>> Live from Anaheim, California It's the queue covering nutanix dot next twenty nineteen. Brought to you by Nutanix >> Welcome back, everyone to the cubes Live coverage of Nutanix Next here in Anaheim, California I'm your host, Rebecca Night, >> along with my co host, John Furrier, and we're kicking off a two days show here in Anaheim. I'm so happy to be working with you, John. >> Awesome to see you. Great event, Nutanix Hot, innovative company under a lot of pressure from the M Where, But this marketplace is changing great transition opportunity for these guys. So it's gonna be fun. >> Exactly. And I wouldn't want to get into what we heard on the main stage. We had Dhiraj Pandey up there talking about nutanix. It is a very poignant moment for him because NUTANIX is turning ten this year. That is a milestone in and of itself. This company has really changed so much. It's always been about simplifying data management, but it's no longer a one product company. I wonder if you could just reflect a little bit on the changes you've seen. >> It's been a fun ride of known Dhiraj for ten years. When we first interviewed him when they were misunderstood. Later, no one really got what this h c I was going on. Student Min was early to see it and keep on, but it was for a few years. I was like, Yo, he's crazy entrepreneur But he ended up having the right formula. Very innovative company. They've great product leadership, great engineering, but ten years old, they went public. So they're out in the open. Dellal Technologies went private, reset everything, then went public, kind of forced to go public, and I was doing great. So you have interesting dynamic, the company's ten years old. They went public and how to make all these moves out in the open. So the interesting thing at ten years old for them is that they got a great business and the markets in transition. Hyper convergence, HC Eyes is called, is a solid foundation, but it's changing very radically with cloud technologies and multi cloud. And the enterprise is morphing into right into their wheelhouse, where this simplicity needed theirs, integration needed. All these new opportunities are emerging and they're still small, so they could be nimble. This is the challenge that they have. They have to get out in front this next wave. If they don't, there's going to be competitive pressure. And I think that's the big story that I'm seeing here is they're ten years old. They're not resting on their laurels, that CEOs aggressive. He's taken on VM wear a little bit, and so he's competitive. So we'LL see what happened. >> Well, I think and you said Dheeraj is is a friend of the Cube, So I let's talk about his leadership style. So here, here, here, here's this company that was a tech startup. It now has a market cap in the multiple billions of dollars recently gone public. How would you describe his leadership style and also how it's changed? What, what, since it was sort of a little tech startup? >> Well, D Roger's always been innovator. He's been a visionary again. He sees typical founder. He's got the twenty mile stare, as I call it, you can see around the corner, but that's not going to get him through this competitive battle. He's gotta balance the visionary competitiveness and and strategy with technical execution they need to execute right now because they are under a lot of pressure, competitive pressure they need to increase their sales inside the enterprise to get new logos and new customers. So I think what I'm seeing from his leadership style is it's a call to arms within the company saying We got to go take territory down. We gotta compete not necessarily on a on a head on with se viene where and others but they got They got to continue to be innovating, be competitive. That's Ray technical, and that's something that came out of the analyst meeting yesterday. I noticed was he's very tactical, usually is painting the picture, but he's got a great vision, and I think that's going to be the challenge. >> I want to talk about partners who are sort of the key partners that you think will help this company grow because it it does take a village >> well, the interesting strategy than Nutanix is looking at, in my opinion, this skin my opinion, but they have a partnering strategy. Del Technologies and GM was all part of a portfolio of end to end strategy. So really, the big competitors against for Nutanix is going to be Del del Technologies and their family. Cos Nutanix is going after more of a partner in a strategy they announced keep partnership with Hewlett Packard Enterprise. HP was also competitors in the space, so they got it to create this ecosystem strategy, and it's going to be about partners. And new tennis can integrate with other players. They could be a supplier of technology for the broader market. This is something that's interesting. Everyone's trying to be a broker or they used terms, you know, Gateway to the multi cloud or cloud bro Carmel. These terms been kicked around. But Nutanix truly has an opportunity to take their product leadership and be a partner and tie things together more elegantly than, say, one company into him. >> Let's talk also about nutanix, the business as you. As you have said multiple times, This is Ah is hugely competitive industry. This company is under a lot of pressure. Technically, they've got to be tough, but yet they've also there till they're still small. They can be nimble and innovative. What what What is sort of on Dheeraj is to do list from you speaking as an analyst. >> Well, I think the number one thing I think he's got a really kind of shore up the sales and