>> Hello, my name is Peter Moser. I'm a chief technologist and IoT and AI strategist for HPE. And with me today is John Carter. He's the director of the ProLiant Product Management family. And we are going to talk to you about how we can take your business to the next level using the intelligent edge. So what is the edge? Why should you care? Well, when you look at IDC and Gartner's and others they're reporting that over 55 billion nest with the B devices will be deployed by 2022. That's not too far down the road from now and these devices are all going to be creating data. Well, most businesses also has been reported using less than 6% of all available data. So what all this is going to do is compound that challenge. Then you look at another data point, where over 50% of all new data is going to be created at the edge, indeed be processed at the edge. So when you have things like sensors and video cameras, all creating data, the need to deal with that data as close to where it's being created, as possible, is the most economic way of dealing with that data. But most importantly, it's also necessary from a timing standpoint that you'll get value from that data as quickly as you can, in many cases and the best way to do that is processing the data where it's being created. So let's take a look at what the intelligent edge looks like. Think about the connectivity that's necessary to connect these new video cameras, these new sensors and other types of devices you're going to be creating its data. That connectivity has to be secure and it has to be intelligent. Why does it have to be intelligent? Cause you want to be able to authenticate anything that wants to connect to that network fabric before it's allowed to do anything at all. So that means you going to have to have a high degree of intelligence like machine learning, for instance, to really understand what that is that device is trying to connect to your network and what kind of credentials that device should have. Then once you do that, then you need to have the necessary processing capabilities to then to be able to ingest that data, analyze that data and to create the necessary action to be able to act on that data. So not only do you have to have that pervasive connectivity via wireless or wired connectivity but also you have to have that data center class compute that enables you to adjust this massive amount of data and then to be able to create the insight necessary to act on that data and do so in a secure manner. So what does edge computing look like? Well, for many businesses, they need to make a decision and have that insight within milliseconds because milliseconds do matter. Say for instance, you're running a process where you're manufacturing an item. When you're going through say quality control, you want to be able to detect a defect in a microsecond so or little seconds to be able to know do I need to shut down the plant to enable me or to shut down that production run to enable me to then determine what caused that defect before I create too much of defective products and have all that waste or in worst case scenario, that product goes out of the door and you end up with a massive recall which can damage your brand. But then think about autonomous operations. What COVID has showed us is that businesses need a higher degree of resiliency because when your workers can't come to work, then what do you do? You get more and more businesses relying on automation to allow them to keep their plant operations functioning and enabling their workers to work remotely to be able to monitor and to control operations. Of course, security and compliance underlines all of this. Everything has to be secure to make sure that your edge environment stays secure not only from a connectivity standpoint but to make sure that no bad actors get on your network cause a lot of people have a false sense of security thinking that because it's behind the corporate firewall, they're okay. That's simply not true cause over 40% of all cyber attacks occur through phishing events. That means they steal legitimate credentials from employees and use those to access the network to see if you have to have other forms of or ways of identifying these types of attacks and then identifying and isolating them and containing them. And that's where having intelligence built into the network is so important. But with many customers that they may do a project that use case, if you will, the edge they have a challenge with scaling. And that is where it's important to have an architectural design in the right edge-based solution that enables you to now have a successful pilot. But to be able to scale that into a full production solution and one that can be replicated across all your sites. Because at the edge you have a combination of compute, storage and networking, which are all integral in creating a solution necessary to drive your business. But these solutions have to be managed because typically at the edge, we don't have the resources like we do in the data center. And so we rely on having data center class management capabilities but at the edge, it allows remote resources to manage that compute, storage, networking assets there at the edge. But additionally should customers want to consume an edge-based service, HPE offers consumption-based services that allow you to manage those resources remotely but then have a dashboard that enables you to have that transparency to share the state of all those assets with your different stakeholders. And so you see here a fusion between the edge and the cloud because they're not really mutually exclusive like some people think. The edge and the cloud do work together but what we're finding is, the edge has to have a higher degree of resiliency and independence because if you think about it, many businesses today in especially remote locations, don't have the same connectivity options that a business in a big city might have. They have lot of low bandwidth circuits for instance and some of these circuits aren't very reliable. So businesses need to have the capability of running their operations independent of any kind of connectivity to a data center or the cloud. That's what's key about the intelligent edge. But when that connectivity is there, they want the ability to have remote access to those edge resources and the ability to monitor their state, to be able to resume operations with remote capabilities. Okay, now let's look at some customer examples where the intelligent edge is helping drive real business value. HPE has a manufacturing customer that makes hard drives and for them quality is paramount because their customers store their data on their hard drives. So this customer needed the ability using computer vision or in other words a video camera looking through electron microscope to be able to scan away from the hard drive and make a determination in less than 10 milliseconds, is there a defect on this wafer? And the action was to stop the process, determine what caused the defect, remedy the problem before they produce too many drives and then have a substantial amount of waste, or in worst case scenario actually ship the drives and have a recall. So HPE was able to put an intelligent edge solution in place that allowed them to scan for defects and then be able to act upon any identified defects in less than nine milliseconds. We also had a very large retailer where the challenge is with self checkout is shrinkage or many cases also known as theft. For these customers, they need to be able to use computer vision to be able to scan and clearly detect at checkout what the customer was doing. Did it have an actual problem with the checkout process or were they trying to undermine and circumvent the checkout process and hide the scanning of the actual barcode. This required again less than 10 millisecond response time to be able to make the determination, what the customer is doing, do they have a real problem or are they circumventing the barcode process and then to be able to act upon that. HPE was able to put an in-store solution that allowed them to capture video from all the different checkout stands and to give them those insights in the timeframe that they needed. We also had a very large customer that has a supply chain optimization challenge that wanted the ability to be able to map the demand signal when they had an order to the supply chain to know could they deliver or meet that order requirement by the date that the customer specified based on the status of their supply chain. So one of the things that COVID has pointed out is that there's a lot of supply chain disruptions because depending on where the supply is coming from or in particular if it has to be shipped from overseas, there could be disruptions and the availability of that supply and HPE was was able to help our customers create an intelligent edge solution that enabled them to be able to better map the demand signal with available supply. Then with healthcare, with COVID, many of our customers' healthcare providers had to change the way they delivered healthcare and what they needed to do was change the way that they did what we call distance healthcare, where they were able to use edge-based technology to then deliver healthcare to their customers or their patients remotely. And HPE was able to put together a solution that enabled them. It's a virtual desktop solution that enabled them to use their devices from their homes to be able to deliver care to their patients. Then lastly, well the things that COVID has also brought to the forefront is the ability for businesses to enable their employees to be able to run their operations remotely from home. Again, this is where the need to provide data center class management capabilities at the edge were critical because they couldn't have employees go into the plants because of COVID restrictions. So the IT staff had to work from home and then manage the edge devices remotely and they had to have the right tools to enable them to do that. So what I'd like to do is hand the conversation over to John to talk about the the HPE assets that enable these types of use cases. So John, do you want to share a little bit about the HPE portfolio? >> Thanks, Peter. What I really appreciated about what you talked about was the idea that no edge use case is quite the same. With that in mind, HPE has developed a portfolio of technologies to really optimize around those different use cases, whether it's one of those AI and inferencing workloads, like you were talking about, where you might use one of our great AMD platforms like the DL385 or 365, or maybe it's more of a traditional data center workload that you've extended out or dis-aggregated onto the edge. There you might consider one of our time tested workhorses like the ProLiant DL360 or 380. And we've even got new products for emerging workloads like on Telco on their edge where we've designed the brand new DL110 for virtualized RAN environments, specifically meeting some of those Telco needs around acceleration and data movement. Finally, some of the examples you talked about really around the manufacturing floor, or other specialized environments where you might have different ambient temperature requirements or other things. This is where HPE edge line really shines. So as you can see here, we've got a lot of different options for you in regards to how you right-size the type of resources for your particular workload. On the left side, you'll see our 1U,1P; very small form factor DL325, really great where you need fewer processing resources but a lot of other high performance access to NVMe or accelerators. Think of things like VDI. When you're tying to put a lot of users into a smaller space, you can move up to one of our devices that offers larger storage footprints. Look at the DL345 or the DL385, both really designed to maximize access to things like NVMe or acceleration while giving you the right balance between process or another resource. Or you can choose to use one of our time-tested answers like the DL360 and 380. These are two of the world's best selling servers and they've been used in environments and applications all over the map. Anything you can think, of these servers have been implemented for. So you can trust that they've been tested, that they've been used and that we've really spent the time optimizing exactly how those servers work for you. And then as mentioned before, we look to continue offering new servers that will help to really bring the exact kind of workload resources needed for new environments as well, specifically the Telco edge. >> Thank you John. For many of our customers, they don't have the resources or the expertise to get started with the intelligent edge. So it's important that they find a partner that has not only the expertise but the partner ecosystem which is critical to help them on their journey. And so what HPE focuses on is bringing the right partners to bear for our customers to help first understand what's the customer trying to accomplish? What's important to them? And focusing on solutions that are going to deliver the business value that the customer expects and then to put together a pilot that's going to not only show the customer the solution that's going to deliver the value that they expect but a pilot platform that can scale is one of the things with the examples I shared earlier, once the customer finish those pilots, they're ready to scale this across all the organization. It was critical for them to have a solution that would scale with their size and these are large companies. So they have multiple sites in some cases, thousands of site, so it's critical. That's a solution scale. So HPE Pointnext Services has that expertise. They have those relationships with the partners to come in, understand what you're trying to accomplish, understand your existing environment which is critical, cause we want to leverage as much of the customer's existing investment as possible but then to bring in the additional capabilities that are necessary to deliver the outcome that the customer wants but to make sure that it is secure. And it all starts with HPE Silicon Root of Trust where it begins with the build process where we make sure that our compute assets are secure all through the build process, there are Silicon Root of Trust even in delivery when the assets powered down, we have tamper-proof capabilities to determine if that asset's been tampered with in transit and then most importantly once it's put into production to make sure that the device stays secure once it's beaded up. Then again to bear for our customers' solutions that solve their business problems; running on the industry's best technology but to give the customer the option of either procuring it or consuming it as a service. Many customers don't know where to get started. We can help you with that as well. First is they want to know how can I improve my decision making process? How can I improve the efficiency of my operations? And for many of our customers, that's doing it locally. Cause all of our customers have a cloud strategy, a hybrid cloud strategy and we incorporate that into the solutions that we build for our customers. We help them really focus in zero end on a pilot project that's going to deliver the business value that they expect. Therefore many of our customers, a lot of these projects never make it out of the lab. They test and test and test and then for some of them when they put it into production, it doesn't scale, so they have to start all over again. So it's important that they have a partner that has experience to help them pick the right use case. But the most importantly, put it in the right architecture that can scale. Then we put together a business model. For many of our customers especially because of COVID, they want options. They want to conserve capital. They don't want to spend their capital on buying a solution. They want to consume a service. And HPE GreenLake services offers that where our customers, if they choose, can have HPE not only build the solution, deploy it, but they manage it for the customer and allow the customer use their resources to focus on creating new services for the business. We even offer leases and other options as well. It is important that customers when they architect an edge-based solution that they architect one that is foundational for all their sites. This also helps customers reduce their costs and also reduces the complexity of the solution going forward. So HPE's GreenLake services gives customers the option of consuming services just like the public cloud at the edge with the transparency that the public cloud offers as well by giving customers that full dashboard view of the status of their edge-based infrastructure so that they can report out and provide that transparency to their stakeholders but also to bring in the partner ecosystem that goes with that. The partner ecosystem that allows you to create the platform to find the right solutions that run on those platforms, be an artificial intelligence or IoT or data pipelines, whatever it might be is necessary to drive the use cases that the customer needs to improve their business. But also financial services to give the customer choice on how they want to deploy their solutions, they want to capital acquire it, then want to lease it or do they want to consume it as a service. If you'd like to learn more about the products you've heard about today, here are two links to our ProLiant or edge line servers. So on behalf of John and myself, we want to thank you for your time today and hope you found this information useful. Thank you.

