>>Welcome back to HP discover 2021 My name is Dave Volonte and you're watching the cubes, virtual coverage of H. P. S. Big customer event. Of course, the virtual edition, we're gonna dig into transformations the role of technology in the role of senior technology leadership. Look, let's face it, H P. E. Has gone through a pretty dramatic transformation itself in the past few years. So it makes a great example in case study and with me is rashmi kumari who is the senior vice president and C. I. O. At HP rashmi welcome come on inside the cube. >>Dave Nice to be here. >>Well, it's been almost a year since Covid changed the world as we know it. How would you say the role of the CEO specifically and generally it has changed. I mean you got digital Zero Trust has gone from buzzword to >>mandate >>digital. Everybody was complacent about digital in many ways and now it's really accelerated remote work hybrid. How do you see it? >>Absolutely. As I said in the last discover that Covid has been the biggest reason to accelerate digital transformation in the company's I. C. C. I O. S role has changed tremendously in the last 15 months. It's no more just keep the operations running that's become a table stick. Our roles have become not only to create digital customer experience engaged with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end off the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the Covid. Covid hit in different parts of the world at different times and how companies structured their operations to go from one region to another. A global company like H. B had to look into its supply chain differently. Had to look into strategies to mitigate the risk that was created because of the supply chain disruptions as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, But how to create the same level of collaboration coordination as well as delivery or faster uh goods and services which is enabled by technology going forward. So see I. O. And I. T. S. Role has gone from giving a different level of customer experience to a different level of employee experience as well as enabling day to day operations of the company's. Ceos have realized that digital is the way to go forward. It does not matter what industry you are in and now see a as have their seat at the table to define what the future of every company now, which is a technology company respective you are in oil and gas or mining or a technical product or a card or a mobility company. End of the day you have to act and behave like a technology company. >>So I want to ask you about that because you've you've been a Ceo and uh you know, leading technology provider now for the last three years and you've had previous roles and where you know non technical technology, you know, selling to I. T. Companies and as you point out those worlds are coming together, everybody is a technology company today. How do you think that changes the role of the C. I. O. Because it would always seem to me that there was a difference between A C. I. O. And a tech company. You know what I mean by that? And the C. I. O. It's sort of every other company is those two worlds converging. >>Absolutely. And it's interesting you pointed out that I have worked in many different industries from healthcare and pharma to entertainment to utilities. Um And now at a technology company end of the day um The issues that I. T. Deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have a little bit of an advantage because just having the experience across various ecosystem. Even at H. B. Look I was fortunate um at H. B. Because of Antonio's leadership, we have topped out mandate to transform how we did business. And I talked about my next gen IT program in last year's cube interview. But at the same time while we were changing our customer partners experience from ordering to order processing to supply chain to finance. Uh We decided this pivot of becoming as a service company. And if you think about that pivot it's pretty common if it was a technology company or non technology company at HP. We were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us now we are becoming as a service or a subscription company and I. T. Played a major role to enable that quote to cash experience. Which is very different than the traditional experience around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term. Um Digital exhaust which results into data which can result into better insight and you can not only Upsell cross l because now you have more data about your product usage, but first and the foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, there are pills a sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies I. K which is a furniture manufacturer across the board. We have helped our customers and industries to understand how to become a more digital provider. And and remember when uh hp says edge to cloud platform as a service edges the product, the customers who we deal with and how do we get that? Help them get their data to understand how the product is behaving and then get the information to cloud for further analysis. Um and understanding from the data that comes out of the products that gets up, >>I think you've been HP now think around three years and I've been watching of course for decades. Hp. Hp then HP is I feel like it's entering now the sort of third phase of its transformation, your phase one was okay, we gotta figure out how to deal or or operate as a separate companies. Okay. That took some time and then it was okay. Now how do we align our resources and you know, what are the waves that we're gonna ride? And how do we how do we take our human capital, our investments and what bets do we place and and all in on as a service. And now it's like okay how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your in your business. What's the technology strategy to support that transformation? >>Yeah that's a that's a great question. So as I mentioned first your second phase which was becoming a stand alone company was the next N. I. T. Program very broad and um S. Four and 60 related ecosystem application. We're even in the traditional business there was a realization that we were 100 20 billion company. We are 30 billion company. We need different types of technologies as well as more integrated across our product line across the globe. And um we I'm very happy to report that we are the last leg of next in I. T. Transformation where we have brought in new customer experience through low touch or not touch order pressing. A very strong as four capabilities. Where we are now able to run all global orders across all our hardware and services business together. And I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do other management, supply chain and data and analytics platforms. We also made the pivot to go to as a service now for as a service and subscription selling. It needs a very different quote to Kazakh cash experience for our customers and that's where we had to bring in um platforms like brim to do um subscription building, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data and another X platform built which now these as a service products can also use to drive better insight into our customer behavior um as well as how they're using our product a real time for our operations teams. >>Well they say follow the money in the cube. We love to say follow the day to day is obviously a crucial component of competitive advantage business value. So you talk a little bit more about the role of data. I'm interested I'm interested in where I. T. Fits uh you know a lot of companies that have a Chief data officer or Ceo sometimes they're separate. Sometimes they they work you know for each other or Cdo works for C. I. O. How do you guys approach the whole data conversation? >>Yeah that's a that's a great question and has been top of the mind of a lot of C E O C I O S. Chief digital officers in many different companies. The way we have set it up here is do we do have a chief data officer