>>And welcome back to the cubes coverage of a, of us. Reinforc here in Boston, Massachusetts. I'm John furrier. We're here for a great interview on the next generation topic of state of industrial security. We have two great guests, Tim Jefferson, senior vice president data network and application security at Barracuda. And Cenon Aron vice president of zero trust engineering at Barracuda. Gentlemen. Thanks for coming on the queue. Talk about industrial security. >>Yeah, thanks for having us. >>So one of the, one of the big things that's going on, obviously you got zero trust. You've got trusted, trusted software supply chain challenges. You've got hardware mattering more than ever. You've got software driving everything, and all this is talking about industrial, you know, critical infrastructure. We saw the oil pipeline had a hack and ransomware attack, and that's just constant barrage of threats in the industrial area. And all the data is pointing to that. This area is gonna be fast growth machine learning's kicking in automation is coming in. You see a huge topic, huge growth trend. What is the big story going on here? >>Yeah, I think at a high level, you know, we did a survey and saw that, you know, over 95% of the organizations are experiencing, you know, security challenges in this space. So, you know, the blast radius in the, of the, the interface that this creates so many different devices and things and objects that are getting network connected now create a huge challenge for security teams to kind of get their arms around that. >>Yeah. And I can add that, you know, majority of these incidents that, that these organizations suffer lead to significant downtime, right? And we're talking about operational technology here, you know, lives depend on, on these technologies, right? Our, our wellbeing everyday wellbeing depend on those. So, so that is a key driver of initiatives and projects to secure industrial IOT and operational technologies in, in these businesses. >>Well, it's great to have both of you guys on, you know, Tim, you know, you had a background at AWS and sit on your startup, founder, soldier, coming to Barracuda, both very experienced, seeing the ways before in this industry. And I'd like to, if you don't mind talk about three areas, remote access, which we've seen in huge demand with, with the pandemic and the out, coming out with the hybrid and certainly industrial, that's a big part of it. And then secondly, that the trend of clear commitment from enterprises to have in a public cloud component, and then finally the secure access edge, you know, with SAS business models, securing these things, these are the three hot areas let's go into the first one, remote access. Why is this important? It seems that this is the top priority for having immediate attention on what's the big challenge here? Is it the most unsecure? Is it the most important? What, why is this relevant? >>So now I'll let you jump in there. >>Yeah, sure. Happy to. I mean, if you think about it, especially now, we've been through a, a pandemic shelter in place cycle for almost two years. It, it becomes essentially a business continuity matter, right? You do need remote access. We also seen a tremendous shift in hiring the best talent, wherever they are, right. Onboarding them and bringing the talent into, into, into, into businesses that have maybe a lot more distributed environments than traditionally. So you have to account for remote access in every part of everyday life, including industrial technologies, you need remote support, right? You need vendors that might be overseas providing you, you know, guidance and support for these technologies. So remote support is every part of life. Whether you work from home, you work on your, on the go, or you are getting support from a vendor that happens to be in Germany, you know, teleporting into your environment in Hawaii. You know, all these things are essentially critical parts of everyday life. Now >>Talk about ZT and a zero trust network access is a, this is a major component for companies. Obviously, you know, it's a position taking trust and verifies. One other approach, zero trust is saying, Hey, I don't trust you. Take us through why that's important. Why is zero trust network access important in this area? >>Yeah. I mean, I could say that traditionally remote access, if you think about infancy of the internet in the nineties, right? It was all about encryption in, in transit, right? You were all about internet was vastly clear text, right? We didn't have even SSL TLS, widely distributed and, and available. So when VPNs first came out, it was more about preventing sniffing, clear tech clear text information from, from, from the network, right? It was more about securing the, the transport, but now that kind of created a, a big security control gap, which implicitly trusted user users, once they are teleported into a remote network, right? That's the essence of having a remote access session you're brought from wherever you are into an internal network. They implicitly trust you that simply breakdown over time because you are able to compromise end points relatively easily using browser exploits. >>You know, so, so for supply chain issues, water hole attacks, and leverage the existing VPN tunnels to laterally move into the organization from within the network, you literally move in further and further and further down, you know, down the network, right? So the VPN needed a, a significant innovation. It was meant to be securing packets and transit. It was all about an encryption layer, but it had an implicit trust problem with zero trust. We turn it into an explicit trust problem, right? Explicit trust concept, ideally. Right? So you are, who do you say you are? And you are authorized to access only to things that you need to access to get the work done. >>So you're talking about granular levels versus the one time database look up you're in >>That's right. >>Tim, talk about the OT it side of this equation of industrial, because it, you know, is IP based, networking, OT have been purpose built, you know, maybe some proprietary technology yeah. That connects to the internet internet, but it's mainly been secure. Those have come together over the years and now with no perimeter security, how is this world evolving? Because there's gonna be more cloud there, be more machine learning, more hybrid on premise, that's going on almost a reset if you will. I mean, is it a reset? What's the, what's the situation. >>Yeah. I think, you know, in typical human behavior, you know, there's a lot of over rotation going on. You know, historically a lot of security controls are all concentrated in a data center. You know, a lot of enterprises had very large sophisticated well-established security stacks in a data center. And as those applications kind of broke down and, and got rearchitected for the cloud, they got more modular, they got more distributed that centralized security stack became an anti pattern. So now this kind of over rotation, Hey, let's take this stack and, and put it up in the cloud. You know, so there's lots of names for this secure access, service edge, you know, secure service edge. But in the end, you know, you're taking your controls and, and migrating them into the cloud. And, you know, I think ultimately this creates a great opportunity to embrace some of security, best practices that were difficult to do in some of the legacy architectures, which is being able to push your controls as far out to the edge as possible. >>And the interesting thing about OT and OT now is just how far out the edge is, right? So instead of being, you know, historically it was the branch or user edge, remote access edge, you know, Syon mentioned that you, you have technologies that can VPN or bring those identities into those networks, but now you have all these things, you know, partners, devices. So it's the thing, edge device edge, the user edge. So a lot more fidelity and awareness around who users are. Cause in parallel, a lot of the IDP and I IBM's platforms have really matured. So marrying those concepts of this, this lot of maturity around identity management yeah. With device in and behavior management into a common security framework is really exciting. But of course it's very nascent. So people are, it's a difficult time getting your arms around >>That. It's funny. We were joking about the edge. We just watching the web telescope photos come in the deep space, the deep edge. So the edge is continuing to be pushed out. Totally see that. And in fact, you know, one of the things we're gonna, we're gonna talk about this survey that you guys had done by an independent firm has a lot of great data. I want to unpack that, but one of the things that was mentioned in there, and I'll get, I wanna get your both reaction to this is that virtually all organizations are committing to the public cloud. Okay. I think it was like 96% or so was the stat. And if you combine in that, the fact that the edge is expanding, the cloud model is evolving at the edge. So for instance, a building, there's a lot behind it. You know, how far does it go? So we don't and, and what is the topology because the topology seem to change too. So there's this growth and change where we need cloud operations, DevOps at, at the edge and the security, but it's changing. It's not pure cloud, but it's cloud. It has to be compatible. What's your reaction to that, Tim? I mean, this is, this is a big part of the growth of industrial. >>Yeah. I think, you know, if you think about, there's kind of two exciting developments that I would think of, you know, obviously there's this increase to the surface area, the tax surface areas, people realize, you know, it's not just laptops and devices and, and people that you're trying to secure, but now they're, you know, refrigerators and, you know, robots and manufacturing floors that, you know, could be compromised, have their firmware updated or, you know, be ransomware. So this a huge kind of increase in surface area. But a lot of those, you know, industrial devices, weren't built around the concept with network security. So kind of bolting on, on thinking through how can you secure who and what ultimately has access to those, to those devices and things. And where is the control framework? So to your point, the control framework now is typically migrated now into public cloud. >>These are custom applications, highly distributed, highly available, very modular. And then, you know, so how do you, you know, collect the telemetry or control information from these things. And then, you know, it creates secure connections back into these, these control applications, which again, are now migrated to public cloud. So you have this challenge, you know, how do you secure? We were talking about this last time we discussed, right. So how do you secure the infrastructure that I've, I've built in deploying now, this control application and in public cloud, and then connect in with this, this physical presence that I have with these, you know, industrial devices and taking telemetry and control information from those devices and bringing it back into the management. And this kind marries again, back into the remote axis that Sunan was mentioning now with this increase awareness around the efficacy of ransomware, we are, you know, we're definitely seeing attackers going after the management frameworks, which become very vulnerable, you know, and they're, they're typically just unprotected web applications. So once you get control of the management framework, regardless of where it's hosted, you can start moving laterally and, and causing some damage. >>Yeah. That seems to be the common thread. So no talk about, what's your reaction to that because, you know, zero trust, if it's evolving and changing, you, you gotta have zero trust you. I didn't even know it's out there and then it gets connected. How do you solve that problem? Cuz you know, there's a lot of surface area that's evolving all the OT stuff and the new, it, what's the, what's the perspective and posture that the clients your clients are having and customers. Well, >>I, I think they're having this conversation about further mobilizing identity, right? We did start with, you know, user identity that become kind of the first foundational building block for any kind of zero trust implementation. You work with, you know, some sort of SSO identity provider, you get your, you sync with your user directories, you have a single social truth for all your users. >>You authenticate them through an identity provider. However that didn't quite cut it for industrial OT and OT environments. So you see like we have the concept of hardware machines, machine identities now become an important construct, right? The, the legacy notion of being able to put controls and, and, and, and rules based on network constructs doesn't really scale anymore. Right? So you need to have this concept of another abstraction layer of identity that belongs to a service that belongs to an application that belongs to a user that belongs to a piece of hardware. Right. And then you can, yeah. And then you can build a lot more, of course, scalable controls that basically understand the, the trust relation between these identities and enforce that rather than trying to say this internal network can talk to this other internal network through a, through a network circuit. No, those things are really, are not scalable in this new distributed landscape that we live in today. So identity is basically going to operationalize zero trust and a lot more secure access going forward. >>And that's why we're seeing the sassy growth. Right. That's a main piece of it. Is that what you, what you're seeing too? I mean, that seems to be the, the approach >>I think like >>Go >>Ahead to, yeah. I think like, you know, sassy to me is really about, you know, migrating and moving your security infrastructure to the cloud edge, you know, as we talked to the cloud, you know, and then, you know, do you funnel all ingress and egress traffic through this, you know, which is potentially an anti pattern, right? You don't wanna create, you know, some brittle constraint around who and what has access. So again, a security best practices, instead of doing all your enforcement in one place, you can distribute and push your controls out as far to the edge. So a lot of SASI now is really around centralizing policy management, which is the big be one of the big benefits is instead of having all these separate management plans, which always difficult to be very federated policy, right? You can consolidate your policy and then decide mechanism wise how you're gonna instrument those controls at the edge. >>So I think that's the, the real promise of, of the, the sassy movement and the, I think the other big piece, which you kind of touched on earlier is around analytics, right? So it creates an opportunity to collect a whole bunch of telemetry from devices and things, behavior consumption, which is, which is a big, common, best practice around once you have SA based tools that you can instrument in a lot of visibility and how users and devices are behaving in being operated. And to Syon point, you can marry that in with their identity. Yeah. Right. And then you can start building models around what normal behavior is and, you know, with very fine grain control, you can, you know, these types of analytics can discover things that humans just can't discover, you know, anomalous behavior, any kind of indicators are compromised. And those can be, you know, dynamic policy blockers. >>And I think sun's point about what he was talking about, talks about the, the perimeters no longer secure. So you gotta go to the new way to do that. Totally, totally relevant. I love that point. Let me ask you guys a question on the, on the macro, if you don't mind, how concerned are you guys on the current threat landscape in the geopolitical situation in terms of the impact on industrial IOT in this area? >>So I'll let you go first. Yeah. >>I mean, it's, it's definitely significantly concerning, especially if now with the new sanctions, there's at least two more countries being, you know, let's say restricted to participate in the global economic, you know, Mar marketplace, right? So if you look at North Korea as a pattern, since they've been isolated, they've been sanctioned for a long time. They actually double down on rents somewhere to even fund state operations. Right? So now that you have, you know, BES be San Russia being heavily sanctioned due to due to their due, due to their activities, we can envision more increase in ransomware and, you know, sponsoring state activities through illegal gains, through compromising, you know, pipelines and, you know, industrial, you know, op operations and, and seeking large payouts. So, so I think the more they will, they're ized they're pushed out from the, from the global marketplace. There will be a lot more aggression towards critical infrastructure. >>Oh yeah. I think it's gonna ignite more action off the books, so to speak as we've seen. Yeah. We've >>Seen, you know, another point there is, you know, Barracuda also runs a, a backup, you know, product. We do a, a purpose built backup appliance and a cloud to cloud backup. And, you know, we've been running this service for over a decade. And historically the, the amount of ransomware escalations that we got were very slow, you know, is whenever we had a significant one, helping our customers recover from them, you know, you know, once a month, but over the last 18 months, this is routine now for us, this is something we deal with on a daily basis. And it's becoming very common. You know, it's, it's been a well established, you know, easily monetized route to market for the bad guys. And, and it's being very common now for people to compromise management planes, you know, they use account takeover. And the first thing they're doing is, is breaking into management planes, looking at control frameworks. And then first thing they'll do is delete, you know, of course the backups, which this sort of highlights the vulnerability that we try to talk to our customers about, you know, and this affects industrial too, is the first thing you have to do is among other things, is, is protect your management planes. Yeah. And putting really fine grain mechanisms like zero trust is, is a great, >>Yeah. How, how good is backup, Tim, if you gets deleted first is like no backup. There it is. So, yeah. Yeah. Air gaping. >>I mean, obviously that's kinda a best practice when you're bad guys, like go in and delete all the backups. So, >>And all the air gaps get in control of everything. Let me ask you about the, the survey pointed out that there's a lot of security incidents happening. You guys pointed that out and discussed a little bit of it. We also talked about in the survey, you know, the threat vectors and the threat landscape, the common ones, ransomware was one of them. The area that I liked, what that was interesting was the, the area that talked about how organizations are investing in security and particularly around this, can you guys share your thoughts on how you see the, the market, your customers and, and the industry investing? What are they investing in? What stage are they in when it comes to IOT and OT, industrial IOT and OT security, do they do audits? Are they too busy? I mean, what's the state of their investment thesis progress of, of, of how they're investing in industrial IOT? >>Yeah. Our, our view is, you know, we have a next generation product line. We call, you know, our next, our cloud chain firewalls. And we have a form factor that sports industrial use cases we call secure connectors. So it's interesting that if you, what we learned from that business is a tremendous amount of bespoke efforts at this point, which is sort of indicative of a, of a nascent market still, which is related to another piece of information I thought was really interested in the survey that I think it was 93% of the, the participants, the enterprises had a failed OT initiative, you know, that, you know, people tried to do these things and didn't get off the ground. And then once we see build, you know, strong momentum, you know, like we have a, a large luxury car manufacturer that uses our secure connectors on the, on the robots, on the floor. >>So well established manufacturing environments, you know, building very sophisticated control frameworks and, and security controls. And, but again, a very bespoke effort, you know, they have very specific set of controls and specific set of use cases around it. So it kind of reminds me of the late nineties, early two thousands of people trying to figure out, you know, networking and the blast radi and networking and, and customers, and now, and a lot of SI are, are invested in this building, you know, fast growing practices around helping their customers build more robust controls in, in helping them manage those environments. So, yeah, I, I think that the market is still fairly nascent >>From what we seeing, right. But there are some encouraging, you know, data that shows that at least helpful of the organizations are actively pursuing. There's an initiative in place for OT and a, you know, industrial IOT security projects in place, right. They're dedicating time and resources and budget for this. And, and in, in regards to industries, verticals and, and geographies oil and gas, you know, is, is ahead of the curve more than 50% responded to have the project completed, which I guess colonial pipeline was the, you know, the call to arms that, that, that was the big, big, you know, industrial, I guess, incident that triggered a lot of these projects to be accelerating and, and, you know, coming to the finish line as far as geographies go DACA, which is Germany, Austria, Switzerland, and of course, north America, which happens to be the industrial powerhouses of, of the world. Well, APAC, you know, also included, but they're a bit behind the curve, which is, you know, that part is a bit concerning, but encouragingly, you know, Western Europe and north America is ahead of these, you know, projects. A lot of them are near completion or, or they're in the middle of some sort of an, you know, industrial IOT security project right >>Now. I'm glad you brought the colonial pipeline one and, and oil and gas was the catalyst. Again, a lot of, Hey, scared that better than, than me kinda attitude, better invest. So I gotta ask you that, that supports Tim's point about the management plane. And I believe on that hack or ransomware, it wasn't actually control of the pipeline. It was control over the management billing, and then they shut down the pipeline cuz they were afraid it was gonna move over. So it wasn't actually the critical infrastructure itself to your point, Tim. >>Yeah. It's hardly over the critical infrastructure, by the way, you always go through the management plane, right. It's such an easier lying effort to compromise because it runs on an endpoint it's standard endpoint. Right? All this control software will, will be easier to get to rather than the industrial hardware itself. >>Yeah. It's it's, it's interesting. Just don't make a control software at the endpoint, put it zero trust. So down that was a great point. Oh guys. So really appreciate the time and the insight and, and the white paper's called NETEC it's on the Barracuda. Netex industrial security in 2022. It's on the barracuda.com website Barracuda network guys. So let's talk about the read force event hasn't been around for a while cuz of the pandemic we're back in person what's changed in 2019 a ton it's like security years is not dog years anymore. It's probably dog times too. Right. So, so a lot's gone on where are we right now as an industry relative to the security cybersecurity. Could you guys summarize kind of the, the high order bit on where we are today in 2022 versus 2019? >>Yeah, I think, you know, if you look at the awareness around how to secure infrastructure in applications that are built in public cloud in AWS, it's, you know, exponentially better than it was. I think I remember when you and I met in 2018 at one of these conferences, you know, there were still a lot of concerns, whether, you know, IAS was safe, you know, and I think the amount of innovation that's gone on and then the amount of education and awareness around how to consume, you know, public cloud resources is amazing. And you know, I think that's facilitated a lot of the fast growth we've seen, you know, the consistent, fast growth that we've seen across all these platforms >>Say that what's your reaction to the, >>I think the shared responsibility model is well understood, you know, and, and, and, and we can see a lot more implementation around, you know, CSBM, you know, continuously auditing the configurations in these cloud environments become a, a standard table stake, you know, investment from every stage of any business, right? Whether from early state startups, all the way to, you know, public companies. So I think it's very well understood and, and the, and the investment has been steady and robust when it comes to cloud security. We've been busy, you know, you know, helping our customers and AWS Azure environments and, and others. So I, I think it's well understood. And, and, and we are on a very optimistic note actually in a good place when it comes to public cloud. >>Yeah. A lot of great momentum, a lot of scale and data act out there. People sharing data, shared responsibility. Tim is in, thank you for sharing your insights here in this cube segment coverage of reinforce here in Boston. Appreciate it. >>All right. Thanks for having >>Us. Thank you. >>Okay, everyone. Thanks for watching the we're here at the reinforced conference. AWS, Amazon web services reinforced. It's a security focused conference. I'm John furier host of the cube. We'd right back with more coverage after the short break.

>>The cube presents, Dell technologies world brought to you by Dell. >>Welcome back to Dell tech world 2022. This is the cube alive. My name is Dave Volante. We're here with our wall to wall coverage. This is day two. We actually started last night. Uh, the, the cube after dark John furry is here. Lisa Martin, Dave Nicholson. We're gonna talk about apex. The business value of apex flex on demand. Darren fedora is here. He's the senior vice president of Dell financial services, and we're joined by a customer and a partner Jud Barron is R and D infrastructure architect at Silicon labs. And Steve end is the regional VP of copy center comp computer center. I say that like I'm from Boston guys. Welcome to the queue. >>Thank you, >>Darren, take us through what's going on with, with apex, you got custom solutions, you know, people are gonna ask, is this just a financial gimick? What is this? >>No gimmicks, no gimmicks, Dave. So I think when we think about technology, historically customers purchased, they bought and they owned and they may have financed it and paid over time, but it was really an ownership model, especially in infrastructure and apex is about subscription. So think about Dell apex, as you can either buy, or you can subscribe to your technology and under apex subscription, we have options for custom based solutions or an outcome base. And I know today we're gonna talk about flex on demand and, and custom based solutions. So it's a high level pay for what you use when you use it with a high level of choice and flexibility. All >>Right, Steve, I'm gonna ask you to play little >>Co-host all right. I like >>This. Okay. So add some color color commentary, Jud, tell us a little bit about, uh, Silicon labs. I'm really interested in what your requirements were, your challenges and kinda why you landed on, on apex. Sure. >>Uh, Silicon labs is a semiconductor company were headquartered in Austin, 10 Xs, uh, just under a billion dollars a year right now. And, uh, at any ed shop or, uh, that, that people who are doing electronic design automation, that's not just in the semiconductor industry, but we have these HPC farms who are running, you know, millions of jobs a day. And the, a balance that you have to strike when you're doing capacity planning in one of these environments is we have these things called tape outs, and that's where we're finishing a project and there's a much higher volume of jobs that we have to run and you have to decide, do we buy for peak or do we, you know, come under that some amount and say, oh, we're gonna buy 80% of what we think >>As an over, over, over under, right. Do we over buy for peak normally, right, correct. Right >>Hard. One is geo Overy the under buy. It's always a hard decision. >>There's a tradeoff. Right? And, and so the, the challenge there is that you'll end up kind of linking the time and potentially miss a tape out window. And there's costs associated with that because you work with the Foundry and you kind of schedule based off that tape out when you're gonna deliver the photo mask to them. So anyway, the point is we in the past using a traditional like camp X, we're gonna buy a bunch of servers. We, we tend to undershoot whatever our peaks are. Cause we may have a peak every couple of months during, you know, these tape outs. Uh, but you know, sometimes tape outs, slip. And so one slips two months, another one comes in a little bit early and now you have multiple tape outs in the same months. And what was gonna be a, a small, uh, difference in from peak to what you actually purchased ends up being a big peak. And, uh, the thing that was interesting to us about flex on demand is the ability to have a commit rate that, you know, the customer can work with Dell financial services to figure out is that 80% is at 60% whatever. And they give us additional servers that we pay just when we're using them. Now I'm somewhat oversimplifying the process. Um, but we're, we gotta talk about that, >>But, but the point is, if I understand it correctly, that infrastructure was dominoing the, the time to tape out in a negative way, and you you've been able to address that more cost effectively. >>It, it can, it, it has on occasion. And so this, this basically gives us a way to lever to pull, to say, well, we can spend some additional OPEX this month and open up this additional capacity. So it's not like bursting to the cloud. Exactly. Uh, because I mean, you have to have the equipment in your data center already for you to be able to use it. But, um, it's under a traditional acquisition model. It's, it's just not a, a, a thing that was available to us before and looking at leasing or other types of, uh, you know, financing was wasn't really attractive previously, but the flex on demand model, when we first heard about it, we're like, that's very interesting. Tell me more. And we ended up using it in, in Austin, and then we built a whole data center in Asia and did the whole thing on flex on demand and >>Got it. Okay, Steve, uh, talk a little bit about your role what's going on at, at computer center and you know, why apex give us the background? Yeah. >>Um, computer center is a, one of the largest global VAs on the planet, right? Um, we, we have a lot of global and international reach, but at the end of the day, it's about one on one customer of relationships. Um, talking to them, understanding what their challenges are. And we've had a multiyear relationship with Jud. I've known you for a long time. And, and, um, typically that relationship, or initially that relationship was about collaborating, working hand in hand, kind of figure out what the solutions were that best fit their environment to solve their issues they need. And it was typically a procurement, a, a purchase based relationship and, and it worked well for a long time, but it, when Jud posed the challenge to us about kind of more pay as you go, uh, uh, subscription based modeling for, for how he want to do acquire in the future. >>Um, we just, we huddle with the Dell team collectively, um, and, and talked about what we could offer and how we could solve the problem. Uh, apex is a really nice brand today, but this was two and a half years ago, Uhhuh. Okay. So it was a little, we were a little early on on putting it together. I feel good that we were able to, to put that type of solution together for Jud and it's, and it's working today, working wonderful today. And it was good for it's good for the whenever it's good for the customer, the manufacturer and the partner altogether. It's a wonderful solution. >>So you took a little risk, but it worked out and you helped. >>Yeah, that was probably the infancy as we were growing our, as a service, think of this, you know, there's a, a lot of big words out there, Dave, right? As a service utility cloud, it doesn't matter what it is super cloud it's super cloud. It doesn't really matter. Super. This is really Jud was talking about a really important element, which is around flexibility choice. There's uncertainty oftentimes in a, in an environment, but they want to control. They still want have a level of control and leveraging partnerships, being able to deliver flexibility and choice. Don't worry about the words. Don't worry about cloud utility as a service we end up solving the customer need, right? And when we talk about flex on demand, I'll give you a little bit deeper into flex on demand. So when we think about flex on demand, it really is about understanding the customer needs and our capability and Jed reference this, determining what a baseline is. So if you think about your own utility bill, right, you, you go home and even if you're on vacation for a month, I'm sure you went on vacation for a month right. Month at a time. If I ever. >>Yeah, >>I know, but if you leave you your utility bill, even if you don't turn on a light, you still get a utility bill, it's your baseline. So we, we determine a baseline with our customers, with computer center, to understand in your environment, you're gonna use this minimum amount and that becomes your baseline. And that baseline can go as low as 25%. And up to 80% in a environment, it usually is typically in this 70, 80%. And then we determine what is gonna be optimal based on that 25 or above we charge based on the usage on a day to day basis, average by a month. And if you go up one month during your peak, you get charged at that peak. If you then a couple months are lower, then you're gonna pay only for the usage. And so for a customer that's growing has variability or seasonality. >>Um, this is a great model cuz they can still control their environment either within their own domain or um, in a colo. They also have the capability to pick anything within the Dell ISG catalog, any product, configure it to meet their environment, be able to work with a trusted partner like computer center. That it's a solution based on a partner relationship and delivers choice and flexibility on the catalog of anything Dell sells within your control of how you can configure it. So it gives this ability to say, instead of buying and instead of paying a predictable payment, a I E a financing I'm gonna pay for use. Yeah. If I turn on my light switch more or if it's during the summer in Texas where I am the ACS a lot higher. So your utilities go up and if you are a much lower because you're on vacation in Hawaii, maybe you've been in vacation in Hawaii for a month, you're gonna have a much lower and you're gonna hit your baseline. Right. So it gives flexibility choice and it gives the control back to the customer. >>Okay. So the whole ISD portfolio. So you're like the tip of the spear for future apex, right? >>We, we, we absolutely are the tip and that's why, you know, Steve referenced a couple years ago as we were still in our infancy, growing, listening to our customers, listening to our partners, we've evolved to become a more robust program, um, 35 countries today. So we can cover 35 countries over the globe, all ISG you products that are sold with a high level of flexibility and it, and it's Jud and feedback over time that we've continued to evolve this program. Mm-hmm >>So Jud you, if I understood correctly, the business impact to you was gonna better predict predictability. You didn't have to over buy or undery and take all that risk. Is that right? You maybe could quantify. Did you ever quantify that? What can you tell us about the, the business impact? Yeah, >>Sure. So, I mean, traditionally we will, uh, base our capacity demands on, uh, complex calculation that effectively just boils down to number of engineers, like head count, uh, and you know, kind of personas within that. And we figure out, okay, well how many compute do we need? And then we say, okay, well how many tape outs are we doing? And when are those tape outs gonna land? And try to figure out which months are gonna be the hot months and the design teams have to kind of vary their tape out schedules so that they don't pile up all into like July or something. And then there's not enough compute capacity. So with, with something like flex on and where I can turn additional capacity on in our HBC farm, it, you know, we just go in and make some changes to the LSF configuration and say, Hey, you know, now you've got these extra nodes available. >>We don't really have to worry about that as much. Uh, in fact, last year we, we ended up with one month where for us, it was unusual. We had five tape outs, uh, at all land within two weeks of one and a other. And they all finished, which in previous years before we had deployed that that would not have been the outcome things we would've had multiple, uh, tape outs delayed. And you know, that that's a seven figure impact for each one of those commits that we miss with the foundries. So it it's a big deal. >>Yeah. That's real dollars. And >>It is. And you know what else, this, as, as Joe's going through this, we all know their supply chain chain constraints, right? And this solves a lot of supply constraints because Joe, if you would be purchasing today, you'd be buying, you're looking at had, and you're actually having to purchase today where if you go into an apex flex on demand, you don't have that full commitment of having to purchase, but you can get ahead of the supply chain. So you can be looking six months in advance, you can be doing capacity planning and I'm Jed. I'm sure you're doing that leveraging. Like what's my future and not be worried about, I have this huge burden upfront. >>Yeah. And I mean, we have two levers right now. One is we have this extra capacity there. I can, you know, pick up the phone and, and call our Dell rep and say, Hey, I'm gonna modify my commit rate. And so now that's, you know, the new baseline I can use all day every day. Uh, and, and, you know, we still have some burstability and then separately, we can say, we want to expand the contract or, or, or, you know, basically acquire more hardware for additional burst or additional commit. Both of those things are, are options. We only had the, we had to go buy it and we need to know when we have to have it available. So you kind of back into this ordering schedule for, uh, you know, like a traditional CapEx purchase. >>So Steve, obviously Silicon labs is, is leaning again. Are you seeing any other patterns in your customer base, uh, where this is being applied? What can you share >>With us there? Yeah, it's it, I believe this is a fairly horizontal solution. Any customer can really utilize it. I mean, traditionally people would buy for two and three years worth of capacity and slowly consume it over time, but you paid up front. Right. That's how it, that's kind of how it worked. Cause I didn't want to go back to the well year after year after year. Right. So, um, you know, and I, and I think, I think if anything, the, the, the cloud, the hyperscalers has, uh, taught the world, some things taught the industry. Some things, you know, in a, in a perfect world customers like to consume and pay for what they use, you know, and in the increments that they use it as much as possible as closely aligned to that as they could get. And what I see, what I see in this, you know, cuz I, I kind of put solu in my role, I'm putting solutions and customers and bringing those together other right. And, and complimenting that with services of our own. Right. But, but what I see over time that, that almost all the manufacturers and Dells does a wonderful job, but almost all the manufacturers will be delivering technology on a subscription basis. So the more I learn, the more I know, the more I understand about how to deliver those and provide those to customers is better off we are >>Because it aligns with business value. And that's what you're seeing Jud correct. >>Steve made an interesting comment in there. Uh, you know, he was talking about the cloud and for us, there's always pressure to say, Hey, you know, can we burst in the cloud? And for Edda workloads, every time we look at this, it's a data problem. It, it, it's not a computing problem for us. EA workloads tend to generate a lot of data and you know, there's a, there are a lot of tools, uh, you know, there's just a bunch of stuff that you have to have available to run those jobs. And so you have to look at that very carefully. The company that I work for Silicon labs has been around for a long time and we have a lot of development effort. That's been put into automating and simplifying things for our design engineering and trying to, you know, manipulate that and make it to where we can burst just certain jobs out to the cloud efficiently and cost effectively. Hasn't really resonated for us. But the flex on demand thing gave a us the ability to kind of achieve some of that burst ability. I mean, not to the same level of scale of course, but you know, we, we can do that at, you know, our own speed in our own data centers with our own data. And we don't have to worry about trying to, you know, peel an onion and put something new together, make it cloud friendly. It's >>Substantially similar. We gotta go. But to Aaron bring us home. >>Yeah. Hey, I think when we think about Dell, it's about listening to our customers and our partners. Mm-hmm <affirmative>, which we continue to do. We continue to evolve our products and, and apex is around choice and flexibility in delivering to customers an option to pay for what they use. It's a great solution. Appreciate the time guys. >>Great conversation. Thanks so much for coming on the cube. All right. Thank you. Good luck. All right. And thank you for watching. This is Dave VoLTE for the cube. We've been back with more wall to wall coverage. John furry, you'll be back Lisa Martin and Dave Nicholson. You're watching the queue >>And.

