why from London England it's the kue covering discover 2016 London brought to you by Hewlett Packard Enterprise now here's your host dave vellante and tall gilles welcome back to HP discover 2016 everybody from the banks of the River Thames were here at London Excel Excel London i'm here with paul gill and my co-host this is day two of HPE discover coming live the cube the worldwide leader in live tech coverage paul yesterday we heard a lot about composable we had Meg Whitman on stage what they do here is the keynote sir actually in the afternoon at two o'clock local time and so they take a big two-hour break in the afternoon for keynotes normally at these events they inject you with the kool-aid first thing in the morning well here they give people time to get up and cruise in or European very European and so and so as a result they go tend to go later into the evening so the show floor closes you know sometime after six o'clock and then the night life begins last night was a the event normally is a big storage party and the first night last night they combined it for the data center infrastructure group and but you know it's it's a lot of lot of business going on here people are doing you know dinners in the evenings and you know customer dinners and the like there's an analyst event here of course it's running simultaneous to AWS reinvent which has I understand about 130 analysts there and a lot of press I think 30,000 people showed up for that shows I'm sure a more invigorated crowd there as well with all the growth that's going on in AWS growth diversity you know it's in Vegas at one point amazon had said they're not going to make that show bigger than 10,000 people but it's exploded and then so the juxtapose that sort of high-growth business with the low growth cash flow 50 billion dollar be a myth which is HPE a lot smaller than it used to be yep and I think the next discover let's see will the deal will the micro focus deal probably won't close until August so it's really about a year from now we're going to see a really different HPE and of course don't rule out some other big moves with the balance sheet cleaned up you know HP could make some additional I certainly got the cash and and they've got the and it would behoove them to do something more dramatic something to inject some more energy one thing I took away from our interviews yesterday was a very tame button down crowd the the people we had on the cube for the most part were were generous toward their competitors they were courteous gentlemanly if you will and I really was hoping to see more energy more more competitiveness they had opportunities to take on dell to take on IBM wouldn't even mention their competitors by name and that's something that maybe we'd like to see HP inject a little boat a little bit more competitive energy into the HP experience at least that's what I took away from yesterday he got that a little bit from a cloud glass I was challenging him on some of the compatible stuff and and you know he sort of laid out I thought he did a decent job of it laid out so why they're different why the fluid pools of infrastructure being able to call on whether storage or compute or networking it will was different than say you know juxtaposed relative to do tanukhs which they said was sort of chunks of infrastructure that you couldn't scale independently and and that was sort of interesting but a concept that is still taking shape I sense they haven't really defined what composable is about in a way that they can articulate to the market it's an interesting idea it's certainly something that given their their partner ecosystem should should play well to do customers who already have a hybrid or a environment with a lot of different players but you know IBM has been working on cognitive for a couple years now and I think has finally got a message kind of crystallized ground that HP is doing this with composable but they're still earlier on in the process and the other thing we heard from Alistair winter who sort of challenged my assertion that HP was really a products company said no or actually a services company and so I'm not sure do they leave with services to the leawood products I still see HP es of technology and products company first and then services sort of wrapped around that although he suggested that there's a new emerging set of services that are non product related that they're leading with and so that's an interesting so market doesn't get excited about services the marque gets excited about products and so they I can understand them wanting to lead with with a products orientation because otherwise you know your Accenture and which is buttoned down very profitable company but but not one that inspires a lot of enthusiasm among their their customer base so I can see why they're doing that but I'll clearly services the the Prophet engine of HPD right now yes and I agree with you I think you know it's a it's interesting actually again we're talking about reinvent which is a services company right but their packaging products as services and I think they deliver their messaging largely comparing themselves to products we have this database so we have this storage and it's better because and it's fast and you know a lot of speed and feed sort of sort of angles but packaged as services and a question is will that change over time will it shift more toward business outcomes which frankly are less interesting to cover and it's harder to compare companies on the basis of you know business company from business outcome from company a versus business outcome from Company B I think the difference with AWS is they are they are creating new markets I mean they are enable a new kind of company kinds of companies to to grow and flourish and it's a whole new model that yes there are services company but not in any conventional definition of a services company there's a it's an entirely do new type of service and so that generates a lot of excitement but cloud will mature over time they will have to to figure out you know how what message how they position themselves when they are a big slow growing company which they will be at something well the other interesting thing we keep bringing up amazon me and we do so because it's essentially the new reference model for how organizations are competing other vendor community is competing them you see that with HP with their capacity on demand that's a direct response to the public class lutely and so then you're right i think the big innovation of AWS is its business model you know in essence and so you know again will we see thinking about this way look at the stack that am on is building i'm in there in two semiconductors they're into storage there in to compute their into database there into middle where and and you know hundreds and hundreds of other services compare that to the HP approach which is to partner now for the stack yeah and that's what I really came away we do as someone who is not is intimately involved with HPE as as you have been and and some of the other Wikibon analysts have been this was all about partnering and what HP is doing is making a liability into an asset right they were late to the cloud to the public cloud they abandoned the public cloud and they got some criticism for that but they have turned that liability into an asset by divesting themselves of anything that wasn't core to the infrastructure business and partnering like crazy it seems like that I mean it's a strategy is very interesting strategy if they can pull it off if they can be the best company to partner with they could build an ecosystem that that really can't be matched well and and again you'd love to make comparison so you've sencha Lee got HPE lining up you know against del we'll see what happens with Lenovo they need some time to sort of bake that strategy but essentially those come those companies are comfortable with lower margin businesses all right re selling other people's technologies largely you know it used to be Intel and Microsoft and now it's this broader ecosystem notwithstanding EMC obviously owns a lot of its its own IP so del now now owns that but for instance dell dell emc resells newt annex that's a key part of its portfolio and they're doing hundreds of millions of dollars of business there and and dell is comfortable with that dell is a company that when they were public had nineteen percent gross margin CMC's got you know close to sixty percent gross margins before it went private you blend those together and you're talking about thirty percent gross margin maybe thirty three percent gross margin similar to where hpe is it's an operating profit model that's much much lower we're talking you know the the low teens amazon web services operating profit in in their most recent quarter was around thirty three percent these are non-gaap numbers so think about the the difference there i mean you're talking double the operating profit and this is it no to both infrastructure company so the big question I'm getting to is will Amazon go up to stack further you're seeing it eat away into database and you know you watch what Microsoft did over the years and it kept going up and up and up in the up the stack you're seeing companies basically run their applications on AWS notwithstanding there are many many companies like for instance service now who own their own cloud but many companies are choosing to run their applications inside of AWS will AWS go and sort of eat away at that part of the ecosystem why shouldn't they I mean if your if your AWS right now you're you're king of the hill and as Microsoft did in the 90s when it was king of the hill it initiated a land grab Microsoft got into every market it could because he could afford to fail and and it wouldn't impact the bottom line significantly so use on is they move fast they do a lot but what do they do it at every at every reinvent its shock and awe just the sheer number of new products and services they announced at the show is is always it's phenomenal well the the why shouldn't they is because it's basically would be screwing their ecosystem but you know their mantra is well we focus on the customers so sort of coming back to hpe what does HPE do does HPE make a big move between now and in a year from now at you know when we're here let's say next year at London discover will there be a big move will HP go out and try to make a big move yeah I'm not sure what's out there I mean there were rumors about them acquiring new tanukhs there was other rumors about them acquiring simplicity I don't think that would be game-changing he also move like Citrix might be game changing but that's sort of a shift back to the to the clouds but imagine what way game changer this plane we made a merger with Cisco I I don't know these are it's it's hard to think of an acquisition that would really change the rules right now there aren't that many affordable companies out there that that are transformative so a couple of choices then is to continue to do tuck-ins which they absolutely will do and must do and can do now because the balance sheet is substantially cleaned up you know and or rather make some kind of big move like you said you know but will I think the it was real that they were talking to emc I think there was no question now about that is there another move like that you mentioned Cisco there perhaps our I've been throwing Citrix into the Hat I don't see those as necessarily game-changer citrix is a game changer and and too much overlap with cisco yes absolutely yeah and so that doesn't make a lot of sense to me and so as a result one could say all right well certainly in the near term anyway what HP will do is continue to do some tuck-ins the interesting thing to me is going to be HP's hpe software strategy HP definitely said okay look the software portfolio that we've collected over the last decade is not working you know or we can't figure out how to make it work so let's just sell it off get some cash in there keep our foot in the water in terms of having some ownership but there's a lot of software companies out there will they start over yes and and will they start tucking in some of those software companies to make their infrastructure run better to enable the hybrid you know cloud to be more simple that's that I think is very viable approach not necessarily earth shattering but I think it's a viable approach and one that's steady as she goes keep throwing off cash and serve the customers through the channels an excellent point Dave I mean they have to be careful as you said of not polluting their their partner ecosystem not competing with their partners but there's certainly going to be areas of software business where they do not have a robust partner ecosystem those would be natural areas for them to acquire into ok we r wrapping up the the opening we got a wall-to-wall coverage here all day long we'll go be go until 6 p.m. local time so keep right there there's the cube this is HPE discover 2016 live from London we're right back