and we do have a head of uh technology and platform and data within I. T. Look. The way I see is that I call the term data torture if we have multiple data lakes, if we have multiple data locations and the data is not coming together at one place at the first time that it comes out of the source system, we end up with data swamps and it's very difficult to drive insights. It's very difficult to have a single version of truth. So HP had two pronged approach. First one was as part of this next gen i. T. Transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity Master Data and Product Master Data Program. These were very very difficult program. We are now happy to report that we can understand the customer from code stage to servicing stage beginning to end across all our system. It's been a tough journey but it was a effort well spent at the same time while we were building this message capability, we also invest the time in our analytics platform because we are generating so much data now globally as one footprint. How do we link our data link to R. S. A. P. And Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time, we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making an analytics they need around product, around customer, around their usage, around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment. That's when we gain those efficiencies and behind the scenes, the chief data officer and the data leader within my organization worked very, very closely to understand each other needs sometimes out of the possible where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us give us superior results. And I have done data analytics in many different companies. This model works where you have focused on insight and analytics without because data without insight is of no value, but at the same time you need clean data. You need efficient, fast platforms to process that insight at the functional nonfunctional requirements that are business partners have and that's how we have established in here and we have seen many successes recently. As of now, >>I want to ask you a kind of a harder maybe it's not harder question. It's a weird question around single version of the truth because it's clearly a challenge for organizations and there's many applications workloads that require that single version of the truth. The operational systems, the transaction systems, the HR the salesforce. Clearly you have to have a single version of the truth. I feel like however we're on the cusp of a new era where business lines see an opportunity for whatever their own truth to work with a partner to create some kind of new data product. And it's early days in that. But I want to and maybe not the right question for HP. But I wonder if you see it with in your ecosystems where where it's it's yes, single version of truth is sort of one class of data and analytics gotta have that nail down data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom. They need more latitude to create. Are you seeing that? And maybe you can help me put that into context. >>Uh, that's a great question. David. I'm glad you asked it. So I think tom Davenport who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality. It's all that most of those offer the offensive use cases where you are improving company's operations incrementally because you have very clean that I have very good understanding of how my territories are doing, how my customers are doing how my products are doing. How am I meeting my sls or how my financials are looking? There's no room for failure in that area. The other area is though, which works on the same set of data. It's not a different set of data, but the need is more around finding needles in the haystack to come up with new needs, new ones and customers or new business models that we go with. The way we have done it is we do take this data take out what's not allowed for everybody to be seen and then what we call is a private space. But that's this entire data available to our business leader, not real time because the need is not as real time because they're doing more what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business in its we educate them. We tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their with their analytics. I think as we talk about hindsight insight and foresight hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >>Thank you for that. That's interesting discussion. You know digital transformation. It's a journey and it's going to take many years. A lot of ways, not a lot of ways 2020 was a forced March to digital. If you weren't a digital business, you were out of business and you really didn't have much time to plan. So now organizations are stepping back saying, okay let's really lean into our strategy the journey and along the way there's gonna be blind spots, there's bumps in the road when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? That's a great question. >>Dave and I'm going to take a little bit more longer term view on this topic. Right in what's top of my mind um recently is the whole topic of E. S. G. Environmental, social and governance. Most of the companies have governance in place, right? Because they are either public companies or they're under some kind of uh scrutiny from different regulatory bodies or what not. Even if you're a startup, you need to do things with our customers and what not. It has been there for companies. It continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in in in place. Now we'll talk about cyber security. I think that creates a whole new challenge in that governance space. However, we have the set up within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company, we need to think about what are we doing from our perspective to play our part in that. And not only the bigger companies leaders at our level, I would say that Between last March and this year, I have hired more than 400 people during pandemic, which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity, which is also very big objective for h P E. And Antonio himself has been very active in various round tables in us at the world Economic forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world too, create innovative products and services, we need to sell it to the broader cross section of populations and to be able to do that, we need to bring them in our fold and enable them to create that um, equal consumption capabilities across different sets of people. Hp has taken many initiatives and so are many companies. I feel like uh, The momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones, as you know, in the bay area to create better delivery methods of food or products. Right. The third piece, which is environmental, is extremely important as well as we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental HP recently published its living Progress report. We have been in the forefront of innovation to reduce carbon emissions, we help our customers, um, through those processes. Again, if we do, if our planet is on fire, none of us will exist, right. So we all have to do that every little part to be able to do better. And I'm happy to report, I myself as a person, solar panels, battery electric cars, whatever I can do, but I think something more needs to happen right where as an individual I need to pitch in, but maybe utilities will be so green in the future that I don't need to put panels on my roof, which again creates a different kind of uh waste going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have E. S. G. Top of their mind and think of products and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward. And, you know, our customers are investors are very interested in seeing what we are doing to be able to serve that cause uh for for bigger cross section of companies, and I'm most of the time very happy to share with my C I. O cohort around how are H. P E F s capabilities creates or feeds into the circular economy, how much e waste we have