(upbeat music) >> Every company needs great salespeople, it's one of the most lucrative professions out there. And there's plenty of wisdom and knowledge that's been gathered over the years about selling. We've heard it all, famous quotes from the greatest salespeople of our time, like Zig Ziglar and Jeffrey Gitomer, and Dale Carnegie and Jack Welch, and many others. Things like, "Each of us has only 24 hours in a day, "it's all about how we use our time." And, "You don't have to be great to start, "but you have to start to be great." And then I love this one, "People hate to be sold, but they love to buy." "There are no traffic jams on the extra mile, "make change before you have to." And the all time classic, "Put that coffee down. "Coffee is for closers." Thousands of pieces of sales advice are readily available in books, videos, on blogs and in podcasts, and many of these are free of charge. So why would entrepreneurs start a company to train salespeople? And how is it that sharp investors are pouring millions of dollars into this space? Hello everyone, and welcome to this Cube Video Exclusive, my name is Dave Vellante, and today we welcome Paul Fifield who's the co-founder and CEO of Sales Impact Academy who's going to answer these questions and share some exciting news on the startups. Paul, welcome to "The Cube" good to see you again. >> Yeah, good to see you again, Dave, great to be here. >> Hey, so before we get into the hard news, tell us a little bit about the Sales Impact Academy, why'd you start the company, maybe some of the fundamentals of this market, your total available market, who you're targeting, you know, what's the premise behind the company? >> Yeah sure. So I mean, I started the company, it was actually pretty organic in the way it began. I had a 10 year career as a CRO and it was, you know, had a couple of great hits with two companies, but it was a real struggle to basically, you know, operate as a CRO and learn your craft at the same time. And so when I left my last company, I kind of got out there, I wanted to kind of give back a little bit and I started doing some voluntary teaching in and around London, and I actually, one of the companies I started was in New York so I got schooled very much on a sort of US approach to how you build a modern you know, go to market and sales operation. Started going out there, doing some teaching, realized that so many people just didn't have a clue about how to build a scalable and predictable revenue function, and I kind of felt sorry for them. So I literally started doing some, you know, online classes myself, got my co-founder Alex to put curriculum together as well and we literally started just doing online classes, very live, very organic, just a Google Drive and some decks, and it really just blew up from there. >> That's amazing. I mean, so you've my, you know, tongue and cheek up front, but people might wonder, why do you need a platform 'cause there's so much free information out there? Is it to organize, is it a discipline thing? Explain that. >> Well, I think the way I sort of see this is that is that the lack of structured learning and education is actually one of the greatest educational travesties, I think, of the last 50 years, okay. Now sales and go to market is a huge global profession, right? Half the world's companies are B2B, so roughly that's a proxy for half the world's GDP, right? Which is $40 trillion of GDP. Now that 40 trillion rests on kind of the success of the growth and the sales functions of all those companies. Yet in its infinite wisdom, the global education system literally just ignored sales and go to market as a profession. Some universities are kind of catching up, but it's really too little too late. So what I sort of say to people, you imagine this Dave, right. You imagine if the way that law worked as a profession let's say, is that there's no law school, there's no law training, there's no even in work professional continuous professional development in law. The way that it works is you leave university, join a company, start practicing law and just use like YouTube just to maybe like, you know, where you're struggling, just use YouTube to like work out what's going on. The legal profession would be in absolute chaos. And that's what's happened in the sales and go to market profession, okay. What this profession desperately desperately needs is structured learning, good pedagogy, good well designed course and curriculum. And here's the other thing, right? Is the sort of paradox of infinite information is that just because all the information is out there, right, doesn't mean it's actually a good learning experience. Like, where do you find it? What's good? What's not good? And also the other thing I'd point out is that there is this kind of myth that all the information is out there on the internet. But actually what we do, and we'll come into it in a second is, the people teaching on our platform are the elite people from the industry. They haven't got time to do blog posts and just explain to people how they operate. They're going from company to company working at like, you know, working at these kind of elite companies. And they're the people that teach, and that information is not readily available and freely out there on the internet. >> Yeah, real opportunity, you made some great points there. I think business schools are finally starting to teach a little bit about public speaking and presenting, but nobody's teaching us how to sell. As Earl Nightingale says, "To some degree we're all salespeople, "selling our family on living the good life" or whatever. What movie we want to see tonight. But okay, let's get to the hard news. You got fresh funding of 22 million, tell us about that, congratulations. You know, the investors, what else can you share with us? >> Sure. Well, I mean, obviously, you know, immensely proud. We started from very sort of humble beginnings, as I said, we've now scaled very rapidly, we're a subscription business, we're a SaaS business. We'll come onto some of the growth metrics shortly, but just in a couple of years, you know, the last year which ended January, we grew 500% from year one, we're now well over 125 people, and I'm very, very, very honored, flattered, humbled that MIT, obviously one of those prestigious universities in the world, has taken a direct investment by their endowment fund, HubSpot Ventures. Another Boston great has also taken a direct investment as well. They actually began as a customer and loved what we were doing so much that they then decided to make an investment. Stage 2 Capital who invested in our seed round pretty much tripled down, played a huge role in helping us assemble MIT and HubSpot ventures as investors, and they continue to be an incredible VC giving us amazing, amazing support that their LP network of go to market leaders is second to none. And then Emerge Education, who is our pre-seed investor, they're actually based in London, also joined this round as well. >> Great, well actually, let's jump ahead. Let's talk about the metrics. I mean, if Stage Two is involved, they're hardcore. What can you share with us about, you know, everybody's chasing AR and NR and the like, what can you share with us? >> They are both pretty important. Well, I think from a headcount perspective, so as I mentioned our fiscal ends at the end of January, each year. We've gone from 25 to over 125 employees in that time. We've gone from 82 to 260 customers also in that time. And customers now include HubSpot, Gong, Klaviyo, GitHub, GT, Six Cents, so some really sort of major SaaS companies in the space. Our revenue's grown significantly with 5X. So 500% increase in revenue year over year, which is pretty fast, very proud of that. Our learning community has gone from over 3000 people to almost 15,000 professionals, and that makes us comfortably, the largest go to market learning community in the world. >> How did you decide when to scale? What were the sort of signals that said to you, "Okay, we're ready, "we have product market fit, "we can now scale the go to market." What were the signals there, Paul? >> Yeah. Well, I mean, I think for a very small team to achieve that level of growth in customers, to be kind of honest with you, like it's the pull that we're getting from the market. And I think the thing that has surprised me the most, perhaps in the last 12 months, is the pull we're getting from the enterprise. We're you know, I can't really announce, we've actually got a huge pilot with one of the largest companies actually in the world which is going fantastically well, our pipeline for enterprise customers is absolutely huge. But as you can imagine, if you've got distributed teams all over the world, we're living and working in this kind of hybrid world, how on earth do you kind of upscale all those people, right, that are, like I say, that are so distributed. It's impossible. Like in work, in the office delivery of training is pretty much dead, right? And so we sort of fill this really big pain, we solved this really, really big pain of how to effectively upskill people through this kind of live curriculum and this live teaching approach that we have. So I think for me, it's the pull that we're getting from the market really meant that you know, we have to double down. There is such a massive TAM, it is absolutely ridiculous. I mean, I think there are 20 million people just in sales and go to market in tech alone, right. And I mentioned to you earlier, half the world's companies effectively, you know, are B2B and therefore represent, you know, at its largest scope, our TAM. >> Excellent, thank you for that. Tell us more about the product and the platform. How's it work if I'm a customer, what type of investment do I have to make both financially? And what's my time commitment? How do you structure that? >> So the model is basically on a seat model. So roughly speaking, every seat's about a thousand dollars per year per rep. The lift is light. So we've got a very low onboarding, it's not a highly complex technical product, right? We've got a vast curriculum of learning that covers learning for, you know, SDRs, and the AEs, and CS reps, and leadership management training. We're developing curriculum for technical pre-sales, we're developing curriculum for revenue operations. And so it's very, very simple. We basically, it's a seat model, people literally just send us the seats and the details, we get people up and running in the platform, they start then enrolling and we have a customer success team that then plots out learning journeys and learning pathways for all of our customers. And actually what's starting to happen now, which is very, very exciting is that, you know, we're actually a key part of people's career development pathway. So to go from you know, SDR1 let's say to SDR2, you have to complete these three courses with Sales Impact Academy, and let's say, get 75% in your exam and it becomes a very powerful and simple way of developing career pathway. >> Yeah, so really detailed curriculum. So I was going to say, do I as a sales professional, do I pick and choose the things that are most relevant for me? Or are people actually going through a journey in career progression, or maybe both? >> Yeah, it's a mixture of both. We tend to see now, we're sort of starting to standardize, but really we're developing enough curriculum that over, let's say a 15 year period, you could start with us as an SDR and then end as a chief revenue officer, you know, running the entire function. This is the other thing about the crazy world of go to market. Very often, people are put into roles and it's sink or swim. There's no real learning that happens, there's no real development that happens before people take these big steps. And what this platform does so beautifully is is it equips people with the right skills and knowledge before they take that next step in their profession and in their career. And it just dramatically improves their chances of succeeding. >> Who are the trainers? Who's leading the classes, how do you find these guys, how do you structure? What are the content, you know, vectors, where's all that come from? >> Yeah. So the sort of secret source of what we do, beyond just the live instruction, beyond the significant amount of peer to peer learning that goes on, is that we go and source the absolute most elite people in go to market to teach, okay. Now I mentioned to you before, you've got these people that are going from like job to job at the very like the sort of peak of their careers, working for these incredible companies, it's that knowledge that we want to get access to, right. And so Stage 2 Capital is an incredible resource. The interesting thing about Stage 2 Capital as you know Dave, you know, run by Mark Roberge, who was on when we spoke last year and also Jay Po is all the LPs of Stage 2 Capital represent 3 to 400 of the most elite go to market professionals in the world. So, you know, about seven or eight of those are now on an advisory board. And so we have access to this incredible pool of talent. And so we know by consulting these amazing people who are the best people in certain aspects of go to market. We reach out to them and very often they're at a stage in their career where they're really kind of willing to give back, of course there are commercials around it as well, and there's lots of other benefits that we provide our teachers and our faculty, and what we call our coaches. But yeah, we source the very, very best people in the world to teach. >> Now, how does it work as a user of your service? Is it all on demand? Do you do live content or a combination? >> Yeah look, one of the big differentiators is this is a live delivery of learning, okay. Most learning online is typically done on demand, self-directed, and there's a ton of research. There's a great blog post on Andrew's recent site. A short time ago, which is talking about how the completion rates of on demand learning are somewhere between 3 and 6%. That is like, that's awful. >> Terrible. >> I was like why bother? However, we're seeing through that live instruction. So we teach two, one hour classes a week, that's it. We're upskilling very busy people, they're stressed, they've got targets. We have to be very, very cognizant of that. So we teach two, one hour classes a week. Typically, you know, Monday and a Wednesday, or a Tuesday and a Thursday. And that pace of learning is about right, it's kind of how humans learn as well. You know, short bursts of information, and then put that learning and those skills that you've acquired in class literally to work minutes after the class finishes. And so through that, and it sits in your calendar like a meeting, it doesn't feel overwhelming, you're learning together as a team as well. And all that combined, we see completion rates often in excess of 80% for our courses. >> Okay, so they block that time out- >> In the calendar, yeah. >> And they make an investment. Go ahead, please. >> Yeah yeah, exactly, sorry Dave. Yeah, yeah, exactly. So like, you know, we have course lengths. So one of our shorter courses are like four hours long over two weeks. And again, it's just literally in the calendar. We also teach what we call The Magic Learning Hour. And the magic learning hour is this one specific hour in the day that enables teams all over the western hemisphere to join the same class. And that magic learning hour is eight o'clock Pacific 11 o'clock Eastern, >> 4: 00 PM over in the UK, and 5:00 PM in the rest of Europe. And that one time in the day means that these enterprises have got teams all over the western hemisphere joining that class, learning together as a team, plus it's in the calendar and it's that approach is why we're seeing such high engagement and completion. >> That's very cool, the time zone thing. Now who's the target buyer? Are you selling only to sales teams? Can I as an individual purchase your service? >> Yeah, that's a good question. Currently it's a very much like a B2B motion. As I mentioned earlier on, we're getting an enormous pull from the enterprise, which is very exciting. You know, we have an enterprise segment, we have sort of more of a startup earlier stage segment, and then we have a mid-market segment that we call our sort of strategic, and that's typically and most of like venture backed, fast growth tech companies. So very much at the moment a B2B motion. We're launching our own technology platform in the early summer, and then later on this year we're going to be adding what's called PLG or a product led growth, so individuals can actually sign up to SIA. >> Yeah, I mean, I think you said $1,000 per year per rep, is that right? I mean, that's- >> Yeah. >> That's a small investment for an individual that wants to be part of, you know, this community and grow his or her career. So that's the growth plan? You go down market I would imagine, you talked about the western hemisphere, there's international opportunities maybe, local language. What's the growth plan? >> Yeah, I mean look, we've identified the magic learning hour for the middle east and APAC, which is eight o'clock in the morning in Istanbul, right. Is 5:00 PM in Auckland, it's quite fun trying to work out like what this optimum magic learning hour is. What's incredible is we teach in that time and that opens up the whole of the middle east and the whole of APAC, right, right down to Australia. And so once we're teaching the curriculum in those two slots, that means literally you can have teams in any country in the world, I think apart from Hawaii, you can actually access our live learning products in work time and that's incredibly powerful. So we have so many like axis of growth, we've got single users as I mentioned, but really Dave that's single users we'll be winning from the enterprise and that will represent pipeline that we could then potentially convert as well. And look, you make a very good point. You know, we've seen students are now leaving university with over $100,000 dollars in debt. We've got a massive, massive debt problem here in the US with student debt. You could absolutely sign up to our platform at let's say a hundred bucks a month, right. And probably within six months, gain enough knowledge and skill to walk into a $60,000 a year based salary job as an SDR, that's a huge entry level salary. And you could do that without even going to university. So there could be a time here where we become a really viable alternative to actually even going to university. >> I love it. The cost education going through the roof, it's out of reach for so many people. Paul, congratulations on the progress, the fresh funding. Great to have you back in "The Cube." We'd love to have you back and follow your ascendancy. I think great things ahead for you guys. >> Thank you very much, Dave. >> All right, and thank you for watching. This is Dave Vellante for "The Cube, we'll see you next time. (upbeat music)

(electronic music) >> Welcome to theCUBE. This is the AWS Executive Summit presented by Accenture and our coverage of this great event continues. Lisa Martin here, I've got two guests with me here to talk about Amazon Connect. Please welcome from Hawaiian Airlines, Will Van Devender, Senior Director of IT Engineering. Will, welcome to the program. >> Thanks for having me here. >> And from Accenture, Erich Chen is here as well, the Hawaii Regional Lead at Accenture. Erich, it's great to have you on the program. >> It's great to be here. >> I feel very overdressed. You can tell I'm on the mainland with my turtleneck and you guys are on Oahu, which is fantastic. And I'm excited that I have a seat on Hawaiian Airlines in just a few weeks. So you guys, let's talk about this technology solution that you put together. Will, I want to start with you. Talk to me about some of the challenges that Hawaiian Airlines was having prior to working with Accenture and Amazon. >> Well, nothing really unique to us. We had the challenges that everybody had with the pandemic and scaling out to work from home, as well as an old legacy stack that had been around for a long, long time. The specific ones that drove us to launch this particular project was we had been running into some talent acquisition issues. We're not of size where we have a huge telecom team that can specialize in IDRs and other things like that. So we need folks that can play a lot of different spaces. And in this particular case, we had a situation where we had really old technology and the people we were bringing in were a lot more savvy on Cloud and those kinds of things. And so AWS Connect was a way for us to take talent that traditionally wasn't inside the telephony space and use them and bring them to bear for that business need. So it kept us from having to scale up to do this. The other thing we had was a big issue with work from home that actually predated COVID. So we had been, we're in a hurricane zone, we had been doing hurricane preparedness exercises and we realized that we had a difficult time scaling our environment to large scale work from home. So even prior to COVID, we had been started looking at the technologies that we had, which ones worked well outside of an office for a distributed workforce. And we had been moving technology in that direction. And so telephony was one of the ones that we had to beef up. And so it was nice to have a good leg up on it when the pandemic hit us. >> Absolutely. I can't imagine how advantageous that was when it struck. And of course we all know how much the airlines were affected. Talk to me about an interesting catalyst for this solution in terms of challenge with talent acquisition and work from home. Interesting impetus for this solution. Talk to me about, are you long time partners, Hawaiian Airlines with Accenture? Talk to me about how you went about looking for the right solution with them as a partner. >> Ah, okay. So Hawaiian Airlines and Accenture had been partnering for many years, but in a much bigger way in 2019, when we solidified a new managed services deal. So Accenture came in to help us out with our day to day operations. And one of the big reasons for that was actually cloud adoption. So we needed a partner that was much more up to date technology wise. And as we started ramping up our engineering and architecture designs and releasing things on new stacks, we needed folks in the operation side that could keep up with that. And not only that, actually enable and push us in those directions. And so when we went out to RFP, Accenture kind of stood out in that area and that's been a good thing. We've had very little friction as we've been going out and acquiring new technology with being able to bring that out to our run and operation space. >> That's critical, especially given the tumultuous times in which we are still living. Erich, let's go ahead and bring you into the conversation. Now, talk to me about you guys at Accenture developed and deployed this solution quickly. We're talking an eight week timeframe. Talk to me about the solution that you architected, about that delivery, and what some of the challenges were along the way that you tackled and mitigated. >> Yeah. Thanks Lisa. I mean, it was, you know, eight weeks when you look back on it, it's hard to believe we did complete it in that timeframe, but, you know, we were able to do it with some strong experts from our side. Some of the challenges we ran into along the way were probably at the very beginning, just securing the right team for Hawaiian to deliver the kind of the proper designs and development upfront, and then helping to kind of manage through the delivery process itself. You know, they were great. They had some great people with some deep expertise, kind of from a business process side of things, kind of paired with our technical and then also industry knowledge of the airlines as well. It made for a really nice, you know, strong partnership where we could get it through in eight weeks. So it was pretty amazing. >> And then walk me through the actual, oh Will, sorry. Did you want to say something? >> Yeah, I was actually going to comment on that, that was exactly what we were looking for was that sort of wholesale partner. So when we went out to modernize our entire telephony stack, it wasn't just call centers. It was the conference rooms, it was the telephony, we went to new phone providers and circuit providers, we moved everyone off of Skype over on to Teams, all the desk phones. And so there was this scope of work that was simply larger than our team. And so what we were looking for from a partner was one, who's done this before, and then two, could you manage the whole piece of work? And so what was nice for Accenture, because they owned our existing operation space, they not only did the AWS Connect piece, they got on the old systems and they brought up all the specs of how the call queues worked, how the call flows worked, they found the old voice talent, they brought those, imported them without us having to do anything over onto the new stack, and then brought it over for testing. So it was just a very minimal lift from the Hawaiian Airlines side. And since they ran our operations, they then moved it over to the run space. And it was just very few man hours on the Hawaiian Airlines side expended for that outcome. >> Wow. It sounds fairly seamless. Erich, how did you guys accomplish that? >> I mean, that's a type of experience and partnership we like to have with our clients, more of an all-inclusive type service. But we're sometimes accused of not having the cheapest prices on the block, but you know, you do get a great, you know, a pretty holistic experience with us and we do try to make it as easy as possible for our clients and bring kind of the full breadth of Accenture to fill in a lot of gaps. >> Well, one of the things, Will, that you mentioned is we were looking for a partner that had done this before, where there's actual proof in the pudding, especially given the, like I mentioned before, the tumultuous market. Erich talk to me about, if we look at Hawaiian Airlines as an example, as a template here, how common or how often are you seeing these same challenges with respect to talent acquisition and work from home? Is that something that really skyrocketed in the last year and a half? >> Sure. I mean, it's maybe a blessing in the type of business that we're in, right. But whenever there are, you know, big, you know, kind of market issues and kind of pandemics as an example, right. Our clients do turn to us for, you know, support to help them through, you know, smaller times of need. And, you know, maybe very compressed issues. So we're very happy to, you know, reach into our larger organization to make sure that we can bring the best of Accenture to them and help them get through these tough times. >> Will, let's talk about how this solution is helping employees, agents get through these tough times. As we know, Hawaii had some really strict travel restrictions on COVID. And of course, one of the things that a lot of people lost during this time, was patience. Talk to me about how the workforce is improving, the employees, the agents, now that you have this solution implemented and a leg up probably on your competitors. >> Yeah, the whole pandemic hit us in a hard way. So we found ourselves, you know, all of a sudden one day waking up and finding that our customer facing support desks couldn't be staffed. People couldn't get into the office and actually get there. At the same time, as you and everyone else knows, flights were getting canceled and customers were calling at a level we'd never seen before trying to reschedule their flights or get credit back or get money back. And so AWS Connect was interesting in that it was one of the things we could ramp up new call centers very quickly. And so we knew we wanted something that was consumption-based because we didn't know how long it was going to last. And we wanted to be able to spin it up, get new agents going, respond to our customers, scale up to the volume, and then be able to decrease it out. So it was a good win there. What wasn't talked about much was the reliability aspect of it. Being on a really old system, our telephony was pretty stable, but our call center internal business facing ones were not. We had a series of outages out there and those outages directly impact our ability to get planes out in the air. There's the sort of customers calling about tickets and about help with flights, but there's also things like cruise, trying to get cruise scheduling done, trying to get staffing to a plane, trying to get things moved around in an airport. And there's a lot of internal desks that deal with those kinds of things. And having that on an incredibly stable technology and stack is key for us. And so we were able to get Connect deployed, and we were also able to front that with a number of other technologies that allowed us to have DR plans. So even if we lost that desk, how can we quickly move that over to manual calls and desk phones and those kinds of things. And so that's been, that part has been very well received. That has helped us out a lot. Our confidence, knowing that if anything should happen, our ability to recover and get back into full operations now is just night and day from where it was 12 months ago. And so thank you all very much for your assistance in getting us to this point. >> Getting that stability and that reliability during a time of chaos that's, and also in a time that can really affect brand reputation, it sounds to me like IT is really helping drive the business forward. This is something that you did in partnership with the business side, because of course during the last year and a half, so many brands have had challenges with reputation and the ability to not do things. Talk to me about that business IT relationship. And was this a facilitator of making that even better? >> Well, it's certainly better. Yeah, we have far better conversations internally than I can ever remember in my time here in Hawaiian Airlines. But you know, when these kinds of emergencies hit, I don't think about it as IT or business. I mean, there's a problem and you got to go fix it. And so we're all in there and IT is one piece of that. How do we get a solution stood up almost overnight in this, you know, very, very difficult pandemic business time? But you know, the business is trying to get talent together and trying to get agents trained and being able to do things like handle these customer calls is very, very skill intensive. So there's a lot of partnership coming in and getting solutions, demoing with the business, dialing them in back and forth, and a lot of collaboration there. And so that builds stronger teams. And that's one of the outcomes I like more than anything else, is we're working together and dialing in the IT and the business needs very much in unison. >> That's probably one of the best outcomes you can hope for. Erich, talk to me about, are you seeing similar things with customers in other industries? Are you seeing that business IT coming together, especially during these challenging times we've been living through? >> Yeah, to varying degrees, you know, that's always the crux of, you know, a successful IT department, right. You know, you're there to serve and support the business side of things, right. We don't do technology for technology sake. But yeah, I think the better ones are getting better, better at, you know, being more fully integrated and it's not a business or IT decision, right, it's a collective kind of team decision. And I think as long as you have people who respect and understand the other side of the coin sometimes, easier the conversation will go. And I think that's what our team was able to do is express, you know, very clearly and concisely kind of what the decisions they had to make were and they could make a decision a little bit easier that way. >> And talk to me, Erich, about the solution, what impressed you? What are you most excited about in terms of what Accenture has helped to accomplish for Hawaiian Airlines? >> Yeah, I was really happy that even, you know, within a short eight week period itself, you know, things always come up as you go throughout a project. And I think the business team was getting excited about the possibilities once they saw kind of the potential of the platform. And so some, you know, requests came up in the middle of the way, you know, in flight. And, you know, our team was able to accommodate a number of the kind of minor enhancements or tweaks to the system to make it even better and serve the business in a better fashion there. >> Gotcha. Will, what is next for Hawaiian Airlines, besides my flight on it in a few weeks? Talk to me about where you guys are going from an IT perspective. >> Well we've rolled out a solution quickly 'cause we needed to, but there's a lot still to be done to dial it in for the business. Where reliability and speed were key, we got those done, but there was some aspects of the old system that were still a little easier. For those call centers where people needed to dial in, get ahold of an agent, and then pass it onto an internal employee, there's still a disconnect between our call center technology, AWS Connect, and the internal collaboration, Microsoft Teams. And that's because Teams really wasn't up to all of the call center technology needs at the time we started this. Things like call recording and things like that just weren't there at the time. So we've got some of our internal desks that still need to be tweaked and integrated more seamlessly between the two platforms or maybe as Teams gets ready, moved back over onto that. So that's, again, the part of it, being able to have this deep conversation with the business, understand their needs, having a partner where you can quickly go respond and go dial it in. And so we don't look at it as our telephony migration is complete. We look at it as we got our first big hurdle done, moving off decades old tech onto our modern stack. And now we're looking at refining it with our partners over the future. >> Right. Phase one, it's always that journey that we talk about. Erich, last question for you. What are some of the things that are coming up next as you help Hawaiian Airlines to continue on this modernization journey? >> Yeah, so more broadly we're really excited because this effort was one of the first or probably more platform centric system integration type projects we've done for Hawaiian. We've been on the operation side, we've done some business consulting worked with them for various business functions already, but this was really more on the application modernization side of things. And, you know, we see that Hawaiian has a number of areas that they're looking to kind of modernize and improve along the way. And we're very excited about, you know, being a strong partner for them in that journey coming up. >> Awesome guys, great work. Congratulations on a huge transformation accomplished during a very chaotic world time period and done so quickly. We appreciate your comments, your feedback, and look forward to seeing what you dial in next. Thanks for joining me today. >> Thank you. >> Thanks very much. >> For Will Van Devender and Erich Chen, I'm Lisa Martin. You're watching theCUBE's coverage of the AWS Executive Summit presented by Accenture. (soft music)

>>I'm really glad to have you with us today, john, I know you stepped out of vacation so thanks very much for joining us. >>No, it's great to be joining you from Hawaii and I love the partnership with H. P. E. And the way you're reinventing an industry, >>well, you've always excelled john at catching market transitions and there are so many transitions and paradigm shifts happening in the market and text specifically right now as you see, companies rush to accelerate their transformation. What do you see as the keys to success? >>Well, I, I think you're seeing actually an acceleration following the covid challenges that always faced and I wasn't sure that would happen. It's, it's probably at three times the paces before. There was a discussion point about how quickly the companies need to go digital. Uh, that's no longer discussion point. Almost all companies are moving with tremendous speed on digital and its ability as the cloud moves to the edge with compute and security uh, at the edge and how you deliver these services to where the majority of applications uh reside are going to determine. I think the future of the next generation company leadership and it's the area that Neil we're working together on in many, many ways. So I think it's about innovation. It's about the cloud moving to the edge and an architectural play with silicon to speed up that innovation. >>Yes, we certainly see the our customers of all sizes trying to accelerate what's next and get that digital transformation moving even faster as a result of the environment the world living in. And we're finding that workload focus is really key customers and all kinds of different scales are having to adapt and support the remote workforces with beady eye. And as you say, john they're having to deal with the deployment of workloads at the edge, with so much data getting generated at the edge and being acted upon on the edge. The analytics and the infrastructure to manage that as these processes get digitized and automated is so important for so many workflows. We really believe that the choice of infrastructure partner that underpins those transformations really matters. A partner that can help create the financial capacity that can help optimize your environments and enable our customers to focus on supporting their business are all super key to success. And you mentioned that in the last year there's been a lot of rapid course correction for all of us, a demand for velocity and the ability to deployed resources. That scale is more and more needed, maybe more than ever. What are you hearing customers looking for as they are rolling out their digital transformation efforts? >>Well, I think they're being realistic that they're going to have to move a lot faster than before and they're also realistic on core versus context. Their their their core capability is not the technology themselves, it's how to deploy it and there were looking for partners that can help bring them there together, but there can also innovate. And very often the leaders who might have been a leader in a prior generation may not be on this next move. Hence the opportunity for HP and startups like Monsanto to work together as the cloud moves to the edge and perhaps really balanced or even challenge some of the big, big incumbents in this category as well as partners uniquely with our joint customers on how do we achieve their business goals? Tell me a little bit more about how you move from this being a technology position in for a J e to literally helping your customers achieve their outcomes they want and and how are you changing hb in that way? >>Well, I think when you consider these transformations the infrastructure that you choose to underpin, it is incredibly critical. Our customers need a software defined management plane that enables them to automate so much of their infrastructure. They need to be able to take faster action where the data is and to do all of this in a cloud like experience where they can deliver their infrastructure as code anywhere from exa scale through the enterprise data center to the edge. And really critically, they have to be able to do this securely, which becomes an ever increasing challenge and doing it at the right economics relative to the alternatives. And part of the right economics, of course includes adopting the best practices from web scale architectures and bringing them to the heart of the enterprise. And in our partnership with Pensando, we're working to enable these new ideas of Web scale architecture and fleet management for the enterprise at scale. >>You know, what is fun is HP has an unusual talent from the very beginning Silicon Valley of working together with others and creating a win win innovation approach. If you watch what your team has been able to do. And I want to say this for everybody listening, you work with startups better than any other company I've seen in terms of how you do win win together and pennsylvania is just the example of that. Uh this startup, which by the way, is the ninth time I have done with this team, a new generation of products and we're designing that together with H. P. E. In terms of as the cloud moves to the edge, how do we get the leverage out of that and produce results for your customers on this? Uh, to give the audience appeal for it. You're talking with Manzano alone in terms of the efficiency versus an amazon amazon web services of an order of magnitude. I'm not talking 100% grader, I'm talking 10 X grader and things went through, Put number of connections, you do the jitter capability, etcetera. And it talks how to companies uniquely who believe in innovation and trust with each other and have very similar cultures can work uniquely together on it. How do you bring that to life with an H. B? How do you get your company to really say that's harvest the advantages of your ecosystem in your advantages of startups? >>Well, you say more and more companies are faced with these challenges of hitting the right economics for the infrastructure. And we see many enterprises of various sizes trying to come to terms with infrastructures that look a lot more like a service provider that require that software defined management plane and the automation to deploy at scale. And with the world we're doing with Pensando, the benefits that we bring in terms of the observe ability and the telemetry and the encryption and the distributed network functions. But also a security architecture that enables that efficiency on the individual nodes is just so key to building a competitive architecture moving forwards for an on prem private cloud or internal service provider operation. And we're really excited about the work we've done to bring that technology across our portfolio and bring that to our customers so that they can achieve those kind of economics and capabilities and go focus on their own transformations rather than building and running the infrastructure themselves. Artisanal e and having to deal with integrating all of that great technology themselves >>makes tremendous sense. You know, Neil you and I work on a board together etcetera. I've watched your summarization skills and I always like to ask a question after you do a quick summary like this, what are the three or four takeaways we would like for the audience to get out of our conversation? >>Well, that's a great question. Thanks john we believe that customers need a trusted partner to work through these digital transformations that are facing them and confront the challenge of the time that the covid crisis has taken away. As you set out front, every organizations having to transform and transform more quickly and more digitally. I'm working with a trusted partner with the expertise that only comes from decades of experience is a key enabler for that, a partner with the ability to create the financial capacity to transform the workload expertise to get more from the infrastructure and optimize the environment so that you can focus on your own business, a partner that can deliver the systems and the security and the automation that makes it easily deployable and manageable anywhere you need them at any scale, whether the edge, the enterprise data center or all the way up to exa scale in high performance computing and can do that all as a service as we can at H P E through H PE Green Lake enabling our customers most critical workloads. It's critical that all of that is underpinned by an A I powered, digitally enabled service experience so that our customers can get on with their transformation and running their business instead of dealing with their infrastructure. And really only H PE can provide this combination of capabilities and we're excited and committed to helping our customers accelerate what's next for their businesses >>Neil. It's fun. I love being your partner and your wingman or values and cultures are so similar. Thanks for letting me be a part of this discussion today. >>Thanks for being with us, john, it was great avenue here. >>Oh, his friends were like.

