers that you see customers are working hard to overcome? >>Simply put the organizations that we talk with our challenged in three areas. They need the financial capacity to actually execute a transformation. They need the access to the resource and the expertise needed to successfully deliver on a transformation. And they have to find the way to match their investments with the revenues for the new services that they're putting in place to service their customers in this environment. >>You know, we have a data partner E. T. R. Enterprise Technology Research and the spending data that we see from them is it's quite dramatic. I mean last year we saw a contraction of roughly 5% of in terms of I. T. Spending budgets etcetera. And this year we're seeing a pretty significant rebound. Maybe a 67% growth ranges is the prediction. The challenge we see his organizations have to they got to iterate on that. I call it the forced march to digital transformation and yet they also have to balance their investments. For example that the corporate headquarters which have kind of been neglected. Is there any help in sight for the customers that are trying to reduce their spending and also take advantage of their investment capacity? >>I think you're right. Many businesses are understandably reluctant to loosen the purse strings right now given all of the uncertainty. And often a digital transformation is viewed as a massive upfront investment that will pay off in the long term, and that can be a real challenge in an environment like this, but it doesn't need to be uh, we work through HP financial services to help our customers create the investment capacity to accelerate the transformation, often by leveraging assets they already have and helping them monetize them in order to free up the capacity to accelerate what's next for their infrastructure and for the business. >>So can we drill into that? I would wonder if you could add some specifics. I mean, how do you ensure a successful outcome? What are you really paying attention to as those sort of markers for success? >>Well, when you think about the journey that an organization is going through, it's tough to be able to run the business and transform at the same time and one of the constraints is having the people with enough bandwidth and enough expertise to be able to do both. So we're addressing that in two ways for our customers. One is by helping them confidently deploy new solutions which we have engineered, leveraging decades of expertise and experience in engineering to deliver those workload optimized portfolios that take the risk and the complexity out of assembling some of these solutions and give them a prepackaged validated supported solution intact that simplifies that work for them. But in other cases we can enhance our customers bandwidth by bringing them HP point Next experts with all of the capabilities we have to help them plan, deliver and support these I. T. Projects and transformations. Organizations can get on a faster track of modernization, getting greater insight and control as they do it. We're a trusted partner to get the most for a business that's on this journey in making these critical computer investments to underpin the transformations and whether that's planning to optimizing to save for retirement at the end of life. We can bring that expertise to bear to help amplify what our customers already have in house and help them accelerate and succeed in executing these transformations. >>Thank you for that. Let's let's talk about some of the other changes that customers see him in the cloud is obviously forced customers and their suppliers to really rethink how technology is packaged, how it's consumed, how it's priced. I mean there's no doubt in that. So take Green Lake, it's obviously leading example of a pay as you scale infrastructure model and it could be applied on prem or hybrid. Can you maybe give us a sense as to where you are today with Green Lake? >>Well, it's really exciting now from our first pay, as you go offering back in 2006, 15 years ago to the introduction of Green Lake. HBs really been paving the way on consumption-based services through innovation and partnership to help meet the exact needs of our customers. Hp Green Lake provides an experience, is the best of both worlds. A simple paper use technology model with the risk management of data that's under our customers direct control and it lets customers shift to everything as a service in order to free up capital and avoid that upfront expense that we talked about. They can do this anywhere at any scale or any size and really HP Greenlee because the cloud that comes to you >>like that. So we've touched a little bit on how customers can maybe overcome some of the barriers to transformation. What about the nature of transformations themselves? I mean historically there was a lot of lip service paid to digital and and there's a lot of complacency, frankly, but you know that covid wrecking ball meme that so well describes that if you're not a digital business, essentially you're gonna be out of business. So, you know, those things have evolved, how is HPV addressed the new requirements? >>Well, the new requirements are really about what customers are trying to achieve. And four very common themes that we see are enabling the productivity of remote workforce. That was never really part of the plan for many organizations being able to develop and deliver new apps and services in order to service customers in a different way or drive new revenue streams, being able to get insights from data so that in these tough times they can optimize their business more thoroughly. And then finally think about the efficiency of an agile hybrid private cloud infrastructure. Especially one that now has to integrate the edge. And we're really thrilled to be helping our customers accelerate all of these and more with HP computer. >>I want to double click on that remote workforce productivity. I mean again the surveys that we see, 46 of the ceo say that productivity improved with the whole work from home remote work trend. And on average those improvements were in the four range which is absolutely enormous. I mean when you think about that how does HP specifically help here? What do you guys do? >>Well every organization in the world has had to adapt to a different style of working and with more remote workers than they had before. And for many organizations that's going to become the new normal. Even post pandemic, many I. T. Shops are not well equipped for the infrastructure to provide that experience because if all your workers are remote the resiliency of that infrastructure, the latency is of that infrastructure, the reliability of are all incredibly important. So we provide comprehensive solutions expertise and as a service options that support that remote work through virtual desktop infrastructure or V. D. I. So that our customers can support that new normal of virtual engagements online everything across industries wherever they are. And that's just one example of many of the workload optimized solutions that we're providing for our customers is about taking out the guesswork and the uncertainty in delivering on these changes that they have to deploy as part of their transformation. And we can deliver that range of workload optimized solutions across all of these different use cases. Because of our broad range of innovation in compute platforms that span from the ruggedized edge to the data center all the way up to exa scale in HPC. >>I mean that's key if you're trying to affect the digital transformation and you don't have to fine tune, you know, basically build your own optimized solutions if I can buy that rather than having to build it and rely on your R and D. You know, that's key. What else is HP doing? You know, to deliver new apps, new services, you your microservices, containers, the whole developer trend, what's going on there? >>Well, that's really key because organizations are all seeking to evolve their mix of business and bring new services and new capabilities, new ways to reach their customers, new way to reach their employees, new ways to interact in their ecosystem all digitally. And that means that development and many organizations of course are embracing container technology to do that today. So with the HP container platform, our customers can realize that agility and efficiency that comes with container ization and use it to provide insight to their data more and more on that data of course is being machine generated or generated the edge or the near edge. And it can be a real challenge to manage that data holistically and not of silos and islands at H. P. S. Moral data fabric speeds the agility and access to data with a unified platform that can span across the data centers, multiple clouds and even the edge. And that enables data analytics that can create insights powering a data driven production oriented cloud enabled analytics and AI available anytime anywhere and at any scale. And it's really exciting to see the kind of impact that that can have in helping businesses optimize their operations in these challenging times. >>You gotta go where the data is and the data is distributed. It's decentralized. I I like the liberal vision and execution there so that all sounds good. But with digital transformation you're gonna see more compute in hybrid deployments. You mentioned edge. So the surface area, it's like the universe its its ever expanding. You mentioned, you know, remote work and work from home before. So I'm curious where are you investing your resources from a cyber security perspective? What can we count on from H P. E there >>Or you can count on continued leadership from hp as the world's most secure industry standard server portfolio. We provide an enhanced and holistic 360° view to security that begins in the manufacturing supply chain and concludes with a safeguarded end of life Decommissioning. And of course we've long set the bar for security with our work on silicon root of trust and we're extending that to the application tier. But in addition to the security customers that are building this modern Khyber or private cloud, including the integration of the Edge need other elements to they need an intelligent software defined control plane so that they can automate their compute fleets from all the way at the edge to the core. And while scale and automation enable efficiency, all private cloud infrastructures are competing with Web scale economics and that's why we're democratizing web scale technologies like Pensando to bring web scale economics and web scale architecture to the private cloud. Our partners are so important in helping us serve our customers needs. >>Yeah. I mean H. P. Is really up to its ecosystem game since the middle of last decade when when you guys reorganized and it became even more partner friendly. So maybe give us a preview of what's coming next in that regard from today's event. >>Well, they were really excited to have HP. Ceo, Antonio Neri speaking with Pat Gelsinger's from Intel and later lisa su from A. M. D. And later I'll have the chance to catch up with john Chambers, the founder and Ceo of J. C. Two ventures to discuss the state of the market today. >>Yeah, I'm jealous. You got, yeah, that's a good interviews coming up, NEal, thanks so much for joining us today on the virtual cube. You've really shared a lot of great insight how HP is is partner with customers. It's, it's always great to catch up with you. Hopefully we can do so face to face, you know, sooner rather than later. >>I look forward to that. And you know, no doubt our world has changed and we're here to help our customers and partners with the technology, the expertise and the economics they need For these digital transformations. And we're going to bring them unmatched workload optimization from the edge to exa scale with that 360° security with the intelligent automation. And we're gonna deliver it all as an as a service experience. We're really excited to be helping our customers accelerate what's next for their businesses. And it's been really great talking with you today about that day. Thanks for having me >>very welcome. It's been super Neil and I actually, you know, I had the opportunity to speak with some of your customers about their digital transformation and the role of that HPV plays there. So let's dive right in. >>Yeah. Mm.

>>Edge computing is predict, projected to be a multi-trillion dollar business. You know, it's hard to really pinpoint the size of this market. Let alone fathom the potential of bringing software, compute, storage, AI, and automation to the edge and connecting all that to clouds and on-prem systems. But what, you know, what is the edge? Is it factories? Is it oil rigs, airplanes, windmills, shipping containers, buildings, homes, race cars. Well, yes and so much more. And what about the data for decades? We've talked about the data explosion. I mean, it's mind boggling, but guess what, we're gonna look back in 10 years and laugh. What we thought was a lot of data in 2020, perhaps the best way to think about edge is not as a place, but when is the most logical opportunity to process the data and maybe it's the first opportunity to do so where it can be decrypted and analyzed at very low latencies that that defines the edge. And so by locating compute as close as possible to the sources of data, to reduce latency and maximize your ability to get insights and return them to users quickly, maybe that's where the value lies. Hello everyone. And welcome to this cube conversation. My name is Dave Vellante and with me to noodle on these topics is Omar Assad, VP, and GM of primary storage and data management services at HPE. Hello, Omer. Welcome to the program. >>Hey Steve. Thank you so much. Pleasure to be here. >>Yeah. Great to see you again. So how do you see the edge in the broader market shaping up? >>Uh, David? I think that's a super important, important question. I think your ideas are quite aligned with how we think about it. Uh, I personally think, you know, as enterprises are accelerating their sort of digitization and asset collection and data collection, uh, they're typically, especially in a distributed enterprise, they're trying to get to their customers. They're trying to minimize the latency to their customers. So especially if you look across industries manufacturing, which is distributed factories all over the place, they are going through a lot of factory transformations where they're digitizing their factories. That means a lot more data is being now being generated within their factories. A lot of robot automation is going on that requires a lot of compute power to go out to those particular factories, which is going to generate their data out there. We've got insurance companies, banks that are creating and interviewing and gathering more customers out at the edge for that. >>They need a lot more distributed processing out at the edge. What this is requiring is what we've seen is across analysts. A common consensus is that more than 50% of an enterprise is data, especially if they operate globally around the world is going to be generated out at the edge. What does that mean? More data is new data is generated at the edge, but needs to be stored. It needs to be processed data. What is not required needs to be thrown away or classified as not important. And then it needs to be moved for Dr. Purposes either to a central data center or just to another site. So overall in order to give the best possible experience for manufacturing, retail, uh, you know, especially in distributed enterprises, people are generating more and more data centric assets out at the edge. And that's what we see in the industry. >>Yeah. We're definitely aligned on that. There's some great points. And so now, okay. You think about all this diversity, what's the right architecture for these deploying multi-site deployments, robo edge. How do you look at that? >>Oh, excellent question. So now it's sort of, you know, obviously you want every customer that we talk to wants SimpliVity, uh, in, in, and, and, and, and no pun intended because SimpliVity is reasoned with a simplistic edge centric architecture, right? So because let's, let's take a few examples. You've got large global retailers, uh, they have hundreds of global retail stores around the world that is generating data that is producing data. Then you've got insurance companies, then you've got banks. So when you look at a distributed enterprise, how do you deploy in a very simple and easy to deploy manner, easy to lifecycle, easy to mobilize and easy to lifecycle equipment out at the edge. What are some of the challenges that these customers deal with these customers? You don't want to send a lot of ID staff out there because that adds costs. You don't want to have islands of data and islands of storage and promote sites, because that adds a lot of States outside of the data center that needs to be protected. >>And then last but not the least, how do you push lifecycle based applications, new applications out at the edge in a very simple to deploy better. And how do you protect all this data at the edge? So the right architecture in my opinion, needs to be extremely simple to deploy. So storage, compute and networking, uh, out towards the edge in a hyperconverged environment. So that's, we agree upon that. It's a very simple to deploy model, but then comes, how do you deploy applications on top of that? How do you manage these applications on top of that? How do you back up these applications back towards the data center, all of this keeping in mind that it has to be as zero touch as possible. We at HBS believe that it needs to be extremely simple. Just give me two cables, a network cable, a power cable, tied it up, connected to the network, push it state from the data center and back up at state from the ed back into the data center. Extremely simple. >>It's gotta be simple because you've got so many challenges. You've got physics that you have to deal your latency to deal with. You got RPO and RTO. What happens if something goes wrong, you've gotta be able to recover quickly. So, so that's great. Thank you for that. Now you guys have hard news. W what is new from HPE in this space >>From a, from a, from a, from a deployment perspective, you know, HPE SimpliVity is just gaining like it's exploding, like crazy, especially as distributed enterprises adopt it as it's standardized edge architecture, right? It's an HCI box has got stories, computer networking, all in one. But now what we have done is not only you can deploy applications all from your standard V-Center interface, from a data center, what have you have now added is the ability to backup to the cloud, right? From the edge. You can also back up all the way back to your core data center. All of the backup policies are fully automated and implemented in the, in the distributed file system. That is the heart and soul of, of the SimpliVity installation. In addition to that, the customers now do not have to buy any third-party software into backup is fully integrated in the architecture and it's van efficient. >>In addition to that, now you can backup straight to the client. You can backup to a central, uh, high-end backup repository, which is in your data center. And last but not least, we have a lot of customers that are pushing the limit in their application transformation. So not only do we previously were, were one-on-one them leaving VMware deployments out at the edge sites. Now revolver also added both stateful and stateless container