recycled or kept it off of landfills are green capabilities, How it reduces the evils going forward as well as our sustainability initiatives, which can help other, see IOS to be more um carbon neutral going forward as well. >>You know, that's a great answer, rashmi, thank you for that because I gotta tell you hear a lot of mumbo jumbo about E S G. But that was a very substantive, thoughtful response that I think, I think tech companies in particular are have to lead in our leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber. It's obviously, you know, escalated in, in the news the last several months. It's always in the news, but You know, 10 or 15 years ago there was this mentality of failure equals fire. Now we realize, hey, they're gonna get in, it's how you handle it. Cyber has become a board level topic, you know? Years ago there was a lot of discussion, oh, you can't have the sec ops team working for the C. I. O. Because that's like the Fox watching the Henhouse, that's changed. Uh it's been a real awakening, a kind of a rude awakening. So the world is now more virtual, you've gotta secure physical uh assets. I mean, any knucklehead can now become a ransomware attack, er they can, they can, they can buy ransomware as a services in the dark, dark web. So that's something we've never seen before. You're seeing supply chains get hacked and self forming malware. I mean, it's a really scary time. So you've got these intellectual assets, it's a top priority for organizations. Are you seeing a convergence of the sea? So roll the C. I. O. Roll the line of business roles relative to sort of prior years in terms of driving security throughout organizations. >>This is a great question. And this was a big discussion at my public board meeting a couple of days ago. It's as as I talk about many topics, if you think digital, if you think data, if you think is you, it's no more one organizations, business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where Somebody has compared cyber to 9-11-type scenario that if it happens for a company, that's the level of impact you feel on your on your operations. So, you know, all models are going to change where C so reports to see IO at H P E. We are also into products or security and that's why I see. So is a peer of mine who I worked with very closely who also worked with product teams where we are saving our customers from a lot of pain in this space going forward. And H. B. E. Itself is investing enormous amount of efforts in time in coming out of products which are which are secured and are not vulnerable to these types of attacks. The way I see it is see So role has become extremely critical in every company and the big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why in I. T. V. Propagate def sec ups. Um As we talk about it, we are very very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cyber security architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure The training, not only for individual employees around anti phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cybersecurity means, what zero trust means, but at the same time doing drive ins, we did it for business continuity and disaster recovery. Before now at this time we do it for a ransomware attack and stay prepared as you mentioned. And we all say in tech community, it's always if not when no company can them their chest and say, oh, we are fully secured because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic or earthquake or a natural disaster. And assume that it's going to happen and how as a company we will behave when when something like this happen. So I'm here's believer in the framework of uh protect, detect, govern and respond um as these things happen. So we need to have exercises within the company to ensure that everybody is aware of the part that they play day today but at the same time when some event happen and making sure we do very periodic reviews of I. T. And cyber practices across the company. There is no more differentiation between I. T. And O. T. That was 10 years ago. I remember working with different industries where OT was totally out of reach of I. T. And guess what happened? Wanna cry and Petra and XP machines were still running your supply chains and they were not protected. So if it's a technology it needs to be protected. That's the mindset. People need to go with invest in education, training, um awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customers operations and we all need to be responsible and accountable to be able to provide all our products and services to our customers when something unforeseen like this happens, >>Russian, very generous with your time. Thank you so much for coming back in the CUBA is great to have you again. >>Thank you. Dave was really nice chatting with you. Thanks >>for being with us for our ongoing coverage of HP discover 21 This is Dave Volonte, you're watching the virtual cube, the leader in digital tech coverage. Be right back. >>Mm hmm, mm.

>> Narrator: Live from Anaheim, California, it's The CUBE covering Nutanix .NEXT 2019. Brought to you by Nutanix. >> Cameraman: Izzy! >> Welcome back, everyone, to The CUBES's live coverage of Nutanix .NEXT here in Anaheim, California. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We have two guests for this segment, we have Phil Davis, he is the president of Hybrid IT Hewlett Packard Entrerprise. Thanks so much for coming on The CUBE, Phil? >> Great to be here. >> And we have Chris Kaddaras, he is the SVP America's Nutanix. Thank you so much, Chris. >> Right, thanks for having me. >> So, two weeks, this partnership between Nutanix and HPE, two weeks old, newly announced. Chris, I wanna ask you, explain to our viewers a little bit about it and how it came about. What is the partnership? >> Sure, now I think the way the partnership came about was really around customer and partner demand, right? The marketplace was really looking for two great companies to get together and provide a solution for what they wanted to kind of cure their problems. The two components of the partnership effectively is, one component is the Nutanix sales teams are gonna be selling their Nutanix solutions and appliances with a great HPE computing infrastructure involved in that appliance. So, that's the first big group part, and I'll let Phil talk about the second part of the relationship. >> Yeah, and the second part is really around how do we enable a consumption model for our customers? I mean, if you think about what's going on with the public cloud, customers wanna be able to scale up or scale down and kind of pay as they go. And so, HPE has been leading with an offering we call Green Lake. It's a couple-billion-dollar business growing over 50% a year, so it kind of shows you the interest in it, and we also, therefore, offer the Nutanix solution on our infrastructure and then wrap that with a consumption model service that allows customers that flexibility. So, those are the two elements of the partnership. >> So, you're selling Nutanix with your Green Lake. >> Embedded in the Green Lake offering, that's correct. >> And Nutanix has selling Compute with their sales worth. >> Phil: Exactly right. >> Chris: Yeah, so with our DX solution, yeah with HPE Compute. >> Got it. Now, you guys have indirect and direct sales, both sides, channel play, is it a channel partnership or both, can you just explain the go-to market? >> Yeah, and I think that what you'll see is there's just a lot of alignment, a lot of synergy. Both companies are very, very channel friendly. I mean, HPE's a 75 plus year old company and our very first sale as a company went through the channel, right? So, our whole DNA is wired towards the channel. Over 70% of our business goes through the channel. So, what we've really made sure is that we make this very, very easy for the channel to consume and also, be paid and compensated on. So, it flows through all the standard HPE channel compensation and programs that we have in