momentum is gathering [Music] business is evolving more and more quickly moving through one transformation to the next because change never stops it only accelerates this is a world that demands a new kind of compute deployed from edge to core to cloud compute that can outpace the rapidly changing needs of businesses large and small unlocking new insights turning data into outcomes empowering new experiences compute that can scale up or scale down with minimum investment and effort guided by years of expertise protected by 360-degree security served up as a service to let it control own and manage massive workloads that weren't there yesterday and might not be there tomorrow this is the compute power that will drive progress giving your business what you need to be ready for what's next this is the compute power of hpe delivering your foundation for digital transformation welcome to accelerating next thank you so much for joining us today we have a great program we're going to talk tech with experts we'll be diving into the changing economics of our industry and how to think about the next phase of your digital transformation now very importantly we're also going to talk about how to optimize workloads from edge to exascale with full security and automation all coming to you as a service and with me to kick things off is neil mcdonald who's the gm of compute at hpe neil always a pleasure great to have you on it's great to see you dave now of course when we spoke a year ago you know we had hoped by this time we'd be face to face but you know here we are again you know this pandemic it's obviously affected businesses and people in in so many ways that we could never have imagined but in the reality is in reality tech companies have literally saved the day let's start off how is hpe contributing to helping your customers navigate through things that are so rapidly shifting in the marketplace well dave it's nice to be speaking to you again and i look forward to being able to do this in person some point the pandemic has really accelerated the need for transformation in businesses of all sizes more than three-quarters of cios report that the crisis has forced them to accelerate their strategic agendas organizations that were already transforming or having to transform faster and organizations that weren't on that journey yet are having to rapidly develop and execute a plan to adapt to this new reality our customers are on this journey and they need a partner for not just the compute technology but also the expertise and economics that they need for that digital transformation and for us this is all about unmatched optimization for workloads from the edge to the enterprise to exascale with 360 degree security and the intelligent automation all available in that as a service experience well you know as you well know it's a challenge to manage through any transformation let alone having to set up remote workers overnight securing them resetting budget priorities what are some of the barriers that you see customers are working hard to overcome simply per the organizations that we talk with are challenged in three areas they need the financial capacity to actually execute a transformation they need the access to the resource and the expertise needed to successfully deliver on a transformation and they have to find the way to match their investments with the revenues for the new services that they're putting in place to service their customers in this environment you know we have a data partner called etr enterprise technology research and the spending data that we see from them is it's quite dramatic i mean last year we saw a contraction of roughly five percent of in terms of i.t spending budgets etc and this year we're seeing a pretty significant rebound maybe a six to seven percent growth range is the prediction the challenge we see is organizations have to they've got to iterate on that i call it the forced march to digital transformation and yet they also have to balance their investments for example at the corporate headquarters which have kind of been neglected is there any help in sight for the customers that are trying to reduce their spend and also take advantage of their investment capacity i think you're right many businesses are understandably reluctant to loosen the purse strings right now given all of the uncertainty and often a digital transformation is viewed as a massive upfront investment that will pay off in the long term and that can be a real challenge in an environment like this but it doesn't need to be we work through hpe financial services to help our customers create the investment capacity to accelerate the transformation often by leveraging assets they already have and helping them monetize them in order to free up the capacity to accelerate what's next for their infrastructure and for their business so can we drill into that i wonder if we could add some specifics i mean how do you ensure a successful outcome what are you really paying attention to as those sort of markers for success well when you think about the journey that an organization is going through it's tough to be able to run the business and transform at the same time and one of the constraints is having the people with enough bandwidth and enough expertise to be able to do both so we're addressing that in two ways for our customers one is by helping them confidently deploy new solutions which we have engineered leveraging decades of expertise and experience in engineering to deliver those workload optimized portfolios that take the risk and the complexity out of assembling some of these solutions and give them a pre-packaged validated supported solution intact that simplifies that work for them but in other cases we can enhance our customers bandwidth by bringing them hpe point next experts with all of the capabilities we have to help them plan deliver and support these i.t projects and transformations organizations can get on a faster track of modernization getting greater insight and control as they do it we're a trusted partner to get the most for a business that's on this journey in making these critical compute investments to underpin the transformations and whether that's planning to optimizing to safe retirement at the end of life we can bring that expertise to bayer to help amplify what our customers already have in-house and help them accelerate and succeed in executing these transformations thank you for that neil so let's talk about some of the other changes that customers are seeing and the cloud has obviously forced customers and their suppliers to really rethink how technology is packaged how it's consumed how it's priced i mean there's no doubt in that to take green lake it's obviously a leading example of a pay as pay-as-you-scale infrastructure model and it could be applied on-prem or hybrid can you maybe give us a sense as to where you are today with green lake well it's really exciting you know from our first pay-as-you-go offering back in 2006 15 years ago to the introduction of green lake hpe has really been paving the way on consumption-based services through innovation and partnership to help meet the exact needs of our customers hpe green lake provides an experience that's the best of both worlds a simple pay-per-use technology model with the risk management of data that's under our customers direct control and it lets customers shift to everything as a service in order to free up capital and avoid that upfront expense that we talked about they can do this anywhere at any scale or any size and really hpe green lake is the cloud that comes to you like that so we've touched a little bit on how customers can maybe overcome some of the barriers to transformation what about the nature of transformations themselves i mean historically there was a lot of lip service paid to digital and and there's a lot of complacency frankly but you know that covered wrecking ball meme that so well describes that if you're not a digital business essentially you're going to be out of business so neil as things have evolved how is hpe addressed the new requirements well the new requirements are really about what customers are trying to achieve and four very common themes that we see are enabling the productivity of a remote workforce that was never really part of the plan for many organizations being able to develop and deliver new apps and services in order to service customers in a different way or drive new revenue streams being able to get insights from data so that in these tough times they can optimize their business more thoroughly and then finally think about the efficiency of an agile hybrid private cloud infrastructure especially one that now has to integrate the edge and we're really thrilled to be helping our customers accelerate all of these and more with hpe compute i want to double click on that remote workforce productivity i mean again the surveys that we see 46 percent of the cios say that productivity improved with the whole work from home remote work trend and on average those improvements were in the four percent range which is absolutely enormous i mean when you think about that how does hpe specifically you know help here what do you guys do well every organization in the world has had to adapt to a different style of working and with more remote workers than they had before and for many organizations that's going to become the new normal even post pandemic many it shops are not well equipped for the infrastructure to provide that experience because if all your workers are remote the resiliency of that infrastructure the latencies of that infrastructure the reliability of are all incredibly important so we provide comprehensive solutions expertise and as a service options that support that remote work through virtual desktop infrastructure or vdi so that our customers can support that new normal of virtual engagements online everything across industries wherever they are and that's just one example of many of the workload optimized solutions that we're providing for our customers is about taking out the guesswork and the uncertainty in delivering on these changes that they have to deploy as part of their transformation and we can deliver that range of workload optimized solutions across all of these different use cases because of our broad range of innovation in compute platforms that span from the ruggedized edge to the data center all the way up to exascale and hpc i mean that's key if you're trying to affect the digital transformation and you don't have to fine-tune you know be basically build your own optimized solutions if i can buy that rather than having to build it and rely on your r d you know that's key what else is hpe doing you know to deliver things new apps new services you know your microservices containers the whole developer trend what's going on there well that's really key because organizations are all seeking to evolve their mix of business and bring new services and new capabilities new ways to reach their customers new way to reach their employees new ways to interact in their ecosystem all digitally and that means app development and many organizations of course are embracing container technology to do that today so with the hpe container platform our customers can realize that agility and efficiency that comes with containerization and use it to provide insights to their data more and more that data of course is being machine generated or generated at the edge or the near edge and it can be a real challenge to manage that data holistically and not have silos and islands an hpe esmerald data fabric speeds the agility and access to data with a unified platform that can span across the data centers multiple clouds and even the edge and that enables data analytics that can create insights powering a data-driven production-oriented cloud-enabled analytics and ai available anytime anywhere in any scale and it's really exciting to see the kind of impact that that can have in helping businesses optimize their operations in these challenging times you got to go where the data is and the data is distributed it's decentralized so i i i like the esmerel of vision and execution there so that all sounds good but with digital transformation you get you're going to see more compute in in hybrid's deployments you mentioned edge so the surface area it's like the universe it's it's ever-expanding you mentioned you know remote work and work from home before so i'm curious where are you investing your resources from a cyber security perspective what can we count on from hpe there well you can count on continued leadership from hpe as the world's most secure industry standard server portfolio we provide an enhanced and holistic 360 degree view to security that begins in the manufacturing supply chain and concludes with a safeguarded end-of-life decommissioning and of course we've long set the bar for security with our work on silicon root of trust and we're extending that to the application tier but in addition to the security customers that are building this modern hybrid are private cloud including the integration of the edge need other elements too they need an intelligent software-defined control plane so that they can automate their compute fleets from all the way at the edge to the core and while scale and automation enable efficiency all private cloud infrastructures are competing with web scale economics and that's why we're democratizing web scale technologies like pinsando to bring web scale economics and web scale architecture to the private cloud our partners are so important in helping us serve our customers needs yeah i mean hp has really upped its ecosystem game since the the middle of last decade when when you guys reorganized it you became like even more partner friendly so maybe give us a preview of what's coming next in that regard from today's event well dave we're really excited to have hp's ceo antonio neri speaking with pat gelsinger from intel and later lisa sue from amd and later i'll have the chance to catch up with john chambers the founder and ceo of jc2 ventures to discuss the state of the market today yeah i'm jealous you guys had some good interviews coming up neil thanks so much for joining us today on the virtual cube you've really shared a lot of great insight how hpe is partnering with customers it's it's always great to catch up with you hopefully we can do so face to face you know sooner rather than later well i look forward to that and uh you know no doubt our world has changed and we're here to help our customers and partners with the technology the expertise and the economics they need for these digital transformations and we're going to bring them unmatched workload optimization from the edge to exascale with that 360 degree security with the intelligent automation and we're going to deliver it all as an as a service experience we're really excited to be helping our customers accelerate what's next for their businesses and it's been really great talking with you today about that dave thanks for having me you're very welcome it's been super neal and i actually you know i had the opportunity to speak with some of your customers about their digital transformation and the role of that hpe plays there so let's dive right in we're here on the cube covering hpe accelerating next and with me is rule siestermans who is the head of it at the netherlands cancer institute also known as nki welcome rule thank you very much great to be here hey what can you tell us about the netherlands cancer institute maybe you could talk about your core principles and and also if you could weave in your specific areas of expertise yeah maybe first introduction to the netherlands institute um we are one of the top 10 comprehensive cancers in the world and what we do is we combine a hospital for treating patients with cancer and a recent institute under one roof so discoveries we do we find within the research we can easily bring them back to the clinic and vis-a-versa so we have about 750 researchers and about 3 000 other employees doctors nurses and and my role is to uh to facilitate them at their best with it got it so i mean everybody talks about digital digital transformation to us it all comes down to data so i'm curious how you collect and take advantage of medical data specifically to support nki's goals maybe some of the challenges that your organization faces with the amount of data the speed of data coming in just you know the the complexities of data how do you handle that yeah it's uh it's it's it's challenge and uh yeah what we we have we have a really a large amount of data so we produce uh terabytes a day and we we have stored now more than one petabyte on data at this moment and yeah it's uh the challenge is to to reuse the data optimal for research and to share it with other institutions so that needs to have a flexible infrastructure for that so a fast really fast network uh big data storage environment but the real challenge is not not so much the i.t bus is more the quality of the data so we have a lot of medical systems all producing those data and how do we combine them and and yeah get the data fair so findable accessible interoperable and reusable uh for research uh purposes so i think that's the main challenge the quality of the data yeah very common themes that we hear from from other customers i wonder if you could paint a picture of your environment and maybe you can share where hpe solutions fit in what what value they bring to your organization's mission yeah i think it brings a lot of flexibility so what we did with hpe is that we we developed a software-defined data center and then a virtual workplace for our researchers and doctors and that's based on the hpe infrastructure and what we wanted to build is something that expect the needs of doctors and nurses but also the researchers and the two kind of different blood groups blood groups and with different needs so uh but we wanted to create one infrastructure because we wanted to make the connection between the hospital and the research that's that's more important so um hpe helped helped us not only with the the infrastructure itself but also designing the whole architecture of it and for example what we did is we we bought a lot of hardware and and and the hardware is really uh doing his his job between nine till five uh dennis everything is working within everyone is working within the institution but all the other time in evening and and nights hours and also the redundant environment we have for the for our healthcare uh that doesn't do nothing of much more or less uh in in those uh dark hours so what we created together with nvidia and hpe and vmware is that we we call it video by day compute by night so we reuse those those servers and those gpu capacity for computational research jobs within the research that's you mentioned flexibility for this genius and and so we're talking you said you know a lot of hard ways they're probably proliant i think synergy aruba networking is in there how are you using this environment actually the question really is when you think about nki's digital transformation i mean is this sort of the fundamental platform that you're using is it a maybe you could describe that yeah it's it's the fundamental platform to to to work on and and and what we see is that we have we have now everything in place for it but the real challenge is is the next steps we are in so we have a a software defined data center we are cloud ready so the next steps is to to make the connection to the cloud to to give more automation to our researchers so they don't have to wait a couple of weeks for it to do it but they can do it themselves with a couple of clicks so i think the basic is we are really flexible and we have a lot of opportunities for automation for example but the next step is uh to create that business value uh really for for our uh employees that's a great story and a very important mission really fascinating stuff thanks for sharing this with our audience today really appreciate your time thank you very much okay this is dave vellante with thecube stay right there for more great content you're watching accelerating next from hpe i'm really glad to have you with us today john i know you stepped out of vacation so thanks very much for joining us neil it's great to be joining you from hawaii and i love the partnership with hpe and the way you're reinventing an industry well you've always excelled john at catching market transitions and there are so many transitions and paradigm shifts happening in the market and tech specifically right now as you see companies rush to accelerate their transformation what do you see as the keys to success well i i think you're seeing actually an acceleration following the covet challenges that all of us faced and i wasn't sure that would happen it's probably at three times the paces before there was a discussion point about how quickly the companies need to go digital uh that's no longer a discussion point almost all companies are moving with tremendous feed on digital and it's the ability as the cloud moves to the edge with compute and security uh at the edge and how you deliver these services to where the majority of applications uh reside are going to determine i think the future of the next generation company leadership and it's the area that neil we're working together on in many many ways so i think it's about innovation it's about the cloud moving to the edge and an architectural play with silicon to speed up that innovation yes we certainly see our customers of all sizes trying to accelerate what's next and get that digital transformation moving even faster as a result of the environment that we're all living in and we're finding that workload focus is really key uh customers in all kinds of different scales are having to adapt and support the remote workforces with vdi and as you say john they're having to deal with the deployment of workloads at the edge with so much data getting generated at the edge and being acted upon at the edge the analytics and the infrastructure to manage that as these processes get digitized and automated is is so important for so many workflows we really believe that the choice of infrastructure partner that underpins those transformations really matters a partner that can help create the financial capacity that can help optimize your environments and enable our customers to focus on supporting their business are all super key to success and you mentioned that in the last year there's been a lot of rapid course correction for all of us a demand for velocity and the ability to deploy resources at scale is more and more needed maybe more than ever what are you hearing customers looking for as they're rolling out their digital transformation efforts well i think they're being realistic that they're going to have to move a lot faster than before and they're also realistic on core versus context they're they're their core capability is not the technology of themselves it's how to deploy it and they're we're looking for partners that can help bring them there together but that can also innovate and very often the leaders who might have been a leader in a prior generation may not be on this next move hence the opportunity for hpe and startups like vinsano to work together as the cloud moves the edge and perhaps really balance or even challenge some of the big big incumbents in this category as well as partners uniquely with our joint customers on how do we achieve their business goals tell me a little bit more about how you move from this being a technology positioning for hpe to literally helping your customers achieve their outcomes they want and and how are you changing hpe in that way well i think when you consider these transformations the infrastructure that you choose to underpin it is incredibly critical our customers need a software-defined management plan that enables them to automate so much of their infrastructure they need to be able to take faster action where the data is and to do all of this in a cloud-like experience where they can deliver their infrastructure as code anywhere from exascale through the enterprise data center to the edge and really critically they have to be able to do this securely which becomes an ever increasing challenge and doing it at the right economics relative to their alternatives and part of the right economics of course includes adopting the best practices from web scale architectures and bringing them to the heart of the enterprise and in our partnership with pensando we're working to enable these new ideas of web scale architecture and fleet management for the enterprise at scale you know what is fun is hpe has an unusual talent from the very beginning in silicon valley of working together with others and creating a win-win innovation approach if you watch what your team has been able to do and i want to say this for everybody listening you work with startups better than any other company i've seen in terms of how you do win win together and pinsando is just the example of that uh this startup which by the way is the ninth time i have done with this team a new generation of products and we're designing that together with hpe in terms of as the cloud moves to the edge how do we get the leverage out of that and produce the results for your customers on this to give the audience appeal for it you're talking with pensano alone in terms of the efficiency versus an amazon amazon web services of an order of magnitude i'm not talking 100 greater i'm talking 10x greater and things from throughput number of connections you do the jitter capability etc and it talks how two companies uniquely who believe in innovation and trust each other and have very similar cultures can work uniquely together on it how do you bring that to life with an hpe how do you get your company to really say let's harvest the advantages of your ecosystem in your advantages of startups well as you say more and more companies are faced with these challenges of hitting the right economics for the infrastructure and we see many enterprises of various sizes trying to come to terms with infrastructures that look a lot more like a service provider that require that software-defined management plane and the automation to deploy at scale and with the work we're doing with pinsando the benefits that we bring in terms of the observability and the telemetry and the encryption and the distributed network functions but also a security architecture that enables that efficiency on the individual nodes is just so key to building a competitive architecture moving forwards for an on-prem private cloud or internal service provider operation and we're really excited about the work we've done to bring that technology across our portfolio and bring that to our customers so that they can achieve those kind of economics and capabilities and go focus on their own transformations rather than building and running the infrastructure themselves artisanally and having to deal with integrating all of that great technology themselves makes tremendous sense you know neil you and i work on a board together et cetera i've watched your summarization skills and i always like to ask the question after you do a quick summary like this what are the three or four takeaways we would like for the audience to get out of our conversation well that's a great question thanks john we believe that customers need a trusted partner to work through these digital transformations that are facing them and confront the challenge of the time that the covet crisis has taken away as you said up front every organization is having to transform and transform more quickly and more digitally and working with a trusted partner with the expertise that only comes from decades of experience is a key enabler for that a partner with the ability to create the financial capacity to transform the workload expertise to get more from the infrastructure and optimize the environment so that you can focus on your own business a partner that can deliver the systems and the security and the automation that makes it easily deployable and manageable anywhere you need them at any scale whether the edge the enterprise data center or all the way up to exascale in high performance computing and can do that all as a service as we can at hpe through hpe green lake enabling our customers most critical workloads it's critical that all of that is underpinned by an ai powered digitally enabled service experience so that our customers can get on with their transformation and running their business instead of dealing with their infrastructure and really only hpe can provide this combination of capabilities and we're excited and committed to helping our customers accelerate what's next for their businesses neil it's fun i i love being your partner and your wingman our values and cultures are so similar thanks for letting me be a part of this discussion today thanks for being with us john it was great having you here oh it's friends for life okay now we're going to dig into the world of video which accounts for most of the data that we store and requires a lot of intense processing capabilities to stream here with me is jim brickmeyer who's the chief marketing and product officer at vlasics jim good to see you good to see you as well so tell us a little bit more about velocity what's your role in this tv streaming world and maybe maybe talk about your ideal customer sure sure so um we're leading provider of carrier great video solutions video streaming solutions and advertising uh technology to service providers around the globe so we primarily sell software-based solutions to uh cable telco wireless providers and broadcasters that are interested in launching their own um video streaming services to consumers yeah so this is this big time you know we're not talking about mom and pop you know a little video outfit but but maybe you can help us understand that and just the sheer scale of of the tv streaming that you're doing maybe relate it to you know the overall internet usage how much traffic are we talking about here yeah sure so uh yeah so our our customers tend to be some of the largest um network service providers around the globe uh and if you look at the uh the video traffic um with respect to the total amount of traffic that that goes through the internet video traffic accounts for about 90 of the total amount of data that uh that traverses the internet so video is uh is a pretty big component of um of how people when they look at internet technologies they look at video streaming technologies uh you know this is where we we focus our energy is in carrying that traffic as efficiently as possible and trying to make sure that from a consumer standpoint we're all consumers of video and uh make sure that the consumer experience is a high quality experience that you don't experience any glitches and that that ultimately if people are paying for that content that they're getting the value that they pay for their for their money uh in their entertainment experience i think people sometimes take it for granted it's like it's like we we all forget about dial up right those days are long gone but the early days of video was so jittery and restarting and and the thing too is that you know when you think about the pandemic and the boom in streaming that that hit you know we all sort of experienced that but the service levels were pretty good i mean how much how much did the pandemic affect traffic what kind of increases did you see and how did that that impact your business yeah sure so uh you know obviously while it was uh tragic to have a pandemic and have people locked down what we found was that when people returned to their homes what they did was they turned on their their television they watched on on their mobile devices and we saw a substantial increase in the amount of video streaming traffic um over service provider networks so what we saw was on the order of 30 to 50 percent increase in the amount of data that was traversing those networks so from a uh you know from an operator's standpoint a lot more traffic a lot more challenging to to go ahead and carry that traffic a lot of work also on our behalf and trying to help operators prepare because we could actually see geographically as the lockdowns happened [Music] certain areas locked down first and we saw that increase so we were able to help operators as as all the lockdowns happened around the world we could help them prepare for that increase in traffic i mean i was joking about dial-up performance again in the early days of the internet if your website got fifty percent more traffic you know suddenly you were you your site was coming down so so that says to me jim that architecturally you guys were prepared for that type of scale so maybe you could paint a picture tell us a little bit about the solutions you're using and how you differentiate yourself in your market to handle that type of scale sure yeah so we so we uh we really are focused on what we call carrier grade solutions which are designed for that massive amount of scale um so we really look at it you know at a very granular level when you look um at the software and and performance capabilities of the software what we're trying to do is get as many streams as possible out of each individual piece of hardware infrastructure so that we can um we can optimize first of all maximize the uh the efficiency of that device make sure that the costs are very low but one of the other challenges is as you get to millions and millions of streams and that's what we're delivering on a daily basis is millions and millions of video streams that you have to be able to scale those platforms out um in an effective in a cost effective way and to make sure that it's highly resilient as well so we don't we don't ever want a consumer to have a circumstance where a network glitch or a server issue or something along those lines causes some sort of uh glitch in their video and so there's a lot of work that we do in the software to make sure that it's a very very seamless uh stream and that we're always delivering at the very highest uh possible bit rate for consumers so that if you've got that giant 4k tv that we're able to present a very high resolution picture uh to those devices and what's the infrastructure look like underneath you you're using hpe solutions where do they fit in yeah that's right yeah so we uh we've had a long-standing partnership with hpe um and we work very closely with them to try to identify the specific types of hardware that are ideal for the the type of applications that we run so we run video streaming applications and video advertising applications targeted kinds of video advertising technologies and when you look at some of these applications they have different types of requirements in some cases it's uh throughput where we're taking a lot of data in and streaming a lot of data out in other cases it's storage where we have to have very high density high performance storage systems in other cases it's i gotta have really high capacity storage but the performance does not need to be quite as uh as high from an io perspective and so we work very closely with hpe on trying to find exactly the right box for the right application and then beyond that also talking with our customers to understand there are different maintenance considerations associated with different types of hardware so we tend to focus on as much as possible if we're going to place servers deep at the edge of the network we will make everything um maintenance free or as maintenance free as we can make it by putting very high performance solid state storage into those servers so that uh we we don't have to physically send people to those sites to uh to do any kind of maintenance so it's a it's a very cooperative relationship that we have with hpe to try to define those boxes great thank you for that so last question um maybe what the future looks like i love watching on my mobile device headphones in no distractions i'm getting better recommendations how do you see the future of tv streaming yeah so i i think the future of tv streaming is going to be a lot more personal right so uh this is what you're starting to see through all of the services that are out there is that most of the video service providers whether they're online providers or they're your traditional kinds of paid tv operators is that they're really focused on the consumer and trying to figure out what is of value to you personally in the past it used to be that services were one size fits all and um and so everybody watched the same program right at the same time and now that's uh that's we have this technology that allows us to deliver different types of content to people on different screens at different times and to advertise to those individuals and to cater to their individual preferences and so using that information that we have about how people watch and and what people's interests are we can create a much more engaging and compelling uh entertainment experience on all of those screens and um and ultimately provide more value to consumers awesome story jim thanks so much for keeping us helping us just keep entertained during the pandemic i really appreciate your time sure thanks all right keep it right there everybody you're watching hpes accelerating next first of all pat congratulations on your new role as intel ceo how are you approaching your new role and what are your top priorities over your first few months thanks antonio for having me it's great to be here with you all today to celebrate the launch of your gen 10 plus portfolio and the long history that our two companies share in deep collaboration to deliver amazing technology to our customers together you know what an exciting time it is to be in this industry technology has never been more important for humanity than it is today everything is becoming digital and driven by what i call the four key superpowers the cloud connectivity artificial intelligence and the intelligent edge they are super powers because each expands the impact of the others and together they are reshaping every aspect of our lives and work in this landscape of rapid digital disruption intel's technology and leadership products are more critical than ever and we are laser focused on bringing to bear the depth and breadth of software silicon and platforms packaging and process with at scale manufacturing to help you and our customers capitalize on these opportunities and fuel their next generation innovations i am incredibly excited about continuing the next chapter of a long partnership between our two companies the acceleration of the edge has been significant over the past year with this next wave of digital transformation we expect growth in the distributed edge and age build out what are you seeing on this front like you said antonio the growth of edge computing and build out is the next key transition in the market telecommunications service providers want to harness the potential of 5g to deliver new services across multiple locations in real time as we start building solutions that will be prevalent in a 5g digital environment we will need a scalable flexible and programmable network some use cases are the massive scale iot solutions more robust consumer devices and solutions ar vr remote health care autonomous robotics and manufacturing environments and ubiquitous smart city solutions intel and hp are partnering to meet this new wave head on for 5g build out and the rise of the distributed enterprise this build out will enable even more growth as businesses can explore how to deliver new experiences and unlock new insights from the new data creation beyond the four walls of traditional data centers and public cloud providers network operators need to significantly increase capacity and throughput without dramatically growing their capital footprint their ability to achieve this is built upon a virtualization foundation an area of intel expertise for example we've collaborated with verizon for many years and they are leading the industry and virtualizing their entire network from the core the edge a massive redesign effort this requires advancements in silicon and power management they expect intel to deliver the new capabilities in our roadmap so ecosystem partners can continue to provide innovative and efficient products with this optimization for hybrid we can jointly provide a strong foundation to take on the growth of data-centric workloads for data analytics and ai to build and deploy models faster to accelerate insights that will deliver additional transformation for organizations of all types the network transformation journey isn't easy we are continuing to unleash the capabilities of 5g and the power of the intelligent edge yeah the combination of the 5g built out and the massive new growth of data at the edge are the key drivers for the age of insight these new market drivers offer incredible new opportunities for our customers i am excited about recent launch of our new gen 10 plus portfolio with intel together we are laser focused on delivering joint innovation for customers that stretches from the edge to x scale how do you see new solutions that this helping our customers solve the toughest challenges today i talked earlier about the superpowers that are driving the rapid acceleration of digital transformation first the proliferation of the hybrid cloud is delivering new levels of efficiency and scale and the growth of the cloud is democratizing high-performance computing opening new frontiers of knowledge and discovery next we see ai and machine learning increasingly infused into every application from the edge to the network to the cloud to create dramatically better insights and the rapid adoption of 5g as i talked about already is fueling new use cases that demand lower latencies and higher bandwidth this in turn is pushing computing to the edge closer to where the data is created and consumed the confluence of these trends is leading to the biggest and fastest build out of computing in human history to keep