orchestration, as well as data protection capabilities for containerized applications out at the edge. So we have a lot, we have a lot of customers that are now deploying containers, rapid manufacturing containers to process data out at remote sites. And that allows us to not only protect those stateful applications, but back them up, back into the central data center. >>I saw in that chart, it was a light on no egress fees. That's a pain point for a lot of CEOs that I talked to. They grit their teeth at those entities. So, so you can't comment on that or >>Excellent, excellent question. I'm so glad you brought that up and sort of at that point, uh, uh, pick that up. So, uh, along with SimpliVity, you know, we have the whole green Lake as a service offering as well. Right? So what that means, Dave, is that we can literally provide our customers edge as a service. And when you compliment that with, with Aruba wired wireless infrastructure, that goes at the edge, the hyperconverged infrastructure, as part of SimpliVity, that goes at the edge, you know, one of the things that was missing with cloud backups is the every time you backup to the cloud, which is a great thing, by the way, anytime you restore from the cloud, there is that breastfeed, right? So as a result of that, as part of the GreenLake offering, we have cloud backup service natively now offered as part of HPE, which is included in your HPE SimpliVity edge as a service offering. So now not only can you backup into the cloud from your edge sites, but you can also restore back without any egress fees from HBS data protection service. Either you can restore it back onto your data center, you can restore it back towards the edge site and because the infrastructure is so easy to deploy centrally lifecycle manage, it's very mobile. So if you want to deploy and recover to a different site, you could also do that. >>Nice. Hey, uh, can you, Omar, can you double click a little bit on some of the use cases that customers are choosing SimpliVity for, particularly at the edge, and maybe talk about why they're choosing HPE? >>What are the major use cases that we see? Dave is obviously, uh, easy to deploy and easy to manage in a standardized form factor, right? A lot of these customers, like for example, we have large retailer across the us with hundreds of stores across us. Right now you cannot send service staff to each of these stores. These data centers are their data center is essentially just a closet for these guys, right? So now how do you have a standardized deployment? So standardized deployment from the data center, which you can literally push out and you can connect a network cable and a power cable, and you're up and running, and then automated backup elimination of backup and state and BR from the edge sites and into the data center. So that's one of the big use cases to rapidly deploy new stores, bring them up in a standardized configuration, both from a hardware and a software perspective, and the ability to backup and recover that instantly. >>That's one large use case. The second use case that we see actually refers to a comment that you made in your opener. Dave was where a lot of these customers are generating a lot of the data at the edge. This is robotics automation that is going to up in manufacturing sites. These is racing teams that are out at the edge of doing post-processing of their cars data. Uh, at the same time, there is disaster recovery use cases where you have, uh, you know, campsites and local, uh, you know, uh, agencies that go out there for humanity's benefit. And they move from one site to the other. It's a very, very mobile architecture that they need. So those, those are just a few cases where we were deployed. There was a lot of data collection, and there's a lot of mobility involved in these environments. So you need to be quick to set up quick, to up quick, to recover, and essentially you're up to your next, next move. >>You seem pretty pumped up about this, uh, this new innovation and why not. >>It is, it is, uh, you know, especially because, you know, it is, it has been taught through with edge in mind and edge has to be mobile. It has to be simple. And especially as, you know, we have lived through this pandemic, which, which I hope we see the tail end of it in at least 2021, or at least 2022. They, you know, one of the most common use cases that we saw, and this was an accidental discovery. A lot of the retail sites could not go out to service their stores because, you know, mobility is limited in these, in these strange times that we live in. So from a central center, you're able to deploy applications, you're able to recover applications. And, and a lot of our customers said, Hey, I don't have enough space in my data center to back up. Do you have another option? So then we rolled out this update release to SimpliVity verse from the edge site. You can now directly back up to our backup service, which is offered on a consumption basis to the customers, and they can recover that anywhere they want. >>Fantastic Omer, thanks so much for coming on the program today. >>It's a pleasure, Dave. Thank you. >>All right. Awesome to see you. Now, let's hear from red bull racing and HPE customer, that's actually using SimpliVity at the edge. Countdown really begins when the checkered flag drops on a Sunday. It's always about this race to manufacture >>The next designs to make it more adapt to the next circuit to run those. Of course, if we can't manufacture the next component in time, all that will be wasted. >>Okay. We're back with Matt kudu, who is the CIO of red bull racing? Matt, it's good to see you again. >>Great to say, >>Hey, we're going to dig into a real-world example of using data at the edge and in near real time to gain insights that really lead to competitive advantage. But, but first Matt, tell us a little bit about red bull racing and your role there. >>Sure. So I'm the CIO at red bull racing and that red bull race. And we're based in Milton Keynes in the UK. And the main job job for us is to design a race car, to manufacture the race car, and then to race it around the world. So as CIO, we need to develop the ITT group needs to develop the applications is the design, manufacturing racing. We also need to supply all the underlying infrastructure and also manage security. So it's really interesting environment. That's all about speed. So this season we have 23 races and we need to tear the car apart and rebuild it to a unique configuration for every individual race. And we're also designing and making components targeted for races. So 20 a movable deadlines, um, this big evolving prototype to manage with our car. Um, but we're also improving all of our tools and methods and software that we use to design and make and race the car. >>So we have a big can do attitude of the company around continuous improvement. And the expectations are that we continuously make the car faster. That we're, that we're winning races, that we improve our methods in the factory and our tools. And, um, so for, I take it's really unique and that we can be part of that journey and provide a better service. It's also a big challenge to provide that service and to give the business the agility, agility, and needs. So my job is, is really to make sure we have the right staff, the right partners, the right technical platforms. So we can live up to expectations >>That tear down and rebuild for 23 races. Is that because each track has its own unique signature that you have to tune to, or are there other factors involved there? >>Yeah, exactly. Every track has a different shape. Some have lots of strengths. Some have lots of curves and lots are in between. Um, the track surface is very different and the impact that has some tires, um, the temperature and the climate is very different. Some are hilly, some, a big curves that affect the dynamics of the power. So all that in order to win, you need to micromanage everything and optimize it for any given race track. >>Talk about some of the key drivers in your business and some of the key apps that give you a competitive advantage to help you win races. >>Yeah. So in our business, everything is all about speed. So the car obviously needs to be fast, but also all of our business operations needed to be fast. We need to be able to design a car and it's all done in the virtual world, but the, the virtual simulations and designs need to correlate to what happens in the real world. So all of that requires a lot of expertise to develop the simulation is the algorithms and have all the underlying infrastructure that runs it quickly and reliably. Um, in manufacturing, um, we have cost caps and financial controls by regulation. We need to be super efficient and control material and resources. So ERP and MES systems are running and helping us do that. And at the race track itself in speed, we have hundreds of decisions to make on a Friday and Saturday as we're fine tuning the final configuration of the car. And here again, we rely on simulations and analytics to help do that. And then during the race, we have split seconds, literally seconds to alter our race strategy if an event happens. So if there's an accident, um, and the safety car comes out, or the weather changes, we revise our tactics and we're running Monte Carlo for example. And he is an experienced engineers with simulations to make a data-driven decision and hopefully a better one and faster than our competitors, all of that needs it. Um, so work at a very high level. >>It's interesting. I mean, as a lay person, historically we know when I think about technology and car racing, of course, I think about the mechanical aspects of a self-propelled vehicle, the electronics and the light, but not necessarily the data, but the data's always been there. Hasn't it? I mean, maybe in the form of like tribal knowledge, if somebody who knows the track and where the Hills are and experience and gut feel, but today you're digitizing it and you're, you're processing it and close to real time. >>It's amazing. I think exactly right. Yeah. The car's instrumented with sensors, we post-process at Virgin, um, video, um, image analysis, and we're looking at our car, our competitor's car. So there's a huge amount of, um, very complicated models that we're using to optimize our performance and to continuously improve our car. Yeah. The data and the applications that can leverage it are really key. Um, and that's a critical success factor for us. >>So let's talk about your data center at the track, if you will. I mean, if I can call it that paint a picture for us, what does that look like? >>So we have to send, um, a lot of equipment to the track at the edge. Um, and even though we have really a great wide area network linked back to the factory and there's cloud resources, a lot of the trucks are very old. You don't have hardened infrastructure, don't have ducks that protect cabling, for example, and you could lose connectivity to remote locations. So the applications we need to operate the car and to make really critical decisions, all that needs to be at the edge where the car operates. So historically we had three racks of equipment, like a safe infrastructure, um, and it was really hard to manage, um, to make changes. It was too flexible. Um, there were multiple panes of glass, um, and, um, and it was too slow. It didn't run her applications quickly. Um, it was also too heavy and took up too much space when you're cramped into a garage with lots of environmental constraints. >>So we, um, we'd, we'd introduced hyperconvergence into the factory and seen a lot of great benefits. And when we came time to refresh our infrastructure at the track, we stepped back and said, there's a lot smarter way of operating. We can get rid of all the slow and flexible, expensive legacy and introduce hyperconvergence. And we saw really excellent benefits for doing that. Um, we saw a three X speed up for a lot of our applications. So I'm here where we're post-processing data, and we have to make decisions about race strategy. Time is of the essence in a three X reduction in processing time really matters. Um, we also, um, were able to go from three racks of equipment down to two racks of equipment and the storage efficiency of the HPE SimpliVity platform with 20 to one ratios allowed us to eliminate a rack. And that actually saved a hundred thousand dollars a year in freight costs by shipping less equipment, um, things like backup, um, mistakes happen. >>Sometimes the user makes a mistake. So for example, a race engineer could load the wrong data map into one of our simulations. And we could restore that VDI through SimpliVity backup at 90 seconds. And this makes sure it enables engineers to focus on the car to make better decisions without having downtime. And we sent them to, I take guys to every race they're managing 60 users, a really diverse environment, juggling a lot of balls and having a simple management platform like HPE SimpliVity gives us, allows them to be very effective and to work quickly. So all of those benefits were a huge step forward relative to the legacy infrastructure that we used to run at the edge. >>Yeah. So you had the nice Petri dish and the factory. So it sounds like your, your goals, obviously your number one KPI is speed to help shave seconds time, but also costs just the simplicity of setting up the infrastructure. >>Yeah. It's speed. Speed, speed. So we want applications absolutely fly, you know, get to actionable results quicker, um, get answers from our simulations quicker. The other area that speed's really critical is, um, our applications are also evolving prototypes, and we're always, the models are getting bigger. The simulations are getting bigger and they need more and more resource and being able to spin up resource and provision things without being a bottleneck is a big challenge in SimpliVity. It gives us the means of doing that. >>So did you consider any other options or was it because you had the factory knowledge? It was HCI was, you know, very clearly the option. What did you look at? >>Yeah, so, um, we have over five years of experience in the factory and we eliminated all of our legacy, um, um, infrastructure five years ago. And the benefits I've described, um, at the track, we saw that in the factory, um, at the track we have a three-year operational life cycle for our equipment. When into 2017 was the last year we had legacy as we were building for 2018. It was obvious that hyper-converged was the right technology to introduce. And we'd had years of experience in the factory already. And the benefits that we see with hyper-converged actually mattered even more at the edge because our operations are so much more pressurized time has even more of the essence. And so speeding everything up at the really pointy end of our business was really critical. It was an obvious choice. >>Why, why SimpliVity? What why'd you choose HPE SimpliVity? >>Yeah. So when we first heard about hyperconverged way back in the, in the factory, um, we had, um, a legacy infrastructure, overly complicated, too slow, too inflexible, too expensive. And we stepped back and said, there has to be a smarter way of operating. We went out and challenged our technology partners. We learned about hyperconvergence within enough, the hype, um, was real or not. So we underwent some PLCs and benchmarking and, and the, the PLCs were really impressive. And, and all these, you know, speed and agility benefits, we saw an HP for our use cases was the clear winner in the benchmarks. So based on that, we made an initial investment in the factory. Uh, we moved about 150 VMs in the 150 VDI into it. Um, and then as, as we've seen all the benefits we've successfully invested, and we now have, um, an estate to the factory of about 800 VMs and about 400 VDI. So it's been a great platform and it's allowed us to really push boundaries and, and give the business, um, the service that expects. >>So w was that with the time in which you were able to go from data to insight to recommendation or, or edict, uh, was that compressed, you kind of indicated that, but >>So we, we all telemetry from the car and we post-process it, and that reprocessing time really it's very time consuming. And, um, you know, we went from nine, eight minutes for some of the simulations down to just two minutes. So we saw big, big reductions in time and all, ultimately that meant an engineer could understand what the car was during a practice session, recommend a tweak to the configuration or setup of it, and just get more actionable insight quicker. And it ultimately helps get a better car quicker. >>Such a great example. How are you guys feeling about the season, Matt? What's the team's sentiment? >>Yeah, I think we're optimistic. Um, we w we, um, uh, we have a new driver >>Lineup. Uh, we have, um, max for stopping his carries on with the team and Sergio joins the team. So we're really excited about this year and, uh, we want to go and win races. Great, Matt, good luck this season and going forward and thanks so much for coming back in the cube. Really appreciate it. And it's my pleasure. Great talking to you again. Okay. Now we're going to bring back Omer for quick summary. So keep it real >>Without having solutions from HB, we can't drive those five senses, CFD aerodynamics that would undermine the simulations being software defined. We can bring new apps into play. If we can bring new them's storage, networking, all of that can be highly advises is a hugely beneficial partnership for us. We're able to be at the cutting edge of technology in a highly stressed environment. That is no bigger challenge than the formula. >>Okay. We're back with Omar. Hey, what did you think about that interview with Matt? >>Great. Uh, I have to tell you I'm a big formula one fan, and they are one of my favorite customers. Uh, so, you know, obviously, uh, one of the biggest use cases as you saw for red bull racing is Trackside deployments. There are now 22 races in a season. These guys are jumping from one city to the next, they've got to pack up, move to the next city, set up, set up the infrastructure very, very quickly and average formula. One car is running the thousand plus sensors on that is generating a ton of data on track side that needs to be collected very quickly. It needs to be processed very quickly, and then sometimes believe it or not, snapshots of this data needs to be sent to the red bull back factory back at the data center. What does this all need? It needs reliability. >>It needs compute power in a very short form factor. And it needs agility quick to set up quick, to go quick, to recover. And then in post processing, they need to have CPU density so they can pack more VMs out at the edge to be able to do that processing now. And we accomplished that for, for the red bull racing guys in basically two are you have two SimpliVity nodes that are running track side and moving with them from one, one race to the next race, to the next race. And every time those SimpliVity nodes connect up to the data center collector to a satellite, they're backing up back to their data center. They're sending snapshots of data back to the data center, essentially making their job a whole lot easier, where they can focus on racing and not on troubleshooting virtual machines, >>Red bull racing and HPE SimpliVity. Great example. It's agile, it's it's cost efficient, and it shows a real impact. Thank you very much. I really appreciate those summary comments. Thank you, Dave. Really appreciate it. All right. And thank you for watching. This is Dave Volante. >>You.