play. So, absolutely, very friendly for the channel. >> Yeah, and I think this will work really well for both channel communities that we have. We have a lot of Nutanix channel partners that have not been, for whatever reason, have not been selling HPE and now, they have a perfect opportunity to sell HPE Compute platforms with our DX appliance. We also have a lot of great channel partners who want a better consumption model where customers are looking to flex up and down. We have not been able to provide that for Nutanix software solutions. So, to adopt Green Lake for some of these partners will be a fantastic offering for their customers. >> Maybe just a dove-tail on that comment, one of the things we've worked really hard in the last year is to make Green Lake more channel friendly. Channel reps tend to get paid as the margin comes in. So, if you spread that out over time, they don't make the same money. So, we've changed the rebate 17% up front for the channel partners, we've simplified the offering, we made it quicker, so we're doing a lot to make Green Lake much easier for our channel partners and a lot of excitement about being able to offer Nutanix with Green Lake as well. >> What's the timing on the channel rollout? Is it rolling out now? Is it instantly growing out? Is there timing on-- >> Phil: Instantly. >> Instantly? >> So, we've already briefed the channel, we are making it available, we're providing all the quotes, we have a ton of material available online through our online portals and tools for the channel partners, we have FAQs, we have marketing materials, we have, actually, letters already built up for the channel. So, it's now. >> So, I gotta ask the hard question here because I think one of the things I see that's really awesome is the channel's gonna love this because Nutanix has a channel generated opportunity. Their challenge in that opportunity is when they do a POC, they usually win the business. That's kind of a direct sales model that's favored Nutanix for their success. This is gonna bring a lot of mojo to the channel bringing HPE and Nutanix together for this unique solution. I'm sure the reaction's been positive. Are they seeing an up-step in more POCs and more action with customers? >> Phil: You wanna take that? >> Yeah, we're seeing a lot, actually. So, I was just there actually reviewing my team yesterday. We have a list of now starting to get towards 100 customers that we think we can align with together, right? And multiple go to markets. We have Green Lake opportunities, we have DX opportunities, which is Nutanix on HPE. We also have a lot of opportunities around Nutanix software only on HPE Compute that a lot of customers wanna consume as well in a different way. So, we're seeing that really start to scale. We haven't done the first POC of DX because it hasn't released to the market yet, right? We are doing POCs on software only on HPE servers, but the DX solution will be releasing in the next few months. So Phil, I know the HPE channel pretty well and they love services, wrapping services around an offering. Can you talk about how this impacts from the services side because I gotta be looking at my chops if I'm a dealer partner because I can bring this new solution in and I can wrap cloud-like capabilities around it. >> Yeah, and you look at a lot of our partners, the hardware-only business is getting pressure. And so, a lot of our partners are doing exactly what you just described. They're trying to move more and more into services. And you're right, there's a whole sweep of services the partners can wrap around this. Everything from advisory, upfront, because all of these workloads run on some sort of legacy environment. So, when they do bring in a hyperconverged, they need to move the workloads. So partners can help with that, supporting maintenance, implementation, all the way through to kind of day-to-day break fix. So, there's a range on services. Obviously, HPE has a pretty big services capability. We make those available through our channel partner as well, so if they wanna sell to HPE services they can do that, or if they wanna deliver 'em themselves, they can do that as well. >> I wanna ask you about the customers. You made this point on main stage that you, sort of, likened back to the Henry Ford quote where you can have any color, as long as it's black and the current marketplace was anything you want as long as it's in my stack, and this is how we're gonna do it. So, giving them more choice, more flexibility, what are you hearing so far? What was the problem in terms of their workload and why things were stiffeled or stunted, and now what do you hope this is going to do? >> Well, as I mentioned on main stage, everybody wants to make it easy to get on to their stack and really, really hard to move off of their stack, right? Whether you're a public cloud company, you want all your microservices, you want all the data trapped there, so it's not easy to move and some of our joint competitors are actually trying to lock you into the complete top-down stack. So, the feedback, so far, from customers and partners has been very, very, very positive because one of the things, I've been in the industry 29 years. One of the things that I can tell you is no one company is gonna out-innovate the entire industry. And so, what customers want is to be able to pick and choose the solutions that best meet their needs. And that's really what this partnership, I think, really embodies is the ability to give customers choice at multiple levels within that stack. Choice in the public cloud, choice on prem, choice of hypervisors, and that's really resonating. >> Yeah, and that's really Nutanix's design point, right? Is around choice, right? Choice at every level of a stack that you can have. And this provides us with the biggest choice in the marketplace at this point and time that was missing from our portfolio. The other piece that you mentioned that I'd like to point out is that the thing that a lot of people haven't been talking about is the services component. You know, Nutanix is a great company, we've grown a lot. But one place that we haven't grown to an extent is in the services side. We have a small services organization that really helps our customers, but we really need a services organization that can help our customers transform. And help our customers through a transformation of their underlying infrastructure and reduce the risk of change. And this HPE relationship will help us do that as well. >> And the other thing, too, that's interesting with Cloud and you guys are in the middle of demodernizing the data center, HPE's been there forever in the data center, is the private cloud has shown that the data center's still relevant. However, if you start going cloud-based stuff, integration's huge. So integrating, not just packaging our solutions, customers need to integrate all this stuff. This has been a key part of Nutanix and HPE. How do you guys see this going forward from an integration standpoint? Because on the product side, it's gotta integrate, and then in the customer environment you mentioned the consumption piece. Can you guys just expand on what that means? >> Sure. Yeah, we saw Dheeraj's presentation this morning, right? And Sunil's, our entire design point is how do we make everything invisible, right? How do we make those integration points invisible? Now, we all know that there's a traditional architecture you need to migrate from to take advantage of some of these things. And that's where the risk is, how do you get from A to B into these environments? As I mentioned, we do have a services organization that helps there, but we could use, now we have one of the largest partners in the industry that could help us do that. I think that's a key component. We will always try to innovate being Nutanix, we will always try to innovate in software, right? Let's try to figure out how we can make this so much easier, move it up the stack to make sure this is the easiest thing to migrate