pace with this rapid digital transformation we recognize that infrastructure has to be built with the flexibility to support a broad set of workloads and that's why over the last several years intel has built an unmatched portfolio to deliver every component of intelligent silicon our customers need to move store and process data from the cpus to fpgas from memory to ssds from ethernet to switch silicon to silicon photonics and software our 3rd gen intel xeon scalable processors and our data centric portfolio deliver new core performance and higher bandwidth providing our customers the capabilities they need to power these critical workloads and we love seeing all the unique ways customers like hpe leverage our technology and solution offerings to create opportunities and solve their most pressing challenges from cloud gaming to blood flow to brain scans to financial market security the opportunities are endless with flexible performance i am proud of the amazing innovation we are bringing to support our customers especially as they respond to new data-centric workloads like ai and analytics that are critical to digital transformation these new requirements create a need for compute that's warlord optimized for performance security ease of use and the economics of business now more than ever compute matters it is the foundation for this next wave of digital transformation by pairing our compute with our software and capabilities from hp green lake we can support our customers as they modernize their apps and data quickly they seamlessly and securely scale them anywhere at any size from edge to x scale but thank you for joining us for accelerating next today i know our audience appreciated hearing your perspective on the market and how we're partnering together to support their digital transformation journey i am incredibly excited about what lies ahead for hp and intel thank you thank you antonio great to be with you today we just compressed about a decade of online commerce progress into about 13 or 14 months so now we're going to look at how one retailer navigated through the pandemic and what the future of their business looks like and with me is alan jensen who's the chief information officer and senior vice president of the sawing group hello alan how are you fine thank you good to see you hey look you know when i look at the 100 year history plus of your company i mean it's marked by transformations and some of them are quite dramatic so you're denmark's largest retailer i wonder if you could share a little bit more about the company its history and and how it continues to improve the customer experience well at the same time keeping costs under control so vital in your business yeah yeah the company founded uh approximately 100 years ago with a department store in in oahu's in in denmark and i think in the 60s we founded the first supermarket in in denmark with the self-service and combined textile and food in in the same store and in beginning 70s we founded the first hyper market in in denmark and then the this calendar came from germany early in in 1980 and we started a discount chain and so we are actually building department store in hyber market info in in supermarket and in in the discount sector and today we are more than 1 500 stores in in three different countries in in denmark poland and germany and especially for the danish market we have a approximately 38 markets here and and is the the leader we have over the last 10 years developed further into online first in non-food and now uh in in food with home delivery with click and collect and we have done some magnetism acquisition in in the convenience with mailbox solutions to our customers and we have today also some restaurant burger chain and and we are running the starbuck in denmark so i can you can see a full plate of different opportunities for our customer in especially denmark it's an awesome story and of course the founder's name is still on the masthead what a great legacy now of course the pandemic is is it's forced many changes quite dramatic including the the behaviors of retail customers maybe you could talk a little bit about how your digital transformation at the sawing group prepared you for this shift in in consumption patterns and any other challenges that that you faced yeah i think uh luckily as for some of the you can say the core it solution in in 19 we just roll out using our computers via direct access so you can work from anywhere whether you are traveling from home and so on we introduced a new agile scrum delivery model and and we just finalized the rolling out teams in in in january february 20 and that was some very strong thing for suddenly moving all our employees from from office to to home and and more or less overnight we succeed uh continuing our work and and for it we have not missed any deadline or task for the business in in 2020 so i think that was pretty awesome to to see and for the business of course the pandemic changed a lot as the change in customer behavior more or less overnight with plus 50 80 on the online solution forced us to do some different priorities so we were looking at the food home delivery uh and and originally expected to start rolling out in in 2022 uh but took a fast decision in april last year to to launch immediately and and we have been developing that uh over the last eight months and has been live for the last three months now in the market so so you can say the pandemic really front loaded some of our strategic actions for for two to three years uh yeah that was very exciting what's that uh saying luck is the byproduct of great planning and preparation so let's talk about when you're in a company with some strong financial situation that you can move immediately with investment when you take such decision then then it's really thrilling yeah right awesome um two-part question talk about how you leverage data to support the solid groups mission and you know drive value for customers and maybe you could talk about some of the challenges you face with just the amount of data the speed of data et cetera yeah i said data is everything when you are in retail as a retailer's detail as you need to monitor your operation down to each store eats department and and if you can say we have challenge that that is that data is just growing rapidly as a year by year it's growing more and more because you are able to be more detailed you're able to capture more data and for a company like ours we need to be updated every morning as a our fully updated sales for all unit department single sku selling in in the stores is updated 3 o'clock in the night and send out to all top management and and our managers all over the company it's actually 8 000 reports going out before six o'clock every day in the morning we have introduced a loyalty program and and you are capturing a lot of data on on customer behavior what is their preferred offers what is their preferred time in the week for buying different things and all these data is now used to to personalize our offers to our cost of value customers so we can be exactly hitting the best time and and convert it to sales data is also now used for what we call intelligent price reductions as a so instead of just reducing prices with 50 if it's uh close to running out of date now the system automatically calculate whether a store has just enough to to finish with full price before end of day or actually have much too much and and need to maybe reduce by 80 before as being able to sell so so these automated [Music] solutions built on data is bringing efficiency into our operation wow you make it sound easy these are non-trivial items so congratulations on that i wonder if we could close hpe was kind enough to introduce us tell us a little bit about the infrastructure the solutions you're using how they differentiate you in the market and i'm interested in you know why hpe what distinguishes them why the choice there yeah as a when when you look out a lot is looking at moving data to the cloud but we we still believe that uh due to performance due to the availability uh more or less on demand we we still don't see the cloud uh strong enough for for for selling group uh capturing all our data we have been quite successfully having one data truth across the whole con company and and having one just one single bi solution and having that huge amount of data i think we have uh one of the 10 largest sub business warehouses in global and but on the other hand we also want to be agile and want to to scale when needed so getting close to a cloud solution we saw it be a green lake as a solution getting close to the cloud but still being on-prem and could deliver uh what we need to to have a fast performance on on data but still in a high quality and and still very secure for us to run great thank you for that and thank alan thanks so much for your for your time really appreciate your your insights and your congratulations on the progress and best of luck in the future thank you all right keep it right there we have tons more content coming you're watching accelerating next from hpe [Music] welcome lisa and thank you for being here with us today antonio it's wonderful to be here with you as always and congratulations on your launch very very exciting for you well thank you lisa and we love this partnership and especially our friendship which has been very special for me for the many many years that we have worked together but i wanted to have a conversation with you today and obviously digital transformation is a key topic so we know the next wave of digital transformation is here being driven by massive amounts of data an increasingly distributed world and a new set of data intensive workloads so how do you see world optimization playing a role in addressing these new requirements yeah no absolutely antonio and i think you know if you look at the depth of our partnership over the last you know four or five years it's really about bringing the best to our customers and you know the truth is we're in this compute mega cycle right now so it's amazing you know when i know when you talk to customers when we talk to customers they all need to do more and and frankly compute is becoming quite specialized so whether you're talking about large enterprises or you're talking about research institutions trying to get to the next phase of uh compute so that workload optimization that we're able to do with our processors your system design and then you know working closely with our software partners is really the next wave of this this compute cycle so thanks lisa you talk about mega cycle so i want to make sure we take a moment to celebrate the launch of our new generation 10 plus compute products with the latest announcement hp now has the broadest amd server portfolio in the industry spanning from the edge to exascale how important is this partnership and the portfolio for our customers well um antonio i'm so excited first of all congratulations on your 19 world records uh with uh milan and gen 10 plus it really is building on you know sort of our you know this is our third generation of partnership with epic and you know you are with me right at the very beginning actually uh if you recall you joined us in austin for our first launch of epic you know four years ago and i think what we've created now is just an incredible portfolio that really does go across um you know all of the uh you know the verticals that are required we've always talked about how do we customize and make things easier for our customers to use together and so i'm very excited about your portfolio very excited about our partnership and more importantly what we can do for our joint customers it's amazing to see 19 world records i think i'm really proud of the work our joint team do every generation raising the bar and that's where you know we we think we have a shared goal of ensuring that customers get the solution the services they need any way they want it and one way we are addressing that need is by offering what we call as a service delivered to hp green lake so let me ask a question what feedback are you hearing from your customers with respect to choice meaning consuming as a service these new solutions yeah now great point i think first of all you know hpe green lake is very very impressive so you know congratulations um to uh to really having that solution and i think we're hearing the same thing from customers and you know the truth is the compute infrastructure is getting more complex and everyone wants to be able to deploy sort of the right compute at the right price point um you know in in terms of also accelerating time to deployment with the right security with the right quality and i think these as a service offerings are going to become more and more important um as we go forward in the compute uh you know capabilities and you know green lake is a leadership product offering and we're very very you know pleased and and honored to be part of it yeah we feel uh lisa we are ahead of the competition and um you know you think about some of our competitors now coming with their own offerings but i think the ability to drive joint innovation is what really differentiate us and that's why we we value the partnership and what we have been doing together on giving the customers choice finally you know i know you and i are both incredibly excited about the joint work we're doing with the us department of energy the oak ridge national laboratory we think about large data sets and you know and the complexity of the analytics we're running but we both are going to deliver the world's first exascale system which is remarkable to me so what this milestone means to you and what type of impact do you think it will make yes antonio i think our work with oak ridge national labs and hpe is just really pushing the envelope on what can be done with computing and if you think about the science that we're going to be able to enable with the first exascale machine i would say there's a tremendous amount of innovation that has already gone in to the machine and we're so excited about delivering it together with hpe and you know we also think uh that the super computing technology that we're developing you know at this broad scale will end up being very very important for um you know enterprise compute as well and so it's really an opportunity to kind of take that bleeding edge and really deploy it over the next few years so super excited about it i think you know you and i have a lot to do over the uh the next few months here but it's an example of the great partnership and and how much we're able to do when we put our teams together um to really create that innovation i couldn't agree more i mean this is uh an incredible milestone for for us for our industry and honestly for the country in many ways and we have many many people working 24x7 to deliver against this mission and it's going to change the future of compute no question about it and then honestly put it to work where we need it the most to advance life science to find cures to improve the way people live and work but lisa thank you again for joining us today and thank you more most importantly for the incredible partnership and and the friendship i really enjoy working with you and your team and together i think we can change this industry once again so thanks for your time today thank you so much antonio and congratulations again to you and the entire hpe team for just a fantastic portfolio launch thank you okay well some pretty big hitters in those keynotes right actually i have to say those are some of my favorite cube alums and i'll add these are some of the execs that are stepping up to change not only our industry but also society and that's pretty cool and of course it's always good to hear from the practitioners the customer discussions have been great so far today now the accelerating next event continues as we move to a round table discussion with krista satrathwaite who's the vice president and gm of hpe core compute and krista is going to share more details on how hpe plans to help customers move ahead with adopting modern workloads as part of their digital transformations krista will be joined by hpe subject matter experts chris idler who's the vp and gm of the element and mark nickerson director of solutions product management as they share customer stories and advice on how to turn strategy into action and realize results within your business thank you for joining us for accelerate next event i hope you're enjoying it so far i know you've heard about the industry challenges the i.t trends hpe strategy from leaders in the industry and so today what we want to do is focus on going deep on workload solutions so in the most important workload solutions the ones we always get asked about and so today we want to share with you some best practices some examples of how we've helped other customers and how we can help you all right with that i'd like to start our panel now and introduce chris idler who's the vice president and general manager of the element chris has extensive uh solution expertise he's led hpe solution engineering programs in the past welcome chris and mark nickerson who is the director of product management and his team is responsible for solution offerings making sure we have the right solutions for our customers welcome guys thanks for joining me thanks for having us krista yeah so i'd like to start off with one of the big ones the ones that we get asked about all the time what we've been all been experienced in the last year remote work remote education and all the challenges that go along with that so let's talk a little bit about the challenges that customers have had in transitioning to this remote work and remote education environment uh so i i really think that there's a couple of things that have stood out for me when we're talking with customers about vdi first obviously there was a an unexpected and unprecedented level of interest in that area about a year ago and we all know the reasons why but what it really uncovered was how little planning had gone into this space around a couple of key dynamics one is scale it's one thing to say i'm going to enable vdi for a part of my workforce in a pre-pandemic environment where the office was still the the central hub of activity for work uh it's a completely different scale when you think about okay i'm going to have 50 60 80 maybe 100 of my workforce now distributed around the globe um whether that's in an educational environment where now you're trying to accommodate staff and students in virtual learning uh whether that's uh in the area of things like uh formula one racing where we had uh the desire to still have events going on but the need for a lot more social distancing not as many people able to be trackside but still needing to have that real-time experience this really manifested in a lot of ways and scale was something that i think a lot of customers hadn't put as much thought into initially the other area is around planning for experience a lot of times the vdi experience was planned out with very specific workloads or very specific applications in mind and when you take it to a more broad-based environment if we're going to support multiple functions multiple lines of business there hasn't been as much planning or investigation that's gone into the application side and so thinking about how graphically intense some applications are one customer that comes to mind would be tyler isd who did a fairly large roll out pre-pandemic and as part of their big modernization effort what they uncovered was even just changes in standard windows applications had become so much more graphically intense with windows 10 with the latest updates with programs like adobe that they were really needing to have an accelerated experience for a much larger percentage of their install base than than they had counted on so in addition to planning for scale you also need to have that visibility into what are the actual applications that are going to be used by these remote users how graphically intense those might be what's the login experience going to be as well as the operating experience and so really planning through that experience side as well as the scale and the number of users uh is is kind of really two of the biggest most important things that i've seen yeah mark i'll i'll just jump in real quick i think you you covered that pretty comprehensively there and and it was well done the couple of observations i've made one is just that um vdi suddenly become like mission critical for sales it's the front line you know for schools it's the classroom you know that this isn't a cost cutting measure or a optimization nit measure anymore this is about running the business in a way it's a digital transformation one aspect of about a thousand aspects of what does it mean to completely change how your business does and i think what that translates to is that there's no margin for error right you really need to deploy this in a way that that performs that understands what you're trying to use it for that gives that end user the experience that they expect on their screen or on their handheld device or wherever they might be whether it's a racetrack classroom or on the other end of a conference call or a boardroom right so what we do in in the engineering side of things when it comes to vdi or really understand what's a tech worker what's a knowledge worker what's a power worker what's a gp really going to look like what's time of day look like you know who's using it in the morning who's using it in the evening when do you power up when do you power down does the system behave does it just have the it works function and what our clients can can get from hpe is um you know a worldwide set of experiences that we can apply to making sure that the solution delivers on its promises so we're seeing the same thing you are krista you know we see it all the time on vdi and on the way businesses are changing the way they do business yeah and it's funny because when i talk to customers you know one of the things i heard that was a good tip is to roll it out to small groups first so you could really get a good sense of what the experience is before you roll it out to a lot of other people and then the expertise it's not like every other workload that people have done before so if you're new at it make sure you're getting the right advice expertise so that you're doing it the right way okay one of the other things we've been talking a lot about today is digital transformation and moving to the edge so now i'd like to shift gears and talk a little bit about how we've helped customers make that shift and this time i'll start with chris all right hey thanks okay so you know it's funny when it comes to edge because um the edge is different for for every customer in every client and every single client that i've ever spoken to of hp's has an edge somewhere you know whether just like we were talking about the classroom might be the edge but but i think the industry when we're talking about edge is talking about you know the internet of things if you remember that term from not to not too long ago you know and and the fact that everything's getting connected and how do we turn that into um into telemetry and and i think mark's going to be able to talk through a couple of examples of clients that we have in things like racing and automotive but what we're learning about edge is it's not just how do you make the edge work it's how do you integrate the edge into what you're already doing and nobody's just the edge right and and so if it's if it's um ai mldl there's that's one way you want to use the edge if it's a customer experience point of service it's another you know there's yet another way to use the edge so it turns out that having a broad set of expertise like hpe does to be able to understand the different workloads that you're trying to tie together including the ones that are running at the at the edge often it involves really making sure you understand the data pipeline you know what information is at the edge how does it flow to the data center how does it flow and then which data center uh which private cloud which public cloud are you using i think those are the areas where where we really sort of shine is that we we understand the interconnectedness of these things and so for example red bull and i know you're going to talk about that in a minute mark um uh the racing company you know for them the the edge is the racetrack and and you know milliseconds or partial seconds winning and losing races but then there's also an edge of um workers that are doing the design for for the cars and how do they get quick access so um we have a broad variety of infrastructure form factors and compute form factors to help with the edge and this is another real advantage we have is that we we know how to put the right piece of equipment with the right software we also have great containerized software with our esmeral container platform so we're really becoming um a perfect platform for hosting edge-centric workloads and applications and data processing yeah it's uh all the way down to things like our superdome flex in the background if you have some really really really big data that needs to be processed and of course our workhorse proliance that can be configured to support almost every um combination of workload you have so i know you started with edge krista but but and we're and we nail the edge with those different form factors but let's make sure you know if you're listening to this this show right now um make sure you you don't isolate the edge and make sure they integrate it with um with the rest of your operation mark you know what did i miss yeah to that point chris i mean and this kind of actually ties the two things together that we've been talking about here but the edge uh has become more critical as we have seen more work moving to the edge as where we do work changes and evolves and the edge has also become that much more closer because it has to be that much more connected um to your point uh talking about where that edge exists that edge can be a lot of different places but the one commonality really is that the edge is is an area where work still needs to get accomplished it can't just be a collection point and then everything gets shipped back to a data center or back to some some other area for the work it's where the work actually needs to get done whether that's edge work in a use case like vdi or whether that's edge work in the case of doing real-time analytics you mentioned red bull racing i'll i'll bring that up i mean you talk about uh an area where time is of the essence everything about that sport comes down to time you're talking about wins and losses that are measured as you said in milliseconds and that applies not just to how performance is happening on the track but how you're able to adapt and modify the needs of the car uh adapt to the evolving conditions on the track itself and so when you talk about putting together a solution for an edge like that you're right it can't just be here's a product that's going to allow us to collect data ship it back someplace else and and wait for it to be processed in a couple of days you have to have the ability to analyze that in real time when we pull together a solution involving our compute products our storage products our networking products when we're able to deliver that full package solution at the edge what you see are results like a 50 decrease in processing time to make real-time analytic decisions about configurations for the car and adapting to to real-time uh test and track conditions yeah really great point there um and i really love the example of edge and racing because i mean that is where it all every millisecond counts um and so important to process that at the edge now switching gears just a little bit let's talk a little bit about some examples of how we've helped customers when it comes to business agility and optimizing their workload for maximum outcome for business agility let's talk about some things that we've done to help customers with that mark yeah give it a shot so when we when we think about business agility what you're really talking about is the ability to to implement on the fly to be able to scale up to scale down the ability to adapt to real time changing situations and i think the last year has been has been an excellent example of exactly how so many businesses have been forced to do that i think one of the areas that that i think we've probably seen the most ability to help with customers in that agility area is around the space of private and hybrid clouds if you take a look at the need that customers have to to be able to migrate workloads and migrate data between public cloud environments app development environments that may be hosted on-site or maybe in the cloud the ability to move out of development and into production and having the agility to then scale those application rollouts up having the ability to have some of that some of that private cloud flexibility in addition to a public cloud environment is something that is becoming increasingly crucial for a lot of our customers all right well i we could keep going on and on but i'll stop it there uh thank you so much uh chris and mark this has been a great discussion thanks for sharing how we helped other customers and some tips and advice for approaching these workloads i thank you all for joining us and remind you to look at the on-demand sessions if you want to double click a little bit more into what we've been covering all day today you can learn a lot more in those sessions and i thank you for your time thanks for tuning in today many thanks to krista chris and mark we really appreciate you joining today to share how hpe is partnering to facilitate new workload adoption of course with your customers on their path to digital transformation now to round out our accelerating next event today we have a series of on-demand sessions available so you can explore more details around every step of that digital transformation from building a solid infrastructure strategy identifying the right compute and software to rounding out your solutions with management and financial support so please navigate to the agenda at the top of the page to take a look at what's available i just want to close by saying that despite the rush to digital during the pandemic most businesses they haven't completed their digital transformations far from it 2020 was more like a forced march than a planful strategy but now you have some time you've adjusted to this new abnormal and we hope the resources that you find at accelerating next will help you on your journey best of luck to you and be well [Music] [Applause] [Music] 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>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Welcome back to the cubes coverage of AWS reinvent 2020 live I'm Lisa Martin. Really exciting topic coming up for you next, please. Welcome Blake shoulda, founder and CEO of boom supersonic Blake. It's great to have you on the program. Thank you for having me, Lisa, and your background gives me all the way with what we're going to talk about in the next few minutes or so, but supersonic flight has existed for quite a long time, like 50 or so years. I think those of us in certain generations remember the Concorde for example, but the technology to make it efficient and mainstream is only recently been approved by or accepted by regulators. Tell us a little bit about boom, your mission to make the world more accessible with supersonic commercial flight. Well, a supersonic flight has >> actually been around since 1949 when Chuck Yeager broke the speed barrier or sorry, the sound barrier. >>And as, as many of you know, he actually passed yesterday, uh, 97. So very, very sad to see one of the supersonic pioneers behind us. Uh, but, uh, but as I say goodbye to Jaeger, a new era of supersonic flight is here. And if you look at the history of progress and transportation, since the Dawn of the industrial revolution, uh, we used to make regular progress and speed. As we went from, uh, the horse to the iron horse, to the, the boats, to the, the early propeller airplanes that have the jet age. And what happened was every time we made transportation faster, instead of spending less time traveling, we actually spent more time traveling because there were more places to go, more people to meet. Uh, we haven't had a world war since the Dawn of the jet age. Uh, places like Hawaii have become, uh, a major tourist destination. >>Uh, but today, uh, today it's been 60 years since we've had a mainstream re uh, step forward and speed. So what we're doing here at boom is picking up where Concord left off building an aircraft that flies faster by factor to the, anything you can get a ticket on today. And yet is 75% more affordable than Concorde was. So we want to make Australia as accessible as a why yesterday. We want to enable you to cross the Atlantic, do business, be home in time, detect your kids into bed, or take a three-day business trip to Asia and let you do it in just 24 >> hours. I like the sound of all of that. Even getting on a plane right now in general. I think we all do so, so interesting that you, you want to make this more accessible. And I did see the news about Chuck Yeager last night. >>Um, designing though the first supersonic airliner overture, it's called in decades, as you said, this dates back 60 years, rolling it out goal is to roll it out in 2025 and flying more than 500 trans oceanic routes. Talk to me about how you're leveraging technology and AWS to help facilitate that. Right. Well, so one of the really fascinating things is the new generation of airplanes, uh, are getting born in the cloud and then they're going to go fly through actual clouds. And so there are, there are a bunch of revolutions in technology that have happened since Concord's time that are enabling what we're doing now, their breakthroughs and materials. We've gone from aluminum to carbon fiber they're breakthroughs and engines. We've gone from after burning turbo jets that are loud and inefficient to quiet, clean, efficient turbo fans. But one of the most interesting breakthroughs has been in a available to do design digitally and iteration digitally versus, uh, versus physically. >>So when conquer was designed as an example, they were only able to do about a dozen wind tunnel tests because they were so expensive. And so time consuming and on, uh, on our XP one aircraft, which is our prototype that rolled out in October. Um, uh, we did hundreds of iterations of the design in virtual wind tunnels, where we could spin up a, uh, a simulation and HPC cluster in AWS, often more than 500 cores. And then we'd have our airplanes flying through virtual wind tunnels, thousands of flights scenarios you can figure out which were the losers, which were the winners keep iterating on the winners. And you arrive at an aerodynamic design that is more efficient at high speed. We're going very safely, very quickly in a straight line, but also a very smooth controllable for safe takeoff and landing. And the part of the artist supersonic airplane design is to accomplish both of those things. One, one airplane, and, uh, being able to design in the cloud, the cloud allows us to start up to do what previously only governments and militaries could do. I mentioned we rolled out our XP one prototype in October. That's the first time anyone has rolled out a supersonic civil aircraft since the Soviet union did it in 1968. And we're able to do as a startup because of computing. >>That's incredible born in the cloud to fly in the cloud. So talk to me about a lot of, of opportunity that technology has really accelerated. And we've seen a lot of acceleration this year in particular digital transformation businesses that if they haven't pivoted are probably in some challenging waters. So talk to us about how you're going all in with AWS to facilitate all these things that you just mentioned, which has dramatic change over 12, uh, when tone test for the Concord and how many times did it, >>Uh, I mean for 27 years, but not that many flights, never, it never changed the way mainstream, uh, never, never district some of you and I fly. Right. Um, so, so how, how are we going all in? So we've, you know, we've been using AWS for, uh, you know, basically since the founding of the company. Uh, but what we, what we're doing now is taking things that we were doing outside of the cloud and cloud. Uh, as an example, uh, we have 525 terabytes of XP one design and test data that what used to be backed up offsite. Um, and, and what we're doing is migrating into the cloud. And then your data is next. Your compute, you can start to do these really interesting things as an example, uh, you can run machine learning models to calibrate your simulations to your wind tunnel results, which accelerates convergence allows you to run more iterations even faster, and ultimately come up with a more efficient airplane, which means it's going to be more affordable for all of us to go to go break the sound barrier. >>And that sounds like kind of one of the biggest differences that you just said is that it wasn't built for mainstream before. Now, it's going to be accessibility affordability as well. So how are you going to be leveraging the cloud, you know, design manufacturing, but also other areas like the beyond onboard experience, which I'm already really excited to be participating in in the next few years. >>Yeah. So there's so many, so many examples. We've talked about design a little bit already. Uh, it's going to manifest in the manufacturing process, uh, where the, the, the, the, the supply chain, uh, will be totally digital. The factory operations will be run out of the cloud. You know, so what that means concretely is, uh, you know, literally there'll be like a million parts of this airplane. And for any given unit goes through their production line, you'll instantly know where they all are. Um, you'll know which serial numbers went on, which airplanes, uh, you'll understand, uh, if there was a problem with one of it, how you fixed it. And as you continue to iterate and refine the airplane, this, this is one of things that's actually a big deal, uh, with, with digital in the cloud is, you know, exactly what design iteration went into, exactly which airplane and, uh, and that allows you to actually iterate faster and any given airline with any given airplane will actually know exactly what, what airplane they have, but the next one that rolls off the line might be even a little bit better. >>And so it allows you to keep track of all of that. It allows you to iterate faster, uh, it allows you to spot bottlenecks in your supply chain before they impact production. Um, and then it allows you to, uh, to do preventive maintenance later. So there's to be digital interpretation all over the airplane, it's going to update the cloud on, you know, uh, are the engines running expected temperature. So I'm gonna run a little bit hot, is something vibrating more than it should vibrate. And so you catch these things way before there's any kind of real maintenance issue. You flag it in the cloud. The next time the airplane lands, there's a tech waiting for the airplane with whatever the part is and able to install it. And you don't have any downtime, and you're never anywhere close to a safety issue. You're able to do a lot more preventively versus what you can do today. >>Wow. So you have to say that you're going to be able to, to have a hundred percent visibility into manufacturing design, everything is kind of an understatement, but you launched XQ on your prototype in October. So during the pandemic, as I mentioned, we've been talking for months now on the virtual cube about the acceleration of digital transformation. Andy, Jassy talked about it in his keynote at AWS reinventing, reinventing this year, virtual, what were some of the, the, the advantages that you got, being able to stay on track and imagine if you were on track to launch in October during a time that has been so chaotic, uh, everywhere else, including air travel. >>Well, some of it's very analog, uh, and some of it's very digital. So to start with the analog, uh, we took COVID really seriously at Bo. Uh, we went into that, the pandemic first hit, we shut the company down for a couple of weeks, so we'd kind of get our feet underneath of us. And then we sort of testing, uh, everyone who had to work on the airplane every 14 days, we were religious about wearing masks. And as a result, we haven't had anyone catch COVID within the office. Um, and I'm super proud that we're able to stay productive and stay safe during the pandemic. Um, and you do that, but kind of taking it seriously, doing common sense things. And then there's the digital effort. And, uh, and so, you know, part of the company runs digitally. What we're able to do is when there's kind of a higher alert level, we go a little bit more digital when there's a lower alert level. >>Uh, we have more people in the office cause we, we still really do value that in-person collaboration and which brings it back through to a bigger point. It's been predicted for a long time, that the advent of digital communication is going to cause us not to need to travel. And, uh, what we've seen, you know, since the Dawn of the telephone is that it's actually been the opposite. The more you can know, somebody even a little bit, uh, at distance, the hungry you are to go see them in person, whether it's a business contact or someone you're in love with, um, no matter what it is, there's still that appetite to be there in person. And so I think what we're seeing with the digitization of communication is ultimately going to be very, um, uh, it's very complimentary with supersonic because you can get to know somebody a little bit over a long distance. You can have some kinds of exchanges and then you're, and then the friction for be able to see them in person is going to drop. And that is, uh, that's a wonderful combination. >>I think everybody on the planet welcomes that for sure, given what we've all experienced in the last year, you can have a lot of conversations by zoom. Obviously this was one of them, but there is to your point, something about that in-person collaboration that really takes things can anyway, to the next level. I am curious. So you launched XB one in October, as I mentioned a minute ago, and I think I read from one of your press releases planning to launch in 2025, the overture with over 500 trans oceanic routes. What can we expect from boom and the next year or two, are you on track for that 2025? >>Yeah. Things are going, things are going great. Uh, so to give a sense of what the next few years hold. So we rolled out the assembled XB one aircraft this year, uh, next year that's going to fly. And so that will be the first civil supersonic, uh, flying aircraft ever built by an independent company. Uh, and along the way, we are building the foundation of overture. So that design efforts happening now as XB one is breaking the sound barrier. We'll be finalizing the overture design in 22, we'll break ground in the factory in 23, we'll start building the first airplane and 25, we'll roll it out. And 26 we'll start flight tests. And, uh, and then we'll go through the flight test methodically, uh, systematically as carefully as we can, uh, and then be ready to carry passengers as soon as we are convinced that safe, which will be right around the end of the decade, most likely. >>Okay. Exciting. And so it sounds like you talked about the safety protocols that you guys put in place in the office, which is great. It's great to hear that, but also that this, this time hasn't derailed because you have the massive capabilities of, to be able to do all of the work that's necessary, way more than was done with before with the Concorde. And that you can do that remotely with cloud is a big facilitator of that communication. >>Yeah. You're able to do the cloud enables a lot of computational efficiencies. And I think about the, um, many times projects are not measured in how many months or years exactly does it take you to get done, but it's actually much easier to think about in terms of number of iterations. And so every time we do an airplane iteration, we look at the aerodynamics high speed. We look at the low speed. We look at the engine, uh, we look at the, the weights. Uh, we look at stability and control. We look at pilots, light aside, et cetera, et cetera. And every time you do an iteration, you're kind of looking around all of those and saying, what can I make better? But each one of those, uh, lines up a little bit differently with the rest now, for example, uh, uh, to get the best airplane aerodynamically, doesn't have a good view for the pilot. >>And that's why Concord had that droop nose famously get the nose out of the way so we can see the runway. And so we're able to do digital systems for virtual vision to let the pilot kind of look through the nose of the runway. But even then they're, trade-offs like, how, how good of an actual window do you need? And so your ability to make progress in all of this is proportional to how quickly you can make it around that, that iteration loop, that design cycle loop. And that's, that's part of where the cloud helps us. And we've, we've got some, uh, uh, some stuff we've built in house that runs on the cloud that lets you basically press a button with a whole set of airplane parameters. And bam, it gives you a, it gives you an instant report. I'm like, Oh, was it that this is a good change or bad change, uh, based on running some pretty high fidelity simulations with a very high degree of automation. And you can actually do many of those in parallel. And so it's about, you know, at this stage of the program, it's about accelerating, accelerating your design iterations, uh, giving everyone of the team visibility into those. And then, uh, I think you get together in person as it makes sense to now we're actually hitting a major design milestone with over-treat this week and we're, COVID testing everybody and get them all in the same room. Cause sometimes that in-person collaboration, uh, is really significant, even though you can still do so much digitally. >>I totally agree. There's there's certain things that you just can't replicate. Last question since my brother is a pilot for Southwest and retired Lieutenant Colonel from the air force, any special training that pilots will have to have, or are there certain pilots that are going to be maybe lower hanging fruit, if they have military experience versus commercial flight? Just curious. >>Yeah. So our XB one aircraft is being flown by test pilots. There's one ex Navy one ex air force on our crew, but, uh, overture, uh, will be accessible to any commercial pilot. So, uh, think about it as if you're, if you're used to flying Boeing, it'd be like switching to Airbus, uh, or vice versa. So the, uh, Concord is a complicated aircraft to fly because they didn't have computers. And all the complexity, the soup of supersonic flight was right there and the pilots and an overture, all that gets extracted by software. And, uh, you know, the, the, the ways the flight controls change over speed regimes. You don't have to worry about it, but the airplane is handled beautifully, no matter what you're doing. And so, uh, and so there are many, many places to innovate, but actually pilot experience, not one of them, >>Because the more conventional you can make it for people like your brother, the easier it's going to be for them to learn the aircraft. And therefore the safer it's going to be to fly. I'll let them know, like this has been fantastic, really exciting to see what boom supersonic is doing and the opportunities to make supersonic travel accessible. And I think at a time when everybody wants the world to open up, so by 20, 26, I'm going to be looking for my ticket. Awesome. Can't wait to have you on board. Likewise for Blake shul, I'm Lisa Martin. You're watching the QS live coverage of AWS reinvent 2020.