>>Welcome everyone to a day in the life of data with HPE as well. Data fabric, the session is being recorded and will be available for replay at a later time. When you want to come back and view it again, feel free to add any questions that you have into the chat. And Chad and I joined stark. We'll, we'll be more than willing to answer your questions. And now let me turn it over to Jimmy Bates. >>Thanks. Uh, let me go ahead and share my screen here and we'll get started. >>Hey everyone. Uh, once again, my name is Jimmy Bates. I'm a director of solutions architecture here for HPS Merle in the Americas. Uh, today I'd like to walk you through a journey on how our everyday life is evolving, how everything about our world continues to grow more connected about, and about how here at HPE, how we support the data that represents that digital evolution for our customers, with the HPE as rural data fabric to start with, let's define that term data. The concept of that data can be simplified to a record of life's events. No matter if it's personal professional or mechanical in nature, data is just records that represent and describe what has happened, what is happening or what we think will happen. And it turns out the more complete record we have of these events, the easier it is to figure out what comes next. >>Um, I like to refer to that as the omnipotence protocol. Um, let's look at this from a personal perspective of two very different people. Um, let me introduce you to James. He's a native citizen of the digital world. He's, he's been, he's been a citizen of this, uh, an a career professional in the it world for years. He's always on always connected. He loves to get all the information he needs on a smartphone. He works constantly with analytics. He predicts what his customers need, what they want, where they are, uh, and how best to reach them. Um, he's fully embraced the use of data in his life. This is Sue SCA. She's, she's a bit of a, um, of an opposite to James. She's not yet immigrated to our digital world. She's been dealing with the changes that are prevalent in our times. And she started a new business that allows her customers, the option of, um, of expressing their personalities and the mask that they wear. She wants to make sure her customers can upload images, logos, and designs in order to deliver that customized mask, uh, to brighten their interactions with others while being safe as they go about their day. But she needs a crash course in digital and the digital journey. She's recently as, as most of us have as transitioned from an office culture to a work from home culture, and she wants to continue to grow that revenue venture on the side >>At the core of these personalities is a journey that is, that is representative common challenge that we're all facing today. Our world has been steadily shrinking as our ability to reach out to one another has steadily increased. We're all on that journey together to know more about what is happening to be connected to what our business is doing to be instantly responsive to our customer needs and to deliver that personalized service to every individual. And it as moral, we see this across every industry, the challenge of providing tailored experiences to potential customers in a connected world to provide constant information on deliveries that we requested or provide an easier commute to our destination to, to change the inventories, um, to the just-in-time arrival for our fabrications to identify quality issues in real time to alter the production of each product. So it's tailored to the request of the end user to deliver energy in, in smarter, more efficient ways, uh, without injury w while protecting the environment and to identify those, those, uh, medical emerging threats, and to deliver those personalized treatments safely. >>And at the core of all of these changes, all of these different industries is data. Um, if you look at the major technology trends, um, they've been evolving down this path for some time now, we're we're well into our cloud journey. The mobile platform world is, is now just part of our core strategies. IOT is feeding constant streams of data often over those mobile, uh, platforms. And the edge is increasingly just part of our core, all of this combined with the massive amounts of data that's becoming, becoming available through it is driving autonomous solutions with machine learning and AI. Uh, this is, this is just one aspect of this, this data journey that we're on, but for success, it's got, uh, sorry for success. It's got to be paired. Um, it's gotta be paired with action. >>Um, >>Well, when you look at the, uh, um, if we take a look at James and Cisco, right, we can start to see, um, with the investments in those actions, um, how their travel they're realizing >>Their goals, >>Services, efforts, you know, uh, focused, deliver new data-driven applications are done in new ways that are smaller in nature and kind of rapidly iterate, um, to respond to the digital needs of, of our new world, um, containerization to deploy and manage those apps anywhere in our connected world, they need to be secure we'll time streaming architecture, um, from, from the, from the beginning to allow for continual interactions with our changing customer demands and all of this, especially in our current environment, while running cost reduction initiatives. This is just the current world that, that our solutions must live in. Um, with that framework in mind, um, I'd like to take the remainder of our time and kind of walk through some of the use cases where, where we at HPE helped organizations through this journey with, with, with the ASML data fabrics, >>Let's >>Start with what's happening in the mobile world. In fact, the HPE as moral data fabric is being used by a number of companies to provide infinitely personalized experiences. In this case, it could be James could be sushi. It could be anyone that opens up their smartphone in the morning, uh, quickly checking what's transpiring in the world with a selection of curated, relative relevant articles, images, and videos provided by data-driven algorithm workloads, all that data, the logs, the recommendations, and the delivery of those recommendations are done through a variety of companies using HP as rural software, um, that provides a very personalized experience for our users. In addition, other companies monitor the service quality of those mobile devices to ensure optimize connectivity as they move throughout their day. The same is true for digital communication for that video communication, what we're doing right now, especially in these days where it's our primary method of connecting as we deal with limited physical engagements. Um, there's been a clear spike in the usage of these types of services. HPE, as Merle is helping a number of these companies deliver on real time telemetry analysis, predicting demand, latency, monitoring, user experience, and analyzing in real time, responding with autonomous adjustments to maintain pleasant experiences for all participants involved. >>Um, >>Another area, um, we're eight or HBS ML data fabric is playing a crucial role in the daily experience inside our automobiles. We invest a lot of ourselves in our cars. We expect tailored experiences that help us stay safe and connected as we move from one destination to another, in the areas of autonomous driving connected car, a number of major car companies in the world are using our data fabric to take autonomous driving to the next level where it should be effectively collecting all data from sensors and cameras, and then feeding that back into a global data fabric. So that engineers that develop cars can train next generation, future driving algorithms that make our driving experience safer and more autonomy going forward. >>Now let's take a look at a different mode of travel. Uh, the airline industry is being impaired. Varied is being impacted very differently today from, from the car companies, with our software, uh, we help airlines travel agencies, and even us as consumers deal with pricing, calculations and challenges, uh, with, um, air traffic services. We, we deal with, um, um, uh, delivering services around route predictions on time arrivals, weather patterns, and tagging and tracking luggage. We help people with flight connections and finding out what the figuring out what the best options are for your, for your travel. Uh, we collect mountains of data, secure it in a global data fabric, so it can provide, be provided back in an analyzed form with it. The stressed industry can contain some very interesting insights, provide competitive offerings and better services to us as travelers. >>This is also true for powering biometrics. At scale, we work with the biggest biometrics databases in the world, providing the back end for their enormous biometric authentication pursuit. Just to kind of give you a rough idea. A biometric authentication is done with a number of different data points from fingerprints. I re scans numerous facial features. All of these data points are captured for every individual and uploaded into the database, such that when the user is requesting services, their biometric metrics can be pooled and validated in seconds. From a scale perspective, they're onboarding 1 million people a day more than 200 million a year with a hundred percent business continuity and the options do multi-master and a global data fabric as needed ensuring that users will have no issues in securely accessing their pension payouts medical services or what other types of services. They may be guaranteed >>Pivoting >>To a very different industry. Even agriculture was being impacted in digital ways. Using HPE as well, data fabric, we help farmers become more digital. We help them predict weather patterns, optimize sea production. We even helped see producers create custom seed for very specific weather and ground conditions. We combine all of these things to help optimize production and ensure we can feed future generations. In some cases, all of these data sources collected at the edge can be provided back to insurance companies to help farmers issue claims when micro patterns affect farmers in negative ways, we all benefit from optimized farming and the HBS Modena fabric is there to assist in that journey. We provide the framework and the workload guidance to collect relevant data, analyze it and optimize food production. Our customers demonstrate the agricultural industry is most definitely my immigrating to our digital world. >>Now >>That we've got the food, we need to ship it along with everything else, all over the world, as well as offer can be found in action in many of the largest logistics companies in the world. I mean, just tracking things with greater efficiency can lead to astounding insights. What flights and ships did the package take? What Hans held it along its journey, what weather conditions did it encounter? What, what customs office did it go through and, and how much of it's requested and being delivered this along with hundreds of other telemetry points can be used to provide very accurate trade and economic predictions around what's going on with trade in the world. These data sets are being used very intensively to understand economy conditions and plan for future event consequences. We also help answer, uh, questions for shipping containers that are, that are more basic. Uh, like where is my container located at is my container still on the correct ship? Uh, surprisingly, uh, this helps cut down on those pesky little events like lost containers. >>Um, it's astounding the amount of data that's in DNA, and it's not just the pairs. It's, it's the never ending patterns found with other patterns that none of it can be fully understood unless the micro is maintained in context to the macro. You can't really understand these small patterns unless you maintain that overall understanding of the entire DNA structure to help the HVS mold data fabric can be found across every aspect of the medical field. Most recently was there providing the software framework to collect genomic sequencing, landing it in the data fabric, empowering connected availability for analysis to predict and find patterns of significance to shorten the effort it takes to identify those potential triggers and make things like vaccines become becoming available. In record time. >>Data is about people at HPE asthma. We keep people connected all around the world. We do this in a variety of ways. We we've already looked at several of the ways that that happens. We help you find data. You need, we help you get from point a to point B. We help make sure those birthday gifts show up on time. Some other interesting ways we connect people via recipes, through social platforms and online services. We help people connect to that new recipe that is unexpected, but may just be the kind of thing you need for dinner tonight at HPDs where we provide our customers with the power to deliver services that are tailored to the individual from edge to core, from containers to cloud. Many of the services you encounter everyday are delivered to you through an HV as oral global data fabric. You may not see it, but we're there in the morning in the morning when you get up and we're there in the evening. Um, when you wind down, um, at HPE as role, we make data globally available across everywhere that your business needs to go. Um, I'd like to thank everyone, uh, for the time that you've given us today. And I'd like to turn it back over and open up the floor for questions at this time, >>Jimmy, here's a question. What are the ways consumers can get started with HPS >>The fabric? Well, um, uh, there's several ways to get started, right? We, we, uh, first off we have software available that you can download that there's extensive documentation and use cases posted on our website. Um, uh, we have services that we offer, like, um, assessment services that can come in and help you assess the, the data challenges that you're having, whether you're, you're just dealing with a scale issue, a security issue, or trying to migrate to a more containerized approach. We have a services to help you come in, assess that aspect. Um, we have a getting started bundles, um, and we have, um, so there's all kinds of services that, that help you get started on your journey. So what >>Does a typical first deployment look like? >>Well, that's, that's a very, very interesting question. Um, a typical first deployment, it really kind of varies depending on where you're at in the material. Are you James? Are you, um, um, Cisco, right? It really depends on, on where you're at in your journey. Um, but a typical deployment, um, is, is, is involved. Uh, we, we like to come in, we we'd like to do workshops, really understand your specific challenges and problems so that we can determine what solutions are best for you. Um, that to take a look at when we kind of settle on that we, we, um, the first deployment, uh, is, um, there's typically, um, a deployment of, uh, a, uh, a service offering, um, w with a software to kind of get you started along the way we kind of bundle that aspect. Um, as you move forward, if you're more mature and you already have existing container solutions, you already have existing, large scale data aspects of it. Um, it's really about the specific use case of your current problem that you're dealing with. Um, every solution, um, is tailored towards the individual challenges and problems that, that each one of us are facing. >>I break, they mentioned as part of the asthma family. So how does data fabric pair with the other solutions within Israel? >>Well, so I like to say there's, um, there, there's, there's three main areas, um, from a software standpoint, um, for when you count some of our, um, offerings with the GreenLake solution, but there are, so there are really four main areas with ESMO. There's the data fabric offering, which is really focused on, on, on, on delivering that data at scale for AI ML workloads for big data workloads for containerized workloads. There is the ESMO container platform, which really solves a lot of, um, some of the same problems, but really focus more on a compute delivery, uh, and a hundred percent Kubernetes environment. We also have security offerings, um, which, which help you take in this containerized world, uh, that help you take the different aspects of, um, securing those applications. Um, so that when the application, the containerized applications move from one framework or one infrastructure from one to the other, it really helps those, the security go with those applications so that they can operate in a zero trust environment. And of course, all of this, uh, options of being available to you, where everything has a service, including the hardware through some of our GreenLake offerings. So those are kind of the areas that, uh, um, that pair with the HPE, um, data fabric, uh, when you look at the entire ESMO pro portfolio. >>Well, thanks, Jimmy really appreciate it. That's all the questions we have right now. So is there anything that you'd like to close with? >>Uh, you know, the, um, I I'm, I find it I'm very, uh, I'm honored to be here at HPE. Um, I, I really find it, it's amazing. Uh, as we work with our customers solving some really challenging problems that are core to their business, um, it's, it's always an interesting, um, interesting, um, day in the office because, uh, every problem is different because every problem is tailored to the specific challenges that our customers face. Um, while they're all will well, we will, what we went over today is a lot of the general areas and the general concepts that we're all on together in a journey, but the devil's always in the details. It's about understanding the specific challenges in the organization and, and as moral software is designed to help adapt, um, and, and empower your growth in your, in your company. So that you're focused on your business, in the complexity of delivering services across this connected world. That's what as will takes off your plate so that you don't have to worry about that. It just works, and you can focus on the things that impact your business more directly. >>Okay. Well, we really thank everyone for coming today and hope you learned, uh, an idea about how data fabric can begin to help your business with it. All of a sudden analytics, thank you for coming. Thanks.

>>from around the globe. It's the Cube with digital coverage of workplace Next made possible by Hewlett Packard Enterprise. >>Welcome to Workplace Next Brought to You by the Cube 3 65 and sponsored by Hewlett Packard Enterprise. We got a great show lineup for you today. If you like me, you've had to change the way you work this year, and so have your team's. Ah, lot of work has gone remote, of course, and very quickly we've had toe rethink how we operate on a day to day basis, and that's great. If, like me, you could do your job remotely. But let's not forget there are a lot of industries were going remote isn't an option, or at least it's not as much of an option. But the show has to go on, Of course, safely. This has brought about major Rethink Is leaders everywhere. Try to figure out how to adapt. How do you maintain productivity now and also positioned for the future? So let me run through today's lineup First, we'll look at some of these leaders who are adapting. We'll hear how they've taken remote work securely an unbelievably quickly and how they're keeping people safe. When the work has toe happen in person, in approximate locations. Well, look at what they've done the last six months or so and what learnings they'll take forward. Then we've got some great workplace experts to make sense of it all to talk through what the prescription is going forward. What's this hybrid world going to look like? And not just to survive the pandemic, but to use this moment as a launch point to transformation of the way in which we work that will serve us in the years and the decades to come. And finally, we'll delve into the practical. We'll look at some of the solutions that are available today and bring people and technology together with processes to help you realize this transformation. We have HBs best experts lined up to answer your questions on what the practical steps are to reinvent the ways in which you work in these unpredictable times. Whether you want to talk about security, I o. T at the edge ai technologies for safe workplaces or any of the things that you need to do to nag, navigate, change successfully. They've been there, they've done that and they're here to help. So with that, let's go to our first panel. I'll hand it over to our moderator, Maribel Lopez. She's with the independent analyst firm Lopez Associates and friend of the Cube over to you, Maribel.