lie from las vegas it's the cube covering discover 2016 las vegas brought to you by Hewlett Packard Enterprise now here's your host Jeff Frick hey Jeff Rick here with the cube we're in Las Vegas at the hpe discovered 2016 the first year that HP Enterprises has discovered in Vegas they flipped the switch before they went to a London last year so we're excited to be back a lot of changes a lot more green squares all over the place green frames so it's pretty exciting but you know obviously what's at the forefront of all this is data in big data what's happening with data so we're excited to get somebody from the trenches who's out working with customers first off crystal and obviously VP biz dev cube alumni been on all the time we'll see him in Boston how long Krista that show the end of August a little further and then ken Chris the director of data analytics for pwc welcome thank you nice to be here absolutely so welcome so data a lot of talk about data in kind of this this this change in data as it's kind of a liability back in the day like what am I going to do with all this stuff i'm going to sample to now I've got the data but that's not really enough you need to get the data to information you got to get the information to incite then you got to get the insight into actionable information so what are you seeing out in the real world with some of the customers that you work with so I think that a lot of what we're seeing with customers out there I mean I was walking through the floor earlier today and to see all the things that HP is doing with various technologies the people are partnering with very impressive but fundamentally at the end of the day a lot of those technologies are producing data and like you said clients and customers are trying to figure out how do i generate value from this how do I get it in the right hands of the people that can make decisions what am I seeing out in the industry today a lot of stuff particularly around customers personalization better service client experience we have the whole concept of CX which is that customer experience end-to-end don't just worry about you know how am I going to retain customers and prevent churn but also go up the the lifecycle and figure out how to attract more customers using data personalizing my service offerings improving my digital products things of that nature I'd love to get your perspective there's a lot of talk of you know there's never enough data scientists right how we're going to get enough data scientist but it takes me back to the day when there's never going to be enough chauffeur's this car thing is never going to take off I mean are you seeing the you know this kind of this vision of getting the data into the decision-makers hands getting it out of the hallowed halls of just the data science are you seeing that happening in the real world and what are some of the ways that that happened definitely I mean we've talked a long time about the concept of the data scientists being that individual that is like the unicorn it doesn't exist right so what we talk more about now is like pulling together those SWAT teams where you have someone that understands the data someone that understands the business problem someone that understands deep analytics spin teams like that up go out and find the answers yeah that's funny that you said that because we hear that a lot that data science is not an individual's it's a team sport you know you really have to bring a lot of people to bear and it's it's not just this this hallowed thing down a mahogany row at the very end it's actually getting that in you know and getting dirty with a lot of folks yeah that and I would also say another thing that's going to help with regards to the whole data scientist crunch is machine learning robotics things of that nature artificial intelligence I definitely think that that's something that people kid about as something that's far down the future but I think it's coming very quickly and something that customer sorry excuse me company should pay attention today so Chris you've been playing in the space forever you've seen a lot of transformation wonder if you could speak specifically to how the cloud has really impacted this whole kind of big data meme in this big data discussion because now suddenly it's a lot of people that have a lot of access to a lot of stuff that aren't necessarily connected to the VPN you know back at corporate headquarters that enable that to go out well it's allowed a lot of customers to iterate faster to try new things more quickly set them up take them down it's gotten business people involved one of the things can and I talked about in the session we just gave together was about how this is becoming more of a business discussion so our partnership with solution partners like PwC become more and more important because it's not always just IT people these days driving the data lakes it's now you're starting to see other sea level execs you know CFO the CMO starting to drive some of these initiatives and cloud-based solutions make those things more accessible so we're definitely seeing both quicker iteration and more business involvement the other thing we hear Kendall a lot about was back in the day right you had to sample you know you couldn't store all the data you couldn't process all the data yeah there was a lot of sampling going on right now that's that's changing you know you can store the data you can grab a lot more than you even think that you might need today but what you might need tomorrow and you can run big processes against big data sets that you couldn't do before you seen that kind of manifest itself in the market oh yeah all over the place i mean my specialty is within the entertainment media and communications business so when you talk about the cable companies and phone companies out there digesting set-top box data data coming off of phones if you go into the world where you know people Internet of Things sensor data just that you know we call it data to lose where where where it's just coming in Fast and Furious and the folks that are responsible for maintaining protecting and serving that data up are challenged more and more today and there's a lot of business pressure because people that use you know apps on their phone don't understand why can't I do the same thing with data that I know that we have to makes it make it insightful and actionable and allow me to do my job right but then kind of the dark side of that is if you have too much data you know our argues are you swimming in data that's not necessarily an indication of the change that you're trying to impact or you know it's not an indicator of something that you can take action so how are people kind of filtering through to get the right data to the right people at the right time yeah I mean Chris mentioned this and one of his previous answers but the attack that we take and that we stress with our clients is to take a business capabilities driven approach so when you think about the guy in the field that's responsible for sales or the person in the call center that's responsible for customer service taking the viewpoint of how what data do they need how do they need it served up how do they need it parsed and when do they need it that is the key to the approach to figuring out how do i find the signals through the noise what data is really worthwhile and do i really need to protect and make sure it gets served up versus this stuff i can keep versus this stuff i really don't need right and of course the other big trend is is an actual word spark summit we had another crew up there is this whole move to real time right and streaming data and not not you know grabbing capturing reviewing and looking back but watching it in real time and taking action while it's dreaming totally changing the business yeah fascinating and big data are used you know you use that car analogy before and if you heard Meg in the keynote say I think every driverless car is going to create three library of congress's worth of in fourth of data so and obviously it's very important right so you want to aggregate the data about what's going on with if you're running a fleet of cars but obviously you also have to know what's going on in the car and that's that's about as real time as it gets so and so these things are complementary big data and fascinator highly complementary and we're seeing a lot more activity out at the edge and obviously we made some announcements here both in terms of partners and some of our initiatives at HB around that here so Ken last question video we hear over and over and over the videos and increasing proportion of the total traffic on the Internet nobody ever thought that people would hang out on their phones and watch Game of Thrones or an NFL game or go warriors and you're in the media comes or the cube that's right well we knew they would watch a cute Chris um they're only 18 minutes but that's a huge huge stressor on resources a huge stress Iran on capacity storage networking and yet the customers want it right the expectation is going to be there it's going to look good so how is that impacting the guys on the back end that are responsible for delivering a good experience but they also have pricing pressure and they've got a ton of demands on their resources yeah yeah it's funny that you bring that up I walked into my house last week and hell-bent on having some good family time with my wife and kids and the TV was on and all of them had multiple devices actually iPads and iPhones that they were and everything was sucking off the internet which was kind of amusing to me but that's exactly your point and a lot of the companies that we're working with in the communications industry specifically their main goal and focuses to make sure that the pipes are big enough that they're utilized properly to make sure people have the best experience possible so utilizing the technology not only capture the data but really deep analytics to pinpoint where are my peaks and troughs and utilization and usage going to be how do i divert and make sure the right resources are available again also that can provide the best customer experience just can't over provision it like bananas oh yeah but it's expensive so you don't want those pipes of the empty either that's the thing you want to have enough capacity but you don't want / build that so it's it's an analytics challenge this analytics challenge and it's I always think of the old AT&T ma belle you know problem on Mother's Day everybody calls mom on mother's day back in the day you had to build the pipe to support mother's day even though most people aren't calling or not on Mother's Day well can Chris thanks for stopping by can give you last word we're looking forward to in the next six months as you know see some of the exciting things your customers are working on yeah i mean the technological advances are really great i will say that customers especially business consumers of the data getting very much more smarter much more savvy er so the demands on the folks serving up that data storing that data and protecting that data are going to be you know more and more crucial but it's it's just great business to be a part of it's great to see it's great to see the technology and some of the stuff that you guys are doing so we're proud to be part of it and happy to be here thanks for stopping by Ken Chris crystal and I'm Jeff Rick you're watching the cube we'll see you next time

>> Voiceover: Live from Las Vegas, it's theCUBE, covering Discover 2016, Las Vegas. Brought to you by Hewlett Packard Enterprise. Now, here are your hosts, John Furrier and Dave Vellante. >> Okay, welcome back everyone. We are here live in Las Vegas for SiliconANGLE Media's theCUBE. It's our flagship program, we go out to the events to extract the signal from the noise, we're your exclusive coverage of HP Enterprise, Discover 2016, I'm John Furrier with my co-host, Dave Vellante, extracting the signals from the noise with two great guests, Dr. Tom Bradicich, VP and General Manager of the servers and IoT systems, and Eric Starkloff, the EVP of Global Sales and Marketing at National Instruments, welcome back to theCUBE. >> Thank you. >> John: Welcome for the first time Cube alumni, welcome to theCUBE. >> Thank you. >> So we are seeing a real interesting historic announcement from HP, because not only is there an IoT announcement this morning that you are the architect of, but the twist that you're taking with IoT, is very cutting edge, kind of like I just had Google IO, and at these big conferences they always have some sort of sexy demo, that's to kind of show the customers the future, like AI, or you know, Oculus Rift goggles as the future of their application, but you actually don't have something that's futuristic, it's reality, you have a new product, around IoT, at the Edge, Edgeline, the announcements are all online. Tom, but you guys did something different. And Eric's here for a reason, we'll get to that in a second, but the announcement represents a significant bet. That you're making, and HP's making, on the future of IoT. Please share the vision, and the importance of this event. >> Well thank you, and it's great to be back here with you guys. We've looked around and we could not find anything that existed today, if you will, to satisfy the needs of this industry and our customers. So we had to create not only a new product, but a new product category. A category of products that didn't exist before, and the new Edgeline1000, and the Edgeline4000 are the first entrance into this new product category. Now, what's a new product category? Well, whoever invented the first automobile, there was not a category of automobiles. When the first automobile was invented, it created a new product category called automobiles, and today everybody has a new entry into that as well. So we're creating a new product category, called converged IoT systems. Converged IoT systems are needed to deliver the real-time insights, real-time response, and advance the business outcomes, or the engineering outcomes, or the scientific outcomes, depending on the situation of our customers. They're needed to do that. Now when you have a name, converged, that means somewhat, a synonym is integration, what did we integrate? Now, I want to tell you the three major things we integrated, one of which comes from Eric, and the fine National Instruments company, that makes this technology that we actually put in, to the single box. And I can't wait to tell you more about it, but that's what we did, a new product category, not just two new products. >> So, you guys are bringing two industries together, again, that's not only just point technologies or platforms, in tooling, you're bringing disparate kind of players together. >> Yes. >> But it's not just a partnership, it's