>> Hi everyone, my name is Michael Swan and I'm the global director of business development for HPE Financial Services, and I'm really excited to have the opportunity to speak with you today. In this session, I will provide you with an overview of how we help our customers create investment capacity to help fuel their cloud in digital transformation initiatives. I will then share with you three customer use cases to talk about the types of solutions that we've implemented to help our customers move their businesses forward. Now, it wasn't that long ago that businesses were prioritizing their 2020 digital transformation projects. And executives were telling us that they thought 2020 was going to be a year where they were going to see a significant ramp in their spending on digital transformation projects. Businesses were already starting to plan to make investments in cloud and security and AI and machine learning to help improve their customer experience, help to advance employee productivity, and help them to get an overall better competitive edge. Then of course, we were all hit by the COVID-19 pandemic. And in response to the pandemic, businesses have had to think really hard about how do they enable workforce productivity when they have nearly all of their employee base working from home. They've also had to think about some of the challenges around ensuring connectivity, security, and maintaining a very high degree of customer support and customer experience. And the economic impact of COVID put a lot of pressure on companies to maintain their cash positions and preserve capital. Now Gartner's forecasted that IT spending will increase to about $3.7 trillion in 2021, which is up about a little more than 4% from last year. And investment in cloud-based IT infrastructure in particular is expected to surge to more than 27% this year. So what all this is telling us is that customers are ready to move beyond the pandemic. They're thinking about how can I take my company to the next level? Where are the investments that I need to be making to advance and grow? Now to advance and grow requires investment capacity. Investment capacity is really the lifeblood of any business, and without that, you can't invest in your digital transformation, and you can't invest in the long-term future of your business. So this is where HPE Financial Services can help. We're working with businesses to help create the investment capacity that they need to move their business ahead. And we're doing this in three ways. Firstly, we're creating financial vitality. In the last two years alone, we've injected more than $640 million back into our customers' budgets to help fuel their investments. And we provide a range of investment solutions that help our customers to increase their ability to invest and do so in a way that actually results in better financial outcomes. Secondly, we're able to manage any tech, anytime, anywhere. We are recognized by both IDC and Gartner as a global leader in asset lifecycle supporting the circular economy. And in the last two years alone, we've taken in more than eight million assets into our technology renewal centers with more than 90% of those assets being designated for reuse before recycle. And thirdly, we are your CIFO. With nearly 30 years of IT Asset economic experience in our DNA, we work with you to understand where you want to go, what you need, and to help you put an investment strategy in place to help you get there. Let's now look at some of the solutions that we are delivering to our customers. Now, many of our customers seek to defer or reduce the expense of investing in IT in order to preserve their capital, or to try to do more with their available budgets. So we offer a range of Payment Deferral programs which enable our customers to delay the upfront costs of modernizing their IT. And in response to COVID, in 2020 we introduced the Payment Relief Program which enables customers to keep those critical IT projects moving forward while deferring more than 90% of the cost into the next calendar year. We're also helping customers to create investment capacity by generating cash from assets. And we're doing this based on the value of equipment that they already own. With our Accelerated Migration offer, we're converting existing, client-owned IT into an incremental source of capital, while enabling them to continue to use that equipment for its remaining useful life. And with our Tech Buyback program, we're managing the disposition of older legacy equipment returning value back to our customers and helping them to contribute to their sustainability initiatives. Now in each of our IT investment solutions, we aim to help our customers match their payments with the use of the technology. Our Extended Deployment solution is a phased deployment program that allows our customers to acquire the critical technology that they need today upfront. But we allow them time to get the equipment stood up in place, configured and tested, up and running before they actually have to begin making any payments for that equipment. And then lastly, we help enterprises relieve capacity strain or delivery delays that might be caused by supply chain disruptions or limitations in their capital budget, ar perhaps they're just simply looking to maintain existing legacy systems that are running critical business applications. And we do this by sourcing HPE certified pre-owned equipment that can be used to help maintain existing legacy systems. Now, all of the pre-owned equipment that we make available is available with a warranty, and is also eligible for HPE support services. Now, with that, as an overview, I'd like to transition to a brief video, which highlights how we help customers create investment capacity. (bright music) HPE and HPE Financial Services are meeting customer demands across the IT life cycle, while also contributing to the circular economy. And we're doing this in three ways. First HPE designs solutions and sources components with the aim to maximize reuse before recycle, and to minimize environmental impacts. Second, HPE's GreenLake Cloud services helps customers to acquire and consume only the capacity that they need for the period of time that they need to use it, and have the flexibility to refresh technology in an environmentally friendly way. We are committed to taking back 100% of all technology that is deployed within the HPE GreenLake Services contract. And last, HPE has industry leading experience and capabilities to renew IT assets, keeping them in the circular economy longer, and thus minimizing waste. We are committed to helping each one of our customers contribute to the circular economy, and this is one of the more important reasons why customers choose to partner with HPE. So let's now look at three customer use cases to help explain how we have helped customers create the investment capacity that they needed to move their business ahead. This first example involves an agricultural company based in Turkey. Their objective was to prevent COVID from disrupting their operations. They needed to ensure that they could preserve cash while at the same time, they wanted to continue to move ahead with a critical IT modernization project. They sought creative approaches to do more with their IT budget and to keep the project moving on track. HPE Financial Services made it possible for MAY Tohum to continue modernizing their IT estate while deferring the cost of the project into the following fiscal year, by utilizing our Payment Relief program. As a result, the infrastructure transformation project went forward, they were able to preserve their cash position and most importantly, MAY was able to continue to bring its innovative seed products to market without any disruption. The next customer example involved a large bank in New Zealand. Now, it might come as a surprise to you to think about a bank seeking additional investment capacity. Well banks understand well the importance of maximizing the return on their capital, and they also need to comply with regulations requiring certain capital funding commitments. Therefore banks as a whole comprise one of our largest set of customers. Now this bank in particular sought to transform the management of IT for their business to an as-a-service model. They sought additional investment capacity, and they wanted a single approach to managing their IT infrastructure. HPE Financial Services helped the bank to generate cash from their existing assets and transition them into the new GreenLake Services contract. This solution helped ensure not only that the ongoing business operations would not be disrupted, but it also provided an additional source of capital to help fund the project, and it helped to accelerate their move to an as-a-service model. And the last example I would like to share with you involves a hospital based in Austria. Now like most healthcare facilities around the world, this hospital's operations were severely impacted by COVID in the increased demand for their services. They experienced IT system constraints that were created by increased patient workloads, and sought immediate access to additional computing power to ensure they could continue to deliver critical care to their patients. HPE Financial Services sourced 14 Gen9 C7000 Blades, pre-owned equipment to match the existing systems that they already had in place. And this enabled the hospital to ensure that they could provide uninterrupted operations and critical care to their patients. HPE Financial Services also works closely with partners, whether they be IT solution providers, system integrators, or channel partners to help them create investment capacity for their customers. So now I'd like to share a brief video with a few stories from some of our partners. >> We had a client who needed to roll out a more robust identity and access management solution to support their efforts of enabling their remote workforce. The project wasn't budgeted, but quickly moved to the top of the priority list. And we were able to structure a deal that allowed them to acquire the technology they needed in the timeframe required, while deferring payments over an extended period. >> I think what's really important for the HPE at Tech Data structure shift, it allows us to offer an enterprise class solution as a true partnership, addressing some of their requirements and needs of the enterprise market plus. >> Obviously the customer was very pleased, we were very happy, and it was a way for us to get much closer to that customer, become their trusted advisor, and set us up for the future where we can continue to add value to that customer with HPE. >> Now we do believe that Hewlett-Packard Enterprise has a very strong and competitive offering to our customers when it comes to especially asset upcycling services, and also offering certified pre-owned products on the Nordic market. >> We leveraged HPEFS to acquire millions of dollars of hardware to stock up our data center to provide instant on-demand for a virtual desktop environment for remote users for several of our manufacturing and financial clients. (light music) >> As a recap, HPE provides the solutions and services to accelerate your business transformation. With HPE GreenLake, you can deploy any workload as-a-service and achieve cloud-like speed, agility, in the as-a-service model, wherever your apps and your data reside today, whether that be in a co-location facility, or within your own data center. With HPE Pointnext Services, you gain access to more than 15,000 experts, and an ecosystem of partners to help you at every stage of your digital transformation journey. And HPE Financial Services helps you create investment capacity to drive your digital transformation initiatives. We help you overcome financial barriers to your transformation, we help you unlock the value of your entire IT estate, and we are your business and technology partner. Maintaining flexibility and creating financial capacity are key to achieving your digital transformation objectives. I encourage you to reach out to HPE Financial Services to discuss your IT investment strategy and explore ways that we can help you achieve your desired business outcomes. Included here are a few QR codes where you can learn more or even view a virtual tour of one of our technology renewal centers. Thank you again for joining me in this session. I wish you a great rest of the day, and I hope you keep well, bye.