>>from around the globe. It's the Cube with digital coverage of workplace next made possible by Hewlett Packard Enterprise. >>Okay. Hey, we're coming to the end of our session here at workplace next. This is a really exciting part where you get to meet the experts. Now, if you're watching live, you actually can go in and speak to the experts directly. If you're seeing this on demand, you'll be ableto see what was said. You won't be able to, of course, interact live. So again, we call this segment, meet the experts, and we're gonna allow you Thio. Speak directly with them. You could click on that link and go into those individual rooms. Very excited. First introduced Jonah S. Tebow, who is a solution engineering manager at Aruba. He's an expert in wireless Is this area is going to see massive changes in the coming years. Jonah, can you tell people what to expect in your meet the expert session? >>You sure today we'll talk about how you can deal with working remotely how you can connect from home and be connected and reach all your resources in the office. Like actually, if you were in the office eso put me on a resource from a point, Next office will be here on actually >>questions. Awesome. Okay, so if you wanna talk Tiuna directly, just click on his room link and go have at it. Next. I want to introduce you Toe Lin Neese. Now Lynn is an HP fellow and chief technologist for the i o. T advisory practice at HBs Point next services. Now I'm here to tell you an HP fellow has not only achieved this status by being a leading technologist, I might even say exceptional technologist. But these individuals are visionaries and the edge of the i o. T. Is one of these areas that has mind bending potential. Lynn, thanks for being here. What can people expect from your meet the expert session? Okay, so in our meet the expert session, we're gonna be talking about some of the critical issues that we're seeing with our customers Honestly, in this whole back to work scenario and how they're tangling with the major strategic issues associated with how long is covert gonna last? How do they deal with business continuity? So very importantly, we've had dozens of engagements and some of the issues that air profound are things like privacy. How do I How do I provide social distancing? How toe provide, contact tracing and use technology toe automate some of that while at the same time preserving privacy Extremely interesting, extremely compelling right now for many of our customers. That's great, then, and you think about things like business Resiliency totally changed our thinking on privacy as well. So if you wanna talkto Lynn, we set up these little cube rooms for you. So click on Lin's link and go into his room and chat away. Now I'd like to introduce Mark White. Mark is, ah, platforms architect, and he focuses on the critical elements of a digital workplace. Now, this has become increasingly important since the pandemic and the entire work from home Pivot Mark, please set up what you're going to talk about and discuss in your meat the experts breakout session. >>Yeah, thanks. Day. So today we're gonna talk about how technologies can help provide remote access to these critical and secure resources. But wherever your work needs to be done, so the pandemic has changed how people work and people have to work remotely, so we'll look at how these technologies can also satisfy the very specialized requirements of power. Uses all power applications in your organization. >>That's critical, right? I might have. Resource is into the office that I may not have access to. And now, you guys, we're gonna talk about how to provide those. That's fantastic. Okay, so you know the drill. By now, we've set up these these little drill down rooms, these cube rooms. So if you wanna talk to mark, click on that link and have a chat. Okay? Now I'm gonna introduce you to Peter Menzel. Peter leads the digital workplace practice within HP ES point next services. He's got an amazing perspective on how remote workers can not only stay productive. I mean, that's really important, but also some of the other really important factors that organizations need to think about and consider when taking care of their employees that are working remotely. Peter, would you kindly share what you'll be discussing today in your meet the expert session? >>Yes. So delighted to be reviewed today, Dave. Great. Great. Thanks for the intro. And I'll meet the expert sessions. We're going to cover a lot of subjects around remote work In fact, our focus will be how do we help people work from any location at any time? We're gonna take a look at some of the challenges or additional challenges that customers have faced in 2020 on the need to move towards a smart working environment. You hear from some of our experts. We'll talk through some of the solutions and offerings that we have in this space, and then we'll close at the session, focusing on how technology can have a really big impact on the way we drive productivity and innovation in our jobs on in our organizations today. >>That's great. Looking forward to that. Thank you, Peter. And thanks to our experts, you know, the timing of this workplace next event is actually really good, because in March we just had to react. Now we have some timeto sit back and think about how we really wanna architect the workforce for the future. But so now it's your turn. So jump in to the meet the expert sessions and ask your questions. Have a great rest of your day

>>Welcome to Workplace Next Brought to you by the Cube 3 65 and sponsored by Hewlett Packard Enterprise. We got a great show lineup for you today. If you like me, you've had to change the way you work this year, and so have your teams. A lot of work has gone remote, of course, and very quickly we've had toe rethink how we operate on a day to day basis, and that's great. If, like me, you could do your job remotely. But let's not forget there are. A lot of industries were going remote isn't an option, or at least it's >>not as much of an option. But the show has to go on, >>Of course, safely. This has brought about major Rethink Is leaders everywhere. Try to figure out how to adapt. How do you maintain productivity now and also positioned for the future? So let me run through today's lineup First, we'll look at some of these leaders who are adapting. We'll hear how they've taken remote work securely an unbelievably quickly and how they're keeping people safe when the work has toe happen in person, in approximate locations. Well, look at >>what they've done the last six months or so and what learnings they'll take forward. Then we've got some great workplace experts to make sense of it all to talk through what the prescription is going forward. What's this hybrid world going to look like? And not just to survive the pandemic, but to use this moment as a launch point to transformation of the way in which we work that will serve us >>in >>the years and the decade to come. And finally, we'll delve into the practical. We'll look at some of the solutions that are available today and bring people and technology together with processes to help you realize this transformation. We have HBs best experts lined up to answer your questions on what the practical steps are to reinvent the ways in which you work in these unpredictable times, whether you wanna talk about security, I o. T at the edge ai Technologies for safe workplaces >>or any of the >>things that you need to do to nag, navigate, change successfully. They've been there, they've done that, and they're here to help. So >>with that, let's go to our first panel. I'll hand it over to our >>moderator, Maribel Lopez. She's with the independent analyst firm Lopez Associates and friend of the Cube over to you, Maribel

(upbeat music) >> From theCUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is a Cube conversation. >> Hi everybody, this is Dave Vellante. And as you know, I've been running a CxO series in this COVID economy. And as we go into the post-isolation world, really want to focus and expand our scope and really look at startups. And of course, we're going to look at startups, let's follow the money. And I want to start with the investor. Mark Roberge is here. He's the managing director at Stage 2 capital. He's a professor at the Harvard Business School, former CRO over at HubSpot. Mark, great to see you. Thanks for coming on. >> Yeah, you bet, Dave. Thanks for having me. >> So I love that, you know... looking at your career a little bit, on your LinkedIn and following some of your videos, I love the fact that you did, and now you teach and you're also applying it with Stage 2 Capital. Tell us a little bit more about both of your career and Stage 2. >> Yeah, I mean, a lot of it's a bit serendipitous, especially last 10 years, but I've always had this learn, do, teach framework in my, in mind as I go through the decades of my career, you know, like you're probably like 80% learning in your twenties, early thirties and you know, 20% doing. Then, you know, I think my thirties was like leading the HubSpot sales team, a lot of doing, a little bit of teaching, you know, kind of hopping into different schools, et cetera, and also doing a lot of, some writing. And now like, I'm teaching it. I think investing kind of falls into that too, you know, where you've got this amazing opportunity to meet, the next generation of, of extraordinary entrepreneurs and engage with them. So yeah, that, that has been my career. You know, Dave, I've been a, passionate entrepreneur since 22 and then, the last one I did was HubSpot and that led to just an opportunity to build out one of the first sales teams in a complete inside environment, which opened up the doors for a data driven mindset and all this innovation that led to a book that led to recruitment on HBS's standpoint, to like come and teach that stuff, which was such a humbling honor to pursue. And that led to me a meeting my co-founder, Jay Po, of Stage 2 Capital, who was a customer to essentially start the first VC fund, running back by sales and marketing leaders, which was his vision. But when he proposed it to me, addressed a pretty sizeable void, that I saw, in the entrepreneur ecosystem that I thought could make a substantial impact to the success rate of startups. >> Great, I want to talk a little bit about how you guys compete and what's different there, but you know, I've read some of your work, looked at some of your videos, and we can bring that into the conversation. But I think you've got some real forward-thinking for example, on the, you know, the best path to the upper right. The upper right, being that, that xy-axis on growth and adoption, you know, do you go for hyper-growth or do you go for adoption? How you align sales and marketing, how you compensate salespeople. I think you've got some, some leading-edge thinking on that, that I'd love for you to bring into the conversation, but let's start with Stage 2. I mean, how do you compete with the big guys? What's different about Stage 2 Capital? >> Yeah, I mean, first and foremost, we're a bunch of sales and marketing and execs. I mean, our backing is, a hundred plus CROs, VPs of marketing, CMOs from, from the public companies. I mean, Dropbox, LinkedIn, Oracle, Salesforce, SurveyMonkey, Lyft, Asana, I mean, just pick a unicorn, we probably have some representation from it. So that's, a big part of how we compete, is most of the time, when a rocket ship startup is about to build a sales team, one of our LPs gets a call. And because of that, we get a call, right. And, and so there's, we're just deep in, in helping... So first off, assess the potential and risks of a startup in their current, go to market design, and then really, you know, stepping in, not just with capital, but a lot of know-how in terms of, you know, how to best develop this go-to-market for their particular context. So that's a big part of our differentiation. I don't think we've ever lost a deal that we tried to get into, you know, for that reason, just because we come in at the right stage, that's right for our value prop. I'd say Dave, the biggest, sort of difference, in our investing theme. And this really comes out of like, post HubSpot. In addition to teaching the HBS, I did parachute into a different startup every quarter, for one day, where you can kind of like assess their go-to-market, looking for, like, what is the underlying consistency of those series A businesses that become unicorns versus those that flatline. And if I, you know, I've now written like 50 pages on it, which I, you know, we can, we can highlight to the crew, but the underlying cliffnotes is really, the avoidance of a premature focus on top line revenue growth, and an acute focus early on, on customer attention. And, I think like, for those of you, who run in that early stage venture community these days, and especially in Silicon Valley, there's this like, triple, triple, double, double notion of, like year one, triple revenue, year two, triple revenue, year three, double revenue, year four, double revenue, it's kind of evolved to be like the holy grail of what your objectives should be. And I do think like there is a fraction of companies that are ready for that and a large amount of them that, should they pursue that path, will lead to failure. And, and so, we take a heavy lens toward world-class customer retention as a prerequisite, to any sort of triple, triple, double, double blitzscaling type model. >> So, let me ask you a couple of questions there. So it sounds like your LPs are heavily, not only heavily and financially invested, but also are very active. I mean, is that a, is that a fears thing? How active are the LPs in reality? I mean, they're busy people. They're they're software operators. >> Yeah. >> Do they really get involved in businesses? >> Absolutely. I mean, half of our deals that we did in fund one came from the LPs. So we get half of our funnel, comes from LPs. Okay. So it's always like source-pick-win-support. That's like, what basically a VC does. And our LPs are involved in every piece of that. Any deal that we do, we'll bring in four or five of our LPs to help us with diligence, where they have particular expertise in. So we did an insuretech company in Q4, one of our LPs runs insurance practice at Workday. And this particular play he's selling it to big insurance companies. He was extremely helpful, to understand that domain. Post investment, we always bring in four or five LPs to go deeper than I can on a particular topic. So one of our plays is about to stand up in account based marketing, you know, capability. So we brought in the CMO, a former CMO at Rapid7 and the CMO at Unisys, both of which have, stood in, stood up like, account based marketing practices, much more deeply, than I could. You know of course, we take the time to get to know our LPs and understand both their skills, and experiences as well as their willingness to help, We have Jay Simons, who's the President of Atlassian. He doesn't have like hours every quarter, he's running a $50 billion company, right? So we have Brian Halligan, the CEO of HubSpot, right? He's running a $10 billion company now. So, we just get deal flow from them and maybe like an event once or twice a year, versus I would say like 10 to 20% of our LPs are like that. I would say 60% of them are active operators who are like, "You know what? I just miss the early days, and if I could be active with one or two companies a quarter, I would love that." And I would say like a quarter of them are like semi-retired and they're like, they're choosing between helping our company and being on the boat or the golf course. >> Is this just kind of a new model? Do you see having a different philosophy where you want to have a higher success rate? I mean, of course everybody wants to have a, you know, bat a thousand. >> Yeah. >> But I wonder if you could address that. >> Yeah. I don't think it, I'm not advocating slower growth, but just healthier growth. And it's just like an extra, it's really not different than sort of the blitzscaling oriented San Francisco VC, okay? So, you know, I would say when we were doing startups in the nineties, early 2000s before The Lean Startup, we would have this idea and build it in a room for a year and then sell it in parallel, basically sell it everywhere and Eric Ries and The Lean Startup changed all that. Like he introduced MVPs and pivots and agile development and we quickly moved to, a model of like, yeah, when you have this idea, it's not like... You're really learning, keep the team small, keep the burn low, pivot, pivot, pivot, stay agile and find product-market fit. And once you do that, scale. I would say even like, West Coast blitzscaling oriented VCs, I agree with that. My only take is... We're not being scientifically rigorous, on that transition point. Go ask like 10 VCs or 10 entrepreneurs, what's product-market fit, and you'll get 10 different answers. And you'll get answers like when you have lots of sales, I just, profoundly disagree with that. I think, revenue in sales has very little to do with product-market fit. That's like, that's like message-market fit. Like selling ice to Eskimos. If I can sell ice to Eskimos, it doesn't mean that product-market fit. The Eskimos didn't need the ice. It just means I was good at like pitching, right? You know, other folks talk about like, having a workable product in a big market. It's just too qualitative. Right? So, that's all I'm advocating is, that, I think almost all entrepreneurs and investors agree, there's this incubation, rapid learning stage. And then there's this thing called product-market fit, where we switch to rapid scale. And all I'm advocating is like more scientist science and rigor, to understanding some sequences that need to be checked off. And a little bit more science and rigor on what is the optimal pace of scale. Because when it comes to scale, like pretty much 50 out of 50 times, when I talk to a series A company, they have like 15 employees, two sales reps, they got to like 2 million in revenue. They raise an 8 million-dollar round in series A, and they hired 12 salespeople the next month. You know, and Dave, you and your brother, who runs a large sales team, can really understand how that's going to failure almost all the time. (Dave mumbles) >> Like it's just... >> Yeah it's a killer. >> To be able to like absorb 10 reps in a month, being a 50, it's just like... Who even does all those interviews? Who onboards them? Who manages them? How do we feed them with demand? Like these are some of the things I just think, warrant more data and science to drive the decisions on when and how fast to scale. >> Mark, what is the key indicator then, of product-market fit? Is it adoption? Is it renewal rates? >> Yeah. It's retention in my opinion. Right? So, so the, the very simple framework that I require is you're ready to scale when you have product-market and go to market-fit. And let's be, extremely precise, and rigorous on the definitions. So, product-market fit for me, the best metric is retention. You know, that essentially means someone not only purchased your offering, but experienced your offering. And, after that experience decided to repurchase. Whether they buy more from you or they renew or whatever it is. Now, the problem with it is, in many, like in the world we live inside's, it's like, the retention rate of the customers we acquire this quarter is not evident for a year. Right, and we don't have a year to learn. We don't have a year to wait and see. So what we have to do is come up with a leading indicator to customer retention. And that's something that I just hope we see more entrepreneurs talking about, in their product market fit journey. And more investors asking about, is what is your lead indicator to customer retention? Cause when that gets checked off, then I believe you have product-market fit, okay? So, there's some documentation on some unicorns that have flirted with this. I think Silicon Valley calls it the aha moment. That's great. Just like what. So like Slack, an example, like, the format I like to use for the lead indicator of customer retention is P percent of customers, do E event, in T time, okay? So, it basically boils it down to those three variables, P E T. So if we bring that to life and humanize it, 70% of the customers, we sign up, this is Slack, 70% of the customers who sign up, send 2000 team messages in 30 days, if that happens, we have product-market fit. I like that a lot more, than getting to a million in revenue or like having a workable product in a big market. Dropbox, 85% of customers, share one file in one hour. HubSpot, I know this was the case, 75% of customers, use five or more of the 25 features in the platform, within 60 days. Okay? P percent, do E event, in T time. So, if we can just format that, and look at that through customer cohorts, we often get visibility into, into true product market-fit within weeks, if not like a month or two. And it's scientifically, data-driven in terms of his foundation. >> Love it. And then of course, you can align sales compensation, you know, with that retention. You've talked a lot about that, in some of your work. I want to get into some of the things that stage two is doing. You invest in SaaS companies. If I understand it correctly, it's not necessarily early stage. You're looking for companies that have sort of achieved some degree of revenue and now need help. It needs some operational help and scaling. Is that correct? >> Yeah. Yeah. So it's a little bit broader in size, as any sort of like B2B software, any software company that's scaling through a sales team. I mean, look at our backers and look at my background. That's, that's what we have experience in. So not really any consumer plays. And yeah, I mean, we're not, we have a couple product LPs. We have a couple of CFO type LPs. We have a couple like talent HR LPs, but most of us are go-to-market. So we don't, you know, there's awesome seed funds out there that help people set up their product and engineering team and go from zero to one in terms of the MVP and find product-market fit. Right? We like to come in right after that. So it's usually like between the seed and the A, usually the revenue is between half a million and 1.5 million. And of course we put an extraordinary premium on customer retention, okay? Whereas I think most of our peers put an extraordinary premium on top line revenue growth. We put an extraordinary premium on retention. So if I find a $700,000 business that, you know, has whatever 50, 70 customers, you know, depending on their ticket size, it has like North of 90% local retention. That's super exciting. Even if they're only growing like 60%, it's super exciting. >> What's a typical size of investments. Do you typically take board seats or not? >> Yeah. We typically put in like between like seven hundred K, one and a half million, in the first check and then have, larger amounts for follow on. So on the A and the B. We try not to take board's seats to be honest with you, but instead the board observers. It's a little bit selfish in terms of our funds scale. Like the general counsel from other venture capitalists is of course, like, the board seat is there for proper governance in terms of like, having some control over expenditures and acquisition conversations, et cetera, or decisions. But a lot of people who have had experience with boards know that they're very like easy and time efficient when the company is going well. And there are a ton of work when the company is not going well. And it really hurts the scale, especially on a smaller fund like us. So we do like to have board observers seats, and we go to most of the board meetings so that our voice is heard. But as long as there's another fund in there that, has, world-class track record in terms of, holding proper governance at the board level, we prefer to defer to them on that. >> All right, so the COVID lock down, hit really in earnest in March, of course, we all saw the Sequoia memo, The Black Swan memo. You were, I think it HubSpot, when, you remember the Rest In Peace Good Times memo, came out very sort of negative, put up all over the industry, you know, stop spending. But there was some other good advice in there. I don't mean to sort of, go too hard on that, but, it was generally a negative sentiment. What was your advice to your portfolio companies, when COVID hit, what were you telling them? >> Yeah, I summarized this in our lead a blog article. We kicked off our blog, which is partially related to COVID in April, which has kind of summarize these tips. So yes, you are correct, Dave. I was running sales at HubSpot in '08 when we had last sort of major economic, destabilization. And