not like shaking hands and doing a strategic partnership, so there's real meat on the bone here. Eric, talk about one, the importance of this integration of two industries, basically, coming together, converged category if you will, or industry, and what specifically is in the box or in the technology. >> Yeah, I think you hit it exactly right. I mean, everyone talks about the convergence of OT, or operational technology, and IT. And we're actually doing it together. I represent the OT side, National Instruments is a global leader. >> John: OT, it means, just for the audience? >> Operational Technology, it's basically industrial equipment, measurement equipment, the thing that is connected to the real world. Taking data and controlling the thing that is in the internet of things, or the industrial internet of things as we play. And we've been doing internet of... >> And IT is Information Technologies, we know what that is, OT is... >> I figured that one you knew, OT is Operational Technology. We've been doing IoT before it was a buzzword. Doing measurement and control systems on industrial equipment. So when we say we're making it real, this Edgeline system actually incorporates in National Instruments technology, on an industry standard called PXI. And it is a measurement and control standard that's ubiquitous in the industry, and it's used to connect to the real world, to connect to sensors, actuators, to take in image data, and temperature data and all of those things, to instrument the world, and take in huge amounts of analog data, and then apply the compute power of an Edgeline system onto that application. >> We don't talk a lot about analog data in the IT world. >> Yeah. >> Why is analog data so important, I mean it's prevalent obviously in your world. Talk a little bit more about that. >> It's the largest source of data in the world, as Tom says it's the oldest as well. Analog, of course if you think about it, the analog world is literally infinite. And it's only limited by how many things we want to measure, and how fast we measure them. And the trend in technology is more measurement points and faster. Let me give you a couple of examples of the world we live in. Our customers have acquired over the years, approximately 22 exabytes of data. We don't deal with exabytes that often, I'll give an analogy. It's streaming high definition video, continuously, for a million years, produces 22 exabytes of data. Customers like CERN, that do the Large Hadron Collider, they're a customer of ours, they take huge amounts of analog data. Every time they do an experiment, it's the equivalent of 14 million images, photographs, that they take per second. They create 25 petabytes of data each year. The importance of this and the importance of Edgeline, and we'll get into this some, is that when you have that quantity of data, you need to push processing, and compute technology, towards the edge. For two main reasons. One, is the quantity of data, doesn't lend itself, or takes up too much bandwidth, to be streaming all of it back to central, to cloud, or centralized storage locations. The other one that's very, very important is latency. In the applications that we serve, you often need to make a decision in microseconds. And that means that the processing needs to be done, literally the speed of light is a limiting factor, the processing must be done on the edge, at the thing itself. >> So basically you need a data center at the edge. >> A great way to say it. >> A great way to say it. And this data, or big analog data as we love to call it, is things like particulates, motion, acceleration, voltage, light, sound, location, such as GPS, as well as many other things like vibration and moisture. That is the data that is pent up in things. In the internet of things. And Eric's company National Instruments, can extract that data, digitize it, make it ones and zeroes, and put it into the IT world where we can compute it and gain these insights and actions. So we really have a seminal moment here. We really have the OT industry represented by Eric, connecting with the IT industry, in the same box, literally in the same product in the box, not just a partnership as you pointed out. In fact it's quite a moment, I think we should have a photo op here, shaking hands, two industries coming together. >> So you talk about this new product category. What are the parameters of a new product category? You gave an example of an automobile, okay, but nobody had ever seen one before, but now you're bringing together sort of two worlds. What defines the parameters of a product category, such that it warrants a new category? >> Well, in general, never been done before, and accomplishes something that's not been done before, so that would be more general. But very specifically, this new product, EL1000 and EL4000, creates a new product category because this is an industry first. Never before have we taken data acquisition and capture technology from National Instruments, and data control technology from National Instruments, put that in the same box as deep compute. Deep x86 compute. What do I mean by deep? 64 xeon cores. As you said, a piece of the data center. But that's not all we converged. We took Enterprise Class systems management, something that HP has done very well for many, many years. We've taken the Hewlett Packard Enterprise iLo lights-out technology, converged that as well. In addition we put storage in there. 10s of terabytes of storage can be at the edge. So by this combination of things, that did exist before, the elements of course, by that combination of things, we've created this new product category. >> And is there a data store out there as well? A database? >> Oh yes, now since we have, this is the profundity of what I said, lies in the fact that because we have so many cores, so close to the acquisition of the data, from National Instruments, we can run virtually any application that runs on an x86 server. So, and I'm not exaggerating, thousands. Thousands of databases. Machine learning. Manageability, insight, visualization of data. Data capture tools, that all run on servers and workstations, now run at the edge. Again, that's never been done before, in the sense that at the edge today, are very weak processing. Very weak, and you can't just run an unmodified app, at that level. >> And in terms of the value chain, National Instruments is a supplier to this new product category? Is that the right way to think about it? >> An ingredient, a solution ingredient but just like we are, number one, but we are both reselling the product together. >> Dave: Okay. >> So we've jointly, collaboratively, developed this together. >> So it's engineers and engineers getting together, building the product. >> Exactly. His engineers, mine, we worked extremely close, and produced this beauty. >> We had a conversation yesterday, argument about the iPhone, I was saying hey, this was a game-changing category, if you will, because it was a computer that had software that could make phone calls. Versus the other guys, who had a phone, that could do text messages and do email. With a browser. >> Tom: With that converged product. >> So this would be similar, if I may, and you can correct me if I'm wrong, I want you to correct me and clarify, what you're saying is, you guys essentially looked at the edge differently, saying let's build the data center, at the edge, in theory or in concept here, in a little concept, but in theory, the power of a data center, that happens to do edge stuff. >> Tom: That's right. >> Is that accurate? >> I think it's very accurate. Let me make a point and let you respond. >> Okay. >> Neapolitan ice cream has three flavors. Chocolate, vanilla, strawberry, all in one box. That's what we did with this Edgeline. What's the value of that? Well, you can carry it, you can store it, you can serve it more conveniently, with everything together. You could have separate boxes, of chocolate, vanilla, and strawberry, that existed, right, but coming together, that convergence is key. We did that with deep compute, with data capture and control, and then systems management and Enterprise class device and systems management. And I'd like to explain why this is a product. Why would you use this product, you know, as well. Before I continue though, I want to get to the seven reasons why you would use this. And we'll go fast. But seven reasons why. But would you like to add anything about the definition of the conversion? >> Yeah, I was going to just give a little perspective, from an OT and an industrial OT kind of perspective. This world has generally lived in a silo away from IT. >> Mm-hmm. >> It's been proprietary networking standards, not been connected to the rest of the enterprise. That's the huge opportunity when we talk about the IoT, or the industrial IT, is connecting that to the rest of the enterprise. Let me give you an example. One of our customers is Duke Energy. They've implemented an online monitoring system for all of their power generation plants. They have 2,000 of our devices called CompactRIO, that connect to 30,000 sensors across all of their generation plants, getting real-time monitoring, predictive analytics, predictive failure, and it needs to have processing close to the edge, that latency issue I mentioned? They need to basically be able to do deep processing and potentially shut down a machine. Immediately if it's an a condition that warrants so. The importance here is that as those things are brought online, into IT infrastructure, the importance of deep compute, and the importance of the security and the capability that HPE has, becomes critical to our customers in the industrial internet of things. >> Well, I want to push back and just kind of play devil's advocate, and kind of poke holes in your thesis, if I can. >> Eric: Sure thing. >> So you got the probes and all the sensors and all the analog stuff that's been going on for you know, years and years, powering and instrumentation. You've got the box. So okay, I'm a customer. I have other stuff I might put in there, so I don't want to just rely on just your two stuff. Your technologies. So how do you deal with the corner case of I might have my own different devices, it's connected through IT, is that just a requirement on your end, or is that... How do you deal with the multi-vendor thing? >> It has to be an open standard. And there's two elements of open standard in this product, I'll let Tom come in on one, but one of them is, the actual IO standard, that connects to the physical world, we said it's something called PXI. National Instruments is a major vendor within this PXI market, but it is an open standard, there are 70 different vendors, thousands of products, so that part of it in connecting to the physical world, is built on an open standard, and the rest of the platform is as well. >> Indeed. Can I go back to your metaphor of the smartphone that you held up? There are times even today, but it's getting less and less, that people still carry around a camera. Or a second phone. Or a music player. Or the Beats headphones, et cetera, right? There's still time for that. So to answer your question, it's not a replacement for everything. But very frankly, the vision is over time, just like the smartphone, and the app store, more and more will get converged into this platform. So it's an introduction of a platform, we've done the inaugural convergence of the aforementioned data capture, high compute, management, storage, and we'll continue to add more and more, again, just like the smartphone analogy. And there will still be peripheral solutions around, to address your point. >> But your multi-vendor strategy if I get this right, doesn't prevent you, doesn't foreclose the customer's benefits in any way, so they connect through IT, they're connected into the box and benefits. You changed, they're just not converged inside the box. >> At this point. But I'm getting calls regularly, and you may too, Eric, of other vendors saying, I want in. I would like to relate that conceptually to the app store. Third party apps are being produced all the time that go onto this platform. And it's pretty exciting. >> And before you get to your seven killer attributes, what's the business model? So you guys have jointly engineered this product, you're jointly selling it through your channels, >> Eric: Yes. >> If you have a large customer like GE for example, who just sort of made the public commitment to HPE infrastructure. How will you guys "split the booty," so to speak? (laughter) >> Well we are actually, as Tom said we are doing reselling, we'll be reselling this through our channel, but I think one of the key things is bringing together our mutual expertise. Because when we talk about convergence of OT and IT, it's also bringing together the engineering expertise of our two companies. We really understand acquiring data from the real world, controlling industrial systems. HPE is the world leader in IT technology. And so, we'll be working together and mutually with customers to bring those two perspectives together, and we see huge opportunity in that. >> Yeah, okay so it's engineering. You guys are primarily a channel company anyway, so. >> Actually, I can make it frankly real simple, knowing that if we go back to the Neapolitan ice cream, and we reference National Instruments as chocolate, they have all the contact with the chocolate vendor, the chocolate customers if you will. We have all the vanilla. So we can go in and then pull each other that way, and then go in and pull this way, right? So that's one way as this market develops. And that's going to very powerful because indeed, the more we talk about when it used to be separated, before today, the more we're expressing that also separate customers. That the other guy does not know. And that's the key here in this relationship. >> So talk about the trend we're hearing here at the show, I mean it's been