>> Okay. Hey, we're coming to the end of our session here at Workplace Next. And 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 able to 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 going to allow you to speak directly with them, you can click on that link and go into those individual rooms. We're very excited first to introduce Jone Ostebo, who is the solution engineering manager at Aruba. He's an expert in wireless and is this area is going to see massive changes in the coming years. Jone, can you tell people what to expect in your Meet the Expert Session? >> 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. So both me and a resource from a Pointnext services would be here and answer all your questions. >> Awesome. Okay, so if you want to talk to Jone directly, just click on his room link and go have at it. Next, I want to introduce you to Lin Nease. Now Lin is an HPE fellow and chief technologist for the IoT advisory practice at HPE Pointnext services. Now I'm here to tell you, an HPE 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 in the IOT is one of these areas that has mind-bending potential. Lin, thanks for being here. What can people expect from your Meet the Experts Session? >> Thank you, Dave. So in our Meet the Expert Session, we're going to 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, the major strategic issues associated with how long is COVID going to last? How do they deal with business continuity? So very importantly, we've had dozens of engagements and some of the issues that are profound are things like privacy. How do I provide social distancing? How to provide contact tracing and use technology to automate some of that? While at the same time, preserving privacy extremely interesting and extremely compelling right now for many of our customers. >> That's great Lin, and when you think about, you know, things like business resiliency totally changed our thinking and privacy as well, so if you want to talk to Lin, we've 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 Wayt. Mark is a 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 from home pivot. Mark, please set up what you're going to talk about and discuss in your, Meet the Experts Breakout Session. >> Yeah. Thanks Dave. So today we're going to 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 users or power applications in your organization. >> That's critical, right? I might have resources into the office that I may not have access to. And now you guys are going to talk about how to provide those. That's fantastic. Okay. So look at, you know, the drill by now, we've set up these little drill down rooms, these cube rooms. So if you want to talk to Mark, click on that link and have a chat. Okay, now I'm going to introduce you to Peter Mansell. Peter leads the digital workplace practice within HPE Pointnext 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? >> Yeah, so delighted to be with you today, Dave. Great, thanks for the intro. And I'll Meet the Expert Sessions. We're going to cover all the subjects around remote work. In fact, our focus will be how do we help people work, from any location at any time? We're going to take a look at some of the challenges or additional challenges that customers have faced in 2020, and the need to move towards a smart work 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 out the session, focusing on how technology can have a really big impact on the way we drive productivity and innovation in our jobs, and 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 time to sit back and think about how we really want to 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. (upbeat music)

>> Hello everyone, this is Dave Volante. On November 10th theCUBE 365 is hosting Workplace next. It's an event focused on how organizations are adapting to the new abnormal, and architecting the workplace of the future. And it's brought to you by Hewlett Packard Enterprise. And with me is David Crozier who heads, HPE Pointnext Services Marketing Organization. David, what do people expect from this event? Who should attend? And what's in it for them? >> Well as you said Dave, a lot of people are struggling with the way that we have to change our work patterns right now. So what's it for people attending the event is we're going to talk about some of the lessons that business leaders have learned over the last six months, how to apply that for the future and how to go forward. It's really aimed at leaders across different fields in IT roles of course, but also no IT roles like Site Plant Facilities and Human Resources. >> Fantastic. I mean, this is an amazing program. It's very timely. So if you care about how to help your employees be as productive as possible, while at the same time creating a culture where people are enthusiastic, motivated, and very importantly safe. Click on the link in the description of this video and register. We'll see you there. (digital upbeat music)

(upbeat music) >> Announcer: Live from Madrid, Spain it's The Cube, covering HPE Discover Madrid 2017. Brought to you by Hewlett-Packard Enterprise. >> Welcome back to Madrid, everyone. This is The Cube, the leader in live tech coverage. We're here, this is Day Two of of HPE Discover 2017. My name is Dave Vellante and I'm here with my co-host for the week Peter Burris. Ana Pinczuk is here, she's the Senior Vice President and General Manager of HPE Pointnext Group. >> That's right, that's right. >> Welcome back to The Cube. >> Glad to be here. >> Many time Cube alum. >> That's right, that's right. >> Pre-HPE and second time since, when did you start, in February? >> Yes, I know it's been nine months, I'm a veteran. >> You're a vet, right. (laughs) How's the gig going, you hitting your groove swing? >> Yes. >> Dave: Looked great up on stage yesterday. >> Thank you so much, yeah I appreciate it. Yeah I think we are, I came on board in February and it's been a run ever since. We launched a brand in February, so that's when I think when we sort of talked last. And then since then, we've just launched another brand which is HPE GreenLake for flexible consumption model stuff. And we've been doing a lot of great things, we've been doing partnerships with folks, I've been going out to each one of the regions talking to different customers, it's been going really well. >> Well so Pointnext has become a linchpin of HPE strategy. After the spin-merges, things became more clear when you talk about making hybrid IT simple, getting to the intelligent edge, services is now front and center. Meg talks about it, Antonio talks about it. >> That's right. >> Why is services so important and how do you see that scaling in the organization? >> So first of all, I definitely believe the world is turning to be a services-led world and I tell folks that it's really two things, it's services-led and then advisory-led, really advisory. And particularly because our customers want to really undergo these new digital journeys. I was just on stage talking to one of our customers, the Tottenham Hotspurs, and they're redoing their whole stadium and they're trying to increase the interaction and the engagement that they have with fans. So that's where services come in, and so we're really services-led that way and the second thing that's a phenomenon is really the cloud has really helped us learn to want everything instantaneously and to want things when we need them and when we think we need them. And so a lot of services is really about enabling those experiences in a consumption model. So that's the transformation I think that HPE is going through right now, just being a product company, but really moving to being services-led to deliver these digital experiences. >> Well one of the things that we've observed over the years, as folks who work with customers in thinking about their technology, is that there's a co-mingling, a bringing together of the idea of invention. And one of the things that's most attractive to me about a services-led, or acknowledging the role of services, is it really, innovation, is a two-part process. There's an invention, which is the engineering element, and enters the innovation, which is the social, the change. And one of the beauties of taking a services as opposed to a product approach, is that you end up focusing on the social change. >> That's right. >> You end up focusing on what does it mean to use this, apply it, make it happen, and it accelerates the innovation process. I'm wondering if by having a more services-approach, HP's able to look at this significant new range of problems you're going to try to address, but address them as a social innovation challenge as opposed to just getting product into market. >> Yeah, no and that's absolutely right. I'll give you another cool example, we have a customer Yoox Net-A-Porter, and they're a digital sort of online experience provider. They support brands like all of the expensive luxury brands that we know and love. And they're trying to help stores innovate, so let's say you're Prada or Marni or Louis Vuitton, they're helping provide a social experience to their luxury brand consumer. And being able to do that, not just mirroring what you would get in a store, but really innovating in how do you engage with that kind of a consumer online. And so for example, they allow you to shop online but then they'll bring the product to you, it'll be all wrapped really nice, they wait for you to try it on to make sure it's okay. So that's an example of social innovation, not just thinking about how to provide product to enable a website, but how do you actually then help a customer innovate in that whole engagement model? >> It's innovation that is made possible by a whole lot of technology combined with simple ways of introduce change, not just to consumers, but also the people who are ultimately responsible for providing that service. >> Ana: That's right, that's right, that's exactly right. >> Peter: Is that one of the basis then for thinking about Pointnext? >> It is, yeah, it is because people ask me, you know we've always done services and a lot of our services were product-attached services, you do support services, operational services, data center care, those sorts of things. And then we decided to sort of launch Pointnext, and the idea is that this is more than just what we've traditionally done as product-attached. This is really coming at it from a completely different angle, which is recognizing that there is an element of social and management of change that comes through digital. And that's why we talk about advisory-led. Part of that advisory-led is really helping companies figure out what is that new phenomenon, how do I actually shift the experience that I want to enable and how do I bring social innovation with a set of partners, too, because experiences really require us to work not just with our own products, but with software providers, with inside and others. >> Peter: And your customer's partners too. >> And our customer's partners as well, I mean who the customer is is shifting as we put this together. I'll give you an example, when we work with automotive companies, we've gotta think not just about, let's say, the car company and their connected car, but we also have to think about how the consumer of the car is going to interact with the IT environment in the car. >> How the dealers are going to sell it, >> Ana: And how the dealers are gonna sell it. >> how they're gonna make money, the whole thing. >> How they're gonna do predictive maintenance on it >> Exactly. >> So you start to think not just about one experience, but all the elements that come from that single experience. >> Well we just had Deloitte on talking about retail experiences and transforming brick and mortar stores, so that's a key part of it. So partnerships is also something critical, 'cause you can't do everything. >> Ana: That's right. >> So I want to come back to some of the invention piece. When you were up on stage talking about flexible consumption models, you know, cloud, when we went into the downturn it was kinda a tap on the shoulder. Coming out of the downturn it became a kick in the butt to a lot of tradtional IT players. So you've had to respond to that. And you have, flexible consumption models, pay-as-you-go models. So I started to make a list