I was freaking out, you know (laughs briefly) at the time we were still young, like 20, 30 reps and numbers to chase. And... I was, actually, after that year, looking back, we are very fortunate that we had a value prop that was very recession-proof. We were selling to the small business community, who at the time was cutting everything except new ways to generate sales. And we happen to have the answer to that and it happened to work, right? So it showed me that, there's different levels of being recession proof. And we accelerated the raise of our second fund for stage two with the anticipation that there would be a recession, which, you know, in the venture world, some of the best things you could do is close a fund and then go into a recession, because, there's more deals out there. The valuations are lower and it's much easier to understand, nice to have versus must have value props. So, the common theme I saw in talking to my peers who looked back in the '01 crisis, as well as the '08 crisis, a year later was not making a bolder decision to reorient their company in the current times. And usually on the go-to-market, that's two factors, the ICP who you're selling to, ideal customer profile and the CVP, what your message is, what's your customer value prop. And that was really, in addition to just stabilizing cash positions and putting some plans in there. That was the biggest thing we pushed our portfolio on was, almost like going through the exercise, like it's so hard as a human, to have put like nine months into a significant investment leading up to COVID and now the outcome of that investment is no longer relevant. And it's so hard to let that go. You know what I mean? >> Yeah. >> But you have to, you have to. And now it's everything from like, you spent two years learning how to sell to this one persona. And now that persona is like, gyms, retail and travel companies. Like you've got to let that go. (chuckle simultaneously) You know what I mean? Like, and, you know, it's just like... So that's really what we had to push folks on was just, you know, talking to founders and basically saying this weekend, get into a great headspace and like, pretend like you were parachuted into your company as a fresh CEO today. And look around and appreciate the world and what it is. What is this world? What are the buyers talking about? Which markets are hot, which markets are not, look at the assets that you have, look at your product, look at your staff, look at your partners, look at your customer base, and come up with a strategy from the ground up based on that. And forget about everything you've done in the last year. Right? And so, that's really what we pushed hard on. And in some cases, people just like jumped right on it. It was awesome. We had a residential real estate company that within two weeks, stood up a virtual open house module that sold like hotcakes. >> Yeah. >> That was fantastic execution. And we had other folks that we had to have like three meetings with to push them deep enough, to go more boldly. But that, was really the underlying pattern that I saw in past, recessions and something I pushed the portfolio on, is just being very bold on your pivots. >> Right? So I wanted to ask you how your portfolio companies are doing. I'm imagining you saw some looked at this opportunity as a tailwind. >> Yeah. >> You mentioned the virtual, open house, a saw that maybe were exposed, had, revenue exposure to hard-hit industries and others kind of in the middle. How are your portfolio companies doing? >> Yes, strong. I'm trying to figure out, like, of course I'm going to say that, but I'm trying to figure out like how to provide quant, to just demonstrate that. We were fortunate that we had no one, and this was just dumb luck. I mean, we had no one exclusively selling to like travel, or, restaurants or something. That's just bad luck if you were, and we're fortunate that we got a little lucky there, We put a big premium, obviously we had put a big premium on customer retention. And that, we always looked at that through our recession proof lens at all our investments. So I think that helped, but yeah, I mean, we've had, first off, we made one investment post COVID. That was the last investment on our first fund and that particular company, March, April, May, their results were 20% higher than any month in history. Those are the types of deals we're seeing now is like, you literally find some deals that are accelerating since COVID and you really just have to assess if it's permanent or temporary, but that one was exciting. We have a telemedicine company that's just like, really accelerating post COVID, again, luck, you know, in terms of just their alignment with the new world we're living in. And then, jeez! I mean, we've had, I think four term sheets, for markups in our portfolio since March. So I think that's a good sign. You know, we only made 11 investments and four of them, either have verbal or submitted term sheets on markups. So again, I feel like the portfolio is doing quite well, and I'm just trying to provide some quantitative measures. So it doesn't feel like a political answer. (Mark chuckles) >> Well, thank you for that, but now, how have you, or have you changed your sort of your thesis post COVID? Do you feel like your... >> Sure. >> Your approach was sort of geared towards, you know, this... >> Yeah. >> Post COVID environment? But what changes have you made. >> A little bit, like, I think in any bull market, generally speaking, there's just going to be a lot of like triple, triple, double, double blitzscaling, huge focus on top-line revenue growth. And in any down market, there's going to be a lot of focus on customer retention unit economics. Now we've always invested in the latter, so that doesn't change much. There's a couple of things that have changed. Number one, we do look for acceleration post COVID. Now, that obviously we were not, we weren't... That lens didn't exist pre-COVID, So in addition to like great retention, selling through a sales team, around the half million to a million revenue, we want to see acceleration since COVID and we'll do diligence to understand if that's a permanent, or a temporary advantage. I would say like... Markets like San Francisco, I think become more attractive in post COVID. There's just like, San Francisco has some magic happening there's some VC funds that avoid it, cause it's too expensive. There's some VC funds that only invest in San Francisco, because there's magic happening. We've always just been, you know... we have two portfolio companies there that have done well. Like we look at it and if it's too expensive, we have to avoid it. But we do agree that there's magic happening. I did look at a company last week. (chuckles inaudibly) So Dave, there are 300K in revenue, and their last valuation is 300 million. (both chuckle) >> Okay, so why is San Francisco more attractive, Mark? >> Well, I mean and those happened in Boston too. >> We looked at... (Mark speaks inaudibly) >> I thought you were going to tell me the valuations were down. (Dave speaks inaudibly) >> Here's the deal all right, sometimes they do, sometimes they don't and this is one, but in general, I think like they have come down. And honestly, the other thing that's happened is good entrepreneurs that weren't raising are now raising. Okay? So, a market like that I think becomes more attractive. The other thing that I think that happens is your sort of following strategies different. Okay so, there is some statistical evidence that, you know, obviously we're coming out of a bear market, a bullish market in, in both the public and the private equities. And there's been a lot of talk about valuations in the private sector is just outrageous. And so, you know, we're fortunate that we come in at this like post seed, pre-A, where it's not as impacted. It is, but not as or hasn't been, but because there's so many more multibillion-dollar funds that have to deploy 30 to 50 million per investment, there's a lot of heating up that's happened at that stage. Okay? And so pre COVID, we would have taken advantage of that by taking either all or some of our money off the table, in these following growth rounds. You know, as an example, we had a company that we made an investment with around 30 million evaluation and 18 months later, they had a term sheet for 500. So that's a pretty good return in 18 months. And you know, that's an expensive, you know, so that that's like, wow, you know, we probably, even though we're super bullish on the company, we may want to take off a 2X exposition... >> Yeah. >> And take advantage of the secondaries. And the other thing that happens here, as you pointed out, Dave is like, risk is not, it doesn't become de-risk with later rounds. Like these big billion dollar funds come in, they put pressure on very aggressive strategic moves that sometimes kills companies and completely outside of our control. So it's not that we're not bullish on the company, it's just that there's new sets of risks that are outside of the scope of our work. And so, so that that's probably like a less, a lesser opportunity post COVID and we have to think longer term and have more patient capital, as we navigate the next year or so of the economy. >> Yeah, so we've got to wrap, but I want to better understand the relationship between the public markets and you've seen the NASDAQ up, which is just unbelievable when you look at what's happening in main street, and the relationship between the public markets and the private markets, are you saying, they're sort of tracking, but not really identical. I mean, what's the relationship. >> Okay, there's a hundred, there's thousands of people that are better at that than me. Like the kind of like anecdotal thoughts that I, or the anecdotal narrative that I've heard in past recessions and actually saw too, was the private market, when the public market dropped, it took nine months roughly for the private market to correct. Okay, so there was a lag. And so there's, some arguments that, that would happen here, but this is just a weird situation, right? Of like the market, even though we're going through societal crazy uncertainty, turmoil and, and tremendous tragedy, the markets did drop, but they're pretty hot right now, specifically in tech. And so there's a number of schools of thoughts there that like some people claim that tech is like the utilities companies of the eighties, where it's just a necessity and it's always going to be there regardless of the economy. Some people argue that what's happened with COVID and the remote workplace have made, you know, accelerated the adoption of tech, the inevitable adoption, and others could argue that like, you know, the worst is still the come. >> Yeah. And of course, you've got The Fed injecting so much liquidity into the system, low interest rates, Mark, last question. Give me a pro tip for entrepreneurs. (Mark Sighs) >> I would say, like, we've talked a lot about, this methodology with, you know, customer retention, really focusing there, align everything there as opposed to top line revenue growth initially. I think that the extension I do at this point is, do your diligence on your investors, and what their thoughts are on your future growth plans to see if they're aligned. Cause that, that becomes like, I think a lot of entrepreneurs, when they dig into this work, they do want to operate around it. But that becomes that much harder when you have investors that think a different way. So I would just, you know, just always keep in mind that, you know, I know it's so hard to raise money, but you know, do the diligence on your investors to understand, what they'd like to see in the next two years and how it's aligned with your own vision. >> Mark is really great having you on. I'd love to have you back and as this thing progresses, and see how it all shakes out. It really a pleasure. Thanks for coming on. >> No, thanks, Dave. I appreciate you having me on. >> And thank you everybody for watching. This is Dave Vellante for The Cube. We'll see you next time. (music plays)

>>from around the globe. It's the Cube covering HP Discover Virtual experience brought to you by HP. >>Hi. Welcome back. I'm Stew Minimum, and this is the cube covers of HP Discover 2020. The virtual experience gonna be digging into Green Lake and help me with that. Happy to welcome to the program. First time guest Arwa Fedora. She is the vice president of worldwide sales for Green Lake with Hewlett Packard Enterprise are a thanks so much for joining us. >>Thanks for having me. All >>right. So as I teed up, you're relatively new in the role. So if you could just >>give us a little bit >>about your background, what brought you to HP And what your focus is there? >>Yeah, absolutely. Thanks for having me Weeks seven. So definitely new in the role, um, came from sort >>of ah, public cloud. Ah, >>cloud native ah, set of experiences through Microsoft. And previous to that it was Amarin where we focused on a lot of mobile application development. Ultimately, what brought me toe hp? To be honest is the fact that while cloud has brought a ton of innovation to, you know, many companies, many industries, many applications. I think I also see the opportunity that it's not just about public cloud, but it's about bringing cloud experience everywhere. And so, looking at the agility, the innovation, the speed, um, you know, some of the cost savings that the cloud has brought companies. Um, I believe that from a green Lake perspective, we now have an opportunity to modernize I t infrastructure and bring it to our customers in a way that they've never seen before. And so ultimately that that was what brought me >>to HP. >>All right, well, what excited me about having the discussion with you is you talked about some of the application modernization cloud native pieces that you've got history on, you know, my background infrastructure, but has an infrastructure person. We know the role of infrastructure really is to support those application. A term I've used for a number of years now is you want to modernize the platform and then you and modernize the applications on top of you know, what are you hearing from customers? You know, when I talk to developers, often it is, you know, hybrid model of how they're building things that is no longer a monolithic things are changing and moving everywhere. Data, of course, has huge import. Help us understand that role of the application and data when it comes to Green Lake. >>Yeah, and I think one of the great point that you know, whether it's research or our customers. What we ultimately know is 70% of absent data remain on premises today, right? Whether that's the data center, it's in co location or at the edge. Right? And that's where a good business reason that they have to remain in those data centers, right? We have things like, you know, late and see that we have to deal with. We have governance and security. We have data gravity. We have application dependencies, right? And so, being able to think >>about well, how do you solve that >>problem for the remaining 70% of applications? So if they can't move into >>the cloud well, how >>do we bring the cloud to them? Right. And that's exactly where Green Lake then, which is let's create that cloud like experience from everything, for you know, the obvious things that pay as you go the, um, sort of the self service be managed for you right, bringing that in to the customers, you know, Data center again. Coehlo The edge, I think, becomes a really powerful value prop and again, from my experience, right. Not every application is going to be a cloud native application that is being built newly for cloud only capabilities on. And there's still a lot of great applications that can still be built on Prem with cloud like experiences that are brought to you by Green Lake. >>Alright, so are you have the, you know, the sales title. And when I think about HP, HBs had a number of offering customers along that journey towards that cloud model that you're talking about. Ah, lot of them. You know, I think back, you know, go back Seven years ago, it was very much, you know, here is our stack and we have hybrid models and we're working with service providers. Green Lake is very much managed service, So help us understand a little bit, you know, from from the go to market standpoint, the sales standpoint, that mind shift of going from, you know, here's gear or here's the stack we're doing to really It is a managed services offering. So I would think it's it's a different It's if you will. It's a mindset. It's different, necessarily who you might be selling it >>absolutely. And I think if I had to think about what we're announcing at Discover right and how we're evolving Green Lake, it really starts to focus on launching new cloud services like containers, virtual machines, storage, compute right, sort of the core cloud offerings. But then also adding things like machine learning ops, you know, data protection for cloud and on Prem in networking services, right? And from a Green Lake perspective, I think if I had to think about the go to market, it's yes, managed services. But what does that mean, Right? That means new self service cloud experiences the Agree Lake Central, which has very detailed on sort of consumption and billing data to allow you to have that transparency. It also gives you self service capable abilities, right so that you can, you know, spin, spin up virtual machines or configure the services that you need or that you've purchased from us. Um and then also having the ability now to have new work load optimized, sort of T shirt size building blocks, right? So, being ableto very quick really find out from our customers, What is it that they need having sort of small, medium large capabilities again, thinking about those workloads that they're trying to support And then in under 14 days, being able to deliver the capability to their doors and have that spun up and ready to go? >>Yeah. One of the advantages, of course, is, you know, rather than thinking about okay, I've got all of these products. It's now more like a service catalog. I have a lot of different ways. Ah, and you've got things that like Oh, wait, you know, can that running there? You talked about the ML and the analytics. Of course, he's done a few acquisitions in this base to help enhance that light like map Are I know we've been talking a bit about, you know, Blue Data and, like, I'm curious from, you know, the touch points that you're having in customer. Is it shifting from you know, it's not necessarily, I think the person that buys the server, you know, cloud often was the line of business driving from the application down. So how does that alignment between the field and the customer shifting. And how do you expect Green Lake to kind of move that along even more? >>Yeah, that's right. It becomes a business sort of driven conversation, right? So what are the outcomes that our customers are driving for from a business transformation perspective? So if you think about what they're trying to do is they don't want to have to worry about delivering their own I t, which often is slow on, maybe contains supply chain risks. And then, of course, there's sort of the over provisioning risks that come with that as well. The way I see our role from a go to market perspective is we do have to engage, and we are engaging new audiences that we probably haven't been intimately sort of familiar with in the past. And that includes the line of business that includes also, you know, the architect internally within companies that are designing sort of best of breed architectures to deliver the technology infrastructures that will power their next generation of internal applications or even their own solutions to the market it includes. You know, if you're talking about ml ops, it includes talking to data scientists right and understanding. You know, what is that specific machine learning scenario that they are trying to, you know, train a model around? And how do we help deliver the best solution for them? Because we also know that putting that in how most of the time is too far away from your data or the edge, Um, from which you are collecting data from which again becomes super expensive. You have latency issues, and it's not a really great way to solve ml ops, right? We feel like we have a much better solution. And in talking to some of those audiences that are trying to solve those business challenges within our customer base, um, we are finding ourselves also talking to a lot of new audiences. And, you know, one audience that I'm intimately familiar with is obviously the developer audience, right. Developers don't want to worry about i t infrastructure. They don't want to have to walk over and tell someone that day. I need you to configure X y Z in order for me to start, you know, testing my code or my you know, sort of MPP. They want to know that it's all managed that it's quick time to value and that when they're ready to go, the infrastructure is there and ready to be deployed against the project that they're trying to execute. So those are really important audiences that I feel like we're starting to nurture, and we will have a lot more content and relevance for going forward with Green Lake. >>Yeah, a really important point there. I want also, you know, how do you kind of there's There's a big ecosystem around Green Lake. So, you know, give me a little bit about the you know, the differentiation of HP compared to some of the other hybrid solutions out there. And because I look, there's obviously hardware soft where solutions that HP has internally. But then you've also got, you know, VM ware, Nutanix, Red hat and others that are our partners, you know, how do you help customers sort through those? >>Yeah, absolutely. And I think it begins with delivering choice to our customers right. At the end of the day, we need to make sure that we're up optimizing for what our customers are looking to do. So there has to be an element of openness with HP Green Lake that we're pretty proud to deliver. So we have multiple I SD partnerships, partnerships. You mentioned some of them, you know, VM Ware and Nutanix. With respect to delivering some of our solutions, I think from a competitive advantage, you know, I go back to the fact that you know the 70% of absent data that are still sitting on Prem or, you know, in a polo and edges our competitive advantage comes from being able to bring a true cloud experience. Um, to those absent data where I would argue no one else can do this in a way that has, you know, speed from a time to value perspective, scalability, right. Being able to sort of go up and down a managed for you, a true pay per use model and billing at that level of granularity, um, and the self service right, allowing you to self provisioned and do some of those things once we've delivered the core capabilities for you. So from a competitive advantage, I feel like we cover off more of the cloud like experience does than anyone else that does in the market. And then we also have the partnerships and the ability to bring in some of those third party I SP solutions that work incredibly well on relate. >>Yeah. One of the challenges we've seen in the field is, you know, customers they do have Ah e I guess we know he always is added So, you know, you mentioned you know, their shifts. But customers Absolutely. They have their data centers. They're using often multiple public clouds out there. And they are. You know, we've talked a lot to be about the edge, so help us understand. You know, where green Lake fits and how the portfolio helps customers as they need to be able >>to >>manage and optimize what they're doing across all those disparate environment. >>Yeah, I think you're absolutely right. Customers. First of all, we're going to have a multi cloud and sort of a multimodal strategy, right? Some things they're going to put in the different public clouds and some things they're going to maintain on Prem or in a in a polo. And and then some things, of course, work better in an edge scenario. The great part about Green Lake is we solve the on Prem State problem in a really effective and cost effective and time to value perspective really, really well. But with Green Lake Central, we also give you the transparency to manage your public cloud footprint just as well. So we allow you to unify across that the different footprints that you want tohave. And we're also, you know, not proprietary when it comes to Green Lake Central, right? You can again, um, other pieces versus, you know, maybe some of the hyper scaler is that are trying to create more of a walled garden or a lock in scenario where, yes, you get transparency, but only as long as you're within their solution. >>Alright, So I understand there's about 1000 customers. We've passed 1000 customers Happy Green Lake, according to another interview that I did. So you've got sales, give us a little bit, you know, which we expect for kind of customer adoption. And what else do you expect us to be looking at from the Green Lake offerings? >>Yeah, absolutely. And I think from, you know, a customer Women term perspective. It has just been fantastic to be part of this journey, at least for me. For the past seven weeks, and to see our customers really embrace this new way of how we deliver I t. Infrastructure to them, I think, in a way that meet them where they are right as they're transforming. We're bringing that on Prem Cloud like experience to their doorstep without them having to feel the pressure of migrating everything, whether it makes sense or not into the cloud again in terms of what's coming new, Um, I would reiterate the fact that it is looking at all of the basic services like containers VM storage, Compute. It's also starting to optimize around specific workloads again, Teoh the point earlier about ML ops, Um, but from what's new and exciting, I get really excited about Hey, I don't want our customer spending time thinking about how to architect and how to design the right i t. Or infrastructure offering. I want to be able to do that for them in order to deliver that experience that they need. And again, what that helps our customers with is cost time to value and the ability to get a pre configured solution that is already optimized right. We don't want our customers spending all of their time having to configure an architect. I t infrastructure. We want them to worry about the business outcomes and then tell us what they need. And then we create those pre configured solutions on their behalf, given their input. So so again, it's a very cloud like way to deliver value to our customers. And I think it also frees up our customers to focus the resources on the real innovation that they need to drive at their business level versus focusing on things that, you know we're experts in. And we can bring to them in a much quicker and more value of >>way. Absolutely. Thank you so much. You actually what We've heard loud. And they need to be able to shift away from things that they don't have, differentiated, and then don't add value to the business and focus on this business. FN our congratulations on the new position and definitely look forward to watching the continued progress. Good buzz around Green Lake >>and test. Thank you. Still thanks for having me. >>Alright. Stay tuned for lots more coverage from HP. Discover the virtual experience. I'm Stew Minimum And thank you for watching the Cube. Yeah, yeah, yeah, yeah