around in IT for a long time. But more now with the agility, the DevOps and cloud and everything. End to end management. Because that seems to be the table stakes. Do you address any of that in the announcement, is it part, does it fit right in? >> Absolutely, because, when we take, and we shift left, this is one of our monikers, we shift left. The data center and the cloud is on the right, and we're shifting left the data center class capabilities, out to the edge. That's why we call it shift left. And we meet, our partner National Instruments is already there, and an expert and a leader. As we shift left, we're also shifting with it, the manageability capabilities and the software that runs the management. Whether it be infrastructure, I mean I can do virtualization at the edge now, with a very popular virtualization package, I can do remote desktops like the Citrix company, the VMware company, these technologies and databases that come from our own Vertica database, that come from PTC, a great partner, with again, operations technology. Things that were running already in the data center now, get to run there. >> So you bring the benefit to the IT guy, out to the edge, to management, and Eric, you get the benefit of connecting into IT, to bring that data benefits into the business processes. >> Exactly. And as the industrial internet of things scales to billions of machines that have monitoring, and online monitoring capability, that's critical. Right, it has to be manageable. You have to be able to have these IT capabilities in order to manage such a diverse set of assets. >> Well, the big data group can basically validate that, and the whole big data thesis is, moving data where it needs to be, and having data about physical analog stuff, assets, can come in and surface more insight. >> Exactly. The biggest data of all. >> And vice versa. >> Yup. >> All right, we've got to get to the significant seven, we only have a few minutes left. >> All right. Oh yeah. >> Hit us. >> Yeah, yeah. And we're cliffhanging here on that one. But let me go through them real quick. So the question is, why wouldn't I just, you know, rudimentary collect the data, do some rudimentary analytics, send it all up to the cloud. In fact you hear that today a lot, pop-up. Censored cloud, censored cloud. Who doesn't have a cloud today? Every time you turn around, somebody's got a cloud, please send me all your data. We do that, and we do that well. We have Helion, we have the Microsoft Azure IoT cloud, we do that well. But my point is, there's a world out there. And it can be as high as 40 to 50 percent of the market, IDC is quoted as suggesting 40 percent of the data collected at the edge, by for example National Instruments, will be processed at the edge. Not sent, necessarily back to the data center or cloud, okay. With that background, there are seven reasons to not send all the data, back to the cloud. That doesn't mean you can't or you shouldn't, it just means you don't have to. There are seven reasons to compute at the edge. With an Edgeline system. Ready? >> Dave: Ready. >> We're going to go fast. And there'll be a test on this, so. >> I'm writing it down. >> Number one is latency, Eric already talked about that. How fast do you want your turnaround time? How fast would you like to know your asset's going to catch on fire? How fast would you like to know when the future autonomous car, that there's a little girl playing in the road, as opposed to a plastic bag being blown against the road, and are you going to rely on the latency of going all the way to the cloud and back, which by the way may be dropped, it's not only slow, but you ever try to make a phone call recently, and it not work, right? So you get that point. So that's latency one. You need to time to incite, time to response. Number one of seven, I'll go real quick. Number two of seven is bandwidth. If you're going to send all this big analog data, the oldest, the fastest, and the biggest of all big data, all back, you need tremendous bandwidth. And sometimes it doesn't exist, or, as some of our mutual customers tell us, it exists but I don't want to use it all for edge data coming back. That's two of seven. Three of seven is cost. If you're going to use the bandwidth, you've got to pay for it. Even if you have money to pay for it, you might not want to, so again that's three, let's go to four. (coughs) Excuse me. Number four of seven is threats. If you're going to send all the data across sites, you have threats. It doesn't mean we can't handle the threats, in fact we have the best security in the industry, with our Aruba security, ClearPass, we have ArcSight, we have Volt. We have several things. But the point is, again, it just exposes it to more threats. I've had customers say, we don't want it exposed. Anyway, that's four. Let's move on to five, is duplication. If you're going to collect all the data, and then send it all back, you're going to duplicate at the edge, you're going to duplicate not all things, but some things, both. All right, so duplication. And here we're coming up to number six. Number six is corruption. Not hostile corruption, but just package dropped. Data gets corrupt. The longer you have it in motion, e.g. back to the cloud, right, the longer it is as well. So you have corruption, you can avoid. And number three, I'm sorry, number seven, here we go with number seven. Not to send all the data back, is what we call policies and compliance, geo-fencing, I've had a customer say, I am not allowed to send all the data to these data centers or to my data scientists, because I can't leave country borders. I can't go over the ocean, as well. Now again, all these seven, create a market for us, so we can solve these seven, or at least significantly ameliorate the issues by computing at the edge with the Edgeline systems. >> Great. Eric, I want to get your final thoughts here, and as we wind down the segment. You're from the ops side, ops technologies, this is your world, it's not new to you, this edge stuff, it's been there, been there, done that, it is IoT for you, right? So you've seen the evolution of your industry. For the folks that are in IT, that HP is going to be approaching with this new category, and this new shift left, what does it mean? Share your color behind, and reasoning and reality check, on the viability. >> Sure. >> And relevance. >> Yeah, I think that there are some significant things that are driving this change. The rise of software capability, connecting these previously siloed, unconnected assets to the rest of the world, is a fundamental shift. And the cost point of acquisition technology has come down the point where we literally have a better, more compelling economic case to be made, for the online monitoring of more and more machine-type data. That example I gave of Duke Energy? Ten years ago they evaluated online monitoring, and it wasn't economical, to implement that type of a system. Today it is, and it's actually very, very compelling to their business, in terms of scheduled downtime, maintenance cost, it's a compelling value proposition. And the final one is as we deliver more analytics capability to the edge, I believe that's going to create opportunity that we don't even really, completely envision yet. And this deep computing, that the Edgeline systems have, is going to enable us to do an analysis at the edge, that we've previously never done. And I think that's going to create whole new opportunities. >> So based on your expert opinion, talk to the IT guys watching, viability, and ability to do this, what's the... Because some people are a little nervous, will the parachute open? I mean, it's a huge endeavor for an IT company to instrument the edge of their business, it's the cutting, bleeding edge, literally. What's the viability, the outcome, is it possible? >> It's here now. It is here now, I mean this announcement kind of codifies it in a new product category, but it's here now, and it's inevitable. >> Final word, your thoughts. >> Tom: I agree. >> Proud papa, you're like a proud papa now, you got your baby out there. >> It's great. But the more I tell you how wonderful the EL1000, EL4000 is, it's like my mother calling me handsome. Therefore I want to point the audience to Flowserve. F-L-O-W, S-E-R-V-E. They're one of our customers using Edgeline, and National Instruments equipment, so you can find that video online as well. They'll tell us about really the value here, and it's really powerful to hear from a customer. >> John: And availability is... >> Right now we have EL1000s and EL4000s in the hands of our customers, doing evaluations, at the end of the summer... >> John: Pre-announcement, not general availability. >> Right, general availability is not yet, but we'll have that at the end of the summer, and we can do limited availability as we call it, depending on the demand, and how we roll it out, so. >> How big the customer base is, in relevance to the... Now, is this the old boon shot box, just a quick final question. >> Tom: It is not, no. >> Really? >> We are leveraging some high-performance, low-power technology, that Intel has just announced, I'd like to shout out to that partner. They just announced and launched... Diane Bryant did her keynote to launch the new xeon, E3, low-power high-performance xeon, and it was streamed, her keynote, on the Edgeline compute engine. That's actually going into the Edgeline, that compute blade is going into the Edgeline. She streamed with it, we're pretty excited about that as well. >> Tom and Eric, thanks so much for sharing the big news, and of course congratulations, new category. >> Thank you. >> Let's see how this plays out, we'll be watching, got to get the draft picks in for this new sports league, we're calling it, like IoT, the edge, of course we're theCUBE, we're living at the edge, all the time, we're at the edge of HPE Discovery. Have one more day tomorrow, but again, three days of coverage. You're watching theCUBE, I'm John Furrier with Dave Vellante, we'll be right back. (electronic music)

live from las vegas it's the cube covering discover 2016 las vegas brought to you by Hewlett Packard Enterprise now you're your host John furrier and Dave vellante okay welcome back here and we are here live in Las Vegas for HP discover 2016 exclusive coverage from SiliconANGLE media's two cubes our flagship program we go out to the events and extract the signal noise i'm john / with my co-host dave allante and our next guest is Bobby Patrick CMO of the cloud enterprise group at HPE and Michael Loomis head of sales of global enterprise that at nuage networks pardon now part of Nokia that's right welcome back to the cube welcome for the first time thank you very much may the cube alumni club that's right it's bro my cabin I leave I gotta get a platinum membership now no VIP Thompson after six times you got we people want have a cube alumni event at these events so it's be fun next year like that we'll look at that yeah Bobby I want to get touch base on the cloud you also you'd run in the cloud group I Nokia's customer of you guys obviously HP everyone knows the history had the public cloud they kind of pivoted over and now you guys found your swim lane alright you to just take a minute right to clarify Andrey amplify what we talked about last and right I'm in London around HP's cloud strategy it's not like it's not define you guys have a clear line of sight right take a minute to just share your vision and the specifically the company's cloud strategy yeah thanks John it's great to be here again you know cloud is the catalyst for our customers transformation and our partners and got 24 here at discover onstage showcasing he lien at healing at work it up I've been there two years now and our cloud strategy couldn't be any more on fire and working this three prongs to it the first one is we want to help customers in a multi cloud world source manager consume cloud services across traditional IT private managed in public rightly so the azure partnership before we have dropbox now as well and others so we're demonstrating that second one is we want to partner with the leading technology so you mentioned the public cloud we used to have in the past now we're focused on that part of the right mix of our customers cloud strategy on public cloud partnerships so you see that Microsoft Azure specialty clouds like enter links around document collaboration you know doc Dropbox so all examples of demonstrating around partner clouds and the third one is we want to integrate our solutions with those clouds as well so managing that multi-cloud world is complex working with becomes like Nokia we're taking healing and healing OpenStack is giving Cloud Foundry we're layering on it called cloud orchestration which we now bundle as our healing Cloud suite today and we pull in public cloud we pull in manage private and traditional IT into one single solution for our customers so you mentioned as your and there's nothing in the announcements this morning that mention as yours that's the previous relationship right we announced our partners with as your last discover this one there's a number of announcements just showing it at work right our managed cloud broker offering cloud brokerage is a really big deal now for CIOs trying to manage a multi-cloud world now extends to azure so there's a lot of those announcements are going to see throughout discover with Azure and there's gonna be some other cloud announcements as well well we'll get to the eucalyptus AWS relationship kind of late if I wanted to ask you specifically around the strategy and how you see the cloud enabling delivery and on the opening i mentioned dave was asking about my views on HP's growth and I kind of use the story of back in the old days of the many computers this little laserjet attachment to walang system was a major growth engine for HP and the rest is history so we're kind of looking at the cloud and saying okay is