because we've been talking all week about two ends of the spectrum. We've got here at HPE Discover, AWS re:Invent's going on this week, completely different philosophies about what customers want and how to serve those customers. And so you've got to a great degree mimic the cloud experience. And you can't do it 100%. At the same time, the cloud can't mimic what you guys can do. So I kinda wanted to go through a list and think about where have you closed those gaps, where do you still have advantages for customers. So things like pay-as-you-go, flexible capacity, you've done a lot of work there. Can you give us the update on that and how big is that gap when you talk to customers? >> So first of all, it's interesting because when some of our competitors talk about pay-as-you-go, they start by talking about just a leasing arrangement. They say "Okay, it's a lease." And this is far beyond a lease. I think I can eliminate quite a few of our competitors, (laughs) not cloud competitors, just by saying we've gone beyond that, right. And we provide a full service. So it's the hardware, the software, the data center care, the operational management. And then we turn that service into a pay-as-you-go model. So that's the first sort of innovation and differentiation. And we do that on-prem or in a hosted environment, that's the first thing. The second thing is that part of what we do is we help to manage that environment for the customer. So in a flexible capacity model, we over-provision in a sense and we have a buffer and we understand where the customer's going, how much their utilization is, and then we automatically sort of manage that whole thing for them, up or down depending on what happens. I think the third thing, which is part of the innovation, which is a little different, is we also do the integration of other technologies into the offer. So yesterday I was talking about private backup as a service. There we've got the hardware, the software, it could be Commvault let's say backup software, all the management associated with that, including the support that you need for that, offered in an outcome-based service. So what we're doing there is we're also innovating in the metering, what we're saying is we're going to really provide you an outcome, and that outcome is a successful backup. So you don't actually have to worry about the equipment, you don't have to worry about is it infrastructure-as-a-service? You know, AWS, whatever, we're actually providing a full solution in an outcome-based. And I think that's a little bit of what differentiates us from maybe some of the solutions that are out there, from others. That said, I view this as providing the right mix to our customers, so although, yes, you can say that we're competing with the public cloud, because customers have choice, at the same time part of what we're trying to do also is bring those two together, which I think is unique for us. >> Makes more same philosophy, different approaches. >> Different approaches, and by the way, if you're customer-centric, then what you wanna do is provide customer choice and do the right thing for the customer, and to say where does it make sense to be on the public cloud, or in a private environment, and optimize for the customer benefits that you're going after. >> Well I think it's fair to say that the world has learned a lot from what AWS has done, and said "Hey, we can take that "and we can apply it to our customers' businesses "on-prem or in a hybrid environment." >> And by the way, AWS, especially with our CTP acquisition, they've been a long-term AWS partner and we're having conversations with AWS that say okay, if we're going to really focus on customers, and we're really customer-centric, then how do we work together? Not just AWS, but Microsoft and Google and others, how do we work together and look at where we can optimize our solutions to be able to do the right thing for the customer. >> So our clients are sick and tired of hearing me say this, or us say this, but we believe that where we're going is the cloud experience for your data demands. >> That's right. >> So the way we think about it and I'm wondering if you would agree, is that the first conversation we have with a customer is what's the outcome, what data is required to serve that outcome, how're you gonna package it up as a workload, and where do you naturally need to run that based on latency, other types of issues. Is that kind of how Pointnext is working with customers as well? >> Yeah absolutely right, so we wanna come in, customer in, so you wanna be able to say "What is it that you're trying to do from an outcome?" I described a backup outcome, another outcome might be I'm trying to accelerate my ability to roll out new agile solutions, or microservices-based applications. So we have that conversation with a customer, we then say okay, for that kind of workload, what are you requirements? What are you trying to do? We might also come in and actually, 'cause sometimes what people think they do and what they actually do in their environment is different. So we can come in and say okay, let me actually measure what you're doing and see what you're doing and then bring that information back to them. And then have a conversation about what to do with your workload and what makes sense. So I think it's a very close engagement with the customer, it's based on real data about what the customer's trying to do. And frankly that was one of the reasons that we made the CTP acquisition, as well, because it started to complement our portfolio. A lot of the capabilities that we had were very robust, in particular around private cloud, but just having the public cloud angle there and sort of strengthening that piece was super important to be able to have that conversation and truly enable the right mix. >> Well now that brings up the topic of multi-cloud, which kinda, to use a sports analogy, it's jump ball. It's kind of a free-for-all, everybody wants that business. I guess with the exception of some of the big cloud guys aren't interested. But certainly, Hewlett-Packard >> Peter: Well don't believe it, want to avoid it. >> Yeah well, but that's the reality is there's gonna be multiple clouds, we know this. Particularly with SaaS. So a company like Hewlett-Packard Enterprise, obviously has to play in that space. So I wonder if you could talk about the strategy there, why you feel confident that HPE is in a good position. >> Yeah well a couple things, first of all I think it's really good to be, we're somewhat independent, we're not totally independent because we've got a whole set of products, but we're somewhat independent in the sense that if we wanna be truly hybrid and enable other public and private solutions, we wanna be able to give customers choice in terms of the public domains that they can work with. And so we're sort of in a great position as a large provider and with the relations that we have in the enterprise in particular, with our customer base, to be a little bit of Switzerland and be able to say, okay, let's have that conversation about the right mix and enable these multi-cloud solutions, that's the first thing. The second thing is we have relationships and great partnerships with many of these providers. So take Microsoft, we've got an Azure relationship, an Azure stack opportunity, so we've got the ability and by the way, we do many of their applications as well. So we've got the ability to help have that conversation with our customers to say okay, do you wanna be on-prem or do you wanna be in the cloud? Even with one provider, and to do that, and so we have the opportunity to provide robust solutions even with one private and public provider. And on top of that, we've got a consultancy with our professional services. We wanna be responsive to our customers, we've got now HPE OneSphere. And with HPE OneSphere we can be data-driven and actually provide our customers a view of their environment and help to be a little bit of that Switzerland to say look, here's what would be best for you and help to have workload mobility together with OneSphere. So I think we're well-positioned, I tend to call it my stairway to Heaven. In a sense we start out at the bottom talking about infrastructure and support, and we've got great relationships there with our customers. If I launch the flexible capacity offers, we're starting to deliver outcome-based solutions. When I bring in CTP, we'd go up the stack and we now provide advisory and the consumption solutions. And with OneSphere now you go up the stacks just a little bit more and say not only are we gonna advise you and provide you those executables with consumption models, but we now have capabilities that allow you to sort of optimally choose what's the right thing for you. So I think we're well-positioned, by the way, with CTP we've got sort of a managed, sort of cloud sort of capability as well. We manage compliance and other elements. So we're able to have in our portfolio sort of value-added services above and beyond that help with multi-cloud and making sure that customers can be compliant, secure, and have the right experience on a multi-cloud environment. >> Yeah I think a lot of people that don't know CTP don't understand how deep their expertise is. They're only a few hundred people, if that. But they're rockstars. >> They're over 200 people. >> Serious thought leaders with real deep connections. I've gotta change subjects to the last topic area. As you know, The Cube from day one has always been a fan of having women on, and promoting women in tech. We first met you at the Anita Borg Institute of the Grace Hopper Conference. Meg Whitman is obviously a woman leader in tech and she's leaving HP. We've got Meg and we've got Ginni. And Ginni's coming to the end, I don't know, she's getting to the age where typically IBM retires its CEOs. You've got two prominent women in tech now leaving. Now maybe IMB will replace Ginni with a woman. HPE has chosen Antonio, great choice. But your thoughts on a leader like Meg, obviously has done some great work. But we're losing one. >> I know, and so >> How do you feel about that? >> I mean, you know, I'm very conflicted if I've gotta be honest. One one hand, as I joined HPE I had never worked for a female CEO so I've really enjoyed watching. You know it's always great to have mentors and to have people that are advocating for women, so I really enjoyed being part of Meg's organization, I'm really sorry to see her go. And she's an icon as well, so she does a lot, in fact this afternoon we're gonna be doing a session for women just here at the conference. So very sad to see her go, at the same time I think we as women, and men by the way, have a responsibility to build the next generation of leaders. And I think that's where I focus my energy and I know that I'm gonna be sort of a high profile female in the HPE environment so I feel that sense of responsibility, not just within HPE, but within the industry, to help to cultivate an environment that takes advantage of half of the population and enables innovation through them as well. So I think we've gotta get more women up there. I think part of it is really bringing up the next generation and frankly this next generation, they don't have tolerance for waiting for things, whatever, and they feel like they're super entitled to have the right and the choice >> Peter: They are. >> And they are, right. But that seems like an easy thing to say, but in some sense we come from a generation, many women as well, which have had challenges especially in the tech world, in terms of really breaking that glass ceiling. And I think we've got some amazing women and some amazing leaders as well. I'm part of the Anita Borg Board of Trustees as well, and we were at Grace Hopper and we had Debbie Sterling, some really great women that are coming up the ranks that are CEOs, that are CTOs, that are really leading the way and so I'm very hopeful that the conversation, by the way, about women in tech is really prominent right now. And that I think it'll open up opportunities for women to shine going forward and I think that should happen for HPE as well. In fact right now its me and then Archie Deskus is the CIO for HPE. So we're trying to do our part to sort of make sure that there's other women in leadership as well. >> Well you're a great example of a current and future leader. >> Thank you so much. >> Really appreciate you coming onto The Cube, Ana. >> I appreciate it, thank you. >> Great to see you again. >> Great to see you, great to see you, thank you so much. >> Alright keep it right there everyone. This is The Cube, we're live from HPE Discover Madrid, we'll be right back. 