>> Live from Washington, DC, it's theCUBE, covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to theCUBE's live coverage of the AWS Public Sector Summit, here in our nation's capital. I'm your host, Rebecca Knight, co-hosting with John Furrier. We have two guests for this segment, we have George Gagne, he is the Chief Information Officer at Defense POW/MIA Accounting Agency. Welcome, George. And we have Christopher McDermott, who is the CDO of the POW/MIA Accounting Agency. Welcome, Chris. >> Thank you. >> Thank you both so much for coming on the show. >> Thank you. >> So, I want to start with you George, why don't you tell our viewers a little bit about the POW/MIA Accounting Agency. >> Sure, so the mission has been around for decades actually. In 2015, Secretary of Defense, Hagel, looked at the accounting community as a whole and for efficiency gains made decision to consolidate some of the accounting community into a single organization. And they took the former JPAC, which was a direct reporting unit to PACOM out of Hawaii, which was the operational arm of the accounting community, responsible for research, investigation, recovery and identification. They took that organization, they looked at the policy portion of the organization, which is here in Crystal City, DPMO and then they took another part of the organization, our Life Sciences Support Equipment laboratory in Dayton, Ohio, and consolidated that to make the defense POW/MIA Accounting Agency, Under the Office of Secretary Defense for Policy. So that was step one. Our mission is the fullest possible accounting of missing U.S. personnel to their families and to our nation. That's our mission, we have approximately 82,000 Americans missing from our past conflicts, our service members from World War II, Korea War, Korea, Vietnam and the Cold War. When you look at the demographics of that, we have approximately 1,600 still missing from the Vietnam conflict. We have just over a 100 still missing from the Cold War conflict. We have approximately 7,700 still missing from the Korean War and the remainder of are from World War II. So, you know, one of the challenges when our organization was first formed, was we had three different organizations all had different reporting chains, they had their own cultures, disparate cultures, disparate systems, disparate processes, and step one of that was to get everybody on the same backbone and the same network. Step two to that, was to look at all those on-prem legacy systems that we had across our environment and look at the consolidation of that. And because our organization is so geographically dispersed, I just mentioned three, we also have a laboratory in Offutt, Nebraska. We have detachments in Southeast Asia, Thailand, Vietnam, Laos, and we have a detachment in Germany. And we're highly mobile. We conduct about, this year we're planned to do 84 missions around the world, 34 countries. And those missions last 30 to 45 day increments. So highly mobile, very globally diverse organization. So when we looked at that environment obviously we knew the first step after we got everybody on one network was to look to cloud architectures and models in order to be able to communicate, coordinate, and collaborate, so we developed a case management system that consist of a business intelligence software along with some enterprise content software coupled with some forensics software for our laboratory staff that make up what we call our case management system that cloud hosted. >> So business challenges, the consolidation, the reset or set-up for the mission, but then the data types, it's a different kind of data problem to work, to achieve the outcomes you're looking for. Christopher, talk about that dynamic because, >> Sure. >> You know, there are historical different types of data. >> That's right. And a lot of our data started as IBM punchcards or it started from, you know, paper files. When I started the work, we were still looking things up on microfiche and microfilm, so we've been working on an aggressive program to get all that kind of data digitized, but then we have to make it accessible. And we had, you know as George was saying, multiple different organizations doing similar work. So you had a lot of duplication of the same information, but kept in different structures, searchable in different pathways. So we have to bring all of that together and make and make it accessible, so that the government can all be on the same page. Because again, as George said, there's a large number of cases that we potentially can work on, but we have to be able to triage that down to the ones that have the best opportunity for us to use our current methods to solve. So rather than look for all 82,000 at once, we want to be able to navigate through that data and find the cases that have the most likelihood of success. >> So where do you even begin? What's the data that you're looking at? What have you seen has had the best indicators for success, of finding those people who are prisoners of war or missing in action? >> Well, you know, for some degrees as George was saying, our missions has been going on for decades. So, you know, a lot of the files that we're working from today were created at the time of the incidents. For the Vietnam cases, we have a lot of continuity. So we're still working on the leads that the strongest out of that set. And we still send multiple teams a year into Vietnam and Laos, Cambodia. And that's where, you know, you try to build upon the previous investigations, but that's also where if those investigations were done in the '70s or the '80s we have to then surface what's actionable out of that information, which pathways have we trod that didn't pay off. So a lot of it is, What can we reanalyze today? What new techniques can we bring? Can we bring in, you know, remote sensing data? Can we bring GIS applications to analyze where's the best scenario for resolving these cases after all this time? >> I mean, it's interesting one of the things we hear from the Amazon, we've done so many interviews with Amazon executives, we've kind of know their messaging. So here's one of them, "Eliminate the undifferentiated heavy lifting." You hear that a lot right. So there might be a lot of that here and then Teresa had a slide up today talking about COBOL and mainframe, talk about punch cards >> Absolutely. >> So you have a lot of data that's different types older data. So it's a true digitization project that you got to enable as well as other complexity. >> Absolutely, when the agency was formed in 2015 we really begin the process of an information modernization effort across the organization. Because like I said, these were legacy on-prem systems that were their systems' of record that had specific ways and didn't really have the ability to share the data, collaborate, coordinate, and communicate. So, it was a heavy lift across the board getting everyone on one backbone. But then going through an agency information modernization evolution, if you will, that we're still working our way through, because we're so mobilely diversified as well, our field communications capability and reach back and into the cloud and being able to access that data from geographical locations around the world, whether it's in the Himalayas, whether it's in Vietnam, whether it's in Papua New Guinea, wherever we may be. Not just our fixed locations. >> George and Christopher, if you each could comment for our audience, I would love to get this on record as you guys are really doing a great modernization project. Talk about, if you each could talk about key learnings and it could be from scar tissue. It could be from pain and suffering to an epiphany or some breakthrough. What was some of the key learnings as you when through the modernization? Could you share some from a CIO perspective and from a CDO perspective? >> Well, I'll give you a couple takeaways of what I thought I think we did well and some areas I thought that we could have done better. And for us as we looked at building our case management system, I think step one of defining our problem statement, it was years in planning before we actually took steps to actually start building out our infrastructure in the Amazon Cloud, or our applications. But building and defining that problem statement, we took some time to really take a look at that, because of the different in cultures from the disparate organizations and our processes and so on and so forth. Defining that problem statement was critical to our success and moving forward. I'd say one of the areas that I say that we could have done better is probably associated with communication and stakeholder buy-in. Because we are so geographically dispersed and highly mobile, getting the word out to everybody and all those geographically locations and all those time zones with our workforce that's out in the field a lot at 30 to 45 days at a time, three or four missions a year, sometimes more. It certainly made it difficult to get part of that get that messaging out with some of that stakeholder buy-in. And I think probably moving forward and we still deal regarding challenges is data hygiene. And that's for us, something else we did really well was we established this CDO role within our organization, because it's no longer about the systems that are used to process and store the data. It's really about the data. And who better to know the data but our data owners, not custodians and our chief data officer and our data governance council that was established. >> Christopher you're learnings, takeaways? >> What we're trying to build upon is, you define your problem statement, but the pathway there is you have to get results in front of the end users. You have get them to the people who are doing the work, so you can keep guiding it toward the solution actually meets all the needs, as well as build something that can innovate continuously over time. Because the technology space is changing so quickly and dynamically that the more we can surface our problem set, the more help we can to help find ways to navigate through that. >> So one of the things you said is that you're using data to look at the past. Whereas, so many of the guests we're talking today and so many of the people here at this summit are talking about using data to predict the future. Are you able to look your data sets from the past and then also sort of say, And then this is how we can prevent more POW. Are you using, are you thinking at all, are you looking at the future at all with you data? >> I mean, certainly especially from our laboratory science perspective, we have have probably the most advanced human identification capability in the world. >> Right. >> And recovery. And so all of those lessons really go a long ways to what what information needs to be accessible and actionable for us to be able to, recover individuals in those circumstances and make those identifications as quickly as possible. At the same time the cases that we're working on are the hardest ones. >> Right. >> The ones that are still left. But each success that we have teaches us something that can then be applied going forward. >> What is the human side of your job? Because here you are, these two wonky data number crunchers and yet, you are these are people who died fighting for their country. How do you manage those two, really two important parts of your job and how do you think about that? >> Yeah, I will say that it does amp up the emotional quotient of our agency and everybody really feels passionately about all the work that they do. About 10 times a year our agency meets with family members of the missing at different locations around the country. And those are really powerful reminders of why we're doing this. And you do get a lot of gratitude, but at the same time each case that's waiting still that's the one that matters to them. And you see that in the passion our agency brings to the data questions and quickly they want us to progress. It's never fast enough. There's always another case to pursue. So that definitely adds a lot to it, but it is very meaningful when we can help tell that story. And even for a case where we may never have the answers, being able to say, "This is what the government knows about your case and these are efforts that have been undertaken to this point." >> The fact there's an effort going on is really a wonderful thing for everybody involved. Good outcomes coming out from that. But interesting angle as a techy, IT, former IT techy back in the day in the '80s, '90s, I can't help but marvel at your perspective on your project because you're historians in a way too. You've got type punch cards, you know you got, I never used punch cards. >> Put them in a museum. >> I was the first generation post punch cards, but you have a historical view of IT state of the art at the time of the data you're working with. You have to make that data actionable in an outcome scenario workload work-stream for today. >> Yeah, another example we have is we're reclaiming chest X-rays that they did for induction when guys were which would screen for tuberculosis when they came into service. We're able to use those X-rays now for comparison with the remains that are recovered from the field. >> So you guys are really digging into history of IT. >> Yeah. >> So I'd love to get your perspective. To me, I marvel and I've always been critical of Washington's slowness with respect to cloud, but seeing you catch up now with the tailwinds here with cloud and Amazon and now Microsoft coming in with AI. You kind of see the visibility that leads to value. As you look back at the industry of federal, state, and local governments in public over the years, what's your view of the current state of union of modernization, because it seems to be a renaissance? >> Yeah, I would say the analogy I would give you it's same as that of the industrial revolutions went through in the early 20th century, but it's more about the technology revolution that we're going through now. That's how I'd probably characterize it. If I were to look back and tell my children's children about, hey, the advent of technology and that progression of where we're at. Cloud architecture certainly take down geographical barriers that before were problems for us. Now we're able to overcome those. We can't overcome the timezone barriers, but certainly the geographical barriers of separation of an organization with cloud computing has certainly changed. >> Do you see your peers within the government sector, other agencies, kind of catching wind of this going, Wow, I could really change the game. And will it be a step function into your kind of mind as you kind of have to project kind of forward where we are. Is it going to a small improvement, a step function? What do you guys see? What's the sentiment around town? >> I'm from Hawaii, so Chris probably has a better perspective of that with some of our sister organizations here in town. But, I would say there's more and more organizations that are adopting cloud architectures. It's my understanding very few organizations now are co-located in one facility and one location, right. Take a look at telework today, cost of doing business, remote accessibility regardless of where you're at. So, I'd say it's a force multiplier by far for any line of business, whether it's public sector, federal government or whatever. It's certainly enhanced our capabilities and it's a force multiplier for us. >> And I think that's where the expectation increasingly is that the data should be available and I should be able to act on it wherever I am whenever the the opportunity arises. And that's where the more we can democratize our ability to get that data out to our partners to our teams in the field, the faster those answers can come through. And the faster we can make decisions based upon the information we have, not just the process that we follow. >> And it feeds the creativity and the work product of the actors involved. Getting the data out there versus hoarding it, wall guarding it, asylumming it. >> Right, yeah. You know, becoming the lone expert on this sack of paper in the filing cabinet, doesn't have as much power as getting that data accessible to a much broader squad and everyone can contribute. >> We're doing our part. >> That's right, it's open sourcing it right here. >> To your point, death by PowerPoint. I'm sure you've heard that before. Well business intelligence software now by the click of a button reduces the level of effort for man-power and resources to put together slide decks. Where in business intelligence software can reach out to those structured data platforms and pull out the data that you want at the click of a button and build those presentations for you on the fly. Think about, I mean, if that's our force multiplier in advances in technology of. I think the biggest thing is we understand as humans how to exploit and leverage the technologies and the capabilities. Because I still don't think we fully grasp the potential of technology and how it can be leveraged to empower us. >> That's great insight and really respect what you guys do. Love your mission. Thanks for sharing. >> Yeah, thanks so much for coming on the show. >> Thank you for having us. >> I'm Rebecca Knight for John Ferrer. We will have much more coming up tomorrow on the AWS Public Sector Summit here in Washington, DC. (upbeat music)

>> live from Miami Beach, Florida It's the que covering demon 2019. Brought to you, by the way, >> Welcome back to Vima on 2019 in Miami. Everybody, we're here at the Fountain Blue Hotel. This is Day two of our coverage of the Cube, the leader in live Tech. And I'm David Dante with Peter Bors. Pippen. Jay Raj is here. He's the vice president and CEO of Make A Wish America. Just that awesome foundation nonprofit people. Thanks for coming on the Cube. >> Thank you for having me appreciate it. >> So make a wish. Children with wishes and have terminal illnesses. You guys make them come true. It's just a great organizations. Been around for a long time, I think, since the early eighties, right, >> 39 years and going >> years and hundreds of thousands of wishes made. So just how did you get Teo make a wish that all come about >> it? It wasn't interesting journey. I was consulting in I t for multiple big companies. And, you know, two years back, it was through a recruiting channel that I got an opportunity to start some conversations as the CIA and make a wish. Uh, the thing that got me in the opportunity was predominately about enterprises and just to give you a little bit off, make official operations. Make a Wish was Founded and Phoenix, Arizona. And but we also operate a 60 chapters across the United States that it is 60 chapters each of the chapter there 501 C three companies themselves with the CEO and abort. Essentially, it is 60 plus one. The national team kind of managing. All of the chapters are helping the chapters. National does not do any wish. Granting all the wish planning happens to the chapters. But National helps the chapters with the distribution of funding models brand. And thanks for That's a couple of years back in the national board talked about in our dream and mission, which is granting every eligible child the notion ofthe enterprise. You know, working as an enterprise came into four and it being a great piece off providing shared services and thanks for that. So I was brought on board and we took on I would call as the leader today said and dashes dream off. Bringing together all the 60 chapters and the city chapter's essentially are split across 120 locations. So Wade took on a project off. You know, combining our integrating all of their infrastructure needs into one place. And Phoenix without ada, sent a provider. You know, we worked with a partner. Phoenix. Now fantastic partners >> there. We had them on the other day. >> Yep, yep. Yeah, MacLaren. I mean, and the team, they did a great job. And, you know, when we had to move all of the data, everything from the 60 chapters applications everything into a centralized data center, locations that we managed right now from Make a Wish National office and provide a service back to the chapters That gives you a little bit off. You know, from behind the scenes. What happened? >> You provide the technical overview framework for all the 60 chapters. >> It almost sounds like a franchise model. >> It's what we call a Federated model back in the nonprofit. >> But but but but because make a wish is so driven by information. Yep. Both in the application as well as the programs to deliver thie brand promise. And the brand execution has got to be very, very closely tied to the quality of a shared services you provide >> exactly. Exactly. And like I said, the reason I talked about them being a separate companies themselves is you know, as I always say to my 60 CEOs, Ah, I should be able to provide the services because they wanted, because they have a choice to go outside and have their own partner. Another thing for that which they can. But they would want to work with the national team and get my, you know, work through our services rather than having have to because of the very it's A. It's a big difference when it comes to, but I've been lucky on privileged to you have these conversations with the CEO's. When I start talking to them about the need for centralization, the enterprise society assed much, there are questions when he start leading with the mission and the business notion of why we need to do that, it's It's fantastic. Everybody is in line with that. I mean, there's no question, then, as toe Hey, guys, uh, let me do all the Operation Manisha fight and leave it to me and I'll in a handler for you, and I let you guys go to what you do best. which is granting wishes. So then it becomes it doesn't become a question off, you know, should be a shouldn't way. And of course, to back that up. But I was talking to the dean, folks, It just solutions. Like VMware, Veeam. It makes it much simpler even from a cost prospect. You not for me to manage a bigger team s so that I can take those dollars and give it back to the business to grant another wish. So it's it's pretty exciting that >> way. So you set the standards. Okay, here's what you know, we recommend and then you're you're saying that adoption has been quite strong. Yeah, I remember Peter. Don't say easy. I used to run Kitty Sports in my local town in which is small town. And there was, you know, a lot of five or six or seven sports, and I was the sort of central organization I couldn't get six sports to agree that high man is 60 different CEO's. But that's okay. So not easy. But so how were you able to talk leadership or leading as we heard from Gino Speaker today? How were you able to get those guys, you know, aligned with your vision. >> Uh, it's it's been fantastic. I've had a lot ofthe good support from our executive came from a leadership team because leadership is always very important to these big initiatives are National board, which comprises off some of the that stuff best leaders in America and I have the fortune toe be mentored by Randy Sloan, who used to be the CEO of Southwest. And before that, you see a global CEO for, uh, you know, Popsicle. You know, he always told me, but but I mean CIA job. One thing is to no the technology, but completely another thing. Toe building relationships and lead with the business conversation. And so a typical conversation with the CEO about Hey, I need to take the data that you have all the I t things that you have and then me doing it. And then there are questions about what about my staff and the's conversations. Because you know, it's a nonprofit is a very noble, nice feeling, and you wouldn't want the conversations about, you know, being rift and things like that are being reduced producing the staff and thinks of that. But you know as he walked through that and show the benefits of why we doing it. They get it. And they've been able to repurpose many off the I. D functions back in tow, revenue generation model or ofhis granting in our team. And in many cases, I've been ableto absolve some off their folks from different places, which has worked out fine for me, too, because now I have kind of a power user model across the United States through which I can manage all these 120 locations. It's very interesting, >> you know, site Reliable and Engineering Dev Ops talks about thie error budget or which is this notion of doo. You're going tohave errors. You're going to have challenges. Do you want it in the infrastructure you wanted the functions actually generating value for the business? I don't know much about Make a wish. I presume, however, that the mission of helping really sick kids achieve make achieve a wish is both very rewarding, very stressful. He's gotta be in a very emotional undertaking, and I imagine it part of your message them has got to be let's have the stress or that emotional budget be dedicated to the kids and not to the technology >> completely agree. That's that. That's been one of my subjects, as you asked about How is it going about? It's about having the conversation within the context of what we talked about business and true business. Availability of data. You know, before this enterprise project data was probably not secure enough, which is a big undertaking that we're going down the path with cyber security. And you know, that is a big notion, misplaced notion out there that in a non profits are less vulnerable. Nobody. But that's completely untrue, because people have found out that nonprofits do not probably have the securing of walls and were much more weight being targeted nonprofits as a whole, targeted for cyber security crimes and so on and so forth. So some of these that I used to, you know, quote unquote help or help the business leaders understand it, And once they understand they get it, they ableto, you know, appreciate why we doing it and it becomes the conversation gets much more easier. Other What's >> the scope of the size of the chapters is that is a highly variable or there is. >> It is highly variable, and I should probably said, That's Thesixty chapters. We look at it as four categories, so the cat ones are what we call the Big Ice, the Metro New Yorkers and Francisco Bay Area. They're called Category one chapters anywhere between 4 1 60 to 70 staff. Grant's close to around 700 wishes you so as Make a Wish America, we ran close toe 15,600 wishes a year, and cat ones do kind of close to 700 15,600 400 to 700. And then you get into care to scare threes and cat for scat force are anywhere between, you know, given example Puerto Rico or Guam territory there. Cat Force New Mexico is a cat for three staff members Gammas operated by two staff members and 20 volunteers. They grant about 3 2 20 12 to 15 which is a year, so it's kind of highly variable. And then, you know, we talk about Hawaii chapter. It's a great example. They cat once predominate because of the fact that you know, they they do. There's not a lot ofthe wishes getting originated from how I but you know, Florida, California and how your three big chapters with a grand are a vicious ist with a lot of grant, you know, wish granting. So there's a lot off, you know, traffic through those chapters >> so so very distributed on diverse. What's the relationship between data and the granting of wishes? Talk about the role of data. >> Should I? I was say this that in a and I probably race a lot of fibrosis and my first introductory session a couple of years back when I John make a wish with the CEO's uh, when we had the CEO meeting and talk to them about I leaders the days off making decisions based on guts are gone. It has to be a data driven decision because that's where the world is leading to be. Take anything for that matter. So when we talk about that, it was very imperative going back to my project that the hall we had all of the data in one place or a semblance off one single place, as opposed to 60 different places to make decisions based on wish forecast, for example, how many wishes are we going to do? How many wishes are coming in? How's the demand? Was the supply matching up one of the things that we need to do. Budget purposes, going after revenue. And thanks for that. So data becomes very important for us. The other thing, we use data for the wish journeys. Essentially, that's a storytelling. You know, when I you know, it was my first foray into for profit Sorry, nonprofit. And me coming from a full profit is definitely a big culture shock. And one of the things they ask us, what are we selling? Its emotions and story. And that's our data. That is what you know. That's huge for us if we use it for branding and marketing purposes. So having a good semblance off data being ableto access it quickly and being available all the time is huge for us. >> Yeah, and you've got videos on the site, and that's another form of data. Obviously, as we as we know here, okay. And then, from a data protection standpoint, how do you approach that? Presume you're trying to standardize on V maybe is way >> are actually invested in veeam with them for a couple of years right now, as we did the consolidation of infrastructure pieces Veeam supporters with all of the backup and stories replication models. Uh, we're thinking, like Ratmir talked about act one wi be a part of the journey right now, and we're looking at active. What that brings to us. One of the things that you know, dream does for us is we have close to 60 terabytes of data in production and close to another 400 terabytes in the back of things. And, uh, it's interesting when they look about look at me equation, you think about disaster recovery back up. Why do you need it? What? The business use cases case in point. This classic case where we recently celebrated the 10th anniversary ofthe back wish bad kid in San Francisco, we have to go back and get all the archives you know, in a quick fashion, because they're always often requests from the media folks to access some of those. They don't necessarily come in a planned manner. We do a lot of things, a lot of planning around it, but still there are, you know, how How did that come about? What's the story behind? So you know, there are times we have to quickly go back. That's one second thing is having having to replicate our data immediately. Another classic case was in Puerto Rico. There was a natural disaster happened completely. Shut off. All the officers work down. We had to replicate everything what they had into a completely different place so that they could in a vpn, into an access that other chapters and our pulled in to help. They were close to 10 wish families close to 10 which families were stranded because of that. So, you know, gaining that data knowledge of where the family is because the minute of his journey starts. Everything is on us till the witch's journey ends. So we need to make sure everything is proper. Everything goes so data becomes very crucial from those pants >> you're tracking us. I mean, if you haven't been on the make a Wish site is some amazing stories. There I went on the other day. There's a story of ah, of 13 year old girl who's got a heart condition. Who wanted to be a ballerina. A kid with leukemia five years old wants to be a You want to be a chef. My two favorites, I'll share What? It was this kid Brandon a 15 year old with cystic fibrosis. I wanted to be a Navy seal. You guys made that happen. And then there was this child. Colby was 12 years old and a spinal muscular issue. You want to be a secret agent so very creative, you know, wishes that you ran >> way had another wish a couple of years last year in Georgia, where they wish kid wanted to go to Saturn. Yes, yes, it was huge. I mean, and you know the best part about us once we start creating those ideas, it's amazing how much public support we get. The community comes together to make them wish granting process. Great. Now. So I got involved in that. They gave the wish Kato training sessions to make sure that he is equipped when he goes into. And we had a bushel reality company create the entire scene. It was fabulous. So, you know, the way you talk about data and the technology is now some of the things I'm very excited about us usage off thes next Gen technology is like our winter reality to grant a wish. I mean, how cool would that be for granting a wish kid who is not able to get out of the bed. But having able to experience a the Hawaii is swimming. Are being in Disney World enough a couple of days? That's That's another use case that we talked about. That other one is to put the donors who pay the money in that moment off granting, you know, they are big major gift, uh, donors for make a wish. Sometimes we were not able to be part of a fish, but that would be pretty cool if you can bring the technology back to them and you know not going for them. You know pretty much everybody and make the ass through that rather than a PowerPoint or a storytelling, when the storytelling has to evolve to incorporate all of that so pretty excited >> and potentially make a participatory like, say, the virtual reality and then even getting in more into the senses and the that the smells. And I mean this is the world that we're entering the machine intelligence, >> which you still have to have, But you still have to be a functioning, competent, operationally sound organization. There've been a number of charities, make a wish is often at the top of the list of good charities. But there were a number of charities where the amount of money that's dedicated to the mission is a lot less an amount of money, dedicated administration of fundraising, and they always blame it. Systems were not being able to track things. So no, it's become part of the mission to stay on top of how information's flowing because it's not your normal business model. But the services you provide is really useful. Important. >> Sure, let me percent you the business conundrum that I have personally as a 90 leader. It takes close to $10,400 on an average to grant a wish. Uh, and, uh, partly because of me. But being part of the mission, plus me as a 90 leader wanting to understand the business more, I signed up. I'm a volunteer at the local Arizona chapter. I've done couple of expanding myself, and, uh, the condom is, if asked, if you want to go, uh, you know, do the latest and greatest network upgrade for $10,400 are what do you want to, uh, you know and make the network more resilient cyber security and all that stuff. What do you want to go grant? Another wish as a 90 leader probably picked the former. But as a volunteer, I would be like, No, it needs to go to the kid. It's Ah, it's It's an interesting kind of number, you know? You have to find the right balance. I mean, you cannot be left behind in that journey because at many points of time s I talked about it being a cost center. It being a back office. I think those days have clearly gone. I mean, we we evolved to the point where it is making you steps to be a participant b A b a enabler for the top line to bring in more revenues, tow no augment solutions for revenue and things. For that sofa >> rattles the experience or exact role citizens. And in your case, it's the experience is what's being delivered to the degree that you can improve the experience administratively field by making operations cheaper. Great. But as you said, new digital technologies, they're going to make it possible to do things with the experience that we could even conceive of. Five >> wears a classic example. Williams and Beam. I couldn't have taken the data from 60 chapters 120 locations into one single location manageable, and it reduced the cost literally reduce the cost of the 60 instances in one place without technology is like, you know what Sharia virtual machines. And and then to have a backup robust backup solution in a replication off it. It's fantastic. It's amazing >> there. And that's against here. You could give back to the dash chapters and backing, But thanks so much for sharing your story. You Thank you. Thank you. You're welcome. Alright, keep it right there. Buddy. Peter and I were back with our next guest. You watching the Cube live from V mon from Miami? 2019. We're right back. Thank you.