IOT that bolt onto the cloud that is going to lift up where cloud becomes also pervasive like many computers and then distributed computing did how are you guys enabling things like IOT right because now the hybrid cloud public private data center right is integrating together right do you see that as an integration into the cloud and you enabling those kinds of things there's actually two big kind of growth axes that I think a report right one is you mentioned IOT so the number of devices connected the amount of data just huge orders of magnitude growth you got to actually drive costs down and things as well be part of that and so that's a big deal i would say universal platform that we announced as well healing is a back-end for that so massive scale on OpenStack on our cloud line service or other so you get that Maxim economics with new wash another spreading across multiple data centers for availability we have that platform for IOT but I think from a growth in March we look at the new hpe now right the lighter nimbler stronger when i layer on our security product security's number one concern our customers have going to go into cloud you know arcsight being able to do threat detection across a hybrid cloud right right the ability to do encryption with our data secure product right bringing in our big data products like Vertica for the column data store in our in our work around Hadoop or distributed are right when you get to bring those pieces into the fold right you begin to have the ability to add on top high-value software and services more of the stack you know obviously infrastructure across the bottom so what I see is us growing share of wallet growing our strategic relevance by both by both handling the massive amounts of data that's being generated supporting the connected world but also security managing that data big data fast data and providing that full stack on top and we're bringing all those pieces together but the past HP kind of have these siloed be use in a way right not anymore all these pieces are coming together and that's a big part of my my organization responsibility so Michael talked about where nuage fits in what's the relationship where do you guys add value so nuage is a what we call a software-defined networking product it's born out of some routing technology that we've had for a number of years we started our router products back in 2001 and we're number one or number two depending on the category and service provider edge routers and when you look at the the problem of scale out and flexibility in the cloud you need some complex network constructs that may not be ready of readily available in some of those cloud tools and obviously you can't go throw an expensive service provider edge router at that problem so what we did is we took that software use that as a SDN controller to manage the forwarding tables of the virtual switches or the namespace in the case of linux container integrated that into the distribution or a cloud system like Keely on and there you go you've got a stack that can scale out at the network layer and at the composite VMware killer yeah as a solution Kyle singer always talking about network and he's so proud of his acquisition of the stn player and the sierra which is a part of the vmware but dave and i always saw always saw that the network was the bottom that you seeing a rube out there yes pacifically talk about where the network piece fits in and why that's so important right now with cloud you mentioned some technical things but is it is it really the DevOps enable or is it about the containers is it about the micro services all the above what's the key will issue network is important for scale anytime you want to go multi data center or hybrid or you want to secure your applications you got to have an advanced networking solution or an SDN solution what's driving that scale you know we approach private cloud a few years back we had the stack we were putting it together we got nice production pilots up in the customers and then we found that a lot of the applications weren't built to consume the flexibility and the scale out that we delivered with that private cloud so these enterprises are going back and they've got new applications that are coming on that are micro services oriented architectures cloud native applications and they can consume this architecture and they're starting to it's not just IOT it's lots of applications that are relooking at how to take advantage of this infrastructure it's being built and that spreads across multiple data centers and part of the hybrid cloud which is why solid networking solutions important it's absolutely critical have good networking let's get to the DevOps question I'll see the big process workloads one of the things you guys have talked about in your announcements morning was obviously workload management having the ability of flexibility by poseable infrastructure yadda yadda yeah I got it Michael you that you're developing this stuff and the thing that Dave and I here and Wikibon community from customers is make it easier for me the total cost of ownership is out of control it's super hard to do this how does this get easier how are people managing through the complexity to make it simpler and how are they managing the total cost of ownership keeley on so that's just why it's important for us because we come in and we have a lot of great networking technology but people are not going to consume that networking technology in and of themselves they need a integrated complete stack that's supported installs quickly and as an orchestration layer on top that's going to allow it to scale the staples an example this I just say annealing what specifically about helium makes it simpler lower costs so when you look at healing on one great tool set they built together is an installer tool set and so there's nice scripting that's going to take when you look at a cloud you've got OpenStack components you've got your Cloud Foundry components you got your networking components storage components and to have all of that stuff install and deploy seamlessly and scale out as demand is required that doesn't come off the shelf if you're going to self integrate some of these open source projects so that the support and service that's added with helium and then if you look at the sea a slate layer on top to manage all the components and integrate in with some of the public clouds that's what takes the technology stack from being a great set of standards and a great set of open-source products that can now be consumed well dude some installation was the biggest barrier openstax had for a long time now how complex it was to install it scale right so i think that the contract and it takes it from a stack of technology to something that actually solves a business so that business problem is IT labor right right that's right non differentiated provisioning or patching or talk about the shift that's going on within that sort of labor pool from stuff that gives you no competitive advantage out to where we are today or where we're headed we used to go into proof of concepts and the customer would one or two types they either have an OpenStack expert in there someone who had lived and breathe it and was part of the original community and they would work with us to get the initial stack up and running a guy a guy or we would have to bring that guy to the table and they get somebody that was trying to be that person we'd help them stand up OpenStack at the same time we'd go in with nuage we knew that wasn't going to work so that's when we started partnering strongly with partners like healing on who can come in and make that work for the enterprise and if you're in a CIOs position you don't want to be dependent on one or two OpenStack experts that you've got to make sure stay or you gotta hire an army of OpenStack engineers what you want is a private cloud that works in a trusted partner to deliver it for you but you want the openness and the standards-based attributes of a product like Helion so you can plug other pieces of the environment in so that's it's really important Dave just you know the average the average customer that we have today has one engineer for every 240 virtual machines with helium staccato 40 which were rolling out has we believe we can get that to 12 500 and that's because you've got a universal control plane where you've got a single pane of glass basically across all the clouds but as your AWS openstack-based clouds maybe even some vmware stack clouds as well and and you could through one see the workloads deploy them that's how you really get a continuous delivery pipeline going it's api's for developers but a single pane of glass for IT and scale what's key it's working now so it brought up VMware VMware killer when you mention it so I'll bring up the VMware question so back in the day VMware ecosystem was really robust yeah some are saying it's on the decline will see that what's the update our vmworld the cube will be there again this year but they made for every one of their partners they made ten dollars for every dollar VMware book so they threw up a lot of cash which is great but the ecosystem you know feeds the feeds that feeds the beast if you will how are you guys Bobby doing that with your partners and now do you see docker for instance enabling things like that and how does that all you have to do some sort of economic advantage for your partners can you share some insight into what you got yeah yeah yeah so in addition to you know that the terms around helping it be attractive to skill up and and transfer our partners transforming as well most of them in resellers you know they want to climb the stack now they would be more relevant to their customers the skilling up does have come with cost and one of the big things we're doing is working on go to market with them actually bringing them bringing them opportunities bringing them in the deals in the case of like with with with Nokia right the ability to to go in with them work on accounts together these are major really large significant IT transformations with our other partners as well skilling them up getting bringing them away wrapping services around their monetization services wrappers yeah they're actually building hostess back up as a service other kinds of service offerings that they build and run themselves that we will actually sell to our go-to-market channels or they'll deploy on site that you know most of our business you know seventy percent goes through the channel right was there a number can you share a number ten dollars I don't have the number by the number how do stuff how does the ecosystem build around and how they make money with helion's the services is that the apps we deploy we sell software licenses so as Helion scales out we get more workloads on the system then we're going to sell more software licenses but the ecosystem is critical for us because when you're talking about building a private cloud and you're talking about building an open private cloud which is getting away from the vendor lock that exists today which is why people are driving to some of these open source products it means that a lot of products have to come together and work well together and so it usually it's the it's the OpenStack distribution that's that's like healing on that's leading that ecosystem we're a part of that and then we get interaction with a lot of other components as a part of that ecosystem that helps build an end solution to the customer we have 360 now cloud builder partners we had 30 18 months ago will have 3018 more months right we're transforming them and they're building new businesses hire marketing services and grow in their bodies how do you see the CSC Spinco whatever we're going to call that affecting is you had basically a built-in consumer right of you know your stuff there one of the Cantonian area's biggest customers right how will that shake out you think and of course CS he has a strong relationship with AWS that's goodness but yeah yeah I think I think it's about focuses meg always says writes about it's about having companies i can really focus on their best thing right so you know we have a growth high growth a growth company focus on software and hardware and infrastucture and services I think outsourcing they're coming together with CSC they're building a be a big partner of ours but we're also part with Accenture and others as well so I think it's hella everybody to be the best of what they do we'll have relationships contractual and partnership relationships but it will allow maybe a bit more complete competition probably very very healthy you feel Alfie with the sis the big power s eyes you guys in good shape with those guys yeah in Price Waterhouse Coopers just received a partner of the year for cloud they're here in a big way accenture is here yeah I think they're they're big as well but you know our enterprise services and and they're here in a big way too and I think that will continue some of the influences out there last question wants to know about the update on equal lyptus AWS that relation down can give an update yeah so our strategy is to partner with public cloud providers many of them eucalyptus has a great story you know where obviously you go to reinvent or a big part of that you know I think there will be you'll see more to come on the public cloud partnership partnership face but will be at reinvent no to the cube watch a movie at dr. Khan as well coming up very quickly I think next week or the week after thank you okay let me avenge coming up guys thanks so much appreciate it thanks for spending the time yeah thank you i'll be Patrick Michael Loomis here on the cube this is a cube we'll be right back after this short break