>>from around the globe. It's the Cube covering HP. Discover Virtual Experience Brought to you by HP >>Hello and welcome back to the Cube's coverage of HP Discover Virtual experience. This is the Cube. I'm John Furrier, your host. We're here in the Palo Alto studio with remote interviews. We have a great innovation story here with Disney and HBO. ET Al is tailor vice president of content innovation with studio lab Disney. And so men do suck. Sarkar, distinguished technologist, director of AI at HP. Thanks for coming on, Alice. Someone do. Thank you for taking the time. >>It's great to be here. Hi, >>I love this story. I think it's the innovation story, and I think it's going to be one that will experience in our life going forward. That is media, video and experiences and this innovation in AI. It's a lot to do with the collaboration between Disney Studio Labs Alice that you're running and it's super super important and fun as well. Very relevant. Cool. So first, before we get started, Alice, >>take a minute >>to explain a little about yourself and how Studio Lab came about. Yeah, >>McGuinness Studio lab is just over in its second year of operation. It was an idea that was had by our CTO. I'm going to say, three years ago and at the time, just previously before that I had a start up company that came through the Disney accelerators. So I was already inside the building and, um, the team there said Felicity on the said, You know, we need to start up an innovation lab that will investigate storytelling through emerging technology, and that's basically being the majority of my background. So I said Yes on then. Since then, we'll be going a team. We opened the lab in May of 2018 and here we are in the middle of Pandemic. But it has grown like crazy. Its just a wonderful place to be and to operate. And we've been doing some amazing projects with some amazing partners, >>and it's not unusual that an entrepreneur has this kind of role to think outside the box. We'll get some of that talk about your experiences, and I wonder how you got into this position because you came in as an entrepreneur. You're doing some creative things. Tell us that story real quick. >>Yeah, Okay, well, so as you could sell on British. My actual background started. My whole career started in technology in the mid nineties. A Xai started as a training video editor but then switched very quickly and 95 building websites. And from there on, it was Internet all the way. But I've always focused on storytelling. And, you know, much of my background is working for broadcasters and media and content creators. So those five years of the BBC in there already department and, um actually out here is VP of digital media for them and then Channel four as well. And throughout the whole process, I was always interested in how to tell stories with new technology and the new mediums as they emerged. So yep, flights side story and doing a startup which was actually in toys and video games, but again, big digital storytelling environments for Children. And then I came round. Robin, if you like into Disney and here we are still looking at how to you make films and episodic content. Even Mawr. You name it faster, better, more exciting. Using the best and greatest in emerging tech as we find it, >>and the lab that you're doing is it's an accelerant, almost four new technologies. Your job is to what? Look out over the horizon next 10 years or so to figure out what's next. It's >>not a structure. I think you have >>some rain to be creative and experiment >>Well, yeah, I mean, in fact. So it's a studio live at the studios. We'll Disney has eight studios at the moment, and what we do is we look at actually the whole breath of storytelling. So right from the moment when a creative has an idea through to how our guests and fans might be receiving the end product out in the world and we segregate those that that whole breadth from into three categories i d. Eight. When you know the process of generating the idea and building it, make how we make it where we make it, what we make it with on that experience, how we experience it out in the world. So we have a whole SNU of projects. The studio level so works with some of the best technology companies in the world, and we call those are innovation partners on. We sign these partnerships really to bring what we like to call superpowers to the system we like to think. But the combination of those companies and what comes out of these projects is going to give our filmmakers superpowers, but also that combinatorial effect of Disney. You know, in this case, for instance, working with HP like produces something that Disney couldn't necessarily do on its own or the HP. He couldn't necessarily do it on his own, either. So, yeah, it's a huge remit, and we tend to look, we don't look quite so far out. Generally speaking as 10 years, it's more like three to now. We don't do day to day operational work, but we try to pick something up a couple of years before it's going to be operationally ready and really investigated then and get a bit of a head start. >>Well, it's great. Have HBs partner and And having that bench of technology software people is just a nice power source for you as well. Someone to talk about the relation HP relationship with Disney because, um, you got a lot of deep technical from the lab standpoint to resilient technology. How are you involved? What's your role? You guys sitting around you riff and put a white board together and say, Hey, we're gonna solve these big problems. Here is the future of consumption. That is the future of video. What goes on? Tell us your the relationship between you guys. >>Yeah, it's a good question at HP. We don't really make the service, but what we also do is we work quite a lot on optimizing some of the artificial intelligence solutions and algorithms on the DP use and scale it across servers. So So you don't have this opportunity came up from Disney, where this thing came up with a very innovative solution where they were solving the video quality problem. As as, you know, there are a lot of blemishes and in the video that can come up and didn't want to fix all of them. And they have great algorithm. But what happens is, but with better guards comes a huge amount of computational complexity, which needs a little bit of heterogeneous compute input in parallel processing and in sequential processing. So we thought that it's a perfect on, and it's a combination off the skill sets to make this video quality software execute at speed switch needed for production. Disney. >>So it's good to have a data center whenever you need it to. You guys have a great technology. We hear a lot more from the execs at HB on our reporting else. Want to get your thoughts? We're covering some of this new edge technologies. We're talking about new experiences. I gave a talk at Sundance a few years ago, called The New Creative Class, and it's really about this next wave of art and filmmakers who are using the tools of the trade, which is a cell phone and and really set of Asti studios and use the technology. Can you give us some examples of how Studio Lab collaborates with filmmakers and execs to push the push, the art and technology of storytelling to be fresh? Because the sign of the times, our instagram, tic tac, this is just very elementary. The quality and the storytelling is pretty basic dopamine in, but you can almost imagine the range of quality that's going to come so access to more people, certainly more equipment, cameras, etcetera. What's next? How do you guys see? What's some examples can you share? >>It's an amazing question. I mean, we're working on films and episodic. It's rather than very short form content, obviously, but you're absolutely right. There's a lot of consumer grade technology that is entering the production pipeline in many ways and in many areas, whether it's phones or iPads first using certain bits of software. One of the things that we're building at the moment is the ability Teoh generate vertical metric models, capturing with consumer drones or even iPhones, and then use it getting that data into a three D model as soon as possible. There's a really big theme. What we want to do is like make the process more efficient so that our creatives and the folks working on productions aren't having to slog through something that's slow and tedious. They want to get to the story, telling the art in the act of storytelling as much as possible. And so waiting for a model to render or waiting for their QC process toe finished is what we want to kind of get rid of so they can really get to the meat of the problem much, much faster and just going back to what Mandy was saying about the AI project here I mean, it was about finding the dead pixels on screen when we do our finished prints, which would you believe we do with humans? Humans at their best historically have been the best of finding dead pixels. But what a job I have to do at the end of the process to go through quality control and then have to go and manually find the little dead pixels in each frame of our print. Right? Nobody actually wants to be doing that job. So the algorithm goes and looks follows automatically. And then HP came in and spread that whole process up by nine X. So now it actually runs fast enough to be used on our final prince. >>You know, it's interesting in the tech trend for the past 10 15 years that I've been covering cloud technology. Even in the early days, it was kind of on the fringe them because mainstream. But all the trends were more agility, faster taking with ah, heavy lifting so that the focus on the job at hand when it's creative writing software. This is kind of a success formula, and you're kind of applying it to film and creation, which is still like software is kind of same thing, almost so you know, when you see these new technologies that love to get both your reactions of this. One of the big misses that people kind of miss is the best stuff is often misunderstood until it's understood. And we're kind of seeing that now. A covert our ones. From a way, I could have seen this. No, no one predicted. So what's >>an >>example of something that people might be misunderstanding that super relevant, that that might become super important very quickly? Any thoughts? >>That's great. Well, I can give an example of something that has come and gone and then coming, potentially gone. Except it hasn't it's VR. So it came, you know, whenever it was 20 years ago, and then 10 years ago, and everybody was saying VR is going to change the world And then it reappeared again six years ago again, everybody said it's going to change the world, and in terms of film production, it really has. But that's slightly gone unnoticed, I think, because out in the market everyone is expecting VR to have being a huge consumer success, and I suspect it still will be one day a huge consumer success. But meanwhile, in the background, we're using VR on a daily basis in film production. Virtual production is one of the biggest, um, emerging processes that is happening If you've seen anything to do with, um Jungle Book Line King Man DeLorean. Anything the industrial like magic work on. You're really looking at a lot of virtual production techniques that have ended up on screen, and it is now a technology that we can't do without. I'm gonna have to think two seconds for something that's emerging. Ai and Ml is a huge area, obviously were scratching it. I don't think anyone is going to say that it's going to come and go in this one. This is huge, but we're only just beginning to see where and how we can apply Ai and Ml and you did you wanna jump in on that one? So >>let me take it from the technology standpoint, I think it was also very cool trends. Now what happens is that your ML spaces people have come up with creative ideas. But one of the biggest challenge is how do you take those ideas for commercial, use it on and make and make it work at the speed, as Alice was mentioning, It makes it feasible in production. So accelerating your ML on making it in a form which is visible is super important. And the other aspect of it is just the first video quality that it was mentioning. That picture is one types, and I know the business is working on certain other video qualities to fix the blemishes. But there's a whole variety of these vanishes on with human operators. It's kind of impossible to scale up the production on to find all these different artifacts like, you know, especially now. As you can see, the video is disseminated in your forms in your ipads from like, you know, in that streaming. So this is a problem of scale on do stuff. This is also like, you know, a lot of compute on a very like I said, a lot of collaboration with complimentary skill sets that make it real. >>I was talking with a friend who was an early Apple employees, now retired good friend, and we're talking about all the Dev ops agile go fast scale up, and he made a comment I want to get your reaction to, he said. You know what we're missing is craft and software. You speak crafts game. So when you have speed, you lose craft, and we see that certainly with cloud and agility and then iterating. Then you get to a good product over time. But I think one of the things that's interesting and you guys are kind of teasing out is you can kind of get craft with the help from some of these technologies where you can kind of build crafting into it. Alice, what's your reaction to that? >>One of our favorite anecdotes from The Lion King is so Jon Favreau, the director, built out the virtual production system himself, Teoh with his team to make the film, and it allowed for a smaller production team acting on a smaller footprint. What they didn't do was shortened the time to make the film. What the whole system enabled was more content created within that same amount of time, so effectively John had more takes and more material to make his final film with, and that that's what we want people to have. We want them to have to know ever to have to say I missed my perfect shot because of I don't know what you know. We run out of time so we couldn't get the perfect shot. That's it. That's a terrible thing. We never want that to happen. So where technology can help gather as much material is possible in the most efficient way. Basically, at the end of the day, for our for our creatives, that means more ability to tell a story. >>So someone do. This is an example of the pixel innovation. The Video QC. It's really a burden if you have to go get it and chase it. You can automate that respect from the tech trends. Will automation action in there? >>Yeah, absolutely. And as Chris was mentioning, If you can bridge the gap between imagination and realization, then you have solved the problem that the people who are creative can think on implement something in a very short time, gone back for like, you know, some of these I'm just coming. >>Well, it's a very impressed that I'm looking forward to coming down and visiting studio labs when the world gets back to work. You guys are in the heart of Burbank and all the action and the Euro little incubates really kind of R and D meets commercial commercially. Really cool. But I have to ask you, with covert 19 going on, how are you guys handling? The situation certainly impacted people coming to work. How is your team? Have been impacted. And how are you guys continuing the mission? >>Well, yeah, The lab itself is obviously a physical place on the lot. It's in the old animation building, but it's also this program of innovation that we have with our partners. To be honest, we didn't slow down at all. The team carried on the next day from home, and in fact, we have expanded even because new projects came rolling in as folks who were stuck at home suddenly had needs. So we had editors needing to work work remotely. You know, you name it folks with that home connections, wondering if we had some five G phones hanging around that kind of thing. And so everything really expanded a bit. We are hoping to get back into physical co location as soon as possible, not least to be able to shoot movies again. But I think that there will be an element of this remote working that's baked in forever from here on in not least, cause it was just around. This kind of what this has done has accelerated things like the beginning of cloud adoption properly in the beginning of remote teller work and remote telepresence and then also ideas coming out of that. So ah, you know, again, the other day I heard holograms coming up. Like, Can we have holograms yet? So we don't do it That's going to cover out again. Yeah, but you know what? The team have all been amazing, would. But we'll miss each other. You know, there's something about real life that can't be replaced by technology >>has been a great leader in in accumulating. All HP employees work from removed and in the process. But we're also discovered is we have also, you know, maybe so. We discovered innovative ways where we can still work together. Like so we increase the volume of our virtual collaborations on. I worked with Erica from Disney is a tremendous facilitator and the technologists of mining one. You have this close collaboration going. Andi almost missed nothing, but yes, if you would like to, you know, on the field each other on to be in close proximity. Look at each app in each other's eyes are probably that's only missing thing, but rest off it, You know, we created an environment perfect, clever and work pretty well. And actually, at this point in the process, we also discovered a lot of things which can be done in remote, considering the community of Silicon Valley. >>You know, the final question I want to get your thoughts on is your favorite technology that you're excited about. But someone doing you know, we're talking amongst us nerds and geeks here in Silicon Valley around you know what virtualization server virtualization has done? An HP knows a lot about server virtualization. You're in the server business that created cloud because with virtualization, you could create one server and great many servers. But I think this covert 19 and future beyond it virtualization of life, Immersion of digital is going to bring and change a lot of things. You guys highlight a few of them. Um, this virtualization of life society experiences playing work. It's not just work. It's experiences so Internet of things devices how I'm consuming how I'm producing. It's really going to have an impact. I'd love to get your both of your thoughts on this kind of virtualization of life because certainly impact studio lab, because you think about these things. Alice and HP has to invent that the tech to get scaling up. So final question. What do think about virtualization of life and what technologies do you see that you're excited about to help make our lives better? >>Well, goodness, may, I think we're only beginning to understand the impact that things like video conferencing has on folks. You know, I don't know whether you've seen all of the articles flying around about how it's a lot more work to do video conferencing that you don't have the same subtle cues as you have in real life. And again, you know, virtual technologies like we are on day similar and not going to solve that immediately. So what we'll have to happen is that humans themselves will adapt to the systems. I think, though fundamentally we're about to enter a radical period. We basically have already a radical period of innovation because as folks understand what's at their fingertips. And then what's missing? We're going to see all sorts of startups and new ideas come rushing out as people understand this new paradigm and what they could do to solve for the new pains that come out of it. I mean, just from my perspective, I have back to back nine hours of BTC a day. And by the end of the day, I could barely walk Way gonna do about that. I think we're gonna see holograms like that. We're gonna see home exercise equipment combined. You know, really good ones. Like you've seen politicians shares going crazy. There's tons of that. So I'm just really excited at the kind of three years or so. I think that we're going to see of radical innovation, the likes of which we have always usually being held back by, um other reasons, maybe not enough money or not enough permission. Whereas now people are like we have to fix this problem. >>Well, you've got a great job. I want to come to quit. My job income joined studio left. Sounds like it's a playground of fun. There great stuff. Someone do close us out here. What? Are you excited about as we virtualized you're in the in the labs, creating new technology. You're distinct, technologist and director of AI. When you're on the cutting edge, you're riding the wave two. What's your take on this? >>Virtually? Yeah, you know the experience. What it has done is it has pushed the age to the home. So now if you really see home is one of the principal connectivity to the outside world restaurants. Professional goes on and on with that, What I also offers is like a better experience. Right now. We're all gather about Zoom being able to do a video conferencing. But as this was pointing out there is that here in that we are now consider combining the augmented reality and and the way that we do your conference and all the other innovations that we could begin in the East so that the interactions becomes much more really. And that is like, you know, I'd say that the world is moving to >>l Cool. Thank you very much for that comment and insight really enjoyed. Congratulations on studio lab. You've got a great mission and very cool and very relevant. And someone do. Thank you very much for sharing the insights on HP's role in that. Appreciate it. Thank you very much. Okay, this is the Cube. Virtual covering HP Discover virtual experience. I'm John Furrow, your host of the Cube. Stay tuned for more coverage from HP Discover experience after this break. >>Yeah, yeah, yeah, yeah, yeah.