>> live from Las Vegas. It's the queue covering Inform Attica, World 2019. Brought to you by in from Attica. >> Welcome back, everyone to the cubes. Live coverage of infra Matic A world. I am your host, Rebecca Night, along with my co host, John Furrier. We are joined by sir Rushman, and he is the senior vice president and general manager. Master Data Management here it in from Attica. Thank you so much for coming on the show. >> Thank you. It's great to be back. >> Great to welcome a Cube alum. So a major theme of this conference is customer 3 60 It's about customers need for trusted accurate data as they embark on their own digital transformation initiatives. Can you just talk a little bit about what you're hearing, what you're hearing from customers, what their priorities are? >> Yeah, absolutely. You know, with MGM, the promise of MGM has always been creating a trusted, authoritative version ofthe any business critical entity on DH who are the most important business critical entities for any organization customers. So almost 80 to 90% off. You know, if our customers are talking about re inventing a new customer experience because some >> of the >> things that they've been telling us is that we've all learned, you know, in the past that bad customer experience means that, you know, we've all had those experiences. We goto hotel, we use a particular airline, we have bad experience and we say, Promise ourselves we'll never go back there again. So organizations have always for years now understood that there is a cost to not delivering a good enough customer experience. The big change that I'm hearing, at least over the last you know, you're also now and especially at this event, is that organizations have now been able to quantify what great customer experience can mean in terms ofthe a premium that they can charge for that products or services. Now that is a big shift. When you start thinking about saying if I'd deliver a better customer experience, I'm actually be able to charge 10 cents more for a cup of coffee. I can charge, you know, 20% more for an airline ticket that now has a direct impact on the top line >> and data drives. This obviously data's a key part of it. What's changed this last year, I mean a lot happened. We see on the regular tourist my one year anniversary of GDP are a lot of pressure around regulation. We see everyone sees Facebook and goes, Oh my God, maybe I don't want to follow that trap. Woman Enterprise pressure to develop sass like applications with data because we know what cloud native and born the Cloud looks like. We've seen companies come out of the woodwork from his fresh start and used data as part of the input with a IE application for great software. So now the enterprise I want to do that exactly. It's hard, >> it's hard. And I think you know, they're in a lot of organizations minds, you know, collective minds. This is cushion pulled because in order to deliver that best possible customer experience, they realize they need to gather more data about us, right? Every in every touch, point, every interaction. If you can gain that complete 3 60 view, it just means that you'd be able to deliver better possible experience. But now you're gathering more data about customers into your example about Facebook. Now means that we in our custodians off what was you know, an explosion of data than what we used to have before. And if you're moving those to the cloud, how do I make sure that I don't end up, you know, in the front page of The Wall Street Journal? You know, like some of the other organizations have. So there is great, you know, volumes of data being collected. But how do I manage it? Secure it government effectively so that we don't have those? >> Don't ask a question. I have been talking a lot about fake news and Facebook lately because, you know, we're digital Cuba's official distribution. 10 years been doing it, putting out good payload with content. Great gets like yourself. But this really kind of too things. That's where I want to get your reaction to. There's the content payload. And then there's the infrastructure dynamics of network effect. So Facebook is an example where there was no regulation, I'll say they were incentive to actually get more data from the users, but she got content or data and then you got infrastructure kind of like dynamics. You guys are looking at an end to end. You got on premises to cloud that's it structure, and that's going to be powering the aye Aye, And the SAS data becomes the payload, right? So what? You're a zoo, a product management executive and someone thinking about the customer and talking to customers. How do you view that? What's the customers formula for success to take advantage of the best use of the content or data and digital while maximizing the opportunities around these new kinds of infrastructure scale and technology? >> Yeah, I think you know, they've come to the realization that data is not entirely sitting on premise animal, you know, in the in the in the old World, to get customer data, you go 23 applications of CR m nd R B and some kind of, you know, a couple of homegrown applications in on premise now for the same functionality. But that's wise of customer customer experience applications that whatever you call it, there's an app for it. And it happened to reside in the clouds. So now you have about 1,100 on average cloud applications that store components. So where do you where do you start bringing all of that content together? A lot of organizations have realized that, you know, do it in the cloud for two reasons because that's where the bulk of this data is being generated. That's where the bulk of this data is being consumed. But the other aspect of it is we're not no longer talking about hundreds of millions of records, but I just thought bringing in transaction data interaction later don't know billions of records, And where else can you scale with that? Much is other than the club s O. But at the same time, that is, there is a hybrid that is extremely important because those applications are sitting on premise are not going away. You know, they still serve up a lot of valuable customer data and continue to be frontline operation systems for a lot of the user. So a truly hybrid approach is being developed. I think that thought process is coming around where some domains live in the clouds. Some domains live on premise, but it's seamless experience across book. >> That's great insight I wanted Then follow up and ask you Okay, how did in from Attica fitted that because you guys want to provide that kind of horrors? Office scaleable data layer, depending on where the customer's needs are at any given time you got a pea Eye's out. There's things that Where do you guys How do you make that a reality? That statement you just made? >> Yeah. And the reality is eyes already being, you know, being lived today with a few of the few of our customers on it is that data layer that says, you know, we can, you know, bring data run work loads that are behind the firewall. We can do the same work, load in the cloud if that's where you want to scale the new workloads, but at the same time have a data layer that looks like one seamless bridge between the cloud and on premise. And that a number of different experiences that can, you know, help that we've invested in cloud, you know, designing and monitoring capabilities that allow view for a completely cloud like experience. But all of the data still decides on premise. It's still being managed and behind your firewalls, which is where a lot of the organizations are going as well, especially more conservative, more regulated organisations. >> One of things. I want to get your reaction to a swell, great great commentary, By the way, Great Insight is some success examples that might not be directly the inn from Attica, but kind of point to some of the patterns. Let's take slack, for instance, Great software. It's basically an IRC measures chat room with on the Web with great user experience. But the adoption really kicked in when they built integration points into other systems. So this seems to be a fundamental piece of informatics. Opportunity is, you kind of do this layer, but also integrating it. Because although you might have monitoring, I might want to use a better monitoring system. So So you're now thinking about immigration. How do you respond to that? What are you guys doing? Respected. Integration? What's What's the product touchpoints can He shared a commentary >> on Yeah, So you know, the openness off our entire data architecture and all of the solutions is something that we you know, I think they use the word Switzerland quite often. But what it also means is that you know, you are able to plug in a best of breed execution engine for a particular workload on a particular platform if you so desire. If you want to plug in a you know I am a model that happened to be developed on a specific let's say, an azure or a W You'd be ableto bring that in because the architecture's open completely FBI driven as a zoo mentioned. So we're able tto. Our customers have the flexibility to plug in, and we try to make that a little easier for them also, you know, as you might have seen some of the demos yesterday, we are providing recommendations and saying, You know, for this particular segment of your work, Lord, here are the choices that we recommend to you. And that's where Claire Gia, you know, comes in because it's very hard for users to keep up with all of the different possibilities. You know, our options that they might be having in that particular day, the landscape, and we can provide those recommendations to them. >> I want to ask about something you were saying earlier, and this is the company's heir using data to realize that they can charge a premium for a better customer experience. And that really requires a change in mindset from a gut driven decision making to a data driven decision making method and approach. How how are you seeing this? This mindset shift is it? Our company is still having a hard time sort of giving up my guts, telling me to do this in particular, with relationship to the new thie acquisition you made in February of all site. >> Yes. You know, I think the good news is, you know, across the board line of business leaders, CEOs, even boards are now recognizing custom experience. Customer engagement happened to be top of mind, but there's also equally react. You know, a recognition that data is what is going to help, you know, make this a reality. But so that was one of the reasons why you went out and, you know, do this acquisitions also, because if you think about it, customer data is no longer just a handful of slowly changing attributes like a name and address and telephone number or social media handles that, you know, you could be used to contact us. But it's really about now. Thousands of interactions we might have on the websites Click stream data Web chat, you know, even calls into call centers. All of this and even what we're tweeting about a product or service online is all the interactions and touch points that need to be pulled in and the dogs have to be connected in order. Bill that customer profile. So we have to do the scale, and that's something that Alcide, you know, has been doing very well. But it's now become more about just connecting the dots. So we can say, Here is this customer and this is the all the different Touchpoints customers had all the different products of purchase from us over the last few months. Few years. But now can we derive some inside some intelligence? So if I'm connecting four pieces of information cannot in for a life event, can I detect that an insurance customers ready to retire? Can I detect that this family is actually shopping for a vacation to Hawaii? That's the first level off Dr Intelligence Insight that we can now offer with. Also, the next level is also about saying >> cannot be >> understanding. You know, some of these, you know, intent. Can we also understand how happy is this customer, you know, have been mentioning competitive product, which can allow us to infer that person probably going to go off and buy a competitors product. If this problem they're having with this device or product is not resolved, so turn scoring, sentiment scoring. And now the third level on top of that which I think is really the game changer, is now. Can we in for what the next best action or interaction should be based upon all these things? Can we even do things such as, as I left here, not too happy customer with a particular maybe laptop that I, you know, perches I called the call center can before as a call is coming through, can we in for what I'm calling about based upon all of the interactions have had over the recent past and direct that call to 11 to 11 3 Technician who specialized in the laptop model >> that I have >> in orderto make me continue to be a customer for life. >> One of the biggest challenge is happening in the in the technology industry is the skills gap. I want to hear your thoughts on it and also how they help my how concerned are you about finding qualified candidates for your roles? >> So, you know, I think being a globally, you know, global organization with R and D centers distributed around the world. I think one of the luxuries we have is we're able to look across not just, you know, way from Silicon Valley, you know? And you know, there is a definitely a huge competition for skills over there. I think one of the things that we've been able to do is locations like Toronto we were just talking about. That's where Alcide is based. Extremely cool technology that's come out, that that's, you know, really transforming organisations and their approach. The customers stood guard, doubling bangle or Chennai Hyderabad. So you know, we are tapping into centers that have lots of skilled, you know, folks on DH calling hedging our you know, our approach and looking at this globally. Yes, there's definitely going to be even more of a demand as a lot of technology changes go for these skills. But I think, you know, by spreading you know that skills and having complete developed R and D centers in each of those locations helps us mitigate the farm. >> What about kids in school, elementary school, high school, college or even people retraining? Is there a certain discipline? Stats, philosophy, ethics will you see data opportunities for folks that may or may not have been obvious or even in place. I mean, Berkeley just had their first graduating class of data science this year. I mean, that's that's so early. People wanna hone in. What's what do you see? Its success for people attaining certain certain skills. What do you recommend? >> So I think that is definitely a combination ofthe technical skills, whether it is the new a n M L applications. But I think that is also, you know, in the past, we would have said, Let's go on higher than someone who has done computer science You know, on is very deep in that topic. But look at the problems we're trying to solve with data on the application of the animal. They're all in service of a business outcome, some kind of a business on DH more, we find people who are able to bridge the gap between strong application off the newer technologies on a animal and also an understanding off the broader world. And the business, I think, is really the combination of skills is really what's going to be required to succeed. >> Excellent, great note to end on. Thank you so much, sir. Arrest for coming on the show. >> Thank you. Thanks. >> I'm Rebecca Knight for John Furrier. You are watching the Cube.

(upbeat techno music) >> From Mountain View California, it's the Cube covering the 15th Annual Grow Awards. Brought to you by ACG SV. >> Hi, Lisa Martin with the Cube on the ground at the Computer History Museum for the 15th annual ACG SV Awards. And in Mountain View California excited to welcome to the Cube for the first time, John Hennessy, the chairman of Alphabet and the co-founder of the Knight-Hennessy Scholars Program at Stanford. JOHN, it's truly a pleasure to have you on the Cube today. >> Well delighted to be here, Lisa. >> So I was doing some research on you. And I see Marc Andreessen has called you the godfather of Silicon Valley. >> Marc very generous (loughs) >> so I thought I was pretty cool I'm going to sit down with the godfather tonight. (loughs) >> I have not done that yet. So you are keynoting the 15th Annual ACG SV Awards tonight. Talk to us a little bit about the takeaways that the audience is going to hear from you tonight. >> Well, they're going to hear some things about leadership the importance of leadership, obviously the importance of innovation. We're in the middle of Silicon Valley innovation is a big thing. And the role that technology plays in our lives and how we should be thinking about that, and how do we ensure the technology is something that serves the public good. >> Definitely. So there's about I think over 230 attendees expected tonight over 100 sea levels, the ACG SV Is has been it's it's much more than a networking organization. there's a lot of opportunities for collaboration for community. Tell me a little bit about your experience with that from a collaboration standpoint? >> Well, I think collaboration is a critical ingredient. I mean, for so many years, you look at the collaboration is gone. Just take between between the universities, my own Stanford and Silicon Valley and how that collaboration has developed over time and lead the founding of great companies, but also collaboration within the valley. This is the place to be a technology person in the whole world it's the best place partly because of this collaboration, and this innovative spirit that really is a core part of what we are as a place. >> I agree. The innovative spirit is one of the things that I enjoy, about not only being in technology, but also living in Silicon Valley. You can't go to a Starbucks without hearing a conversation or many conversations about new startups or cloud technology. So the innovative spirit is pervasive here. And it's also one that I find in an in an environment like ASG SV. You just hear a lot of inspiring stories and I was doing some research on them in the last 18 months. Five CEO positions have been seated and materialized through ACG SV. Number of venture deals initiated several board positions. So a lot of opportunity in this group here tonight. >> Right, well I think that's important because so much of the leadership has got to come by recruiting new young people. And with the increase in concerned about diversity and our leadership core and our boards, I think building that network out and trying to stretch it a little bit from the from perhaps the old boys network of an earlier time in the Valley is absolutely crucial. >> Couldn't agree more. So let's now talk a little bit about the Knight-Hennessy Scholars Program at Stanford. Tell us a little bit about it. When was it founded? >> So we are we are in our very first year, actually, this year, our first year of scholars, we founded it in 2016. The motivation was, I think, an increasing gap we perceived in terms of the need for great leadership and what was available. And it was in government. It was in the nonprofit world, it was in the for profit world. So I being a lifelong educator said, What can we do about this? Let's try to recruit and develop a core of younger people who show that they're committed to the greater good and who are excellent, who are innovative, who are creative, and prepare them for leadership roles in the future. >> So you're looking for are these undergraduate students? >> They are graduate students, so they've completed their undergraduate, it's a little hard to tell when somebody's coming out of high school, what their civic commitment is, what their ability to lead is. But coming out of coming out of undergraduate experience, and often a few years of work experience, we can tell a lot more about whether somebody has the potential to be a future leader. >> So you said, found it just in 2016. And one of the things I saw that was very interesting is projecting in the next 50 years, there's going to be 5000 Knight-Hennessy scholars at various stages of their careers and government organizations, NGOs, as you mentioned, so looking out 50 years you have a strong vision there, but really expect this organization to be able to make a lasting impact. >> That's what our goal is lasting impact over decades, because people who go into leadership positions often take a decade or two to rise to that position. But that's what our investment is our investment is in the in the future. And when I went to Phil Knight who's my co-founder and donor, might lead donor to the program, he was enthusiastic. His view was that we had a we had a major gap in leadership. And we needed to begin training, we need to do multiple things. We need to do things like we're doing tonight. But we also need to think about that next younger generation is up and coming. >> Some terms of inspiring the next generation of innovative diversity thinkers. Talk to me about some of the things that this program is aimed at, in addition to just, you know, some of the knowledge about leadership, but really helping them understand this diverse nature in which we now all find ourselves living. >> So one of the things we do is we try to bring in leaders from all different walks of life to meet and have a conversation with our scholars. This morning, we had the UN High Commissioner for Human Rights in town, Michelle Bachelet, and she sat down and talked about how she thought about her role as addressing human rights, how to move things forward in very complex situations we face around the world with collapse of many governments and many human rights violations. And how do you how do you make that forward progress with a difficult problem? So that kind of exposure to leaders who are grappling with really difficult problems is a critical part of our program. >> And they're really seeing and experiencing real world situations? >> Absolutely. They're seeing them up close as they're really occurring. They see the challenges we had, we had Governor Brown and just before he went out of office here in California, to talk about criminal justice reform a major issue in California and around the country. And how do we make progress on that on that particular challenge? >> So you mentioned a couple of other leaders who the students I've had the opportunity to learn from and engage with, but you yourself are quite the established leader. You went to Stanford as a professor in 1977. You are a President Emeritus you were president of Stanford from 2000 to 2016. So these students also get the opportunity to learn from all that you have experienced as it as a professor of Computer Science, as well as in one of your current roles as chairman of Alphabet. Talk to us a little bit about just the massive changes that you have seen, not just in Silicon Valley, but in technology and innovation over the last 40 plus years. >> Well, it is simply amazing. When I arrived at Stanford, there was no internet. The ARPANET was in its young days, email was something that a bunch of engineers and scientists use to communicate, nobody else did. I still remember going and seeing the first demonstration of what would become Yahoo. Well, while David Filo and Jerry Yang had it set up in their office. And the thing that immediately convinced me Lisa was they showed me that their favorite Pizza Parlor would now allow orders to go online. And when I saw that I said, the World Wide Web is not just about a bunch of scientists and engineers exchanging information. It's going to change our lives and it did. And we've seen wave after wave that with Google and Facebook, social media rise. And now the rise of AI I mean this this is a transformative technology as big as anything I think we've ever seen. In terms of its potential impact. >> It is AI is so transformative. I was I was in Hawaii recently on vacation and Barracuda Networks was actually advertising about AI in Hawaii and I thought that's interesting that the people that are coming to to Hawaii on vacation, presumably, people have you know, many generations who now have AI as a common household word may not understand the massive implications and opportunities that it provides. But it is becoming pervasive at every event we're at at the Cube and there's a lot of opportunity there. It's it's a very exciting subject. Last question for you. You mentioned that this that the Knight-Hennessy Scholars Program is really aimed towards graduate students. What is your advice to those BB stem kids in high school right now who are watching this saying, oh, John, what, what? How do you advise me to be able to eventually get into a program like this? >> Well, I think it begins by really finding your passion, finding something you're really dedicated to pushing yourself challenging yourself, showing that you can do great things with it. And then thinking about the bigger role you want to have with technology. In the after all, technology is not an end in itself. It's a tool to make human lives better and that's the sort of person we're looking for in the knight-Hennessy Scholars Program, >> Best advice you've ever gotten. >> Best advice ever gotten is remember that leadership is about service to the people in the institution you lead. >> It's fantastic not about about yourself but really about service to those. >> About service to others >> JOHN, it's been a pleasure having you on the Cube tonight we wish you the best of luck in your keynote at the 15th annual ACG SV Awards and we thank you for your time. >> Thank you, Lisa. I've enjoyed it. Lisa Martin, you're watching the Cube on the ground. Thanks for watching. (upbeat tech music)

>> We'll come back here ready. Geoffrey here with the Cube were at San Francisco International Airport, Gate fifty four d. If you want to stop by for getting ready to go on a little Alaska flight because it's an exciting day, they took advantage of the opportunity after the Virgin merger to kind of rebrand everything. We look at the technology of everything from the seats to the WiFi, everything in between. We're excited at the guy who's responsible for everything. He's Brett Catlin, the managing director >> of alliances and product. Bret, great to see you. >> Thanks for having my job. I really appreciate it. >> So first off, congratulations. You're a whole lot of work. Went into this day absolutely the >> team effort over the past few years, and we're just thrilled to see it all come together to deliver a better experience for our guests. >> So it's pretty interesting because I think you know, you guys are obviously thinking about this. I don't know if people are is aware that when you think of the total experience, the engagement that I have, when I'm taking a flight from San Francisco to Seattle, it's a lot more than just the air miles with my butt in a seat and moving down down the road. You guys really think that >> whole experience absolutely. Look at the entire journey from when you arrive at the airport to your lounge experience. When you walk on board, what's the Jet Jeffords feel like? The lighting, the music. When you enter the aircraft, the configuration, the seats, comfort and then ultimately, a big thing crosses food and beverage. So making sure that it's healthy local speaks to the West Coast values that we're so proud of. >> And how do you how do you kind of get input from the customers >> is toe, You know, these are things that you guys spend a lot of time on, and there are a lot of little things that add up to a total experience. How where customers are, kind of are they get in, Or do they suddenly like, Wow, you know, I feel a little bit more arrested because of a particular type of sound or a particular type of configuration on the seat. >> How do you get feedback >> on all these different things? >> Absolutely great questions on the front end. We obviously quite a bit of guest research, both kind of online quantitative studies, but then also in person with focus groups. Now that we have a lot of product and market, our focus is kind of elevating and improving. What we have and how we get that feedback is every guest receives a survey after every flight. And so we look. >> Every guest receives a survey after every flight. >> Exactly. And so we have hundreds of thousands of response as every year, which allows us to make small tweaks around the margin, but also more material changes. >> That's pretty wild. So I'm just curious some of the more crazy things that have come come through that either good things that you could actually execute on that maybe never thought about or just just funny things to make put a smile on your face and tell you it really is a mixture >> of to tell you the truth, and a lot of things are items that we want action. So certain health restrictions where maybe we didn't realize a certain kind of food wasn't hitting the mark with a wide section of our guests. We could make tweets there, but also, when you think about maybe our in flight entertainment. Do we have the right content? Are the movies that people watch resonating? So we look at all that data to say, Well, look, this kind of movie. It does really well in flight. So people love thrillers when you think about movies and flight, for whatever reason. So we try and put more thrillers onboard. >> I thought they go, Mort. The romantic comedies in the airplane. I don't know that. What a swell. But the suspense people love, right? Right. And it really goes to this bigger question of this total experience. An engagement with the airline. So I wonder you can speak to about technology in the role of technology and how you guys are using that across all these various product. Absolutely. So being >> a West Coast airline technologies critically important for us, one of the things we're focused on is offering high spider highspeed WiFi and offer a mainline aircraft. We have about a dozen done right now, by the end of twenty nineteen will have one hundred twenty five. And so the key there is you'll be all the stream entertainment on board our aircraft. Your outlook for your core, Primo will be zippy, The real basics. When you're flying coast to coast or to Hawaii, You're super excited about that. Then we look at a couple other things as well. Mobile order and one great example. So before you board your flight, you can reserve your meal in first class with the main cabin to make sure you get exactly what you want. So there's some basics like that. Then we're also looking longer term. How do we improve the technology experience in our lounge is to maybe being ableto order a barista beverage while you're still approaching the AARP point. >> Pretty thing. And a lot of that's got to be through your mobile app, right? Absolutely. Has this very significant point of contact between you and your customers? >> That's exactly right. >> Excellent. Well, thanks for taking a few minutes of your time. Way. Looked forward to drop it on the plane and get to experience some of this. And again, congratulations on the Integrative X when it's my pleasure. Thank you, Jeffrey. Really appreciate it. All right. >> He's Brad. I'm Jeff. You're watching the Cube. Where at San Francisco International Gave fifty four b. Thanks for watching. We'll catch you next time.