from London England extracting the signal from the noise it's the Kuhn covered discover 2015 brought to you by Hewlett Packard Enterprise now your hosts John furrier and Dave vellante okay welcome back everyone we are here live in london england for HPE discover this is silicon angles the cube our flagship program we go out to the events and extract the signal from noise i'm john / with my co-host avalon say our next guest scott well our is SVP and general manager HP east technology services support group this guy welcome back you below many times every year great to have you on usually on though usually the first one on every time but now you've schedules packed i made on the last way this time right before questions for you now your last a baby for us welcome back thank you so give us the update from your standpoint it's just every year more and more stuffs happening yeah that requires services especially the technology services this year is composable right Dave and I were talking on the intro HP got it right with converged infrastructure you know right out of the gate and back then kinda people scratching their heads what's converge infrastructure looking back its mainstream now now you have the next bet on compostable we like it I love it a lot yeah now customers probably like oh my got another new thing so how do you guys doing right now with all the changes clouds pretty clear no public cloud good right a lot of private clouds that's yeah good stuff you've been building out right now composable what's the update so you like you said a lot going on we have in in a way reinvented the company which you don't do very often right but i think the the companies that can reinvent at the right times are the ones that survive and thrive and in particular pivoting our strategy around these for transformation areas is really is really important and you'll see the implications of that play out over time like you're seeing some of it now but it really changes the way we think about our customers what what their problems are what we're here to do for them and you're right it's there's a huge service element in that in fact you could even say that a lot of that is service led and so the transformation area work has led to probably 50 distinct solutions that are in every way pan HPE they involve you know it's a pan portfolio pan go to market kind of view on things and so right now you know we have competitors that are single plays you know storage competitors server competitors solution competitors and so we have to do the new we have to do this new view on the world as well as continue to be a fierce competitor right and these in these single play environments so so that's that's a a new challenge for us but I mean it's such an exciting time and just see this i'm actually very proud of what we've been able to do it's really interesting you certainly for your memoirs can put into the book this past couple years and certainly the past year I mean you had the operating as a split entity prior to the official date right huge IT track cross over the engine services workforce plus new hiring for the gaps you we talked about last time so congratulations on that I think really phenomenal yeah I love to drill down on that but I want to get to the point you just mentioned this is interesting in vague as we talked about the services piece viscosity the transformation was laid out them same four pillars right now you're seeing a lot of meat on the bone even how the show's organized it's not by org chart right it's by solutions we see oh yeah how to run your government booth over here that's not a division of age feeds a solution right so tell us what's of all I mean I love this services led angle Dave and I were just talking on the intro about IOT once you get them into the network the methodology for the customer depends on the customer or how they want to get the data function of what the device is right again just a random example but this is the the new normal the services led infrastructure it is and you know I can just tell you from the inside that that this is not market texture that you guys are seeing I mean this is real you know deep into the way the company not only operates and develop solutions and goes to market but again how do we think about what we're here to do for our customers how do we want to show up in in discussions with our customers so so this is a you know I wouldn't say that we're through that I mean we have a lot to learn a lot to do but this is this is definitely a reinvention a rotation for us and the reaction has been incredible and like you said we we made a conscious decision that we would show up here like that like it you know this is we're going to start to live what we really believe we need to do is this new company so it's got an indication of that it's not just market texture it's real it would be how you get measured by customers in it yeah and it used to be okay the projects on budget on time you know successful check and now that's table stakes Wow as you move toward these new four pillars solution areas are the ways in which you're measured changing right so what what we are seeing and experiencing is a shift from sort of like project technical project based of deliverables and have you done that to have you created the business outcome that I intended when I went down this path with Sheila Packard enterprise so and those outcomes are you know contextual their unique fairly unique to the customer situation and it can be anything from have you moved us to hybrid have you have you shown us how we can be a high velocity I tea shop have you have you brought devops into our context and shown us how to be successful so it's those kinds of things about you know are we you know ultimately without the specifics the question is are we helping our customers succeed through IT and and then the the specifics of that context will drive it but that that's really the difference it's not about project outcomes its business outcomes well that's a much more complicated equation for your zero because you check tick off the items and it'll fit you know the earlier days this is not what we delivered and oh the customer didn't exploit it you know because of XYZ man now they're holding you're responsible for the business outcome so how that basically talks some deeper business integration how is that changing the way you go to market your skill sets well you know a few years ago there was a whole question of do I just sell a product and then kind of the customers on their own to get some value out of it and actually for all of us as consumers if we don't use a product we don't we don't know whether we got any benefit obviously and so the companies that make those product would really like us to use them and and and so good things happen when you actually help customers realize the value of their investments with us you take that to the next step and you say you know if you care about whether the customer actually got to what they were planning for intending by working with us that that's a different mindset and it doesn't have to be contractual necessarily it starts with a mindset and then you can write it into contracts and there are ways to do that and we're seeing some of that but really more it's it's a mindset and what are we there to do for them and and yes you you begin just you begin to think about well you know you know maybe this project this this deployment didn't really achieve what they wanted what are we going to do about that together with the customer one of the things that we talked about yesterday with some of the channel partners was his reinvention isn't blurring the lines between of a band a bar and a reseller and distributor right and Carrie Bailey was on from the cloud group and really saying hey you know we should identify the value points and focus on that but I want to ask you on that on that thread because now that brings up the conscience we had again in Vegas which is there's so much work to do on the services side it's almost ridiculous to think about mind blowing and most like how many reference architectures it could be at me right variations it could be so we know you're busy work it away on that now but also now the channel partners are there and there's also the channel conflict so how do you guys because there's a lot of work to do how do you separate what you guys going to do with in HP and go direct to the customers and or right provide to the channel partners in the form of reference architectures because now they're taking the ball yeah and going to the front lines as well so seems to be that's a nice area you guys have managing that what's the thoughts there what's your vision so you know my belief is that actually simplicity is the better outcome you don't want to have a buffet of reference architectures or even products you know you I think our customers and our partners expect us to do our homework segment the market understand what business we're in and have you know enough but no more in terms of products use reference architectures and so on that's part of being a thought leader in this industry from there you're right it comes down to the kind of channel relationships you want the kind of plays you want to run with the channel in some cases it means the channel does everything in some cases it means that the channel you know does one piece of it and the direct is the other piece of it and we're so big and we're global so we have all kinds of buyers you know and we have we have direct customers who buy direct from so for some things and actually work with partners for other things so it's all of the above and we have to harmonize that we have to rationalize that for sure but at times they might not have the capabilities right so well it's down to the balance between roles and delivery right and that's the and that's the other piece of it is the partners get really upset with us when we're not innovating if they can do everything that we do then they wonder why in the world there partner program so so there is a creative tension right we're always going to be innovated sometimes that leads us down paths that overlap you know the forward leaning partners sometimes it works itself out so so but that is a constant dance and it's a good thing actually because our partners teach us a lot and and good checks and balances but you're also going to be an enabler right I mean yes you can leverage a lot of the work you're doing just pass it on that's as you get to movies converge and integration yes yeah yeah and and you know the channel piece is interesting because the channel is going through a massive transformation like everybody else yeah and you know let's face it most of the channel revenue today is moving tin and then but that's changing your rapidly because that business is kind of going away what happened overnight yeah so the lines are blurring but my understanding Scott and from speaking in the past is that that you're open to the channel white labeling your services they do that talk to many of your channel partners that are happy to do that and you allow that it doesn't have your not dogmatic about it's got to be the HP brand can you talk about that philosophy yeah so I think that's correct in that assertion so generally it's that that's not the way we kind of view the world we have a few what would we call partner branded programs and those are very very specific and targeted generally speaking what we want to do is pour a ton of investment into innovation and we ask our partners where there's there's you know where we have clear innovation and clear leadership to sell our brands we authorize them to do that we pay them to do that we encourage them to do that and we have multipliers on how they can earn with us you know the more for more model but in a few cases we do we do have a partner branded program and and sometimes that has to do with geography sometimes it has to do with a product and the competitors that are that are in the market with that product I see okay so so it really is selective and you're really trying to to have that HP branded service but the the partner can resell that service and make the partner can resell and they can deliver against it as well and again we make it worth their while through our partner programs you guys have a great track record with the channel excuse got a great history there's why I asked but the innovation things what I was getting at night so I gotta ask you since Vegas what's the top seller what product is working the most right now well I mean I mean I mean come joking but I want to kind of know where's the traction what's the most hot yeah what's hot well you know you were there when we introduced proactive care for example three years ago that's become possibly the fastest selling product in HP's history and most of it is done through the channel so here's the case where we're able to offer proactive in sight backed by analytics and reporting that most partners don't have either the time the breath the visibility to do and again that's where they said hey thank you thank you for innovating he look back at enterprise we would like to take that to our customers composable services what's going on there it's news right out of the gate so it's a new announcement right Rio T stuff again we love the IOT messaging though got a rouble wireless out there ya bought with a great leader transition right so I'll take them in order so so first of all composable you know what what all what every ops and I tea shop will know is that it's really hard to provision right it it's labor intensive it's is error prone its disruptive sometimes it's not very secure depending on where you get your images and so from and so with with the with synergy what we've done is we've said look we want to make provisioning happen at runtime we want the gear to self-assemble why can't the gear kind of discover itself and self assemble that kind of makes sense right but but nobody's done this right so we're really excited about that capability and then on top of that it has native exposure for this this infrastructure