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>> Announcer: Live from Madrid, Spain it's theCUBE. Covering HPE Discover Madrid 2017. Brought to you by Hewlett Packard Enterprise. >> We're back in Madrid everybody. This is theCUBE, the leader in live tech coverage. My name is Dave Vallante and I'm here with my co-host Peter Burris. This is day one of HPE Discover Madrid. Parvesh Sethi is here, he's the Senior Vice President and General Manager of the global client services at HPE Point Next. Parvesh thanks for very much for coming back on theCUBE. >> Good to be here. >> Dave: Last time we saw you, you were 30 days into the job. >> That's right. >> Maybe 45 days. So how's the first six, seven months been? >> It's been busy. It's actually been very good. I administered the transformation change that's taking place within the company. It's actually been really good to also working with the clients on the hybrid IT journey side of the house. And since last we spoke, we also did the CTP acquisition, which has been very well received as well. >> Well I love it, when you guys go and talk about transformations to customers. We're experts. >> Parvesh: Yes. >> We live this. >> Parvesh: Live this everyday. >> Does that enter into the discussions with your customers? It must right? >> Yeah I think it gives us a lot of credibility. Especially when you take a look at the journey they're on. And we talk a lot about hybrid IT today, making it simple. And one of the things we always talk to them about is that hybrid IT is not just infrastructure cloud. You really have to take a look at the full spectrum of the services that had to be delivered. It could be as a service providers, could be subscribing to a platform, and hosting it on-prem, off-prem, private dedicated infrastructure, or public cloud. Just a mix of those and being able to decide as to what are the characteristics that you should look at, and what will decide as to what goes into public cloud, private cloud, or where should those services come from. >> What do you tell the skeptics? You know the, why should I do hybrid cloud? Why don't I just put everything in the cloud? Do you get those questions, or is it more customers saying hey, help me with my hybrid problem? What's the-- >> Almost every single client meeting that I've been in. Everyone acknowledges the world is hybrid IT. And I have not met a single client yet who says all of their workloads are going into public cloud. I think a lot of it depends on what they want to achieve. If they want a lot of elasticity and if they need SLAs, or if they want to bring the workload back in, security compliance or organizational cultural governance processes, performance characteristics. A lot of those factors come into play as to deciding what goes where. And I think almost everyone says that it's never going to be 100% this or that just based on the characteristics that would really dictate where the workload or the application says. >> And that's the characteristics of the data. Is that fair? 'Cause it used to be, oh security. And you know public cloud, gives you fine security. Maybe not exactly the way you want it done, but is it more the realization about, you just can't move all the data into the cloud? Or you can't force your business into the cloud? What are customers saying there? >> I think part of it also comes into, for example, governance as well. If there's HIPAA compliance workloads as an example, that may dictate your decision in a certain way. But you're right though, I mean security used to be one of the big concerns, but it's more about now a person has decided they want to move a certain workload over, it's really more about how do you get them comfortable, how do you de-risk that move? And this is where thinking through the journey roadmap really becomes critical. But just because of that one aspect, it's not necessarily stopping people from moving, but it's really baking that into the design criteria as to how you move it. >> Well while we're on security, I mean, in the last five years it's obviously become a board level topic. People have I think come to the recognition. Maybe the recognition, maybe the spending hasn't shifted, but the mindset's shifted that we can't just create a moat, you know, they're gonna get in. Once they get in we have to respond. We need analytics and response mechanisms and so. How are they coming to you for help? What are they asking you for, and how are you helping? >> So I think it certainly comes into more into place can not be an afterthought. It's really more about security in and the governance has to be kind of baked in from the front end of it. So everything that we do, whether it's any solution that we're doing from IoT perspective all the way to the hybrid IT, from an architecture blueprint perspective we have made sure the security's front and center of everyone of those designs as well as the discussion criteria with the client. And so when you start looking at it's not about security partial assessment. It's also kind of looking at designing security from a, you know, architecture blueprint perspective. And making sure that if somebody's talking about hybrid IT architecture or an IoT use case, that security's front and center of the design criteria. >> If you think about the challenges that your sales, well let's step back. If you think about the challenges that everybody has at conceiving of how best to associate data, workload, and cloud implementation. Hybrid, on-premise, off-premise, wherever it is. There are, you have to have a common framework, what used to be called a computing model. A way of thinking of how you address the problem. That your sales people has to have, your support people have to have, you have to have, your customer has to have. Are there like two or three things that you're telling your people to look forward, or look for and working with their customers to help provide those clues. So crucial to getting everybody on the same page early as to where workloads are gonna end up. Where data is gonna end up. >> That's a great question, and one of the things that we're making sure that our folks are not just talking about the hardware piece of it. It's really more about before the hardware discussion takes place, making sure that we completely align on the workload strategy. As part of the workload strategy, you know we will do workshops, and we'll make sure that we totally understand in terms of what is it they're trying to accomplish in terms of the workload migrations. And before we even get to the migration topic, we really go through this criteria in terms of assessing the workloads. Which workloads are more suited to go into cloud environment. And in areas which we may need to re-architect the application or re-write it. We also kind of put those into a specific category and take a look at making sure that is the performance criteria more, is it security is it more about the TCO, and more and more you're starting to see it's not really a brokerage discussion. It's really more of strategic sourcing discussion because you're more and more are starting to talk about what is the best source to get the service from. Because there's no shortage of choices that they have today where they can provide these services from. So it's really more of about understanding what they're trying to achieve. And then understanding the sourcing policy. Understanding the alignment between the IT and the governance piece of it, the whole business side of it, and the IT side of it. And then it's really more about the supply chain management. You heard about One'Sphere today. But it's really more about how do you take this complexity out of the hybrid IT environment, and making sure that you can provide the automation and that capability to provide it as easy of environment for them to have a single plane of glass. So those are the key pieces of the framework that we try to make sure everyone is on same page. >> You mentioned cloud technology partners. We heard about One'Sphere today, that's obviously the CTP is part of that announcement. Small company, but very high quality customer base. It's very specialized. Take us through the rationale for the acquisition, kind of what the value is to your customers, and where it's headed. >> I think last time when we spoke we talked about our overall strategy. One of the key pillars is really around making hybrid IT simple. And we know when we talk about hybrid IT it cannot be just the on-prem part of the storyboard. You have to talk about the public cloud side of it as well. And this is where the CTP acquisition comes into play to really plug a hole. I mean we had some capability in house, but not to the extent of what CTP brings to the table. I mean they are premiere partner to AWS, premiere partner to Google, silver partner to Microsoft Azure. And so having that kind of credibility and the recognition in the US and North America, certainly gives us more credibility with our customers talking about the hybrid IT story. And then taking that skillset, assets, and the IP, we want to take that and leverage of our channel community, as well as our install base, as well as of our capabilities in Europe as well Asia, and help scale that globally is really a way how we're gonna leverage this skillset and asset set. >> So we're in beautiful Madrid, Spain at the EMEA Discover. Cloud is a global phenomenon, but it's not uniform. From your perspective of providing services to customers that have global needs as well as local needs, take us through how Europe is different. Start from the observation that we've got North American cloud players, public cloud players, we've got Asian cloud players, we have not an obvious European cloud player. How is it different on a global basis, and what is HP doing to mass those differences, HPE doing, to mass those differences from your global and local customers. >> So I think one of the things you are finding here the need, and we talked about this earlier today, the need for as a consumption models. And you're seeing that the trend globally. And more and more people, more and more customers are talking about not wanting to necessarily own, but how do they pay for what they use. And so one of the things we do is from a framework perspective we've really deployed a very consistent framework, uniformed transformational framework, UTF. And we did apply for a patent for it as well. But the idea there is to leverage a common methodology, common framework to take a client through in terms of how to go about this cloud journey. Everyone is on a different place in terms of the cloud adoption, their digital transformation journey. But through the experiences that we have, I mean we do well over 10,000 engagements a year. Leveraging that IP, we have really built like full interconnected journey roadmaps. And so a client, you can take any client, whether a service provider or enterprise, they're somewhere on that journey roadmap. And they may be in a different place, but being able to talk to them, leveraging that common IP and say look, this is where you're at today, here's the roadmap that you can take to get to your desired end state. And that has really resonated with the clients. And if they truly don't want to own the infrastructure, and they just want to pay as you go, this is where the whole HPE, GreenLake announcements have really come into play. So I think those teams when you take a look at the performance characteristics, organization governance issues. Because one of the things that we find is 70% plus of the clients that we talk to, they have not been able to really maximize the full potential of what hybrid IT gives them. And one of the major hurdles we see, and doesn't matter whether you talk to a client in North America or EMEA or APJ. It's really the lack of focus on management of change. It's the organizational, the cultural barriers that get in the way. It's the competencies, the organizational processes that get in the way. So