[Music] [Music] [Music] [Laughter] [Laughter] [Laughter] [Laughter] [Music] [Music] [Music] [Music] you you [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Applause] [Music] wake up feeling blessed peace you warned that Russia ain't afraid to show it I'll expose it if I dressed up riding in that Chester roasted nigga catch you slippin on myself rocks on I messed up like yes sir [Music] [Music] [Music] [Music] our program [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] you are not welcome to Red Hat summit 2018 2018 [Music] [Music] [Music] [Laughter] [Music] Wow that is truly the coolest introduction I've ever had thank you Wow I don't think I feel cool enough to follow an interaction like that Wow well welcome to the Red Hat summit this is our 14th annual event and I have to say looking out over this audience Wow it's great to see so many people here joining us this is by far our largest summit to date not only did we blow through the numbers we've had in the past we blew through our own expectations this year so I know we have a pretty packed house and I know people are still coming in so it's great to see so many people here it's great to see so many familiar faces when I had a chance to walk around earlier it's great to see so many new people here joining us for the first time I think the record attendance is an indication that more and more enterprises around the world are seeing the power of open source to help them with their challenges that they're facing due to the digital transformation that all of enterprises around the world are going through the theme for the summit this year is ideas worth exploring and we intentionally chose that because as much as we are all going through this digital disruption and the challenges associated with it one thing I think is becoming clear no one person and certainly no one company has the answers to these challenges right this isn't a problem where you can go buy a solution this is a set of capabilities that we all need to build it's a set of cultural changes that we all need to go through and that's going to require the best ideas coming from so many different places so we're not here saying we have the answers we're trying to convene the conversation right we want to serve as a catalyst bringing great minds together to share ideas so we all walk out of here at the end of the week a little wiser than when we first came here we do have an amazing agenda for you we have over 7,000 attendees we may be pushing 8,000 by the time we got through this morning we have 36 keynote speakers and we have a hundred and twenty-five breakout sessions and have to throw in one plug scheduling 325 breakout sessions is actually pretty difficult and so we used the Red Hat business optimizer which is an AI constraint solver that's new in the Red Hat decision manager to help us plan the summit because we have individuals who have a clustered set of interests and we want to make sure that when we schedule two breakout sessions we do it in a way that we don't have overlapping sessions that are really important to the same individual so we tried to use this tool and what we understand about people's interest in history of what they wanted to do to try to make sure that we spaced out different times for things of similar interests for similar people as well as for people who stood in the back of breakouts before and I know I've done that too we've also used it to try to optimize room size so hopefully we will do our best to make sure that we've appropriately sized the spaces for those as well so it's really a phenomenal tool and I know it's helped us a lot this year in addition to the 325 breakouts we have a lot of our customers on stage during the main sessions and so you'll see demos you'll hear from partners you'll hear stories from so many of our customers not on our point of view of how to use these technologies but their point of views of how they actually are using these technologies to solve their problems and you'll hear over and over again from those keynotes that it's not just about the technology it's about how people are changing how people are working to innovate to solve those problems and while we're on the subject of people I'd like to take a moment to recognize the Red Hat certified professional of the year this is known award we do every year I love this award because it truly recognizes an individual for outstanding innovation for outstanding ideas for truly standing out in how they're able to help their organization with Red Hat technologies Red Hat certifications help system administrators application developers IT architects to further their careers and help their organizations by being able to advance their skills and knowledge of Red Hat products and this year's winner really truly is a great example about how their curiosity is helped push the limits of what's possible with technology let's hear a little more about this year's winner when I was studying at the University I had computer science as one of my subjects and that's what created the passion from the very beginning they were quite a few institutions around my University who were offering Red Hat Enterprise Linux as a course and a certification paths through to become an administrator Red Hat Learning subscription has offered me a lot more than any other trainings that have done so far that gave me exposure to so many products under red hair technologies that I wasn't even aware of I started to think about the better ways of how these learnings can be put into the real life use cases and we started off with a discussion with my manager saying I have to try this product and I really want to see how it really fits in our environment and that product was Red Hat virtualization we went from deploying rave and then OpenStack and then the open shift environment we wanted to overcome some of the things that we saw as challenges to the speed and rapidity of release and code etc so it made perfect sense and we were able to do it in a really short space of time so you know we truly did use it as an Innovation Lab I think idea is everything ideas can change the way you see things an Innovation Lab was such an idea that popped into my mind one fine day and it has transformed the way we think as a team and it's given that playpen to pretty much everyone to go and test their things investigate evaluate do whatever they like in a non-critical non production environment I recruited Neha almost 10 years ago now I could see there was a spark a potential with it and you know she had a real Drive a real passion and you know here we are nearly ten years later I'm Neha Sandow I am a Red Hat certified engineer all right well everyone please walk into the states to the stage Neha [Music] [Applause] congratulations thank you [Applause] I think that - well welcome to the red has some of this is your first summit yes it is thanks so much well fantastic sure well it's great to have you here I hope you have a chance to engage and share some of your ideas and enjoy the week thank you thank you congratulations [Applause] neha mentioned that she first got interest in open source at university and it made me think red hats recently started our Red Hat Academy program that looks to programmatically infuse Red Hat technologies in universities around the world it's exploded in a way we had no idea it's grown just incredibly rapidly which i think shows the interest that there really is an open source and working in an open way at university so it's really a phenomenal program I'm also excited to announce that we're launching our newest open source story this year at Summit it's called the science of collective discovery and it looks at what happens when communities use open hardware to monitor the environment around them and really how they can make impactful change based on that technologies the rural premier that will be at 5:15 on Wednesday at McMaster Oni West and so please join us for a drink and we'll also have a number of the experts featured in that and you can have a conversation with them as well so with that let's officially start the show please welcome red hat president of products and technology Paul Cormier [Music] Wow morning you know I say it every year I'm gonna say it again I know I repeat myself it's just amazing we are so proud here to be here today too while you all week on how far we've come with opens with open source and with the products that we that we provide at Red Hat so so welcome and I hope the pride shows through so you know I told you Seven Summits ago on this stage that the future would be open and here we are just seven years later this is the 14th summit but just seven years later after that and much has happened and I think you'll see today and this week that that prediction that the world would be open was a pretty safe predict prediction but I want to take you just back a little bit to see how we started here and it's not just how Red Hat started here this is an open source in Linux based computing is now in an industry norm and I think that's what you'll you'll see in here this week you know we talked back then seven years ago when we put on our prediction about the UNIX error and how Hardware innovation with x86 was it was really the first step in a new era of open innovation you know companies like Sun Deck IBM and HP they really changed the world the computing industry with their UNIX models it was that was really the rise of computing but I think what we we really saw then was that single company innovation could only scale so far could really get so far with that these companies were very very innovative but they coupled hardware innovation with software innovation and as one company they could only solve so many problems and even which comp which even complicated things more they could only hire so many people in each of their companies Intel came on the scene back then as the new independent hardware player and you know that was really the beginning of the drive for horizontal computing power and computing this opened up a brand new vehicle for hardware innovation a new hardware ecosystem was built around this around this common hardware base shortly after that Stallman and leanness they had a vision of his of an open model that was created and they created Linux but it was built around Intel this was really the beginning of having a software based platform that could also drive innovation this kind of was the beginning of the changing of the world here that system-level innovation now having a hardware platform that was ubiquitous and a software platform that was open and ubiquitous it really changed this system level innovation and that continues to thrive today it was only possible because it was open this could not have happened in a closed environment it allowed the best ideas from anywhere from all over to come in in win only because it was the best idea that's what drove the rate of innovation at the pace you're seeing today and it which has never been seen before we at Red Hat we saw the need to bring this innovation to solve real-world problems in the enterprise and I think that's going to be the theme of the show today you're going to see us with our customers and partners talking about and showing you some of those real-world problems that we are sought solving with this open innovation we created rel back then for this for the enterprise it started it's it it wasn't successful because it's scaled it was secure and it was enterprise ready it once again changed the industry but this time through open innovation this gave the hardware ecosystem a software platform this open software platform gave the hardware ecosystem a software platform to build around it Unleashed them the hardware side to compete and thrive it enabled innovation from the OEMs new players building cheaper faster servers even new architectures from armed to power sprung up with this change we have seen an incredible amount of hardware innovation over the last 15 years that same innovation happened on the software side we saw powerful implementations of bare metal Linux distributions out in the market in fact at one point there were 300 there are over 300 distributions out in the market on the foundation of Linux powerful open-source equivalents were even developed in every area of Technology databases middleware messaging containers anything you could imagine innovation just exploded around the Linux platform in innovation it's at the core also drove virtualization both Linux and virtualization led to another area of innovation which you're hearing a lot about now public cloud innovation this innovation started to proceed at a rate that we had never seen before we had never experienced this in the past in this unprecedented speed of innovation and software was now possible because you didn't need a chip foundry in order to innovate you just needed great ideas in the open platform that was out there customers seeing this innovation in the public cloud sparked it sparked their desire to build their own linux based cloud platforms and customers are now are now bringing that cloud efficiency on-premise in their own data centers public clouds demonstrated so much efficiency the data centers and architects wanted to take advantage of it off premise on premise I'm sorry within their own we don't within their own controlled environments this really allowed companies to make the most of existing investments from data centers to hardware they also gained many new advantages from data sovereignty to new flexible agile approaches I want to bring Burr and his team up here to take a look at what building out an on-premise cloud can look like today Bure take it away I am super excited to be with all of you here at Red Hat summit I know we have some amazing things to show you throughout the week but before we dive into this demonstration I want you to take just a few seconds just a quick moment to think about that really important event your life that moment you turned on your first computer maybe it was a trs-80 listen Claire and Atari I even had an 83 b2 at one point but in my specific case I was sitting in a classroom in Hawaii and I could see all the way from Diamond Head to Pearl Harbor so just keep that in mind and I turn on an IBM PC with dual floppies I don't remember issuing my first commands writing my first level of code and I was totally hooked it was like a magical moment and I've been hooked on computers for the last 30 years so I want you to hold that image in your mind for just a moment just a second while we show you the computers we have here on stage let me turn this over to Jay fair and Dini here's our worldwide DevOps manager and he was going to show us his hardware what do you got Jay thank you BER good morning everyone and welcome to Red Hat summit we have so many cool things to show you this week I am so happy to be here and you know my favorite thing about red hat summit is our allowed to kind of share all of our stories much like bird just did we also love to you know talk about the hardware and the technology that we brought with us in fact it's become a bit of a competition so this year we said you know let's win this thing and we actually I think we might have won we brought a cloud with us so right now this is a private cloud for throughout the course of the week we're going to turn this into a very very interesting open hybrid cloud right before your eyes so everything you see here will be real and happening right on this thing right behind me here so thanks for our four incredible partners IBM Dell HP and super micro we've built a very vendor heterogeneous cloud here extra special thanks to IBM because they loaned us a power nine machine so now we actually have multiple architectures in this cloud so as you know one of the greatest benefits to running Red Hat technology is that we run on just about everything and you know I can't stress enough how powerful that is how cost-effective that is and it just makes my life easier to be honest so if you're interested the people that built this actual rack right here gonna be hanging out in the customer success zone this whole week it's on the second floor the lobby there and they'd be glad to show you exactly how they built this thing so let me show you what we actually have in this rack so contained in this rack we have 1056 physical chorus right here we have five and a half terabytes of RAM and just in case we threw 50 terabytes of storage in this thing so burr that's about two million times more powerful than that first machine you boot it up thanks to a PC we're actually capable of putting all the power needs and cooling right in this rack so there's your data center right there you know it occurred to me last night that I can actually pull the power cord on this thing and kick it up a notch we could have the world's first mobile portable hybrid cloud so I'm gonna go ahead and unplug no no no no no seriously it's not unplug the thing we got it working now well Berg gets a little nervous but next year we're rolling this thing around okay okay so to recap multiple vendors check multiple architectures check multiple public clouds plug right into this thing check and everything everywhere is running the same software from Red Hat so that is a giant check so burn Angus why don't we get the demos rolling awesome so we have totally we have some amazing hardware amazing computers on this stage but now we need to light it up and we have Angus Thomas who represents our OpenStack engineering team and he's going to show us what we can do with this awesome hardware Angus thank you Beth so this was an impressive rack of hardware to Joe has bought a pocket stage what I want to talk about today is putting it to work with OpenStack platform director we're going to turn it from a lot of potential into a flexible scalable private cloud we've been using director for a while now to take care of managing hardware and orchestrating the deployment of OpenStack what's new is that we're bringing the same capabilities for on-premise manager the deployment of OpenShift director deploying OpenShift in this way is the best of both worlds it's bare-metal performance but with an underlying infrastructure as a service that can take care of deploying in new instances and scaling out and a lot of the things that we expect from a cloud provider director is running on a virtual machine on Red Hat virtualization at the top of the rack and it's going to bring everything else under control what you can see on the screen right now is the director UI and as you see some of the hardware in the rack is already being managed at the top level we have information about the number of cores in the amount of RAM and the disks that each machine have if we dig in a bit there's information about MAC addresses and IPs and the management interface the BIOS kernel version dig a little deeper and there is information about the hard disks all of this is important because we want to be able to make sure that we put in workloads exactly where we want them Jay could you please power on the two new machines at the top of the rack sure all right thank you so when those two machines come up on the network director is going to see them see that they're new and not already under management and is it immediately going to go into the hardware inspection that populates this database and gets them ready for use so we also have profiles as you can see here profiles are the way that we match the hardware in a machine to the kind of workload that it's suited to this is how we make sure that machines that have all the discs run Seth and machines that have all the RAM when our application workouts for example there's two ways these can be set when you're dealing with a rack like this you could go in an individually tag each machine but director scales up to data centers so we have a rules matching engine which will automatically take the hardware profile of a new machine and make sure it gets tagged in exactly the right way so we can automatically discover new machines on the network and we can automatically match them to a profile that's how we streamline and scale up operations now I want to talk about deploying the software we have a set of validations we've learned over time about the Miss configurations in the underlying infrastructure which can cause the deployment of a multi node distributed application like OpenStack or OpenShift to fail if you have the wrong VLAN tags on a switch port or DHCP isn't running where it should be for example you can get into a situation which is really hard to debug a lot of our validations actually run before the deployment they look at what you're intending to deploy and they check in the environment is the way that it should be and they'll preempts problems and obviously preemption is a lot better than debugging something new that you probably have not seen before is director managing multiple deployments of different things side by side before we came out on stage we also deployed OpenStack on this rack just to keep me honest let me jump over to OpenStack very quickly a lot of our opens that customers will be familiar with this UI and the bare metal deployment of OpenStack on our rack is actually running a set of virtual machines which is running Gluster you're going to see that put to work later on during the summit Jay's gone to an awful lot effort to get this Hardware up on the stage so we're going to use it as many different ways as we can okay let's deploy OpenShift if I switch over to the deployed a deployment plan view there's a few steps first thing you need to do is make sure we have the hardware I already talked about how director manages hardware it's smart enough to make sure that it's not going to attempt to deploy into machines they're already in use it's only going to deploy on machines that have the right profile but I think with the rack that we have here we've got enough next thing is the deployment configuration this is where you get to customize exactly what's going to be deployed to make sure that it really matches your environment if they're external IPs for additional services you can set them here whatever it takes to make sure that the deployment is going to work for you as you can see on the screen we have a set of options around enable TLS for encryption network traffic if I dig a little deeper there are options around enabling ipv6 and network isolation so that different classes of traffic there are over different physical NICs okay then then we have roles now roles this is essentially about the software that's going to be put on each machine director comes with a set of roles for a lot of the software that RedHat supports and you can just use those or you can modify them a little bit if you need to add a monitoring agent or whatever it might be or you can create your own custom roles director has quite a rich syntax for custom role definition and custom Network topologies whatever it is you need in order to make it work in your environment so the rawls that we have right now are going to give us a working instance of openshift if I go ahead and click through the validations are all looking green so right now I can click the button start to the deploy and you will see things lighting up on the rack directors going to use IPMI to reboot the machines provisioned and with a trail image was the containers on them and start up the application stack okay so one last thing once the deployment is done you're going to want to keep director around director has a lot of capabilities around what we call de to operational management bringing in new Hardware scaling out deployments dealing with updates and critically doing upgrades as well so having said all of that it is time for me to switch over to an instance of openshift deployed by a director running on bare metal on our rack and I need to hand this over to our developer team so they can show what they can do it thank you that is so awesome Angus so what you've seen now is going from bare metal to the ultimate private cloud with OpenStack director make an open shift ready for our developers to build their next generation applications thank you so much guys that was totally awesome I love what you guys showed there now I have the honor now I have the honor of introducing a very special guest one of our earliest OpenShift customers who understands the necessity of the private cloud inside their organization and more importantly they're fundamentally redefining their industry please extend a warm welcome to deep mar Foster from Amadeus well good morning everyone a big thank you for having armadillos here and myself so as it was just set I'm at Mario's well first of all we are a large IT provider in the travel industry so serving essentially Airlines hotel chains this distributors like Expedia and others we indeed we started very early what was OpenShift like a bit more than three years ago and we jumped on it when when Retta teamed with Google to bring in kubernetes into this so let me quickly share a few figures about our Mario's to give you like a sense of what we are doing and the scale of our operations so some of our key KPIs one of our key metrics is what what we call passenger borders so that's the number of customers that physically board a plane over the year so through our systems it's roughly 1.6 billion people checking in taking the aircrafts on under the Amarillo systems close to 600 million travel agency bookings virtually all airlines are on the system and one figure I want to stress out a little bit is this one trillion availability requests per day that's when I read this figure my mind boggles a little bit so this means in continuous throughput more than 10 million hits per second so of course these are not traditional database transactions it's it's it's highly cached in memory and these applications are running over like more than 100,000 course so it's it's it's really big stuff so today I want to give some concrete feedback what we are doing so I have chosen two applications products of our Mario's that are currently running on production in different in different hosting environments as the theme here is of this talk hybrid cloud and so I want to give some some concrete feedback of how we architect the applications and of course it stays relatively high level so here I have taken one of our applications that is used in the hospitality environment so it's we have built this for a very large US hotel chain and it's currently in in full swing brought into production so like 30 percent of the globe or 5,000 plus hotels are on this platform not so here you can see that we use as the path of course on openshift on that's that's the most central piece of our hybrid cloud strategy on the database side we use Oracle and Couchbase Couchbase is used for the heavy duty fast access more key value store but also to replicate data across two data centers in this case it's running over to US based data centers east and west coast topology that are fit so run by Mario's that are fit with VMware on for the virtualization OpenStack on top of it and then open shift to host and welcome the applications on the right hand side you you see the kind of tools if you want to call them tools that we use these are the principal ones of course the real picture is much more complex but in essence we use terraform to map to the api's of the underlying infrastructure so they are obviously there are differences when you run on OpenStack or the Google compute engine or AWS Azure so some some tweaking is needed we use right at ansible a lot we also use puppet so you can see these are really the big the big pieces of of this sense installation and if we look to the to the topology again very high high level so these two locations basically map the data centers of our customers so they are in close proximity because the response time and the SLA is of this application is are very tight so that's an example of an application that is architectures mostly was high ability and high availability in minds not necessarily full global worldwide scaling but of course it could be scaled but here the idea is that we can swing from one data center to the unit to the other in matters of of minutes both take traffic data is fully synchronized across those data centers and while the switch back and forth is very fast the second example I have taken is what we call the shopping box this is when people go to kayak or Expedia and they're getting inspired where they want to travel to this is really the piece that shoots most of transit of the transactions into our Mario's so we architect here more for high scalability of course availability is also a key but here scaling and geographical spread is very important so in short it runs partially on-premise in our Amarillo Stata Center again on OpenStack and we we deploy it mostly in the first step on the Google compute engine and currently as we speak on Amazon on AWS and we work also together with Retta to qualify the whole show on Microsoft Azure here in this application it's it's the same building blocks there is a large swimming aspect to it so we bring Kafka into this working with records and another partner to bring Kafka on their open shift because at the end we want to use open shift to administrate the whole show so over time also databases and the topology here when you look to the physical deployment topology while it's very classical we use the the regions and the availability zone concept so this application is spread over three principal continental regions and so it's again it's a high-level view with different availability zones and in each of those availability zones we take a hit of several 10,000 transactions so that was it really in very short just to give you a glimpse on how we implement hybrid clouds I think that's the way forward it gives us a lot of freedom and it allows us to to discuss in a much more educated way with our customers that sometimes have already deals in place with one cloud provider or another so for us it's a lot of value to set two to leave them the choice basically what up that was a very quick overview of what we are doing we were together with records are based on open shift essentially here and more and more OpenStack coming into the picture hope you found this interesting thanks a lot and have a nice summer [Applause] thank you so much deeper great great solution we've worked with deep Marv and his team for a long for a long time great solution so I want to take us back a little bit I want to circle back I sort of ended talking a little bit about the public cloud so let's circle back there you know even so even though some applications need to run in various footprints on premise there's still great gains to be had that for running certain applications in the public cloud a public cloud will be as impactful to to the industry as as UNIX era was of computing was but by itself it'll have some of the same limitations and challenges that that model had today there's tremendous cloud innovation happening in the public cloud it's being driven by a handful of massive companies and much like the innovation that sundeck HP and others drove in a you in the UNIX era of community of computing many customers want to take advantage of the best innovation no matter where it comes from buddy but as they even eventually saw in the UNIX era they can't afford the best innovation at the cost of a siloed operating environment with the open community we are building a hybrid application platform that can give you access to the best innovation no matter which vendor or which cloud that it comes from letting public cloud providers innovate and services beyond what customers or anyone can one provider can do on their own such as large scale learning machine learning or artificial intelligence built on the data that's unique probably to that to that one cloud but consumed in a common way for the end customer across all applications in any environment on any footprint in in their overall IT infrastructure this is exactly what rel brought brought to our customers in the UNIX era of computing that consistency across any of those footprints obviously enterprises will have applications for all different uses some will live on premise some in the cloud hybrid cloud is the only practical way forward I think you've been hearing that from us for a long time it is the only practical way forward and it'll be as impactful as anything we've ever seen before I want to bring Byrne his team back to see a hybrid cloud deployment in action burr [Music] all right earlier you saw what we did with taking bare metal and lighting it up with OpenStack director and making it openshift ready for developers to build their next generation applications now we want to show you when those next turn and generation applications and what we've done is we take an open shift and spread it out and installed it across Asia and Amazon a true hybrid cloud so with me on stage today as Ted who's gonna walk us through an application and Brent Midwood who's our DevOps engineer who's gonna be making sure he's monitoring on the backside that we do make sure we do a good job so at this point Ted what have you got for us Thank You BER and good morning everybody this morning we are running on the stage in our private cloud an application that's providing its providing fraud detection detect serves for financial transactions and our customer base is rather large and we occasionally take extended bursts of traffic of heavy traffic load so in order to keep our latency down and keep our customers happy we've deployed extra service capacity in the public cloud so we have capacity with Microsoft Azure in Texas and with Amazon Web Services in Ohio so we use open chip container platform on all three locations because openshift makes it easy for us to deploy our containerized services wherever we want to put them but the question still remains how do we establish seamless communication across our entire enterprise and more importantly how do we balance the workload across these three locations in such a way that we efficiently use our resources and that we give our customers the best possible experience so this is where Red Hat amq interconnect comes in as you can see we've deployed a MQ interconnect alongside our fraud detection applications in all three locations and if I switch to the MQ console we'll see the topology of the app of the network that we've created here so the router inside the on stage here has made connections outbound to the public routers and AWS and Azure these connections are secured using mutual TLS authentication and encrypt and once these connections are established amq figures out the best way auda matically to route traffic to where it needs to get to so what we have right now is a distributed reliable broker list message bus that expands our entire enterprise now if you want to learn more about this make sure that you catch the a MQ breakout tomorrow at 11:45 with Jack Britton and David Ingham let's have a look at the message flow and we'll dive in and isolate the fraud detection API that we're interested in and what we see is that all the traffic is being handled in the private cloud that's what we expect because our latencies are low and they're acceptable but now if we take a little bit of a burst of increased traffic we're gonna see that an EQ is going to push a little a bi traffic out onto the out to the public cloud so as you're picking up some of the load now to keep the Layton sees down now when that subsides as your finishes up what it's doing and goes back offline now if we take a much bigger load increase you'll see two things first of all asher is going to take a bigger proportion than it did before and Amazon Web Services is going to get thrown into the fray as well now AWS is actually doing less work than I expected it to do I expected a little bit of bigger a slice there but this is a interesting illustration of what's going on for load balancing mq load balancing is sending requests to the services that have the lowest backlog and in order to keep the Layton sees as steady as possible so AWS is probably running slowly for some reason and that's causing a and Q to push less traffic its way now the other thing you're going to notice if you look carefully this graph fluctuate slightly and those fluctuations are caused by all the variances in the network we have the cloud on stage and we have clouds in in the various places across the country there's a lot of equipment locked layers of virtualization and networking in between and we're reacting in real-time to the reality on the digital street so BER what's the story with a to be less I noticed there's a problem right here right now we seem to have a little bit performance issue so guys I noticed that as well and a little bit ago I actually got an alert from red ahead of insights letting us know that there might be some potential optimizations we could make to our environment so let's take a look at insights so here's the Red Hat insights interface you can see our three OpenShift deployments so we have the set up here on stage in San Francisco we have our Azure deployment in Texas and we also have our AWS deployment in Ohio and insights is highlighting that that deployment in Ohio may have some issues that need some attention so Red Hat insights collects anonymized data from manage systems across our customer environment and that gives us visibility into things like vulnerabilities compliance configuration assessment and of course Red Hat subscription consumption all of this is presented in a SAS offering so it's really really easy to use it requires minimal infrastructure upfront and it provides an immediate return on investment what insights is showing us here is that we have some potential issues on the configuration side that may need some attention from this view I actually get a look at all the systems in our inventory including instances and containers and you can see here on the left that insights is highlighting one of those instances as needing some potential attention it might be a candidate for optimization this might be related to the issues that you were seeing just a minute ago insights uses machine learning and AI techniques to analyze all collected data so we combine collected data from not only the system's configuration but also with other systems from across the Red Hat customer base this allows us to compare ourselves to how we're doing across the entire set of industries including our own vertical in this case the financial services industry and we can compare ourselves to other customers we also get access to tailored recommendations that let us know what we can do to optimize our systems so in this particular case we're actually detecting an issue here where we are an outlier so our configuration has been compared to other configurations across the customer base and in this particular instance in this security group were misconfigured and so insights actually gives us the steps that we need to use to remediate the situation and the really neat thing here is that we actually get access to a custom ansible playbook so if we want to automate that type of a remediation we can use this inside of Red Hat ansible tower Red Hat satellite Red Hat cloud forms it's really really powerful the other thing here is that we can actually apply these recommendations right from within the Red Hat insights interface so with just a few clicks I can select all the recommendations that insights is making and using that built-in ansible automation I can apply those recommendations really really quickly across a variety of systems this type of intelligent automation is really cool it's really fast and powerful so really quickly here we're going to see the impact of those changes and so we can tell that we're doing a little better than we were a few minutes ago when compared across the customer base as well as within the financial industry and if we go back and look at the map we should see that our AWS employment in Ohio is in a much better state than it was just a few minutes ago so I'm wondering Ted if this had any effect and might be helping with some of the issues that you were seeing let's take a look looks like went green now let's see what it looks like over here yeah doesn't look like the configuration is taking effect quite yet maybe there's some delay awesome fantastic the man yeah so now we're load balancing across the three clouds very much fantastic well I have two minute Ted I truly love how we can route requests and dynamically load transactions across these three clouds a truly hybrid cloud native application you guys saw here on on stage for the first time and it's a fully portable application if you build your applications with openshift you can mover from cloud to cloud to cloud on stage private all the way out to the public said it's totally awesome we also have the application being fully managed by Red Hat insights I love having that intelligence watching over us and ensuring that we're doing everything correctly that is fundamentally awesome thank you so much for that well we actually have more to show you but you're going to wait a few minutes longer right now we'd like to welcome Paul back to the stage and we have a very special early Red Hat customer an Innovation Award winner from 2010 who's been going boldly forward with their open hybrid cloud strategy please give a warm welcome to Monty Finkelstein from Citigroup [Music] [Music] hi Marty hey Paul nice to see you thank you very much for coming so thank you for having me Oh our pleasure if you if you wanted to we sort of wanted to pick