as code paradigm which now now you begin to excite the developer community about this being a target right versus the morass that they sometimes feel that I T is presenting back to them so it's high velocity IT it's in the paradigm that they want and from the knobs perspective a lot easier to live with I mean the livability of synergy versus conventional gear is so much better so we're trying to take the hassle factor out of being an ops person and also encourage a collaboration that eventually you know DevOps is all about but not everybody is there yet and and it's going to take time so we've just been discussing John and I a week whether synergy is evolutionary or revolutionary from the services perspective you haven't a good angle on that yeah and if it is evolutionary what does it mean from a services perspective what's your take synergy composable infrastructure that you've announced evolutionary or revolutionary and when I think lican I mean I think that could be a fun debate i'm not sure but i think you know for me for me i think it's going to feel quite revolutionary to customers and that's the reaction we're getting of course we pull the analysts all through the development cycle about what do you think and what do you think this is going to mean and they're really excited it's a cinema big weighing in at river there that I think I think they would say is revolutionary and from a certain perspective look at what's the abyss you know from a service perspective on one level it's no different than any other product there are more potentially more seams or fewer seams for my business to kind of deal with on behalf of the customer but it's also going to mean that we have the ability to now to kind of fulfill what I've laid out is our vision which is we need to be about making sure that customers are successful through IT and do that over the long term independent of market headwinds and independent of technology changes and so this is to me it's an enablement of what we're trying to do generally and then the rest of our service just wrap around it as they always do were you was your team asked to help dog food with the split and did you get tired of that well yeah remember all on the payroll it is but but but yes in fact you know we talked about how like in a couple weeks we had to build 4,000 servers well my team got involved with that why wouldn't we right we have the expertise yeah so in the long face and a lot of yeah a lot of my team were involved in the various you know behind the scenes aspects of it and but again that's something to be proud of because now people look and say wow that's almost like a benchmark for what how things should happen right and and so and we've actually made a business out of helping other companies do similar things whether it's divestiture or merger it's quite an accomplishment i think it's worth capturing and documenting as a use case because to do that a death scale at that level of that edge speed is really agile dan again it's for it is purest yeah non-dogmatic form yes I mean agile in terms of development I get that but to move that kind of scale yeah in that you know I think about it like a man on the moon in a decade we will do XYZ and that's and you know we in one year we are going to be two separate companies and we did it awesome well I gotta get your take on the overall vibe actually actually first IOT I want to get that the coyote is really an opportunity moonshots now being yeah I disagree gated opportunities there so so first of all there are cycles right you know mainframe client-server on on and on IOT moving compute to the edge is is the the latest cycle and it's going to last a long time because as much as we'd like to put in the sensors there's a cost right if the sensors are all super smart now they can't proliferate so putting compute on the edge is a nice architecture and moonshots a perfect vehicle for that the thing that for the service business there's a there's sort of an edge where I'm not going to take it further in other words our edge the true edge in other words I will provide support for the IOT aggregation right the aggregation quite the compute point but people say well why don't you you know isn't isn't a you know a RFID tag just you know part of the architecture well yes it is well I don't have people who can go into hazardous environments like I don't have people who are trained to go into medical facilities to grow that last mile right so when it comes yeah when it comes to talk about this right of service night around from us from Hewlett Packard Enterprise it'll go it'll go up to the compute layer or edge and then we'll work with other people and that'll be part of our overall big solution when you talk about big solutions like we might you know might be doing for an airline or for the health industry in general so we have advising people to define that edge yeah and we added one way element to that which is not only the provisioning of the labor of the training is also power and internet and the 30 patients and yes everything everything about that so it's a very it becomes a collaborative play like people say well why wouldn't you want to do smart meters well I don't have meter readers in my workforce for example and it's all going to be automated anyway so if you face to though I mean the reality now is that the addressable market now is the edge of the network your true edge and then I OT everything yes let's try to go outside the bounds of that true edge as you were pointing out you start getting into over your skis yes and you get into all these little fatal flaw trip wires well not only that but you know we can't forget that the companies to build the sensors are quite interested in the value chain of all this to ya so this is where I think we'll meet in the middle will collaborate yeah and and it's actually very exciting I in my past I was involved heavily in telematics and so I know that I know the drill and but I completely agree with this huge huge opportunity well you interesting that's a point about leading in the middle that actually favors HP with the ecosystem play yeah absolutely put you guys right if we will out so yeah interesting we're kind of stitches together in real time we had a great statement on that great great visibility workplace productivity I've been trying to figure out what the heck that that transformation pillar is all about it's like it's splendid right oh yeah yeah the product guy I'm trying to get a product out of it but you got development you got user experience it seems mazi to me can you clarify that for what that means we service isn't so the very first maybe the you know glaringly obvious part of that is mobility right and with our Aruba acquisition we have I think we have a great position there and this notion that you know years ago we talked about work-life balance sometimes it became kind of a joke but the work-life balance doesn't exist really it's like I'm working now in two seconds from now I'm going to be on my life because I'm interacting with my kid or whatever on text back to work and that the only way that actually happens is if you can essentially be connected everywhere yeah and and back to IOT you know what what we're doing is you know you've heard about data center care where we wrap around arms around all the gear in a data center we are doing the same thing is it'll be called campus care or something like that but how do you provide that kind of integrated single point of contact experience for a campus network right so that you can you can create that experience so so that moves us but it's fuzzy because that's just way the world is it's fuzzy it's splendid that's the way wins that's why we work i'm on the sidelines watch my kids lacrosse game and I answering email in between apps right so you know exactly is that bad or good i get actually he's a product it just is so I gotta ask you I know we're getting close on time but you brought up wireless and you mentioned right ampas huge refresh opportunity in campus networking right now and wireless it seems to be the top item for all user experience yes does that on your Lily on your road map right now in terms of delivery because I can imagine yeah the refresh cycles from went you know yeah remotely connected with wired or Wireless now I mean nobody's running wires anymore yeah so but yes the refresh the the the first placement stadiums you know places where where you were lucky if you could have a cell phone signal people want to show up and they want to watch the replays on their device and they you know it becomes an immersive experience all enabled through technology i Scott I know you got another appointment and really appreciate you taking the time great insight on IOT and as usual great insight across sport thanks for sharing the insight here all that big day to come in there on the cube for your in the services love the services lead I really believe that debris are now in a services led sure because the infrastructure is in different than every company so there's no boilerplate anymore it's harder for you but I'd get that get those reference architectures to be more of them congratulations I'm split thank you Scott Weller senior vice president Romero technology services group here Enterprise HP Enterprise hv discovery right back with more from the cube after this short break you

(upbeat music) >> Welcome back to HPEDiscover 2021. My name is Dave Vellante and you're watching the Cube's virtual coverage of Discover, and we're super excited to have Jason Newton back in the cube. He's part of the HPE mastermind alliance behind its messaging and marketing. And he's been instrumental in up leveling the conversation over the last several years from ports and LUNs and gigahertz to topics that resonate with business technology executives, which is basically every executive on the planet. Jason, great to see you, welcome back to the program. >> Hey, I'm thrilled to be here. >> Okay, we're going to talk about the future of enterprise tech and the evolution of cloud, hybrid cloud, it's expansion to the edge, where we are today, where we're headed and how we're going to get there. And I'm excited to start this off. We're living in an era where value and competition, we talk about this all the time, it's defined by data and the insights that organizations can extract from that data, the products and services that they can build, that are data centric, what do you think this means to HPE and what does it mean for your customers? >> Well, I think we're at the right moment of the right time and I think for the customer, it just what's happening now, what's possible to create value from data is just a tremendous opportunity to accelerate the transformation they were already driving for their business. We're seeing our customers do amazing things with data, not just monetizing data, but like world-changing types of things around in healthcare, in finance, transforming experiences for their customers and all of this is being driven by data. >> Well, I'm excited to see how you guys approach that. I mean, you're talking about this the cloud-to-edge strategy and I've been having discussions with various execs at Discover, obviously, remotely about how far HPE goes and certainly you're going to have compute everywhere. And Aruba seems to me to be a really interesting part of that platform. You're going to go to the deep edge. So, you got a lot of assets in the arsenal, how are you thinking about that? >> Well, it really all needs to come together into one experience. And you mentioned Aruba, I mean, that's where it all starts, with secure connectivity. The more that we connect things up in a secure way, the more data that we're going to be able to create, analyze and act upon. So, it really plays a critical role. But if you look at HPE, we really have an embarrassment of riches of assets and expertise and partnerships at global scale and there's not a part of our business that isn't focused on some part of the data challenges that customers have. From edge computing to super computing, to storage, what we're doing with the SRL software, it's all focused on helping customers take in that data and then create insights from it, Create new innovations from it. >> Talk a little bit more about the customer challenges that you're specifically solving at HPE. What do you see there? How are you thinking about that? >> I think one of the biggest ones the conversation always starts with is "I have a lot of data, but it's all in silos. Even within my organization or in some cases, I know there's data out there, but it's in another silo. How do I get access to it?" I hear that word a lot when we talk to customers "I need to get access for my teams to that data." So, first step is just, how do I bring it all together? How do I federate all of that data in one place? That's one area that we're helping customers solve. The second is in order to bring those pieces together, the different data owners have to have a trust to share the data 'cause often there's not an incentive for them to do that. Like I own the data, I don't want to share it. So, we have to establish different parameters or capabilities in order to enable that type of trust and sharing and there has to be some mutual benefit as part of that and we see that with inside of companies and we see it with multiple different organizations. Once you can overcome those, those are really hard challenges. Once you overcome those things, everything becomes astronomically more easy to deal with and everything starts to go faster. And that's where we're trying to get people on that modern data maturity curve up to that point where they do have Federation, they do have curation, they are able to share, they know what they're going to benefit from it and then we can get onto the task of enabling the teams to do analytics at speed and scale. >> Yeah, you talk about Federation. And so there's an interesting