those are the pieces we want to make sure as part of the UTF framework, IT is just one of the principles. And of the other domains, management of change is one of the key elements that we see, which is common across all the client base that we talk to. >> When you go back to the early part of this decade, and you observe sort of the big, remember the big data meme it sort of exploded in 2010, 2011, 2012. It ended up being a very, complex of course, but also very services led, engagements because it was so complex. IoT is somewhat similar, it's very data oriented, it's very complex. So talk about services and the relationship with IoT, the opportunity for you and how you're helping add value to customers. >> Now that's a great question also Dave. I think when you take a look at the IoT. I think we're starting to get past that half cycle. And a lot players will talk about they got hundred plus proof of concepts going in their lab, but they just have not been able to bring it into the mainstream. And so one of the things we're talking to clients about is starting to move away from the terms like proof of concept. Focus on proof of value. Because at the end of the day, if you cannot help your line of business accelerate time to value, no matter how great of a concept you have, it's never going to see the day of light. So this is where the point next services really come into play with the whole advisory led motion because it's still very much a services led motion today. Working with the clients around how they can really help shorten the time to value. Accelerate time to value. And if we can take even one or two use cases they have in their labs today. And show them how they can get to 50, 60 million dollars of savings like one of the oil and gas customers we were just talking to. Same thing we see in the retail manufacturing. Is just taking some of the spoof points, and say this is how you can actually bring them into the mainstream, and make sure they also start to have the business alignment. That's one of the common things we hear from the CXOs here this week is the business alignment between the IT and the OT side if they're talking to the IoT use cases. Because without the business alignment, believe me you're not gonna be able to get the management of change that you're seeking to derive. >> So do you expect or are you seeing yet new business models. You were talking about the cost savings, but what about sort of the new business models emerging from those discussions and opportunities. >> Definitely I mean if you take a look at whether it's the hospitality suite, you know Kathy talked about main stage about even the retail experience that we're just starting to be very different. So when you look at the new value that's being created, you know a lot of us who travel to get here, when we check into the hotel, a number of places now, you can check in digitally, 24 hours in advanced. You never have to stand in line for a queue. Don't have to flash up your credit card because the hotel's have really now started to leverage the digital transformation where 24 hours in advanced you can check in online. They'll give you a digital key so on your phone when you walk into the hotel, as soon as you're within a threshold you get onto your wifi network and you see a personalized message. And it has also the directions to your room. And when you get to your room, you use the digital key to get in. Think about the possibilities it creates to launch new services for not just the hotel, but it's also affiliates, the partners for pushing specific targeted advertising offers while you're in Madrid here or some other place. So you're starting to see these new value creations even though behind the scenes you still have them integrate a lot of their digital critical business systems whether it's CRM, reservation systems, or smart buildings. You have to still make sure the security's in play. And so it is really you checking in, not someone else. As well as making sure the room is available. But it's really more focused on the business outcome. And this is one of the things that you're seeing even in a portfolio shift, it's no longer talking about some implementation services, integration services. When we sit down with a client it's really more focused around what outcome are we delivering. It's not talking about, look we can sell you x numbers of servers, or we can sell you devices. More about here's the business outcome that we'll deliver for you. And this is what you're gonna be able to do with that additional value creation. >> Do you mean I might be able to not have to wait in line a half hour when I check into a Las Vegas hotel in the future? >> Parvesh: Absolutely. >> Peter: No that will never happen. (laughing) >> No definitely, I mean you see improvements every single year. And hopefully, whether you walk into a retail shop, be able to experience differently walking from home into a branch store and what that experience will look like, it'll be very very different than what some of the people experience today. >> Lots of changes coming. All sort of based on the data, Parvesh thanks very much for coming on theCUBE, it was great to see you. >> Absolutely it's great to be here, thank you so much. >> You're welcome alright keep it right there everybody we'll be back with our next guest Dave Vallante for Peter Burris. This is theCUBE, we're live from HPE Discover Madrid 2017. (electronic music)

>> Announcer: Live from Las Vegas, it's The Cube covering HPE Discover 2017. Brought to you by Hewlett Packard Enterprise. (techno music) >> Welcome back, everyone. We're here live in Las Vegas for theCube's exclusive three days of coverage of HPE Discover 2017. This is SiliconANGLE's flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier, and my cohost, Dave Vellante. Partner in crime here. Our next guest is Ana Pinczuk, Senior Vice President, General Manager, HPE Pointnext, the new organization >> Ana: That's correct. Yeah. >> John: Anyways, welcome to theCube. Good to see you again. >> Thank you. Really nice to see you as well. Yeah, excited to be here with you guys. >> Cube alumni also. Part of the Grace Hopper Community as well with women in tech. Great work there. Just want to give you props. >> Ana: Thank you, yeah. >> Shout out there. Okay, so you're in the new job here. You're a seasoned veteran. >> Ana: Yes. >> You know the industry. Your thoughts? I mean, you're coming in fresh. >> Ana: Yeah, I'm coming in fresh. So, first of all, three whole months here, you know. So, it's been kind of a whirlwind since we came onboard. We announced the new brand. So HP Pointnext is the new brand for really our future-facing services organization, right. And we've got this great opportunity, you know? We've got customers that are really undergoing tremendous digital transformation, right, and they need help, and we're the arm of HP that can really help them through that journey. All the way from sort of advice and transform services, professional services, like design and implementation services, and then when we go to operational support services as well, so. >> John: One of the things that Meg Whitman was talking about, I want to get your thoughts and reaction to, is, she said it's a cleaner positioning with HPE now. Because the partner relationships have always been center. We had the Chief Channel Officer on earlier, Denzel. 70 percent of the revenues comes from partners. >> Ana: That's right. >> And so, having Pointnext the way it's structured makes it cleanier. What is she-- Cleaner, for everyone to understand what's happening. What does she mean by that? And give us your perspective. >> Ana: Yeah. Well, I'll give you, you know. Look, before, we had a huge outsourcing business, right. And with the DXC business moving off, we've got the opportunity to really partner with the Accentures, the DeLoyds, the WhitPros, the Tatas of the world, right? We provide mostly technology services, so, to the extent that they go and they help customers with applications and really figuring out their business processes, then we come together with them and then figure out how to translate that business architecture to the technology architecture and then how to do that technology road map for them, right. So, um, it's really positioned us much closer to different kinds of SI's, both sort of the traditional SI's as well as other ecosystem partners. And today, I mean, if you think about mostly every vertical is transforming, right, so. Whether you're in retail or transportation, et cetera. And frankly with DXC, you know, really going off focusing on outsourcing, we're still a huge partner of theirs, you know. They're a customer of ours. But at the same time, it opens up huge opportunities to go after other verticals and other solutions as well. >> Dave: Yeah, it's kind of a strange TAM expansion for the core of Hewlett-Packard Enterprise. >> Ana: Yeah, it is. >> You sort of concede the outsourcing business. Okay, we're out of that business. >> Ana: That's right. >> But now you've got so many other partners that really could boost your core business. >> Ana: Yeah. And, you know, um, I mean. Nobody owns advise and transform, right? I mean, nobody owns the whole digital transformation journey. The opportunity there greatly, sort of, outweighs the constraints that we have in that space, right. And so, you know, it's really important for us to go with the Accentures or the Deloyds, other partners, and be able to come with them and provide those solutions to customers. >> John: Ana, I'd like to get your thoughts on the trend and the particular question if it's going to be around the cloud transformation, which is the driver. You got big data, you've got IOTs, you have, obviously you have your hybrid IT solutions here, but, you know, cloud computing in general and big data point to a new set of applications. Dave and I always comment on theCube as we go to all these different events that we're old enough to remember the 80's and 90's. >> Ana: You're not that old. >> The 80's and 90's, the ERP generation. The mini computer was a massive opportunity for service providers. >> Ana: That's right. >> You know you had the big six accounting firms back in the day. Now you have thousands of partners. That was a big movement. That was a big wave. >> Ana: It is. >> This wave is almost bigger than that, but different. >> Ana: It is. >> What's different now as the new apps come out? >> Ana: Yeah. >> John: And we've seen this movie before in a way. >> Ana: Yes. >> John: With the ERPs of the world and CRMs. >> Ana: Yeah. >> John: What's different now with cloud that makes this bigger, and what's your thoughts on this opportunity? >> Ana: Well, I think, two things for me. One is-- In fact, over the last couple of days, we've been talking to a lot of customers about not what I would consider traditional, but even S, you know, SAP HANA, right? And those migrations. Those are like, a little bit like, still the old wave, you know. With new, sort of a new flavor to it as people go more into big data and analytics as well. But the biggest thing is that, you know, think about the world of the future. Everything's going to communicate with everything else. Everything is going to compute, right? And so, you know, the patterns of communications are really shifting, you know, as well. It used to be very data center, centric, and those traditional models, or the old IBM models of the 80's, right. >> John: Big iron, all the-- >> Ana: Big iron, everything in the servers and the data center. But think about, you know, your toaster talking to you, you know. Think about smart meters out there. Think about your car being really a roaming, you know, office and entertainment center, right. >> John: Yeah. >> So I think that's what's really shifting. It's just the magnitude of data that's going to be, you know, computable, in a sense, at the edge, and that's really helping us think about whole new different applications that we didn't have, you know, back then. >> Dave: So cloud is obviously this huge megatrend, and everybody, I think Hewlett-Packard Enterprises included, is trying to substantially mimic the cloud experience on-prim, create hybrid. And it seems like you're having a great deal of success there, at least early, some early wins. The other component of that is the business model side