your brain a little bit about your experiences and sort of leading leading the charge in computing here so we're all talking about hybrid cloud how has the hybrid cloud strategy influenced where you are today in your computing environment so you know when we see the variable the various types of workload that we had an hour on from cloud we see the peaks we see the valleys we see the demand on the environment that we have we really determined that we have to have a much more elastic more scalable capability so we can burst and stretch our environments to multiple cloud providers these capabilities have now been proven at City and of course we consider what the data risk is as well as any regulatory requirement so how do you how do you tackle the complexity of multiple cloud environments so every cloud provider has its own unique set of capabilities they have they're own api's distributions value-added services we wanted to make sure that we could arbitrate between the different cloud providers maintain all source code and orchestration capabilities on Prem to drive those capabilities from within our platforms this requires controlling the entitlements in a cohesive fashion across our on Prem and Wolfram both for security services automation telemetry as one seamless unit can you talk a bit about how you decide when you to use your own on-premise infrastructure versus cloud resources sure so there are multiple dimensions that we take into account right so the first dimension we talk about the risk so low risk - high risk and and really that's about the data classification of the environment we're talking about so whether it's public or internal which would be considered low - ooh confidential PII restricted sensitive and so on and above which is really what would be considered a high-risk the second dimension would be would focus on demand volatility and responsiveness sensitivity so this would range from low response sensitivity and low variability of the type of workload that we have to the high response sensitivity and high variability of the workload the first combination that we focused on is the low risk and high variability and high sensitivity for response type workload of course any of the workloads we ensure that we're regulatory compliant as well as we achieve customer benefits with within this environment so how can we give developers greater control of their their infrastructure environments and still help operations maintain that consistency in compliance so the main driver is really to use the public cloud is scale speed and increased developer efficiencies as well as reducing cost as well as risk this would mean providing develop workspaces and multiple environments for our developers to quickly create products for our customers all this is done of course in a DevOps model while maintaining the source and artifacts registry on-prem this would allow our developers to test and select various middleware products another product but also ensure all the compliance activities in a centrally controlled repository so we really really appreciate you coming by and sharing that with us today Monte thank you so much for coming to the red echo thanks a lot thanks again tamati I mean you know there's these real world insight into how our products and technologies are really running the businesses today that's that's just the most exciting part so thank thanks thanks again mati no even it with as much progress as you've seen demonstrated here and you're going to continue to see all week long we're far from done so I want to just take us a little bit into the path forward and where we we go today we've talked about this a lot innovation today is driven by open source development I don't think there's any question about that certainly not in this room and even across the industry as a whole that's a long way that we've come from when we started our first summit 14 years ago with over a million open source projects out there this unit this innovation aggregates into various community platforms and it finally culminates in commercial open source based open source developed products these products run many of the mission-critical applications in business today you've heard just a couple of those today here on stage but it's everywhere it's running the world today but to make customers successful with that interact innovation to run their real-world business applications these open source products have to be able to leverage increase increasingly complex infrastructure footprints we must also ensure a common base for the developer and ultimately the application no matter which footprint they choose as you heard mati say the developers want choice here no matter which no matter which footprint they are ultimately going to run their those applications on they want that flexibility from the data center to possibly any public cloud out there in regardless of whether that application was built yesterday or has been running the business for the last 10 years and was built on 10-year old technology this is the flexibility that developers require today but what does different infrastructure we may require different pieces of the technical stack in that deployment one example of this that Effects of many things as KVM which provides the foundation for many of those use cases that require virtualization KVM offers a level of consistency from a technical perspective but rel extends that consistency to add a level of commercial and ecosystem consistency for the application across all those footprints this is very important in the enterprise but while rel and KVM formed the foundation other technologies are needed to really satisfy the functions on these different footprints traditional virtualization has requirements that are satisfied by projects like overt and products like Rev traditional traditional private cloud implementations has requirements that are satisfied on projects like OpenStack and products like Red Hat OpenStack platform and as applications begin to become more container based we are seeing many requirements driven driven natively into containers the same Linux in different forms provides this common base across these four footprints this level of compatible compatibility is critical to operators who must best utilize the infinite must better utilize secure and deploy the infrastructure that they have and they're responsible for developers on the other hand they care most about having a platform that can creates that consistency for their applications they care about their services and the services that they need to consume within those applications and they don't want limitations on where they run they want service but they want it anywhere not necessarily just from Amazon they want integration between applications no matter where they run they still want to run their Java EE now named Jakarta EE apps and bring those applications forward into containers and micro services they need able to orchestrate these frameworks and many more across all these different footprints in a consistent secure fashion this creates natural tension between development and operations frankly customers amplify this tension with organizational boundaries that are holdover from the UNIX era of computing it's really the job of our platforms to seamlessly remove these boundaries and it's the it's the goal of RedHat to seamlessly get you from the old world to the new world we're gonna show you a really cool demo demonstration now we're gonna show you how you can automate this transition first we're gonna take a Windows virtual machine from a traditional VMware deployment we're gonna convert it into a KVM based virtual machine running in a container all under the kubernetes umbrella this makes virtual machines more access more accessible to the developer this will accelerate the transformation of those virtual machines into cloud native container based form well we will work this prot we will worked as capability over the product line in the coming releases so we can strike the balance of enabling our developers to move in this direction we want to be able to do this while enabling mission-critical operations to still do their job so let's bring Byrne his team back up to show you this in action for one more thanks all right what Red Hat we recognized that large organizations large enterprises have a substantial investment and legacy virtualization technology and this is holding you back you have thousands of virtual machines that need to be modernized so what you're about to see next okay it's something very special with me here on stage we have James Lebowski he's gonna be walking us through he's represents our operations folks and he's gonna be walking us through a mass migration but also is Itamar Hine who's our lead developer of a very special application and he's gonna be modernizing container izing and optimizing our application all right so let's get started James thanks burr yeah so as you can see I have a typical VMware environment here I'm in the vSphere client I've got a number of virtual machines a handful of them that make up my one of my applications for my development environment in this case and what I want to do is migrate those over to a KVM based right at virtualization environment so what I'm gonna do is I'm gonna go to cloud forms our cloud management platform that's our first step and you know cloud forms actually already has discovered both my rev environment and my vSphere environment and understands the compute network and storage there so you'll notice one of the capabilities we built is this new capability called migrations and underneath here I could begin to there's two steps and the first thing I need to do is start to create my infrastructure mappings what this will allow me to do is map my compute networking storage between vSphere and Rev so cloud forms understands how those relate let's go ahead and create an infrastructure mapping I'll call that summit infrastructure mapping and then I'm gonna begin to map my two environments first the compute so the clusters here next the data stores so those virtual machines happen to live on datastore - in vSphere and I'll target them a datastore data to inside of my revenue Arman and finally my networks those live on network 100 so I'll map those from vSphere to rover so once my infrastructure is map the next step I need to do is actually begin to create a plan to migrate those virtual machines so I'll continue to the plan wizard here I'll select the infrastructure mapping I just created and I'll select migrate my development environment from those virtual machines to Rev and then I need to import a CSV file the CSV file is going to contain a list of all the virtual machines that I want to migrate that were there and that's it once I hit create what's going to happen cloud forms is going to begin in an automated fashion shutting down those virtual machines begin converting them taking care of all the minutia that you'd have to do manually it's gonna do that all automatically for me so I don't have to worry about all those manual interactions and no longer do I have to go manually shut them down but it's going to take care of that all for me you can see the migrations kicked off here this is the I've got the my VMs are migrating here and if I go back to the screen here you can see that we're gonna start seeing those shutdown okay awesome but as people want to know more information about this how would they dive deeper into this technology later this week yeah it's a great question so we have a workload portability session in the hybrid cloud on Wednesday if you want to see a presentation that deep dives into this topic and how some of the methodologies to migrate and then on Thursday we actually have a hands-on lab it's the IT optimization VM migration lab that you can check out and as you can see those are shutting down here yeah we see a powering off right now that's fantastic absolutely so if I go back now that's gonna take a while you got to convert all the disks and move them over but we'll notice is previously I had already run one migration of a single application that was a Windows virtual machine running and if I browse over to Red Hat virtualization I can see on the dashboard here I could browse to virtual machines I have migrated that Windows virtual machine and if I open up a tab I can now browse to my Windows virtual machine which is running our wingtip toy store application our sample application here and now my VM has been moved over from Rev to Vita from VMware to Rev and is available for Itamar all right great available to our developers all right Itamar what are you gonna do for us here well James it's great that you can save cost by moving from VMware to reddit virtualization but I want to containerize our application and with container native virtualization I can run my virtual machine on OpenShift like any other container using Huebert a kubernetes operator to run and manage virtual machines let's look at the open ship service catalog you can see we have a new virtualization section here we can import KVM or VMware virtual machines or if there are already loaded we can create new instances of them for the developer to work with just need to give named CPU memory we can do other virtualization parameters and create our virtual machines now let's see how this looks like in the openshift console the cool thing about KVM is virtual machines are just Linux processes so they can act and behave like other open shipped applications we build in more than a decade of virtualization experience with KVM reddit virtualization and OpenStack and can now benefit from kubernetes and open shift to manage and orchestrate our virtual machines since we know this virtual machine this container is actually a virtual machine we can do virtual machine stuff with it like shutdown reboot or open a remote desktop session to it but we can also see this is just a container like any other container in openshift and even though the web application is running inside a Windows virtual machine the developer can still use open shift mechanisms like services and routes let's browse our web application using the OpenShift service it's the same wingtip toys application but this time the virtual machine is running on open shift but we're not done we want to containerize our application since it's a Windows virtual machine we can open a remote desktop session to it we see we have here Visual Studio and an asp.net application let's start container izing by moving the Microsoft sequel server database from running inside the Windows virtual machine to running on Red Hat Enterprise Linux as an open shipped container we'll go back to the open shipped Service Catalog this time we'll go to the database section and just as easily we'll create a sequel server container just need to accept the EULA provide password and choose the Edition we want and create a database and again we can see the sequel server is just another container running on OpenShift now let's take let's find the connection details for our database to keep this simple we'll take the IP address of our database service go back to the web application to visual studio update the IP address in the connection string publish our application and go back to browse it through OpenShift fortunately for us the user experience team heard we're modernizing our application so they pitched in and pushed new icons to use with our containerized database to also modernize the look and feel it's still the same wingtip toys application it's running in a virtual machine on openshift but it's now using a containerized database to recap we saw that we can run virtual machines natively on openshift like any other container based application modernize and mesh them together we containerize the database but we can use the same approach to containerize any part of our application so some items here to deserve repeating one thing you saw is Red Hat Enterprise Linux burning sequel server in a container on open shift and you also saw Windows VM where the dotnet native application also running inside of open ships so tell us what's special about that that seems pretty crazy what you did there exactly burr if we take a look under the hood we can use the kubernetes commands to see the list of our containers in this case the sequel server and the virtual machine containers but since Q Bert is a kubernetes operator we can actually use kubernetes commands like cube Cpl to list our virtual machines and manage our virtual machines like any other entity in kubernetes I love that so there's your crew meta gem oh we can see the kind says virtual machine that is totally awesome now people here are gonna be very excited about what they just saw we're gonna get more information and when will this be coming well you know what can they do to dive in this will be available as part of reddit Cloud suite in tech preview later this year but we are looking for early adopters now so give us a call also come check our deep dive session introducing container native virtualization Thursday 2:00 p.m. awesome that is so incredible so we went from the old to the new from the close to the open the Red Hat way you're gonna be seeing more from our demonstration team that's coming Thursday at 8 a.m. do not be late if you like what you saw this today you're gonna see a lot more of that going forward so we got some really special things in store for you so at this point thank you so much in tomorrow thank you so much you guys are awesome yeah now we have one more special guest a very early adopter of Red Hat Enterprise Linux we've had over a 12-year partnership and relationship with this organization they've been a steadfast Linux and middleware customer for many many years now please extend a warm welcome to Raj China from the Royal Bank of Canada thank you thank you it's great to be here RBC is a large global full-service is back we have the largest bank in Canada top 10 global operate in 30 countries and run five key business segments personal commercial banking investor in Treasury services capital markets wealth management and insurance but honestly unless you're in the banking segment those five business segments that I just mentioned may not mean a lot to you but what you might appreciate is the fact that we've been around in business for over 150 years we started our digital transformation journey about four years ago and we are focused on new and innovative technologies that will help deliver the capabilities and lifestyle our clients are looking for we have a very simple vision and we often refer to it as the digitally enabled bank of the future but as you can appreciate transforming a hundred fifty year old Bank is not easy it certainly does not happen overnight to that end we had a clear unwavering vision a very strong innovation agenda and most importantly a focus towards a flawless execution today in banking business strategy and IT strategy are one in the same they are not two separate things we believe that in order to be the number one bank we have to have the number one tactic there is no question that most of today's innovations happens in the open source community RBC relies on RedHat as a key partner to help us consume these open source innovations in a manner that it meets our enterprise needs RBC was an early adopter of Linux we operate one of the largest footprints of rel in Canada same with tables we had tremendous success in driving cost out of infrastructure by partnering with rahat while at the same time delivering a world-class hosting service to your business over our 12 year partnership Red Hat has proven that they have mastered the art of working closely with the upstream open source community understanding the needs of an enterprise like us in delivering these open source innovations in a manner that we can consume and build upon we are working with red hat to help increase our agility and better leverage public and private cloud offerings we adopted virtualization ansible and containers and are excited about continuing our partnership with Red Hat in this journey throughout this journey we simply cannot replace everything we've had from the past we have to bring forward these investments of the past and improve upon them with new and emerging technologies it is about utilizing emerging technologies but at the same time focusing on the business outcome the business outcome for us is serving our clients and delivering the information that they are looking for whenever they need it and in whatever form factor they're looking for but technology improvements alone are simply not sufficient to do a digital transformation creating the right culture of change and adopting new methodologies is key we introduced agile and DevOps which has boosted the number of adult projects at RBC and increase the frequency at which we do new releases to our mobile app as a matter of fact these methodologies have enabled us to deliver apps over 20x faster than before the other point about around culture that I wanted to mention was we wanted to build an engineering culture an engineering culture is one which rewards curiosity trying new things investing in new technologies and being a leader not necessarily a follower Red Hat has been a critical partner in our journey to date as we adopt elements of open source culture in engineering culture what you seen today about red hearts focus on new technology innovations while never losing sight of helping you bring forward the investments you've already made in the past is something that makes Red Hat unique we are excited to see red arts investment in leadership in open source technologies to help bring the potential of these amazing things together thank you that's great the thing you know seeing going from the old world to the new with automation so you know the things you've seen demonstrated today they're they're they're more sophisticated than any one company could ever have done on their own certainly not by using a proprietary development model because of this it's really easy to see why open source has become the center of gravity for enterprise computing today with all the progress open-source has made we're constantly looking for new ways of accelerating that into our products so we can take that into the enterprise with customers like these that you've met what you've met today now we recently made in addition to the Red Hat family we brought in core OS to the Red Hat family and you know adding core OS has really been our latest move to accelerate that innovation into our products this will help the adoption of open shift container platform even deeper into the enterprise and as we did with the Linux core platform in 2002 this is just exactly what we did with with Linux back then today we're announcing some exciting new technology directions first we'll integrate the benefits of automated operations so for example you'll see dramatic improvements in the automated intelligence about the state of your clusters in OpenShift with the core OS additions also as part of open shift will include a new variant of rel called Red Hat core OS maintaining the consistency of rel farhat for the operation side of the house while allowing for a consumption of over-the-air updates from the kernel to kubernetes later today you'll hear how we are extending automated operations beyond customers and even out to partners all of this starting with the next release of open shift in July now all of this of course will continue in an upstream open source innovation model that includes continuing container linux for the community users today while also evolving the commercial products to bring that innovation out to the enterprise this this combination is really defining the platform of the future everything we've done for the last 16 years since we first brought rel to the commercial market because get has been to get us just to this point hybrid cloud computing is now being deployed multiple times in enterprises every single day all powered by the open source model and powered by the open source model we will continue to redefine the software industry forever no in 2002 with all of you we made Linux the choice for enterprise computing this changed the innovation model forever and I started the session today talking about our prediction of seven years ago on the future being open we've all seen so much happen in those in those seven years we at Red Hat have celebrated our 25th anniversary including 16 years of rel and the enterprise it's now 2018 open hybrid cloud is not only a reality but it is the driving model in enterprise computing today and this hybrid cloud world would not even be possible without Linux as a platform in the open source development model a build around it and while we have think we may have accomplished a lot in that time and we may think we have changed the world a lot we have but I'm telling you the best is yet to come now that Linux and open source software is firmly driving that innovation in the enterprise what we've accomplished today and up till now has just set the stage for us together to change the world once again and just as we did with rel more than 15 years ago with our partners we will make hybrid cloud the default in the enterprise and I will take that bet every single day have a great show and have fun watching the future of computing unfold right in front of your eyes see you later [Applause] [Music] [Music] [Music] [Music] [Music] [Music] [Music] [Music] anytime [Music]

>> Announcer: Live from Las Vegas, it's theCUBE. Covering Dell Technologies World, 2018. Brought to you by Dell EMC and its ecosystem partners. >> Welcome back to Vegas, everybody. We're rocking. We are rocking. Dave Vellante here with Keith Townsend. This is theCUBE, the leader, get into it! Live tech coverage. (laughing) >> We in the club! >> We are in the club. The Chads are here, Chad Dunn, Chad Sakac. Chad Dunn is VP of Product Management and Marketing at Dell EMC, and Chad Sakac, needs no introduction, although new role with Pivotal. >> Sakac: Yeah. >> Awesome. >> It's exciting man, it's great to be back, like come on, some things change, some things stay the same. It's always good to be on theCUBE. >> So tell us about the new role, let's start there. I know you've talked a lot about it, but you haven't with me, so. >> Yeah, so, in a nutshell, as I was trying to think what do I do next in my career? You know, we had built amazing things in the converged platform and solutions division, VxRail, massive success. >> Dunn: Yep. >> Those things moving into the parts of Dell EMC for more scale and velocity, which is simple. If you imagine the future of tomorrow, you'd go and say, what percentage of infrastructure going to be hyper-converged? Answer, a lot, and it's going to need to have a velocity that's very similar to a server, because what percentage of servers are going to be HCI? Answer, a lot. And so it was a very natural kind of, time to go and say, how do we optimize this thing? And then that gave me a weird, unique, once in a lifetime moment, where I could go and say, what do I want to do? My wife said, I'm telling you a long answer, and you probably want the short one. My wife said-- >> Dunn: You don't know any other kind. (laughing) >> This is Chad skills. >> "Chad, you've been on the road for 13 years, "your children are now 12 and 14, "they're going to be here in the nest "for like another four years, "take time off, I'll go out to work, "you be a stay-at-home dad." That was actually, like, option A. Option B was, there's so much cool stuff going on in the ecosystem, join a startup, do a CEO gig, whatever, and then stay in the family and a ton of support from Michael and from Jeff Clarke and from Pat Gelsinger and Rob Mee, and there was, like, do this at Dell EMC, do this at VMware, do this at Pivotal. And what I realized was the Pivotal thing gave me the opportunity to do the startup-like thing, discover some new parts of my own career, so move up the stack, and do one thing that I've always done, which is be at the intersection of the companies. Because PKS is, fundamentally, an effort that is 50/50, VMware and Pivotal, just like VxRail is a 50/50, VMware, Dell EMC effort. >> Right, right. >> So it was the obvious choice and then I had to have that uncomfortable discussion with my wife that said, "Unfortunately, sweetheart, "I'm back on the road." She said, "Fine! "But at least take one month off "before you go from one thing to the other." We went to Hawaii, surfed. >> Oh nice. >> It was awesome. >> You bring the kids? >> Oh, yeah. >> Beautiful. >> It was awesome. But in any case, it's a, you know, in the same way that when we started VxRail, we were like, how do we go from a market where we're currently not the leader, and quickly accelerate, become number one, in a two-year period? And that requires running fast and iterating. The same thing goes with PKS, PCF and PAS is number one for that universe, but we're not currently number one for the enterprise container distribution. So, that's OK, I like that, now I'm determined and stubborn to make sure that PKS is the best enterprise Kubernetes and container platform. >> Chad D, you were talking off camera about the interest in VxRail, sounds like it's off the charts. >> Absolutely. I mean a ridiculous number of customer meetings that we have here at the show this week. I think it's over 200 customer meetings, just on VxRail, and VxRack SDDC, you know, the VMware hyper-converged stack. And, you know, more and more on Pivotal PCF and PKS. >> Yeah so let's talk about that. You got the guys that are sort of, born Cloud-native and the guys that are trying to transform, they need infrastructure to help them do both, they need partnerships, so lay it out for us. >> So, Keith, you and I have gone on Twitter and talked about this, there's this nature amongst the IT ecosystem, where everybody wants the answer to be A or B. >> Keith: Yes, we do. >> Right, A or B. >> Keith: Yes. >> Yeah A sucks, B is awesome. And you know, debates raged about, you remember like, the era of Doka is going to destroy VMware, you remember that? >> I remember that, seems like just yesterday. >> Because it was just yesterday. (laughing) But what's happened now is everyone's realized that's stupid, that the reality is that Kernel-Mode VMs and containers are going to co-exist, and in fact, the majority of containers are actually going to be deployed on Kernel-Mode hypervisors. >> Netflix's biggest story is optimizations from AWS. They're able to save tons of money by running containers inside of VMs. >> Sakac: Yeah. >> Dunn: Absolutely. >> And, you know, I was laughed at a couple of years ago, when I said, you know what, containers and VMs go together, like peanut-butter and jelly, and it does. >> It does and so, look, does it change what people want from the Kernel-Mode virtualization layer? Yeah. So, things like DRS, that are really important if all you do is a Kernel-Mode VM is less important, when resource management is done by something like Kubernetes, but that's a refinement. And so, what we're trying to do now is now that everyone's gotten over the emotion, and what I call the bar-fights, where we're getting into stupid arguments, you know, that are not about something that matters, and now people are getting down to the brass tacks of, how do I make this go? They're realizing, I'm going to use off-prem and on-prem, I'm going to have Kernel Mode VM's and I'm going to have containers, how do I make that work, how do I build a hybrid model that will work for both of those scenarios? And then, frankly, our job as IT practitioners and the vendor ecosystem is to make this as easy as we can. >> Well, you guys know this better than I do, people want to use existing processes and procedures, they don't want to throw that stuff out, I mean I think of it, I remember Big Data and Hadoop that the killer application was sequel. Right, I mean even in the Blockchain world now. >> Sakac: Yep. >> Everybody's talking about writing in JavaScript, right, you've got expertise built up, you don't throw that away. >> No, and I think when you look at the people who are trying to deploy containers on premises, they don't want to worry about the infrastructure, right, they want to look at the new, play with the new, cool things, they want to play with Kubernetes, they want to play with containers as service. They don't want to talk about, OK, well what infrastructure do I need, how do I make those choices? They want something that is very much automated and very much scale-out so it can react the same way that their application does. >> So let's talk about that, let's talk about VxRail, Kubernetes, PKS. If I'm a Cloud-Native guy, I don't care about infrastructure but there has to be infrastructure. So where's the meeting of that conversation? Dell technologies run best on Dell technologies. >> So, again, I'm going to try and force myself to give short answers, because it's so not natural for me. I'm sorry, fellas. When Pivotal engages with the customer, we go and we say, "We give you a platform, PaaS, PKS "and the Function Service," and they say, "What should I run it on?" And the first answer that comes out of someone's mouth is it doesn't matter, you can run it on any cloud you want, which is true on one level. But then if you look at our on-premises projects, the thing that's the biggest holdup is infrastructure that is too rigid, too slow, doesn't work right, is busted. And they're like, damn it, if I want to focus my energies elsewhere, I have to have a base-stack that is just easy and done, right? >> So, help break up the long chat answers. One argument is, you know what, just give someone 128 gig VM, a bunch of vCPUs, and that simplifies the infrastructure. Where does that break? >> It breaks immediately when someone says, I need to add more total compute, or storage, or network, or memory, to my Kubernetes pot. Kubernetes goes, great, I'd like to basically make the cluster bigger, because I've got this resource demand. Then it looks down and says, infrastructure, are you there? And if the answer is, no, it's like, wah wah. Right? (laughing) So what we've managed to do is we've managed with VxRail to go and say, we've made an easy button based off of the customer-standard which is the VMware stack, it's not only something they can count on, they can easily add it, so if they want to add raw compute, storage, or network. It also adds in small increments, so you don't have to have a giant block of infrastructure to go in, you know, so you can grow your Kubernetes cluster, you can grow your physical infrastructure, simple, easy, done. And the biggest part is that Kubernetes makes deploying containers easy, however, PKS makes deploying and versioning Kubernetes easy, VxRail makes deploying and versioning the vSphere stack easy. Easy, plus easy, plus easy, equals easy. >> So is it like a quasi-elastic-beanstalk here? >> Elastic beanstalk, OK. (laughs) >> Is that fair? >> Or maybe a plastic beanstalk, where, you know, it could hold its shape. >> You know, elastic beanstalk is a PaaS, right, but the long and the short of it is is that if you get the abstraction that you need, Kernel Mode VM or container, the container is in a VM, if the whole stack is prescriptive and easy and works, then you can redeploy time, money, and resources, on the things that matter. And that Pivotal ready architecture, which is PCF, on VxRail, is that easy button on-prem. >> So, Chad, the production staff may regret me asking this question, but I have to know this. You're known in the industry for these blog polls talking about face-melting technologies. (laughing) What is face-melting about PKS, and VxRail, gimme some classic Chad. >> I'll give you face-melting. Facemelting to someone who's looking at a container platform and you're looking at Kubernetes is that without them knowing, without them knowing or doing anything, the Bosch part of what PKS does- >> Keith: Oh, Bosch. >> Is basically doing updates, like four times a day, blowing up the entire environment and recreating it and no-one has touched a damn thing, step one. The next thing that's face-melting is that their ability to update the infrastructure, can be done at tens of thousands of sites via API calls. So I'll give you another fascinating example. Kubernetes is generally thought-of as mostly a data-center thing, we've had fascinating interest from retail and other use cases, where they're like, look I get it, I want a Kubernetes, that I could deploy in a store. >> Keith: Yeah. >> And then you go and say, well, do you have a great DevOps practice in the store, in Topeka, Kansas? The answer is, no. But if I say I can basically drive all of the platform updates, including the infrastructure, at thousands of stores around the globe, that's pretty face-melting, no-one else can do that. >> Exactly, and look we see, you know, lots of pockets of Cloud Native popping up in accounts, and a lot of times IT doesn't even know where they're at. You know, these are things that are going to go from a line of business, and all of a sudden become production, have to become production, and IT needs a way to manage that. Rail gives them a way to go in and manage that infrastructure, at a scalable way, and move it from a line of business, into production. >> I'll give you another face-melting, do you mind? >> I'm not calling the shots. >> Bring it on. >> Is your face OK? >> My face is getting there. >> I want to see it like, melted Keith, just melted. People have asked me is that a good thing? And, yeah, it's a great thing. (laughing) So, we were talking about a particular customer, I dunno whether we can name them, can we name them? >> I don't know if we could, I haven't asked. >> OK so-- >> What industry? >> Financial Services. >> And, basically, they use the PCF stack on VxRail, and they're currently using it, for pre-prod. >> Exactly, so they're building all the testing applications to test their classic applications, that are running on VxBlock. >> So they've got a production environment that's like, big, classic, VxBlock, also my former baby, so and I love all my children equally, right. What they are finding is that the simplicity of the PCF on the VxRail Model, is so wonderful and fast and great. But when they want to try and do a capacity add on a VxBlock, or to do an update, like an RCM, it's a lot harder here than it is over here, right. I guarantee at that customer, what they're eventually going to discover is this has been awesome, we're going to keep using VxBlock for something else, but we're not going to deploy PCF, PaaS and PKS, on a VxBlock. >> Exactly, and this is going to trigger refactoring of all those workloads, that say, can I refactor these to be Cloud Native, right. If I can iterate my testing that quickly, can I iterate my production applications that quickly. >> And the ROI on that refactoring is? Fill in the blank. >> No, no it is like a thousand to one. So, again, this is a very hard thing to imagine. >> Talk about business impact. Not financial, but-- >> I'll give you one example that I'm so happy that they actually posted this to YouTube, because the customer's voice in this is incredible. If you YouTube, From zero to 12 million, T-mobile. OK, so this is not me saying it, you can go and you can see it themselves. T-mobile basically, and to all of you T-mobile, you know, subscribers out there, anyone of you guys use T-mobile? I use T-mobile, so, in any case, they have a single, giant, Java app that has a thousand functions in it, right. So, just imagine one app, sitting on a app server, like web-sphere or whatever, and inside that app, there's a thousand API calls, functions, and purposes, right. And because it's so big and monolithic, but this is critical, this is like the thing that runs their ordering systems and like, subscriber functions. It's the heart of the business that any time they needed to update it, to do like a patch, would take seven months. If they wanted to scale it, so like the iPhone launch is coming up, we need to get like three times as much capacity to handle all these iPhone orders in September, it would take them seven months of planning, work et cetera et cetera. >> Sure. >> Sakac: Everyone goes, I could visualize that. Right? >> Right. >> They took one function, just one, and pulled it out, and they said, we're going to do a project, we're going to take this function called, Get Usage, which, as you can imagine, basically pulls up the subscriber's usage data, and we're going to make it into a small micro-service, and we're going to run it on a PaaS, OK. Within five months, that function was getting used 12 million times a day, and they were able to do three CVE updates, so in other words, a Critical Vulnerability Patch, comes out, they were able to do it in real-time. They have eight platform operators, just eight, that are supporting 5,000 developers, sorry 500 developers. Eight, 500. Now, if you look at that and go, what does it mean for them? Well, they reduced the number of outages by almost 90%, the time for an outage went down by 63%, the developers and the dev-ops team are now happy, because this thing auto-scales itself. >> Dave: Ching ching. >> Ching ching, ching, right? >> Right, dudes, we got to go. Chad squared, thank you so much for coming on. >> Thank you, Guys. >> You OK? >> I'm good. >> Your face is melted. >> Your face melted? >> I have water. >> Splash it on your face to bring it back. >> Really, always great seeing you guys, thank you so much. >> Thanks, Dave, it's always good to be on here. >> Thanks very much. Keep right there, everybody, we'll be right back to wrap, right after this short break. (soft music)