and have choice for customers. >> Yeah, and I think, maybe, just to add to that, if you think about it from a customer view in, right? A lot of customers moved a lot of things very quickly to the public cloud and the public cloud will continue to grow fast, but they're also learning some things. It's not quite as cheap as they thought it was gonna be, like twice as expensive. Moving data around is very expensive. The public cloud is charging you to get your own data back out. Data sovereignty matters a lot more than it used to with things like GDPR in Europe. More and more of the data's getting created at the edge. It's not in the cloud or the data center. And so, what we're seeing is customers are now thinking about things as you mentioned, we're kind of hybrid, and they're talking about the right mix. What's the right mix of public? What's the right mix of private? Where should the data live? And that's a tough story and that's a tough journey for them to go on, so they want help up front with the advisory services, they want help in being able to architect that, implement it, and then, in many cases, even kind of run that. And with nearly 25,000 services professionals around the globe, we have a unique footprint to help customers along that journey. >> It's an interesting deal, it's very, I think, gonna be pretty big. So, congratulations. >> Phil: Thank you. >> It was great having you both on The Cube, Phil and Chris. >> Thank you very much, thanks. >> Thanks for having us. >> I'm Rebecca Knight for John Furrier, we will have so much more from Nutanix .NEXT here in Anaheim, California, so stay with us. (electronic dance music)

>> Announcer: Live from San Francisco, it's theCUBE covering Sparks Summit 2017 brought to you by Databricks. >> You are watching theCUBE at Sparks Summit 2017. We continue our coverage here talking with developers, partners, customers, all things Spark, and today we're honored now to have our next guest Dr. Jisheng Wang who's the Senior Director of Data Science at the CTO Office at Hewlett Packard Enterprise. Dr. Wang, welcome to the show. >> Yeah, thanks for having me here. >> All right and also to my right we have Mr. Jim Kobielus who's the Lead Analyst for Data Science at Wikibon. Welcome, Jim. >> Great to be here like always. >> Well let's jump into it. At first I want to ask about your background a little bit. We were talking about the organization, maybe you could do a better job (laughs) of telling me where you came from and you just recently joined HPE. >> Yes. I actually recently joined HPE earlier this year through the Niara acquisition, and now I'm the Senior Director of Data Science in the CTO Office of Aruba. Actually, Aruba you probably know like two years back, HP acquired Aruba as a wireless networking company, and now Aruba takes charge of the whole enterprise networking business in HP which is about over three billion annual revenue every year now. >> Host: That's not confusing at all. I can follow you (laughs). >> Yes, okay. >> Well all I know is you're doing some exciting stuff with Spark, so maybe tell us about this new solution that you're developing. >> Yes, actually my most experience of Spark now goes back to the Niara time, so Niara was a three and a half year old startup that invented, reinvented the enterprise security using big data and data science. So what is the problem we solved, we tried to solve in Niara is called a UEBA, user and entity behavioral analytics. So I'll just try to be very brief here. Most of the transitional security solutions focus on detecting attackers from outside, but what if the origin of the attacker is inside the enterprise, say Snowden, what can you do? So you probably heard of many cases today employees leaving the company by stealing lots of the company's IP and sensitive data. So UEBA is a new solution try to monitor the behavioral change of the enterprise users to detect both this kind of malicious insider and also the compromised user. >> Host: Behavioral analytics. >> Yes, so it sounds like it's a native analytics which we run like a product. >> Yeah and Jim you've done a lot of work in the industry on this, so any questions you might have for him around UEBA? >> Yeah, give us a sense for how you're incorporating streaming analytics and machine learning into that UEBA solution and then where Spark fits into the overall approach that you take? >> Right, okay. So actually when we started three and a half years back, the first version when we developed the first version of the data pipeline, we used a mix of Hadoop, YARN, Spark, even Apache Storm for different kind of stream and batch analytics work. But soon after with increased maturity and also the momentum from this open source Apache Spark community, we migrated all our stream and batch, you know the ETL and data analytics work into Spark. And it's not just Spark. It's Spark, Spark streaming, MLE, the whole ecosystem of that. So there are at least a couple advantages we have experienced through this kind of a transition. The first thing which really helped us is the simplification of the infrastructure and also the reduction of the DevOps efforts there. >> So simplification around Spark, the whole stack of Spark that you mentioned. >> Yes. >> Okay. >> So for the Niara solution originally, we supported, even here today, we supported both the on-premise and the cloud deployment. For the cloud we also supported the public cloud like AWS, Microsoft Azure, and also Privia Cloud. So you can understand with, if we have to maintain a stack of different like open source tools over this kind of many different deployments, the overhead of doing the DevOps work to monitor, alarming, debugging this kind of infrastructure over different deployments is very hard. So Spark provides us some unified platform. We can integrate the streaming, you know batch, real-time, near real-time, or even longterm batch job all together. So that heavily reduced both the expertise and also the effort required for the DevOps. This is one of the biggest advantages we experienced, and certainly we also experienced something like the scalability, performance, and also the convenience for developers to develop a new applications, all of this, from Spark. >> So are you using the Spark structured streaming runtime inside of your application? Is that true? >> We actually use Spark in the steaming processing when the data, so like in the UEBS solutions, the first thing is collecting a lot of the data, different account data source, network data, cloud application data. So when the data comes in, the first thing is streaming job for the ETL, to process the data. Then after that, we actually also develop the some, like different frequency like one minute, 10 minute, one hour, one day of this analytics job on top of that. And even recently we have started some early adoption of the deep learning into this, how to use deep learning to monitor the user behavior change over time, especially after user gives a notice what user, is user going to access like most servers or download some of the sensitive data? So all of this requires very complex analytics infrastructure. >> Now there were some announcements today here at Spark Summit by Databricks of adding deep learning support to their core Spark code base. What are your thoughts about the deep learning pipelines, API, that they announced this morning? It's new news, I'll understand if you don't, haven't digested it totally, but you probably have some good thoughts on the topic. >> Yes, actually this is also news for me, so I can just speak from my current experience. How to integrate deep learning into Spark actually was a big challenge so far for us because what we used so far, the deep learning piece, we used TensorFlow. And certainly most of our other stream and data massaging or ETL work is done by Spark. So in this case, there are a couple ways to manage this, too. One is to set up two separate resource pool, one for Spark, the other one for TensorFlow, but in our deployment there