of things. >> Ana: Yes. >> The whole as a service piece of it. >> Ana: Yes. >> And as you transition into that, you know, cloud-like world, what happens on the business model side? I mean, we've heard a lot about flex capacity and things of that nature, but it feels like the services business can transform dramatically into that model. I wonder if you can comment on that. >> No, it's true. I mean, just think about it. In the more traditional world, we've been mostly a product company with sort of services attached. You know, you sell a hardware box and you attach support to it and some installation services. We're completely shifting the model, right? So we're really services led and hardware attached, right, of the model going forward. And, so that's one thing that's shifting. And then the business models are really outcome based. You know, so, I'll give you an example. You know, I was talking to a customer, in fact, earlier this morning, about providing retail store as a service. That's a very different model, right. That means that we're looking at the whole architecture for them. We're looking at what value constitutes in a retail store. You know, how do they make money. What that outcome should be, right. Then how do you deliver that as a solution on a per, you know, something basis. Per outcome basis. So completely shifts the way that we think about delivering services. >> Dave: And so has it become services as a service? I mean do you go to-- >> Ana: I call it-- Yeah, I mean, I've been calling it, you know, experience as a service, and it is service as a service or outcome as a service. I mean, in a sense what the customer cares about is the value that they get out of that thing that you delivered to them, right. And so-- >> John: It's important to them. >> It's important to them. >> John: It's their business. >> I think, that's their business. That's what they care about. You know, I'll give you an example. Data is so important. Backing up your data is really important. But what the customer cares about is not whether they have back up, but it's whether the back up actually worked, you know. >> Dave: And can I recover. >> Ana: And can I recover from it, restore it, right. And so, when you think about that, you know, experience as a service. The experience is, gees, you know, that I get my data backed up and can I restore or recover from it. And then that becomes the outcome that they want. >> John: Which is the digital transformation. I mean, digital transformation has been around for awhile. It's been that buzzword. Certainly center stage here. But you're talking about business transformation. You're talking about really changing how companies are doing business. >> Ana: That's correct. >> John: Chop line revenue driven by digital services or digital apps or-- >> That's right, that's right. >> John: Interfaces, experiences. Whether it's feeling good or actually delivering something. >> Ana: That's right. And, you know, what's happening. I mean, think about the retail store of the future, right. I mean, you know, you have, you have a teenage daughter or a teenage son as I have. You know, you want to make it really interesting for them to go into a store and have a different kind of experience, right? And so, you know, location based services, all these, all these things that you can enable in terms of, you know, helping them buy new things or getting, you know, I don't know, some sort of discount when they go into the store. Or really seeing what it looks like when it's on. You know, those are the experiences of the future that are going to make that retailer relevant, you know, especially moving on. >> John: Well, we're going to have my daughter-- She's down in the front desk. She's interning for us. She's a Berkeley student. Say hi to her. She's going to come in and tell us about what she thinks of HPE as a youngster. >> Ana: Oh, good. >> John: But more importantly, this is a big trend. I mean, we're seeing-- I want to talk about the women in tech piece of what you're involved in because, you know, we were having a conversation at dinner two nights ago that, you know, people consume technology, whether they're the end user, and that word to even exist. End user, or consumer. >> Ana: That's right. >> End user isn't even a word anymore. >> Ana: Isn't that, yeah-- Who is that? >> John: Who do we call end user? >> Ana: I know. Or end thing. >> John: But people who are-- >> Ana: In the future. >> We're all connected, right? >> Ana: That's right. >> So, so this makes up this-- 50 percent of the population's women. >> Ana: That's right. >> And they're not making the products as much, so the percentage of women in tech is a big issue. I know you're, you're involved with Grace Hopper. >> Ana: Yes. >> Your thoughts on women in tech, because we need more women building products or being involved in the design or something. >> Ana: Yeah, yeah. It's a great, as you know, a great passion area for me. And we've got about-- You know, if you think about computing, we've got about 17 percent or 18 percent of the graduates come out in computer science, right. But if you think about technology in general, you know, because everything is going to be digital, because everything is going to compute, you now have, for example, women that are going into tech that have, sort of, a real different variety of backgrounds, right? I mean, they could be designers, because your fabrics are going to be, sort of, lit up with, you know, with sensor technologies. Your knees will be, you know, will have capabilities that are computational. You know, so. What we're seeing is the opportunity to open up the space for women because some of the things that are out there that are going to be technology are going to be much more interesting generally to, to women. >> John: So if I get this right, you're saying is that it's, "Okay, we want more people, more women in software." Except that's not the restriction. It should be computer science, now, is broader. >> Ana: That's right. >> John: And in analytics, I mean, we see a lot of women who are crushing it and being great data scientists. >> Ana: That's right. >> Bring some creativity to it or expertise. >> Dave: In that stat, you said 17 percent with a degree and a small, a much smaller percentage actually enter the technology field, correct? >> Yeah, you know, yeah. What happens, I mean, especially, we get about 17 to 22 percent or so that enter the technology field, but then many of them don't stay. You know, especially those, you know-- There's attrition as you go up the, up the chain as well. >> Okay, so maybe this new dynamic >> Ana: Yeah. >> Changes that. >> Ana: Yeah, well, I mean, I think the kinds of degrees that people are getting. You know, every degree will have a technology aspect to it, right? You're in textiles or you're in, you know, design. >> John: Healthcare. Science, everywhere. >> Or you're in healthcare. And, you're in-- Yeah, you know, you're a doctor, you're a lawyer. Every degree will have an aspect of tech, that means, frankly, that we as a tech industry have to open up the kinds of people that we attract, right? We've got to look for, not just computer science people, but people that understand business processes. You know, people that understand industry verticals, because digital's going to all these different, sort of, you know, places. >> John: And you're an inspiration. Thanks for all that work. And we agree. Science is everywhere now. >> Ana: Yeah, that's right. >> And whether it's block chain or some sort of medical breakthrough, >> Ana: That's right. >> You don't have to be a hardcore programmer. >> Ana: That's right, that's right. >> Ana, thanks so much for coming on theCube. Really appreciate you sharing your insight. >> Thank you. Thanks for having me. >> John: Congratulations on the new opportunity. >> Yeah, appreciate it. >> John: And Pointnext is, points to what's next. >> The place to be. That's right. As I try to tell people. (laughter) >> John: It's like dabbing and pointing at the same time. Thanks so much, really appreciate it. >> Ana: Thank you so much. >> John: I'm John Furrier, Dave Vellante, live coverage of HPE Discover 2017. Our 7th year covering HP Discover, now HPE Discover in it's 2nd year. Be right back with more live coverage after this short break. (upbeat music)

>> Narrator: Live from Las Vegas, it's the CUBE covering HPE Discover 2017. Brought to you by Hewlett Packard Enterprise. >> Okay, welcome back everyone. We are live here in Las Vegas for SiliconANGLE Media's theCUBE's three-day exclusive coverage of Hewlett Packard Enterprise, HPE Discover 2017. I'm John Furrier with my co-host, Dave Vellante. Our seven-years covering HPE, and we have our next guest whose been on the job for seven weeks, Parvesh Sethi, Senior Vice-President of HPE Pointnext Consulting. Industry veteran of cloud. You understand what's going on. Appreciate you coming in and sharing-- >> Thank you for having me. >> Your talking points with seven weeks on the job, but you're new to HPE, welcome to theCUBE. So fresh in to HPE, got a fresh eye. You've been around the industry for a while. What is the hybrid journey for HP? Because you were just in the Q&A with Meg and Antonio with the press and the analysts, and still people are trying to put it together. Like, with no cloud, how do you guys fit in this? So, hybrid cloud, simplifying hybrid IT. They're not saying simplifying hybrid cloud, simplifying hybrid IT, which implies cloud. >> Exactly, I think the approach that I would take is if you look at the role of the IT, it's really changing. I mean, you can consider IT to be the strategic sourcer now. It's no longer we built it, we own it, we run it, because now they're really managing a supply chain. So, you're looking at the private cloud, public cloud, and people having the highly-automated infrastructure, or software-defined infrastructure, and legacy b-spoke systems. The job of the IT is really getting very complex. When you heard Meg talked about making hybrid IT simple, so for Pointnext Consulting standpoint, it's really working with the clients about making that journey much more simpler, and making sure it's not just simple, but the speed is there. Also we'll ask that we are focused on the workloads to really moving the workload securely. Because, at the end of the day, the whole journey is really centered around the workload-side of the house. >> And your role is, am I correct, is tip-of-the-spear consultant? Is that right, and strategy consulting? >> That's correct. It includes the consulting and the professional service portfolio. >> So, help us understand, because when EDS went to CSE with the spin-merge, all of the sudden you're seeing Accenture, Deloitte, and others come out of the woodworks. And this is their wheelhouse, in strategic consulting, so where do you pick up, and how do you relate to those guys? >> Yeah, no, it's a great question. In fact, it's with the spinoffs, it's also given us a great opportunity to really work with number of the SIs, and so we're have a close work relationship with number of them, and the way I look at the strategic consulting, where we add value is really more around the technology consulting piece of it. And because that's where we feel that we can really add differentiation. And partnering with some of our SIs, that's where they can help us from the verticalization piece of it, the business process side of it, because that's not really our core strength. Our core strength is really around the technology consulting, and also being around, and dealing with, and doing 11,0000 plus engagements every year. From Pointnext perspective, that's lot of experience that we bring to the table partnering with the ecosystem, we truly bring some of these outcome-based solutions that we keep referring to. >> Dave's team at Wikibon has put out some pretty seminal research. I think it's very unique. I don't think any other research firm has actually documented this, even captured the numbers. But, they just did a report called The True Private Cloud Report, go to wikibon.com for the folks watching, but really what it illustrates is that IT is not declining, it's only increasing in its capabilities. So, yes, server shipments might be declining, but, at the end of the day, IT is changing and growing with cloud. But one of the points in that