>>From around the globe with digital coverage of 2020 brought to you by beam. Welcome back. I'm assuming a man, and this is the cubes coverage of Veem on 2020 online. I'm really happy to welcome to the program. We had done the Milan many years, first time doing it online and we have two first time guests. the center square. We have Daniel freed. He is the GM and senior vice president of AMEA and the head of worldwide sitting on the other side of the screen. Is it David Harvey? He's the vice president of Dietrich alliances. Both of them, of course, with beam. Gentlemen, thanks so much for joining us. >>Thank you. >>All right, Daniel, maybe start with you, uh, you know, the online event, obviously, uh, you know, it gives us, you know, there's some allergens, but there's also some opportunities rather than, you know, thousands of us gathering in Las Vegas where right. There's a diversity of locations because if you look up and down the street, the strip, um, and instead we really have a global event in an operation, unity, I'm speaking to you where you are in Asia right now. What, what is, you know, the online event mean? And you know, how you can relate to, you know, how many countries do you have a attending the event. Okay. Yeah. >>Okay. So, so the good, the good thing about, about being online is, as you mentioned, as you said, is, is we can have all, all people from all countries, all around the world present. Of course we are surely, uh, now with my responsibility, my worldwide responsibility for the channels, uh, all countries in the world, we have partners of all in all countries in the world, which means that all our teams, as well as all our butlers are virtual things or the kid limits, uh, of, of joining that, that event today. But that's, that's why I'm very, very happy to have these virtual events, which is much easier. And they're heading all people try flying in from all the different parts of the world, do they guess? Right. And, and, and David, you know, also with alliances standpoint, I assume since, you know, they don't actually have to fly to Vegas. We've got the special guest appearances by Satya Nadella, uh, you know, Arvin, Krishna, you know, all of the, you know, Andy Jassy, you know, everyone's coming in, but no, and also seriousness from an Alliance standpoint, uh, you know, we'd love to hear how you're, you're working with them., uh, for, for the global event. >>Yeah, no, absolutely. And security is having a tough time keeping them at Bay right now. I mean, the online thing is handy because we can just cut them off, but, uh, yeah. Uh, but you're exactly right. It, the support of the alliances has been fantastic. Uh, everyone was trying to adjust to this new world we're in, but what you're seeing this week, um, he's a fantastic mom's body alliances. So once in Mike, all items should really work and we're doing the same for their events. And it's just a really nice >>If >>Camaraderie is coming together. And so, um, they've been great in supporting us as you've as seen through the week. Um, and we're excited about know whole vibe that getting in a commitment >>That, that we're getting from the customers I'm from the alliances, which is really, really good. Excellent. Well, we know that, you know, Veeam is a hundred percent partner focus, Daniel, maybe let's start with you, uh, you know, what, what's new kind of in the last year. So since we were together, last year, so on the new, on the new things that we have been doing for the last year, it's actually continuing first to move with our hundred percent, uh, since the beginning of, of, of Veem and all the way to the fully do squatters, that's more important even that is definitely the move that we see, uh, with working with your answers, uh, and their partners, as well as working much more with the Saudis providers, meaning the cloud service providers, where are there is a big, big trend now in the market with customers requesting more and more rather than, than I would say, technologies and products on premise. >>Uh, so we see that everywhere around the world. It is actually writing now again with the nutrition that we see, well, why, because of these, Nope, this is about situation, uh, where virtual is a big move that we, uh, we, we can see from customers and the partners that we have, the ecosystem that we've built, um, all around the world, he's helping very much in this move. Excellent. And David would love to hear the, the, the progress that, uh, your group with some of the parts. Yeah, absolutely. I mean, it's been a, it's been a really exciting ride, uh, year over year growth rates with the alliances, continue to shoot out, which we're really excited about. Um, the VTN launch was fantastic for us for most of our major strategic alliances. So we're really pleased about that. And a lot of our technical alliances as well, they really benefited from some of the new capability coming out there. >>So what we're seeing is not only are we seeing our go to market, be enriched more and have a lot of success with the strategic alliances, the technology Alliance is a really starting to benefit from some of that new innovation that just came out and funny as well. So that global systems integrators, we've seen a massive uptick in that interest in the last, in the last couple of quarters. And that's really helping too Alison tonight. Oh, I spy. So yeah, it's been a really exciting year. And certainly when you do these types of events virtually yeah. LinkedIn, your, I am, and text messages go through the roof, which is a nice way to, to keep communication with the alliances. Yeah, I did. David, I'd like to just drill in a little bit on some of the pieces that you're talking about there, uh, you know, I really feel in the last year, yeah. We saw a real maturation in what we do talk about. Yeah. Hybrid cloud and multicloud. Um, I, I know one of the, you know, key strategic Alliance is actually from day one for Veem. Yeah. And you know, every time I saw an announcement of some of the VMware Bob pieces, I usually felt like there was soon after a Veem piece of it. Uh, could you bring us inside a little bit, especially some of the cloud pieces and maybe how beam differentiate, uh, from, from some of the competition out there, you know, both VMware, >>You know, Amazon, Microsoft and that whole ecosystem. >>Yeah, absolutely. I mean, as you touched on, uh, VMware and ops have been very close, Brown is process, and we're really excited about, uh, some of the recent work has been going on with them as well. Um, we're also have tremendous steps fools with Amazon that continues to be a strong area. And the Microsoft is a cloud in the way that we continue during the harms, the way we work with their solution. Um, it's really providing right strides forwards, especially for the enterprise customers. Uh, we also were excited about the recent announcement related to Google cloud as well. So that's another big area for us. Um, and so that was another thing that continues to differentiate us. And what I would say overall though, is it's about having that philosophy as customers continue to have there philosophical view related to on premise cloud on off premise cloud. >>What we're showing is whether it's through the hardware partners, whether it's through the application partners well through the cloud is we're enabling you to decide your workflows. And I think that's the bit it's a little bit different than, and some of the others that are out there taking that heritage, should we put into the virtual world and that mentality, there's certain it departments have. It enables us to really synergize with those different partners as they go through their evolution and a certain customers move more towards the public cloud. And then you might be look towards some workplace back to the private that synergy between all of those areas is hugely important. And even for the hardware partners that we have, do you have cloud plays, mentioning some of their value solutions as well. So it's a really sort of, um, heterogeneous world that it we're really pleased on the way that the market is accepting it. Yeah. And Daniel that this, this move and a maturation of what's happened in the cloud is a significant impact on the channel. I'd love to hear, you know, anything specifically, you know, with your, uh, your viewpoint on the channel as to, you know, how your partners are now adjusting to that, you know, VMware, Microsoft, uh, some of the other pieces is that how they are now ready, uh, to help customers, uh, through these transitions. >>Yeah. And, and let me, let me make one run back, which is very important. First of all, VIM is not Mmm. The cloud provider and will not be accepted, right. Or in other words, the idea is that we will never compete with our brothers, never. Uh, so we provide technology, which is used by our partners and a number of them. I just think that technology to provide services, a number of them are using this technology to resell, uh, or to implement some additional services for the customers. And this is a key, key element. We're not there to do anything and competition. We are here to compliment and to use it, to leverage as much as possible, all our partners, as much as we can, uh, they know very good the market, they know very good at how things are moving. They know very good where they can do they know very good where they cannot do and what their customers want or, or, Oh,. >>Um, so the big, big move that we see in the market is how everyone is moving more and more to, again, there's said initially, uh, to the cloud, um, I mean, providing cloud services, whether it's multicloud hybrid cloud, as you mentioned it, as you listed them, we have all different types of scenarios. And this is a very interesting thing, is us helping them, educating them on how to use our technology, to be able to verify we be provide services and capabilities to their end customers. So we have a big, big investments in this enablement in what we call sales acceleration software, because it's all about businesses, uh, and helping our partners to get there and to move them as fast as placebo. Again, there is a big, a big need, a big request from the end customers and the role of the partners. I understand that and have to move very quickly to this new world of services. >>And we are there to help and support because we strategically no, that this is a way not only for him, but for the entire market. Yeah. And Danielle, you know, an important point. I think anybody that thinks that, okay, editor, uh, you know, to the channel or things, you know, probably doesn't matter. Okay. Or value proposition, a Veeam. What I'm curious from your standpoint is what was the impact of know wire now? You know, obviously some management changes there. Uh, I'm, I'm curious what feedback you've gotten and how that impact, uh, you know, the channel first. Yeah. I mean, let's be open as you know, it's one of, I hope one of our qualities, that theme is the transparency and the way we communicate again with the world, with our, especially with our partners. So initially the feedback that I had and with a number of partners and partners, well, a little bit of, okay, Nope, no worries. >>Uh, no, no. What is going to happen? What is next? Are we going to, to lose the DVM culture? Are we going to, are we going to go through a number of changes eventually in the strategy of him? And actually I have to say, and I'm extremely comfortable, uh, in my, let's say regular communications and connections with, with the insight partners, we have quiet team software because they think that the strategy that we had and the strategy that we have now is the strategy they want just to keep on doing, because it is a successful strategy. And by the way, when we do get the data, uh, that we got from the market from, uh, from, from some, from IDC that that was out lately, we see that Veeam is the number one in both, all around the world, compared to all the other vendors, doing the same kind of technology. >>That means that each is a successful strategy going with the partners and through the partners, he's a very successful strategy. And there is no reason that that yeah, and insight partners understands that extremely good. And I feel very comfortable with it. Yeah. With our future. That would mean more to us, but that's okay. We'll see. In the coming quarters. Well, I, I think, uh, you know, we, we, we do need to have, make sure that VMs has a little bit more focused on getting some green in your home environments there. Um, cause normally if I'm doing an interview with green, I'm expecting with BMI Mexican and a little bit more of the, of the breaker in there, David, you know, obviously, you know, the strategic alliances, uh, you know, some of those executive relationships, good morning, bring us in a little bit, as you know, Daniel was saying there's a little bit yeah. >>Of trepidation at the bit. And they've worked ruin, uh, from the Alliance standpoint, uh, you know, what is this, uh, what what's, what's transpired. Yes, true. It's, it's one of those things. It's a really unexciting answer because they aren't similar, simple answers calmness. Um, I often 24 hours, once we announced it, my call sheet was pretty, pretty empty for the simple reason being that, uh, we've spoken to everybody very quickly and the resonant feedback was that's great news. We know insight. We trust insight. We're glad it is say a growth play. Uh, also it clears up the future. And obviously, yeah, when you have strategic alliances is always in the back of their mind, wondering when is one of our competitors going to come in and Acqua you guys Mmm. Your article feedback was, this is fantastic. This is exactly what we wanted to see. >>Um, you provide clarity to our partnership. You can continue to invest in grow, which you've demonstrated for years, and you can move that forward for the next few years. Um, but also more importantly, this enables us to feel even better doubling down on veins. And so frankly, while we haven't had any issues and I'm sure a lot of the viewers out there have been through events seeing sometimes that can be crazy. It's a Daniel was pointing the strategy. Hasn't changed, we're executing, we've got the support. And the strategic Alliance is probably for the executive level and also the day to day level on leaning in more and more of them please that we're executing on our strategy, focusing in the U S with a big push. Okay. Bringing the investment, moving forward, stabilizing the leadership team. It's just been overall. It's been fantastic. So yeah. >>Yeah. It's, it's a really unexciting new soundbite answer, but that's a, how long has inclarity clarity has been a real takeaway? Excellent. Well, one of the, the key messages in the keynote, of course talking about a digital transformation, we'd love to hear, uh, for, from both of you, uh, you know, what you're seeing and hearing how beam's message is a, you know, engaging with both partners and ultimately the, the end user itself, uh, Daniel, maybe we'll start with you on that. Yeah. Yeah. Thanks. Thanks for asking. It's usually always comes from the end customers and their needs, and we all know that the need for data uh he's he's getting exponential. Uh, so that is why we can't do things manually anymore. So it has to be digitalized everywhere. Yeah. The very interesting thing is that not only something that express with the end customers, but we see more and more because it's an absolute need. Uh, when partners are providing, uh, services or providing all night, chubby she's out services or providing even, even products, they have digitalize also themselves. They are doing it at very, very high speed. But I know I'm mentioning that because I'm extremely pleased with the ecosystems of partners that we have >>Because they understand it's very good, how the market is, is evolving. I'm still only about the customers, but it's also about themselves. Yeah. That they are evolving 21st. And did you digitalization of all the processors? Well, the way they work with their customers, it's definitely one of the key elements, uh, which is going to be extremely good for the future. That's why, because of all this moves in a very positive dynamic way, there is no reasons why we should change our strategies and no remaining said our rights, uh, lions first, whatever it is, uh, continue driving the ecosystem, building the ecosystems, organizing the acquisition. And he's absolutely key for the success of everyone, including people, Brittany and David, please from the Alliance side. Yeah, it's do, I'm sure you'll notice, but in anybody and, uh, we're in a fortunate situation that we probably both get to sit through, uh, all of the strategies that a lot of the Titans of industry are all focused on right now and, and, and having ecosystem we do in your line side, that rich tapestry from the very large to very small is focused on that digital transformation. >>And I think that the good news from my point of view, and I'm going to touch on one of the points Daniel mentioned before was we don't eat with them. And so, yeah, he volunteers, we've got his work hogging, a piece of that, the strategy that they're looking for, the criticality of data three is transformation is huge as everybody knows. Um, and what we're finding right now is that the approach that we take yep. Approach to focus on doing what we do extremely well is synergizing with the evolution of the customer is seeing as they go through that transformation and transformation, sometimes a scary transformation sometimes brings nervousness and they want to do it with a lot of their thought leaders. They working with the VM-ware has the Microsoft, the HBS, and then apps, et cetera. And so from that point of view, the fact that we can providing them with that peace of mind for the complete solution, it's been fantastic. >>So, you know, when you look at a 75 plus partners, there's always going to be one way you need to thread the needle. Shall we say on exactly where intellectual property provides that value to them? But the good news is we don't have to spend a lot of time on that because we're clear, we're concise. Uh, and a lot of times they've been involved in a lot of our strategy sessions. So they're on board with us. And I think the Daniels area as well with the channel, the channel sees that as well. And that's why, whether it's through the alliances channel or with us directly to the resellers, uh, we're finding that, uh, that harmony is bringing a lot of peace of mind. So you can focus on the pains of the customer. I'm not worried about your technology partners fighting with themselves. And that's really where we are, right. Uh, the overall ethic of the company. All right. Well, the final item I have for, for both of you is, you know, normally, you know, but we have a certain understanding of where we are and what the roadmap is. Look, of course, we're dealing with a global pandemic, right? So >>As we look forward to the outlook, uh, I'd love to be able to hear a little bit about, you know, what you're hearing from your partners, how that is coloring, you know, decisions that are made really for the rest of kind of the next 12 months or so. Um, and you know, okay. Any other data points that you have, uh, from your broad perspectives as to how people think the recovery is going to be know, obviously we understand there's a lot of inserts. Nope. Daniel, you've got a, uh, great global viewpoint. We understand, uh, you know, what, what is happening impacts differently locally quite a bit, but, um, what are you seeing going forward and do you know the impact? Bye bye. Yeah. So I couldn't say the contrary. Yeah. So they correct. And we see it in our numbers that the countries, which are the most impacted, I would buy the QVC. >>I would have been more difficulties than the others, uh, to move, to move forward for a business standpoint, uh, which everybody understands, but we've received in the numbers. No, the thing. And this is what I liked very much about, but our ecosystem and where is we had a plan, uh, that we said that we said in 2019 before we knew anything about curvy a con for 2020, and you know what, uh, we are now in no, in, in, in our, the second part of the month of the year, you too, and are going to make our numbers. We are going to make our plans and why are we going to make it? That's the only because, you know, it's just been because perfect, but he's very, very much because of all our partners who, despite all the issues that are, they are in country because of coverage are just getting there, biking, helping themselves, helping us, and altogether as, as a big business machine, as big business system, we all just making success. >>And this will only show extremely good at the end of the year. When we look at the market share, Jamie's going to gain again, uh, with all our butters, it will be the, the results of the success. So good results. Very good results. No. And, and do you mean just continuing to move with these, he's a network of fathers and David, obviously we've seen, you know, you know, many of the big partners, you know, uh, you know, very circumstance and their response, you know, nobody wants, are you seen as, uh, you know, doing something that is untoward towards customers taking care of business. Okay. So, you know, how how's this impacting, you know, what you're doing with your partners? And it gives a little bit of the outlook going forward. Yeah. I mean, why not use for this as energy? Mmm. Some of these headlines that you see, of course, they're not going to get picked up with the impact related to it on a day to day basis, through the discussions with the executives are in the field level, we're seeing the energy with same people want to make sure on what is a tricky situation was a very impactful situation. >>Um, but what, we're not seeing people Mmm. He was onto it. We're seeing people really want to, um, make sure that they are also relating to the needs of their customers today, whether it's more and point whether it's moving towards the user experience, but also taking this time to keep building the foundation for a lot of that infrastructure related to data protection, data availability, um, that we've enjoyed for a long period of time. So yeah, you know, you, you have a degree of disruption, but the objective that I'm seeing from all the major guys that are out there is let's make sure we drive hard. Let's not take the pedal off the metal. Let's not use this as an excuse. Let's keep moving. What, uh, I mean, I sh I would say our engagement with them has increased in sort of happened. Um, and so I don't think we ever expected to be running into tempo. >>We're running bean does it as standard, but we don't normally I have that same temperature. Okay. From some of the, uh, some of the alliances we're really pushing hard with him. So, yeah, we're excited. And we continue to evolve rudeness how, in a situation, everyone's going to be employees with a lot of aggression, a lot of desire to keep capitalizing on the work we've done together. The key solving the customer demands that are going to come over the next 18 to 24 months, um, and reading, make sure that, uh, this is really okay. Yeah. It's impactful just to be clear, but, but not one that we're going to let define our future. I'm looking into that together. So I think from us, um, we're excited about not only as Daniel said, beam success. Well, what, we're starting to see us really good attitudes, uh, from all of our lines bombs, which we love. Yeah. All right. Well, Daniel and David, thank you so much for the update. Great. Yep. Okay. Thank you. Thanks. All right. Lots more covered from Veeam on 2020 online. I'm assuming a minute. Thank you. Oh, wow. The cube.