challenge that you're describing and you and I have had some good conversations about this because you want to tame that data, if you will, put it in a place that you can actually get to it, share it, make it discoverable. And of course at the same time, it's all over the place. So, you've got these pods that could talk to each other and facilitate that data sharing and then what I call building data products, building data services, and technology is at the point now it's evolving to enable us to do that. Look back at the last 10 years, it was just far too complex. >> Yeah, we heard Antonio earlier today talk about building, not private clouds, but private data spaces. And it's really that idea of how do I bring an experience to the data that is agile and fast and cloud-like? Or cloud, in the case of what we're actually doing now, building a cloud platform. That's exactly where customers are trying to get to. And we look at these data spaces as the advantage by going, bringing that to the data. Obviously there's the the physics of it, the performance and that kind of thing. But we can pay more attention to like-data sovereignty laws, we can address things like data ownership within these spaces so that teams can come together and freely collaborate and act on that data together. >> You know, I've been watching you guys for now several years and you've taken this messaging and marketing thing pretty seriously. Even a lot of times we see it all. A lot of times it's gimmicks and I don't mean that necessarily in a bad way. There are actually some really good gimmicky marketing that gets a lot of attention, but your approach is different. It's very thoughtful, it's cultural, I'll say. You're trying to get and acculturate what you say with what you do. And so I want to ask you, how are you going about changing the way in which you provide solutions? I alluded that to that at the top, versus how you've done it in the past and how you're helping customers redefine their business for success? >> Well, the way that we're thinking about that is, and I think you heard it very clearly and succinctly from Antonio earlier today, we're transforming into an edge-to-cloud company. We are building an edge-to-cloud platform that is GreenLake. That platform is the way that we'll deliver cloud services to our customers, for their workloads, to their data sets, wherever that needs to be. We're committed to a truly hybrid model. Edge, Onprem, Cloud together. And so those elements, it starts to crystallize, I think a lot more about who this company is and the type of challenges that we need to solve. Talking about the things is not interesting to customers. They want to know what problems can you help me solve, how fast can you do it, what outcome can you help me achieve? And that's the way that we've, we've talked about this a lot, Dave, that we continue to transform and have those more meaningful conversations. And like I said, every time we get to the data challenges, they know the opportunities there, they have a dream and a vision of what they want to go do. They just need a partner like HPE to help them get there. >> So, we talk a lot about GreenLake and as a service, you guys threw the gauntlet down first, I got to give you props because you're all in on it. You're not a halfway house, I'll give you that much. But now we've seen, at least, I could count, at least four other large competitors follow suit. How should we think about your strategy and specifically your advantage relative to the competitors? Let's talk first in terms of as a service in GreenLake and then maybe overall. >> Yeah, I mean, I think you see a lot of people following GreenLake's lead. I mean, we've been out in front for a while. We were the first to say the world will be hybrid and it is, we were the first to make the big bet at the edge, we were the first to see that not all the data's going to go into one unified location, it's going to continue to be distributed and therefore cloud experience has to travel to that data. We created the GreenLake brand years before anybody else did. And now, they're just now trying to figure out, "Well, how do I do hardware as a service or a better way to sell my products?" We're moving on. We're focused on the workloads and the workflows and the data sets. GreenLake is much, much more mature and now that we have everybody onboard across the company, we're moving much faster as well. And that's more of a statement for the traditional competitors, the traditional spaces, they're still just stuck on like hardware as a service, infrastructure as a service. We're at the workload level and much higher. And I think what you're seeing from the public cloud players is, wow, Data Center and On-prem and Edge is hard. A lot harder than I think they really anticipated. And they're reassessing. So, I feel like we're in the place where the world is moving to. And we're really writing the first chapter of the new HPE, not the last. >> Has it changed, the way this as a service mentality, has it changed the way or how has it changed the way in which your product groups are behaving? >> Quite a bit. It is a mindset shift and I think we have the culture that will successfully enable that 'cause we've always been so customer centric. I think as you move to an as a service, it becomes much more about, "How do I ensure customer success?" How do I put an environment in place and then use that as an opportunity to solve more problems across our customer's environments?" I think that aspect is what, really is driving our thinking now is what new services can I land on the GreenLake Edge-to-Cloud platform to solve different data-centric challenges? >> You talked about lead and where you are in the maturity model, what was the hardest part about making that change? Was it the leadership? Was it the sales compensation? Was it to get the product guys out of the widgets? What was the hardest thing? >> Yeah, I think, I think go to market is as big a challenge as anything, I think in marketing, it's our job to show the art of the possible in the future, even if it's uncomfortable for the organization. And I think that helps articulate Antonio's vision and give him a true north. And he's a fabulous leader in a culture that they believe in trust in him. And so they're following, but the challenges are not so much the technology. In many cases, it is the people and the skills and building those new relationships within accounts and those aspects, those intangible things. So we're doing a lot around enablement, sales enablement, and of course, and most importantly with our partners who are out there selling for us. It is a new approach, but it's a good approach 'cause it's so customer centric, it's not product centric. >> So, how are the customers and partners reacting? Of course, you're going to say great, but how do you know? Like what metrics do you look at? What things that are important to you to track that give you confidence that you're on the right track? >> They're buying more stuff. >> Yeah, okay, that's a good metric. >> Yeah, yeah, no, I mean, like, I think there was some skepticism at first, because we had been doing some of that infrastructure as a service type of thing for a while before we ever had a GreenLake brand. And they're like, "This is just the same thing." Like, no, we're truly, cloudifying this platform. We are building a cloud-native platform, you saw it in the announcements today. With cloud native security, just like you get in the public cloud, but you can deploy and run these workloads in your choice of location. And the more that we can show evidence of our messaging in the experience that we actually deliver, that's when customers start to lean in. So, we look at a ton of metrics. I mean, it's not one data point. We listen to Gartner, we have our own internal research that we do. We're constantly getting feedback from our field. In fact, last week, was it two weeks ago, we had a board of advisors meeting, brought in some of our top, top customers just to hear from them. "What are we doing good, what are we not doing good?" So, it's a lot of different pieces that go into, how are we doing with the customer and how are they into this? We're only doing what they told us they wanted. "Bring the cloud to me and my data. I can't move at all, but I don't want different operating models. I want a consistent experience. I want to be able to focus and innovate. I don't want to deal with the underlying pieces of the infrastructure." Yeah, we're doing what they ask. >> Okay, that sounds good, but then it's hard to do that. I mean, you got to put real, that's a lot of elbow grease, a lot of investment, a lot of innovation, like you say, you got to align the organizations. That's not a trivial task. I mean, I tell you, Jason, I've been hearing this early days, even 10 years ago, I think we're finally at the point now where the industry is responding to what those customers really want. And of course, it's like Steve jobs with the iPhone, ask them what they want, they're not going to tell you an iPhone. Maybe they didn't know 10 years ago, but I think it really came into focus in the last several years and investment is the key there. >> Yeah, I think the last decade was, the digital transformation was all about how do I bring speed to code and take advantage of public cloud and I think that took us further, it took us, but now, okay, the next chapter is a very data centric, how do I bring speed and agility to data and data analytics and especially at the edge and where things are need to live, how do I make a consistent experience? That's going to be our focus for the next 10 years. And like I said, I feel like we're at the right moment in history as a company with the right assets, expertise, partnerships to go in and help customers take advantage of that. >> Well, it's interesting. The last decade we talked about big data, we don't use that term much anymore, but like many things like the internet, for example, it was all of a sudden, maybe it's over-hyped at the beginning, but it's always under hyped when you actually see the force it can be. I feel like we actually are now entering the true data era. So, you're excited about a lot of things, obviously as a service, but I got a sense there's more that you're not sharing with us. So, what are you most excited about for HPE in the future? >> Well, like I said becoming that edge-to-cloud company, watching GreenLake blossom as it is, I mean, tremendous innovations that we announced today and yes, there's things I can't share that I know are coming later this year. I've seen the roadmaps, it's really compelling, very compelling and impressive. The things that we're doing with Azmeril, combine that together with GreenLake and that experience, the types of data and analytic platform environments that we can build to unify those data silos, to accelerate the machine learning and analytics teams, it's really all coming together. And those are the things that I'm excited about. You know, changing that perception of HPE as infrastructure, as a service and hardware as a service and that kind of thing. As a service it's the experience, right? The value is in the data and watching us be able to help customers solve those data challenges and seize those data opportunities is what I'm most excited about. >> Well, the other thing too, is the world has some big challenges, population and energy, we can just make the huge list and I feel like tech companies not only are in a position to help, but I think they have a responsibility. And I got to say, I think most tech companies, large tech companies are stepping up and have great leadership around that and what are your thoughts on that? >> Well, yeah, we talked about value from data. It's all about the insights is where the value comes from, but value is not always about profit and monetization. I mean, data truly does have the opportunity to solve some of the world's biggest challenges. I was just reading this morning about, was it CGAIR? And the things that they're doing in agriculture with these, they've got a big data-set platform that I think could be literally the thing that ends up helping solve world hunger, the thing that everyone jokes about, I'm like, "No, seriously now with the data, that could be possible." >> Yeah, I think you're right. I think we are going to solve world hunger and world nutrition, maybe a different story, but we'll tackle that next. Last question, what else should we be focused on at Discover, how can folks learn more? >> Well this is a three-day event. So, today was really about the news and the excitement and clarifying our position as an edge-to-cloud company and that GreenLake is our edge-to-cloud platform, the way that we deliver the cloud to you. Tomorrow is really about how all of that vision strategy manifests itself into the experience and the products and the solutions that you can consume. They'll also be a lot of sharing of the keynote, is what I'm looking forward to with Dr. Ingram Gore, he's our head of AI, and he's going to be sharing all the lessons and learnings from hundreds of engagements that he's been driving with customers showing exactly how to overcome the data silo problem, the trust problem, how to bring agility to analytics and then Thursday is the geek-out day, we get to talk to Hewlett Packard labs, we get to go and touch the technology, meet the technologists, interact with them and understand what are those technologies that are going to be crucial for the next 10 years of data-driven transformation. >> Some really exciting stuff there, Jason. Thank you so much for spending some time on the Cube again. Really great to see you. >> I appreciate the invite every time is a pleasure. Thank you. >> All right and thanks for being with us for our ongoing coverage of HPEDiscover '21. This is Dave Vellante, you're watching the Cube, the leader in digital tech coverage. We'll be right back. (upbeat music)