is some very small on-premise department which has only like four node or five node cluster. It's not efficient to split resource in that way. So we actually also looking for some closer integration between deep learning and Spark. So one thing we looked before is called the TensorFlow on Spark which was open source a couple months ago by Yahoo. >> Right. >> So maybe this is certainly more exciting news for the Spark team to develop this native integration. >> Jim: Very good. >> Okay and we talked about the UEBA solution, but let's go back to a little broader HPE perspective. You have this concept called the intelligent edge, what's that all about? >> So that's a very cool name. Actually come a little bit back. I come from the enterprise background, and enterprise applications have some, actually a lag behind than consumer applications in terms of the adoption of the new data science technology. So there are some native challenges for that. For example, collecting and storing large amount of this enterprise sensitive data is a huge concern, especially in European countries. Also for the similar reason how to collect, normally weigh developer enterprise applications. You're lack of some good quantity and quality of the trending data. So this is some native challenges when you develop enterprise applications, but even despite of this, HPE and Aruba recently made several acquisitions of analytics companies to accelerate the adoption of analytics into different product line. Actually that intelligent age comes from this IOT, which is internet of things, is expected to be the fastest growing market in the next few years here. >> So are you going to be integrating the UEBA behavioral analytics and Spark capability into your IOT portfolio at HP? Is that a strategy or direction for you? >> Yes. Yes, for the big picture that certainly is. So you can think, I think some of the Gartner Report expected the number of the IOT devices is going to grow over 20 billion by 2020. Since all of this IOT devices are connected to either intranet or internet, either through wire or wireless, so as a networking company, we have the advantage of collecting data and even take some actions at the first of place. So the idea of this intelligent age is we want to turn each of these IOT devices, the small IOT devices like IP camera, like those motion detection, all of these small devices as opposed to the distributed sensor for the data collection and also some inline actor to do some real-time or even close to real-time decisions. For example, the behavior anomaly detection is a very good example here. If IOT devices is compromised, if the IP camera has been compromised, then use that to steal your internal data. We should detect and stop that at the first place. >> Can you tell me about the challenges of putting deep learning algorithms natively on resource constrained endpoints in the IOT? That must be really challenging to get them to perform well considering that there may be just a little bit of memory or flash capacity or whatever on the endpoints. Any thoughts about how that can be done effectively and efficiently? >> Very good question >> And at low cost. >> Yes, very good question. So there are two aspects into this. First is this global training of the intelligence which is not going to be done on each of the device. In that case, each of the device is more like the sensor for the data collection. So we are going to build a, collect the data sent to the cloud, or build all of this giant pool, like computing resource to trend the classifier, to trend the model, but when we trend the model, we are going to ship the model, so the inference and the detection of the model of those behavioral anomaly really happen on the endpoint. >> Do the training centrally and then push the trained algorithms down to the edge devices. >> Yes. But even like, the second as well even like you said, some of the device like say people try to put those small chips in the spoon, in the case of, in hospital to make it like more intelligent, you cannot put even just the detection piece there. So we also looking to some new technology. I know like Caffe recently announced, released some of the lightweight deep learning models. Also there's some, your probably know, there's some of the improvement from the chip industry. >> Jim: Yes. >> How to optimize the chip design for this kind of more analytics driven task there. So we are all looking to this different areas now. >> We have just a couple minutes left, and Jim you get one last question after this, but I got to ask you, what's on your wishlist? What do you wish you could learn or maybe what did you come to Spark Summit hoping to take away? >> I've always treated myself as a technical developer. One thing I am very excited these days is the emerging of the new technology, like a Spark, like TensorFlow, like Caffe, even Big-Deal which was announced this morning. So this is something like the first go, when I come to this big advanced industry events, I want to learn the new technology. And the second thing is mostly to share our experience and also about adopting of this new technology and also learn from other colleagues from different industries, how people change life, disrupt the old industry by taking advantage of the new technologies here. >> The community's growing fast. I'm sure you're going to receive what you're looking for. And Jim, final question? >> Yeah, I heard you mention DevOps and Spark in same context, and that's a huge theme we're seeing, more DevOps is being wrapped around the lifecycle of development and training and deployment of machine learning models. If you could have your ideal DevOps tool for Spark developers, what would it look like? What would it do in a nutshell? >> Actually it's still, I just share my personal experience. In Niara, we actually developed a lot of the in-house DevOps tools like for example, when you run a lot of different Spark jobs, stream, batch, like one minute batch verus one day batch job, how do you monitor the status of those workflows? How do you know when the data stop coming? How do you know when the workflow failed? Then even how, monitor is a big thing and then alarming when you have something failure or something wrong, how do you alarm it, and also the debug is another big challenge. So I certainly see the growing effort from both Databricks and the community on different aspects of that. >> Jim: Very good. >> All right, so I'm going to ask you for kind of a soundbite summary. I'm going to put you on the spot here, you're in an elevator and I want you to answer this one question. Spark has enabled me to do blank better than ever before. >> Certainly, certainly. I think as I explained before, it helped a lot from both the developer, even the start-up try to disrupt some industry. It helps a lot, and I'm really excited to see this deep learning integration, all different road map report, you know, down the road. I think they're on the right track. >> All right. Dr. Wang, thank you so much for spending some time with us. We appreciate it and go enjoy the rest of your day. >> Yeah, thanks for being here. >> And thank you for watching the Cube. We're here at Spark Summit 2017. We'll be back after the break with another guest. (easygoing electronic music)