>> live from London, England. It's the queue covering a ws summat. London twenty nineteen Brought to you by Amazon Web services >> Hello and welcome to the Age Ws Summit live from London's Excel Center. I'm Susanna Street, and this is my co host on the Cube Day Volonte on. There are lots of breakout sessions taking place right across this venue. One of them all about Bring Thio life, the eight of us marketplace and really helping people, companies and stand cow to make that journey to the cloud. And my two guests here right now have been at that session trying to communicate that toe many delegates who were there here Mobile, who's from Computer Center. He is the public cloud lead for the UK and Ireland, and Garforth, who's a director off a ws marketplace. Thank you very much for joining us >> to be here >> Now there are riel complexities are their way. Just helping people navigate their way through. Tell me that a bit more about how marketplace has evolved because it's being rapid. Hasn't >> it? Has been rapid. We launched a CZ initial service in two thousand twelve, so we just had our seventh birthday last year. We started with pretty modest aspirations, and it was all about helping developers take advantage of the sea to and be able to take advantage of. A bus. Service is available at the time. So it was a cattle about two hundred fifty mostly open source applications that developers could sort of find, explore, discover and provisions straight from the council where they were doing their work. Overtime. We've added support for a lot of new product type, so we support SAS applications. All right, reinvent Last year, we announce support for Dr in being able to take Dr Images and deploy those into stage maker. We're talking about that earlier. Also support for containers. And so his customers are moving to more of a survivalist type architecture. We have already made set of container images that they could deploy directly into the S E. K s or far gate. I'd say one of more interesting sort of inflection point in our evolution was when people started buying real stuff for real money because I think when we got started serving the developers, I kind of think of that is kind of a Lamborghini kind of crowd. That's a customer, by the way, but, uh, Lamborghini guys just, you know, developers want to go as fast as they possibly can. They don't really care for speed limits, you know, they just want to get the job done as quick as they can. Um, we had an example, for example, our first million dollar transaction. Wait, We're surprised to see it. We woke up on Monday and we saw a million dollar transaction. So I told my finance team not to get too excited. I went to the customer and I said, Was this a mistake or did you intend >> to do >> that? And the developer team said No, that was the best software sale ever because I didn't have to talk to anybody. >> I couldn't make money while you sleep isn't absolutely, but they were >> able to. Basically, they didn't have to go through a lengthy process of procurement and legal reviews and everything else. They literally were able to subscribe to the product and get it deployed within seconds, and the estimated that it took about three months off of their engineering cycle was being able to go that fast. But >> the interesting thing on >> million dollar transactions is, there's a lot of other people that care about that. So I got a letter about eight weeks later from their corporate headquarters in New York. It said that Development team was not >> really authorized to spend that much money on that product, >> and so that is what I call the Volvo crowd. And there are big parts of our customer that are very, very interested in safety and airbags and collision avoidance and all that other fun stuff. And so what Marketplace has been really innovating on in the last couple of years is finding a way to modernize how companies buy and deploy softer in the cloud. Do that at speed. But do it in a way that's compliant with whatever regulations governing the things. >> So do it speed but variable speed, >> variable speed and just, you know, a lot of our customers in the public sector or in health care financial services. They're heavily regulated on on their own, and they have a certain way they need to do things. And so we've been building features like the private marketplace which we just launched actually allows the customer to go in and reason over our catalog We've got forty eight hundred listings in our catalog, fourteen hundred different vendors and they can decide on their own. Which one of those air fruit for use or not, >> because it's very hard to meet the procurement demands of various of public sector organization because they're so >> they are very diverse. But that's also one of the reasons, like I'm excited too heavy in here. We've been working for the last couple of years to figure out how we can more effectively work with partners to sort of serve our joint customers. So he and what's your story? How >> do you fit what? It's a good question. So I think Computer Center entered into the fray with eight of us, sort of circa reinvent twenty seventeen. So just a time where Marketplace was launching two partners, I guess in the mainstream on on, we looked at what the offering in partnership with these guys and what it would mean to our customers, and that was kind of very customer letters and organization if you know anything about us. Customers were asking for different ways to potentially by traditional software packages as they moved into the Ws Cloud, and they were moving at scale and that velocity that we talk about and it was about well, is this a product or a mechanism that can help them streamline? Can they simplify on the way? Can they cut some of that complexity on that journey? We see that very much as a Roald. Help them achieve that. This seems like a really good mechanism, so we fast forward through twenty eighteen. We do some great deals together, those sort of way talk about on way. See that this is becoming more mainstream for customers. Is their landing in a ws in the cloud and thinking about different ways? Different software titles challenging Do We Need to Do Things is normal, or should we do things a different way? What about this dynamic that we were just talking about? That garden was just saying about the procurement folk, the >> Volvo crowd versus the Lamborghini Cross You what do you have developed a workflow approval process that it worked? Yeah, well, unpack it a little bit, the the private marketplace allows, and every customer is a little bit different. Sometimes it's the chief security officer who kind of makes the final decision. Sometimes it's procurement. Sometimes the legal team has specific move constraints on what they what. They want to prove that not I really haven't found two customers that are identical in terms of how they're worked over an l O B manager. Correct CFO. I mean, you're right, lots of different roles. So we effectively, we did some surgery on the underlying service to create a new I am role. And so if Ian is the administrator for his organization, regardless of role, he's given permission to go approve and disapprove products. And some customers are kind of in a white list load, which is basically you can use, uh, only the things that I wait listed. So everything's forbidden until I've explicitly approved it. Other companies, like a lot of smaller companies that may not have that much process. We're more of a blacklist mode. We're sort of like everything in the marketplace is fair game, except the ones I've specifically said not to use on DH. So we just created this really flexible infrastructure that lets customers customize the marketplace to their needs. So you give superpowers to some admin and then the white list black blacklist, depending on what it is. And then it becomes frictionless. It becomes frictionless, and then the user experience the customer can actually have their own logo. They can put their own language around, kind of how they wantto sort of represent that to the developers. And then every developer in their organization then sees that experience and they can see what's been approved in what hasn't. OK, so you get a private label through the channel. Yeah, so that I, as a consumer see whatever brand that your customer yet need to see exactly. And then we've also got a facility because, you know, with over forty eight hundred listings in the marketplace, fourteen hundred different vendors, you know, nobody's got time to go reason over every single item, and we're adding hundreds every year, so that keeps growing. And so we've got a facility. If the developer has a specific technology that they really require, we've got a little simple work flow so developed could say, I need this widget to build this thing, and then we kick it off to the admin who could approve it. And as we were talking about for our video closet, you gonna have precise understanding of the pricing. You know this one hundred percent clarity. And then once you have that on you, Khun, split the pie hole, then you can split up and we did. But like one of the foundational technologies that we launched, twenty seventeen was this notion of a private offer. And so if I want to make a private offer to Ian at a price that he and I have negotiated on legal terms that he and I have agreed to, I can do that through marketplace. And then what with the way that would work in a large organization is once somebody's subscribes Once to that price, everybody in the organization that used that product is using it at the agreed price. OK, right. And then we extended that to enable Channel partners now. So for the ice fees that included center works with now, he's now able to go create private offers for his custom. So what, you're essentially created a two sided >> marketplace that effect? Yeah, I think the interface between the two organizations is really important. It becomes that sort of tripartite with the ice V, putting the customer right in the center. I think that's the signage is that we seem to organizations. >> Do you really see what your input has bean there items that are listed as well. Did you get that >> for, like, selection? >> Yeah, yeah, that that like, you know, >> saying it's pretty customer focused, you know, we work with customers we have. We have a set of people around the world that do what we call category management, and they theirjob is to work with customers and make sure that we're stocking the right inventory on the shelves, so to speak. So we get that input like every day, >> and then that helps you develop you new products, >> New continent, new products. And that's >> ahead of the competition. >> Wei. Try to think more about like, let's focus on our customers. Wei don't spend a lot of time chasing tail lights, but very customer obsessed. What things always >> interested me about the marketplaces. It's so complex in terms of region's >> tax laws, pricing considerations on and on and on so many permutations. You talk a little bit about how you've >> succeeded in just essentially making that all transparent and what what's behind that? >> Um well, I think you know Amazon >> and eight of us like we operate within the legal frameworks and all the countries where we operate in. So we have our own requirements in terms of how we remit and collect tax in countries compliant with local laws. Right. So we had to do that just to operate a to B S right way were able to leverage a lot of the same plumbing we had to build for ourselves and effectively make that available to our lives. So we have, like, there's a small eyes. We actually they've grown to be quite big. But here in the UK is a company called Matile Ian, who uses us exclusively a cz, their cloud channel. Um and we take him the HBS available eighteen regions marketplace on, and then everywhere we need to we will remit and collect tax on his behalf and then give him reports that he could share with his auditor to ensure compliance with local laws. And so we do a lot of that stuff. He's a small firm, you know, and for us to be able to sort of, like, extract and abstract all that complexity from him and just give him a nice monthly report that shows him all the taxes we can on his behalf. That's a big service right >> now. How's it transform your business? >> So I say transforming rather than transformed because it's a continuum thing all the time. I think it's absolutely that a different way of procurement is, firstly, the thing that customers are asking for. So it's just one cog in the wheel for a ws that customs picking up on. I think the point that golf is very well glossing over is that between us, we're doing the heavy lifting on behalf of the customer. I think that's today's point thing. That's that's the whole point here, where that we've all got a part to play in the ecosystem and it's it's all about customer experience. That's most important. I think what we're seeing is repeat customers come back. Actually, that's the biggest from if I look up from the start of twenty eighteen to the end, it was the repeat visits, so you get you know, the one million pound or dollar deal customer coming back twice or three times in the year to do the same thing again, >> but have any being put off by this new >> approach, but I haven't seen that so genuine. It hasn't appeared so far, so there's some education. Of course, that has to happen because it's different. It's not the norm. If you think about enterprise customers, they've been buying up a particular mode for twenty or thirty years or longer, a CZ we joke about. So this is just an education process that let them know what on how on then, what's there on the bandwagon? It kind of becomes that streamline process. >> Yeah, ad I'd build on top again. Sport like you kind of think about the way way >> customers thought about procuring infrastructure before eight of us existed, like back in way. But in the way big back of two thousand five, like buying hardware in storage and networking gear was crazy, hard and very difficult and long and laborious. And your racket and stacking everything else. And then a dubious comes along with services like Three and Easy to know what it makes provisioning access, the hard work. It's seconds, you know, not months of procurement, and in a way, we're kind of software is now catching up, and in a way, what marketplace is trying to do is to revolutionize the way people acquire software for the cloud in the same way that eight of us to infrastructure well, and you're creating a to be a consumer dynamic, not unlike my Amazon retail, where there's trust, simplicity, comfort levels on DH. You know, you even don't tell Jeff. I'Ll pay a little bit more from, you know, Amazon website cause I trust it. Yeah, you know, not too much, right? And you guys have to stay price competitive. Absolutely so. But that to me, is that it's that consumer like experience that you're obviously it is more complex but somewhat creating that way looked, we look to retail for all sorts of cool inspiration. You know, on the retail side, they have a retail marketplace, which is huge and thriving business with millions of merchants. And so we're constantly comparing notes and saying, like one of the things that you're doing for your merchants and are the things that can inspire us on our side kind of follow suit. I will note that you know, I when I get in front of customers I like to do, I'd like to show our user experience we have a pretty website and all that other good stuff. The vast majority of customers actually interfaced with us through command line and automation tools and all that other stuff. So retail analogy gets me so developers, >> thank >> you very much for it's really great to have you here, Director A ws marketplace and here mobile. As you say, >> we're in the midst of this transformation. It's really great to hear your story. So thank you very much for two years here >> on the Cube, on the aid everywhere summits in London That's all from us for now.