survey is the TAM is 260 billion plus in true private cloud. And that doesn't include hybrid. But, the other statistic besides the TAM is the fact that the labor costs are undifferentiated, and being automated away with cloud, which is a good opportunity. And then the shifting of those resources to differentiated apps or services is the focus. That's business transformation. That's what you guys are doing. Share with us your thoughts, and how you guys look at that. Obviously, you're only seven weeks in from an HP perspective but you been in the industry. How are you guys going to attack that trend, and ride that wave of shifting that to differentiated capabilities? >> Yeah, I think so one of the things you always hear about from a technology standpoint, lot of folks focus on just the technology piece of it. What we're finding is when we engage with the clients, it's really taking a look at, even before the technology, it's what is the strategic framework. Why do so many digital transformation projects stall, or fail? Because there's no interned alignment in terms of business, IT, and OT side of the house, so what you're seeing is from the consulting side of the house is kind of making sure that we bring these things together. And we have a methodology called Unified Transformational Framework, UTF, which has seven key domains, and one of the first things we do when we engage with the client, we bring them together, business side of it, the IT side of it, and we assess where they're at today in each one of those domains, and assess the gaps. We actually put together a strategic framework with them in terms of what is the desired state where they want to be, where they're at today, and how do we map out that cloud journey together with them. And, more importantly, what are the key outcomes they are really seeking. And so if they are looking at focusing on achieving certain cost-efficiency, or launching new services faster, or securing information network, or from an IOT perspective, what are the specific use cases, like for oil and gas, you may have heard some of the examples here with Tech Smart on refinery of the future. What are some of the outcomes they're looking for, and then kind of working backwards to make sure that we can take them on that journey roadmap, and accelerate that whole journey. It's the time to value equation. >> So it would seem like the hybrid IT message that you guys provide is the foundational infrastructure for a digital transformation. Okay, sounds good, now, let's peel that back a little bit. Because, if I'm an executive in a board, I'm saying, "Okay, great, how do we get started, "how do we pay for it?" You come in with your maturity model, here's where you guys are at. How much of that conversation is around the data? And data, data value, how to monetize data, how it contributes to whatever objective, raise revenue, cut costs, et cetera. How much of the conversation do you anticipate is going to be around that data? >> No, it actually is quite a bit of floor discussion on the data as well. So, I'll take it in steps of there's two main types that come up. One is really around the workloads as to enterprises have hundreds, thousands of applications running but not every application, not every workload needs to move to a public cloud or private cloud. Some of them may be more suited towards just a dedicated infrastructure that they already have. One of the first things we focusing on through the tool, we do an inventory, as well as through the interviews. Because one path doesn't give you all the information that you seek. Synthesizing the two really gives you the full picture. And, then on top of it, more and more data is getting generated at the edge, and so in terms of what do you do with the data, how can you help them drive a real-time action, and then what can you do to monetize on that data, just like the example with the M1GD team that's been showcased here, that's not just change the fan experience, it's also helping them taking the look at the data, the loyalty, and everything else, and then increasing opportunities to drive top-end growth from the revenues in the concession stand, or promotional material, your absolutely right, the focus is more about not just guarding the data, the data production, data consumption, it's how do you monetize on that piece of it. >> And does HPE focus more on the IT transformation, and your partners like the big SIs on the business transformation, or no, is it not that simple, it's not that clear? >> Yeah, I mean, it's hardly just kind of say, okay, those are in their silos because there's that intersection point that really drives additional transformation. That's one thing that I think we are uniquely positioned, because number of these solutions you see on the demo floor here who are jointly partnered up with our ecosystem, and that really drives that value up from the business outcome standpoint, it's not just what the technology is able to do, it's not just, yeah, if we're able to have a faster server, this then that, it's really more about what will that enable. In turn, what is the business outcome that's enabling. >> But I would imagine your partners are deep experts in some healthcare business process that HPE doesn't possess, then you guys, from a technology standpoint, can go much deeper than they can. My question is how much of the conversation from your partners has been, or do you expect it to be, "Hey, you know what, if you could do this, you know, "with the technology, you know, we can really "help this company, and win a large deal," for example, which is a semi-custom, you know, and it requires a deep technological expertise to marry with that business process. >> No, absolutely, in fact, I was with a partner earlier, and actually what you just called out was very similar discussion with him. From a healthcare perspective, one of the things we can do, and we have done, where the picture in archiving communication system, we can package what one of the other providers does along with computing and for storage, package that up, and where the configuration provisioning time is reduced dramatically when they show up on site, everything is preconfigured. But, then jointly with a partner who has more knowledge about the patient experience. Marrying the two, you can actually see not just how the healthcare provider and the patient are going to interact, but how also the information that's generated there, how can that be analyzed at a remote location through a specialist. So it's that whole value chain that you can do with a partner that you're just not able to do yourself. >> Am I correct that you run a PNL, right, this is not a free-beat. >> That's correct, no. >> Okay. >> Yes, so from that standpoint we do work with the ecosystem where there is some investment made on the solution of it, but then, obviously, you take a look at does the solution make sense, is there a market for it, can you do the repeatability aspect of it, and, if the answer is yes, then certainly both starts get much more happily engaged. >> Parvesh, talk about the dynamic in digital transformation, specifically, around as companies really transform from being analog to digital. That basically makes them cloud service providers. >> Right. >> So if you have a sass-ification, that's kind of a shift, this is the shift in IT we're talking about, yeah, keeping the lights on, running servers in the data center, old way, classic enterprise. Portions of their operations now have to be shifted to this new way of doing IT to be a service provider, yet they're not service providers, but they're becoming one, or the end-user customer might buy from a partner that's becoming a service provider, either building their own cloud. Is that how you guys see it at Pointnext, and how are you nurturing this, or working with this mega-trend that's the cloud is enabling? >> Couple of things happens. I was with a client very recently, and they've been actually doing number of use cases, fifty plus use cases in the labs, and on the whole use cases around digital transformation. Each use case theoretically can generate millions of savings for them. By the same token, they haven't been able to take it out of the lab and mainstream it, so this goes back into the alignment piece of it, and then also the cultural and the organizational aspect always gets overlooked. Because if the focus is just on the solution piece of it, or digitalization of the workflow, and you have not the trends from the workforce in terms of how they should evolve, how the skillsets should evolve, and if certain roles are getting combined, how should they be dealing with that piece of it. We are talk about DevOps or OpsDev. It's really the whole notion around how they should be working differently than before. If that aspect of it hasn't been put a lot of focus on, most of these transformations literally stall or fail. >> You mean on the cultural piece of it. >> On the cultural piece of it, absolutely. This is another area that we put lot of focus on, and, in fact, one of the offers we rolled out, the management of change, is actually getting lot of traction just because of that reason. >> You know, one of the challenges that the companies that I talk to have is actually funding the digital transformation. The incentive to do it is well, if we don't do it, we're going to get uber-ized, okay. So people get that, but, at the same, then the CFO's are, "Okay, that's fine, "but how are we going to make money at this, "how are we going to actually pay for this?" And, really, for organizations that can show that type of path to profitability, if I may, it seems like it gets more traction, and has staying power. I wonder if you could comment on that. >> Well said. In fact, a number of the engagements we start off with, that discussion always comes up that we don't have any extra funds to go do this thing, but we have to do this thing in order to stay relevant. >> John: What do we do. >> Yeah, so one of the things we focus on is safe-to-invest initiatives. For example, you heard the example of ALDO Group, one of the large global retailers. The federate structure, and then moving towards where it can be had they can move towards a centralized as well as a global centers architecture that can help them drive more speed, cut down the provisioning time, cut down on the operating cost. When you have initiatives like that, the enterprises can then take those savings and then show the CFO that this is how we can apply those savings into these key initiatives that can continue to make us more relevant, and also transform the end-user experience, or their end-customer experience. So, I think as you do this on prioritized use cases, that gives you more credibility in the organization to go do lot more and much faster. >> So, final question for you. Observations, new to HPE, now, Pointnext, New to HPE Discover here, as an employee, what's your observation about HPE Discover, their position in the marketplace, vis-a-vis, the industry scope and trends that are out there? >> First of all, I think coming out here, this is my first Discover so I see a lot of excitement here, and I think up to the point that you made earlier, Dave, with the spun-offs, I think that has really opened up a lot of the doors where a lot of the partners say, "Look, this is something we can do more together of." So, every meeting that I've been with a customer since we're partners, they see us kind of where we're the top stack, who are not biased towards that, right, because this is not where we play, but we play more for roll out the solution aggregation, plus also bring lot that experience to really guide them on their journey. One of the things I constantly hear is if you can help us accelerate time to value, and you can help us drive the acceleration, because a lot of these initiatives stalling, help us on that journey, there's tremendous opportunity for both sides. So that's what we see lot of excitement here. Parvesh Sethi, Senior Vice-President, Pointnext, welcome to theCUBE, thanks for your commentary and insight. >> Thank you for having me. >> Appreciate it, good luck with your journey. This theCUBE bringing you all the digital transformation and conversations here at HPE Discover 2017. I'm John Furrier with Dave Vellante. We'll be right back. (upbeat music)