(upbeat music) >> Hi, everyone. Welcome to theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE. As part of International Women's Day, we're featuring some of the leading women in business technology from developer to all types of titles and to the executive level. And one topic that's really important is called Getting a Seat at the Table, board makeup, having representation at corporate boards, private and public companies. It's been a big push. And former technology operating executive and corporate board member, she's a board machine Sue Barsamian, formerly with HPE, Hewlett Packard. Sue, great to see you. CUBE alumni, distinguished CUBE alumni. Thank you for coming on. >> Yes, I'm very proud of my CUBE alumni title. >> I'm sure it opens a lot of doors for you. (Sue laughing) We're psyched to have you on. This is a really important topic, and I want to get into the whole, as women advance up, and they're sitting on the boards, they can implement policy and there's governance. Obviously public companies have very strict oversight, and not strict, but like formal. Private boards have to operate, be nimble. They don't have to share all their results. But still, boards play an important role in the success of scaled up companies. So super important, that representation there is key. >> Yes. >> I want to get into that, but first, before we get started, how did you get into tech? How did it all start for you? >> Yeah, long time ago, I was an electrical engineering major. Came out in 1981 when, you know, opportunities for engineering, if you were kind, I went to Kansas State as an undergrad, and basically in those days you went to Texas and did semiconductors. You went to Atlanta and did communication satellites. You went to Boston or you went to Silicon Valley. And for me, that wasn't too hard a choice. I ended up going west and really, I guess what, embarked on a 40 year career in Silicon Valley and absolutely loved it. Largely software, but some time on the hardware side. Started out in networking, but largely software. And then, you know, four years ago transitioned to my next chapter, which is the corporate board director. And again, focused on technology software and cybersecurity boards. >> For the folks watching, we'll cut through another segment we can probably do about your operating career, but you rose through the ranks and became a senior operating executive at the biggest companies in the world. Hewlett Packard Enterprise, Hewlett Packard Enterprise and others. Very great career, okay. And so now you're kind of like, put that on pause, and you're moving on to the next chapter, which is being a board director. What inspired you to be a board director for multiple public companies and multiple private companies? Well, how many companies are you on? But what's the inspiration? What's the inspiration? First tell me how many board ships you're on, board seats you're on, and then what inspired you to become a board director? >> Yeah, so I'm on three public, and you are limited in terms of the number of publics that you can do to four. So I'm on three public, and I'm on four private from a tech perspective. And those range from, you know, a $4 billion in revenue public company down to a 35 person private company. So I've got the whole range. >> So you're like freelancing, I mean, what is it like? It's a full-time job, obviously. It's a lot of work involved. >> Yeah, yeah, it's. >> John: Why are you doing it? >> Well, you know, so I retired from being an operating executive after 37 years. And, but I loved, I mean, it's tough, right? It's tough these days, particularly with all the pressures out there in the market, not to mention the pandemic, et cetera. But I loved it. I loved working. I loved having a career, and I was ready to back off on, I would say the stresses of quarterly results and the stresses of international travel. You have so much of it. But I wasn't ready to back off from being involved and engaged and continuing to learn new things. I think this is why you come to tech, and for me, why I went to the valley to begin with was really that energy and that excitement, and it's like it's constantly reinventing itself. And I felt like that wasn't over for me. And I thought because I hadn't done boards before I retired from operating roles, I thought, you know, that would fill the bill. And it's honestly, it has exceeded expectations. >> In a good way. You feel good about where you're at and. >> Yeah. >> What you went in, what was the expectation going in and what surprised you? And were there people along the way that kind of gave you some pointers or don't do this, stay away from this. Take us through your experiences. >> Yeah, honestly, there is an amazing network of technology board directors, you know, in the US and specifically in the Valley. And we are all incredibly supportive. We have groups where we get together as board directors, and we talk about topics, and we share best practices and stories, and so I underestimated that, right? I thought I was going to, I thought I was going to enter this chapter where I would be largely giving back after 37 years. You've learned a little bit, right? What I underestimated was just the power of continuing to learn and being surrounded by so many amazing people. When, you know, when you do, you know, multiple boards, your learnings are just multiplied, right? Because you see not just one model, but you see many models. You see not just one problem, but many problems. Not just one opportunity, but many opportunities. And I underestimated how great that would be for me from a learning perspective and then your ability to share from one board to the other board because all of my boards are companies who are also quite close to each other, the executives collaborate. So that has turned out to be really exciting for me. >> So you had the stressful job. You rose to the top of the ranks, quarterly shot clock earnings, and it's hard charging. It's like, it's like, you know, being an athlete, as we say tech athlete. You're a tech athlete. Now you're taking that to the next level, which is now you're juggling multiple operational kind of things, but not with super pressure. But there's still a lot of responsibility. I know there's one board, you got compensation committee, I mean there's work involved. It's not like you're clipping coupons and having pizza. >> Yeah, no, it's real work. Believe me, it's real work. But I don't know how long it took me to not, to stop waking up and looking at my phone and thinking somebody was going to be dropping their forecast, right? Just that pressure of the number, and as a board member, obviously you are there to support and help guide the company and you feel, you know, you feel the pressure and the responsibility of what that role entails, but it's not the same as the frontline pressure every quarter. It's different. And so I did the first type. I loved it, you know. I'm loving this second type. >> You know, the retirement, it's always a cliche these days, but it's not really like what people think it is. It's not like getting a boat, going fishing or whatever. It's doing whatever you want to do, that's what retirement is. And you've chose to stay active. Your brain's being tested, and you're working it, having fun without all the stress. But it's enough, it's like going the gym. You're not hardcore workout, but you're working out with the brain. >> Yeah, no, for sure. It's just a different, it's just a different model. But the, you know, the level of conversations, the level of decisions, all of that is quite high. Which again, I like, yeah. >> Again, you really can't talk about some of the fun questions I want to ask, like what's the valuations like? How's the market, your headwinds? Is there tailwinds? >> Yes, yes, yes. It's an amazing, it's an amazing market right now with, as you know, counter indicators everywhere, right? Something's up, something's down, you know. Consumer spending's up, therefore interest rates go up and, you know, employment's down. And so or unemployment's down. And so it's hard. Actually, I really empathize with, you know, the, and have a great deal of respect for the CEOs and leadership teams of my board companies because, you know, I kind of retired from operating role, and then everybody else had to deal with running a company during a pandemic and then running a company through the great resignation, and then running a company through a downturn. You know, those are all tough things, and I have a ton of respect for any operating executive who's navigating through this and leading a company right now. >> I'd love to get your take on the board conversations at the end if we have more time, what the mood is, but I want to