marketing effort of it because they have. When they compete in the marketplace, they need more competitive wins. These stock has taken a little bit hit lately on some basic fundamentals. Again, I still think they're misunderstood in the market that there's a big upside for Nutanix. But they gotta win Mork competitive deals where they compete with the proof of concept, also known as a POC. They win most of the time, they're gonna take their product leadership and they've gotta win in the field. This is a critical thing and lower their cost of acquisition for customers. That's Aki kind of financial analysis. The other thing that they got to do is continue to get the product leadership and get position for that next wave. That's going to be enterprised and multi cloud, and that's not yet clear. And the numbers don't look that strong. In my opinion, on the growth, it's no one's really got visibility into what those numbers going to look like in their core business. They're H C I business. They're solid, so they gotta build on that, extend out that base, and that's really the core strategy. >> How would you describe the customer mindset because, as you said, this is a company that's misunderstood. They get it and they're sort of waiting for the Cust stirs to catch up or waiting for the market really to catch up. >> The customer angle is interesting because, you know, a lot of people that, like Nutanix, are coming from VM. Where would they pay licenses? And VM where had some misfires in the couple of years ago On product, they kind of got caught back up on shore that up. But that opened up a door for Nutanix. You know, VM. Where's six point? Oh has been talked about as a one of those gaps where opened up the door to Nutanix. So the M, where customers are kind of looking at nutanix. I think the HB relationships interesting because I think that's going to be a whole new set of customer base. But the customer mindset right now is interesting. They want to not consolidate. They want to actually reduce the pain points around dealing with all this legacy hardware legacy software, and I think nutanix his position to come in and say we, Khun, provide integrated solution, Reduce your footprint give you more capabilities and free up the time it takes to manage it. And I think that's one of the consistent thing themes. The other notable thing I noticed another customer base is it's a lot younger and smarter technical people where they don't have that dogma this the way we used to do it. And I think that's going to be an interesting Dev ops opportunity where the younger generation on it would be like, Why we doing this versus this? I think that's going to be very interesting to see if that network effect for NUTANIX will work. >> Well, I'm interested to hear you talk about this younger generation in relation to the customers because Nutanix is also ah, younger Jenna. You know, it's ten years old. It's sort of on the verge of adolescents. Andi and we were just at a deli M C World. That company's turning thirty five next week. Obviously, Microsoft and Apple are well into their forties. Uh, how how would you talk about this company in terms of the of it as part of the new generation of tech companies, Tech powerhouses, Really Well, I >> mean, I think it's a contrast between two styles. Michael Dell is awesome, and what he's putting out there is an end to end strategy for Del. They want to automate. They wanted only infrastructure layer. They want to be the preferred supplier for it. Nutanix a little bit different. They're younger, they're faster, their nimble on. They're taking more integrated approach on a partnership ships centric approach. So I think the style is one of a cheetah who's running fast. That's nutanix. And then the big elephant, which is Del and that just pounding through the through the territory that Del Technologies and GM would have more muscle. So they're goingto they're gonna have some good wins. Their new Tanis has got to stay fast and nimble and kind of just, you know, Bob and weave off of what Dell's doing. So I think that's the opportunity for them is to go to the next level. And I think Dheeraj is sees that the question I see is that because they're a public company, they gotta balance it all out in the open, and they're very transparent companies, so I don't think it will be two hundred challenge, but this is what they have to do they got? Really? Take that revenue up in the cloud and enterprise beyond Hcea >> and Wall Street is watching >> you while she's watching. >> So we have a great show. We have. We're gonna be talking products. We're going to be talking women in tech word social impacts. It's research for our viewers at home. What do you think that they should be looking for in terms of terms of nutanix and in its journey? I think >> that what I would look for and what I'm going to be poking out on the interviews is what's next? Because I think this is a critical bet for the Russian. The team was. Are they on the right wave? Is this what the customers want? What kind of product leadership they have, And then what's the culture fit for what the customers want? And the customers are looking for simplicity. They do what they want to reduce the cost of ownership, and they want to supply. That's going to be around. So I think the key thing is, you know, look for where it goes next. That's where I think the number one thing to look for. >> Well, John, I'm looking forward to two days of coverage with you. >> I'm Rebecca Knight for John Furrier, we will have much more of the cubes. Live coverage of Nutanix next here in Anaheim, California stay with us.