ask you about one more thing real quick before we go to the next topic is you're a retired operating executive. You have multiple boards, so you've got your hands full. I noticed there's a lot of amazing leaders, other female tech athletes joining boards, but they also have full-time jobs. >> Yeah. >> And so what's your advice? Cause I know there's a lot of networking, a lot of sharing going on. There's kind of a balance between how much you can contribute on the board versus doing the day job, but there's a real need for more women on boards, so yet there's a lot going on boards. What's the current state of the union if you will, state of the market relative to people in their careers and the stresses? >> Yeah. >> Cause you left one and jumped in all in there. >> Yeah. >> Some can't do that. They can't be on five boards, but they're on a few. What's the? >> Well, and you know, and if you're an operating executive, you wouldn't be on five boards, right? You would be on one or two. And so I spend a lot of time now bringing along the next wave of women and helping them both in their career but also to get a seat at the table on a board. And I'm very vocal about telling people not to do it the way I do it. There's no reason for it to be sequential. You can, you know, I thought I was so busy and was traveling all the time, and yes, all of that was true, but, and maybe I should say, you know, you can still fit in a board. And so, and what I see now is that your learnings are so exponential with outside perspective that I believe I would've been an even better operating executive had I done it earlier. I know I would've been an even better operating executive had I done it earlier. And so my advice is don't do it the way I did it. You know, it's worked out fine for me, but hindsight's 2020, I would. >> If you can go back and do a mulligan or a redo, what would you do? >> Yeah, I would get on a board earlier, full stop, yeah. >> Board, singular, plural? >> Well, I really, I don't think as an operating executive you can do, you could do one, maybe two. I wouldn't go beyond that, and I think that's fine. >> Yeah, totally makes sense. Okay, I got to ask you about your career. I know technical, you came in at that time in the market, I remember when I broke into the business, very male dominated, and then now it's much better. When you went through the ranks as a technical person, I know you had some blockers and definitely some, probably some people like, well, you know. We've seen that. How did you handle that? What were some of the key pivot points in your journey? And we've had a lot of women tell their stories here on theCUBE, candidly, like, hey, I was going to tell that professor, I'm going to sit in the front row. I'm going to, I'm getting two degrees, you know, robotics and aerospace. So, but they were challenged, even with the aspiration to do tech. I'm not saying that was something that you had, but like have you had experience like that, that you overcome? What were those key points and how did you handle them and how does that help people today? >> Yeah, you know, I have to say, you know, and not discounting that obviously this has been a journey for women, and there are a lot of things to overcome both in the workforce and also just balancing life honestly. And they're all real. There's also a story of incredible support, and you know, I'm the type of person where if somebody blocked me or didn't like me, I tended to just, you know, think it was me and like work harder and get around them, and I'm sure that some of that was potentially gender related. I didn't interpret it that way at the time. And I was lucky to have amazing mentors, many, many, many of whom were men, you know, because they were in the positions of power, and they made a huge difference on my career, huge. And I also had amazing female mentors, Meg Whitman, Ann Livermore at HPE, who you know well. So I had both, but you know, when I look back on the people who made a difference, there are as many men on the list as there are women. >> Yeah, and that's a learning there. Create those coalitions, not just one or the other. >> Yeah, yeah, yeah, absolutely. >> Well, I got to ask you about the, well, you brought up the pandemic. This has come up on some interviews this year, a little bit last year on the International Women's Day, but this year it's resonating, and I would never ask in an interview. I saw an interview once where a host asked a woman, how do you balance it all? And I was just like, no one asked men that. And so it's like, but with remote work, it's come up now the word empathy around people knowing each other's personal situation. In other words, when remote work happened, everybody went home. So we all got a glimpse of the backdrop. You got, you can see what their personal life was on Facebook. We were just commenting before we came on camera about that. So remote work really kind of opened up this personal side of everybody, men and women. >> Yeah. >> So I think this brings this new empathy kind of vibe or authentic self people call it. Is remote work an opportunity or a threat for advancement of women in tech? >> It's a much debated topic. I look at it as an opportunity for many of the reasons that you just said. First of all, let me say that when I was an operating executive and would try to create an environment on my team that was family supportive, I would do that equally for young or, you know, early to mid-career women as I did for early to mid-career men. And the reason is I needed those men, you know, chances are they had a working spouse at home, right? I needed them to be able to share the load. It's just as important to the women that companies give, you know, the partner, male or female, the partner support and the ability to share the love, right? So to me it's not just a woman thing. It's women and men, and I always tried to create the environment where it was okay to go to your soccer game. I knew you would be online later in the evening when the kids were in bed, and that was fine. And I think the pandemic has democratized that and made that, you know, made that kind of an everyday occurrence. >> Yeah the baby walks in. They're in the zoom call. The dog comes in. The leaf blower going on the outside the window. I've seen it all on theCUBE. >> Yeah, and people don't try to pretend anymore that like, you know, the house is clean, the dog's behaved, you know, I mean it's just, it's just real, and it's authentic, and I think that's healthy. >> Yeah. >> I do, you know, I also love, I also love the office, and you know, I've got a 31 year old and a soon to be 27 year old daughter, two daughters. And you know, they love going into the office, and I think about when I was their age, how just charged up I would get from being in the office. I also see how great it is for them to have a couple of days a week at home because you can get a few things done in between Zoom calls that you don't have to end up piling onto the weekend, and, you know, so I think it's a really healthy, I think it's a really healthy mix now. Most tech companies are not mandating five days in. Most tech companies are at two to three days in. I think that's a, I think that's a really good combination. >> It's interesting how people are changing their culture to get together more as groups and even events. I mean, while I got you, I might as well ask you, what's the board conversations around, you know, the old conferences? You know, before the pandemic, every company had like a user conference. Right, now it's like, well, do we really need to have that? Maybe we do smaller, and we do digital. Have you seen how companies are handling the in-person? Because there's where the relationships are really formed face-to-face, but not everyone's going to be going. But now certain it's clearly back to face-to-face. We're seeing that with theCUBE as you know. >> Yeah, yeah. >> But the numbers aren't coming back, and the numbers aren't that high, but the stakeholders. >> Yeah. >> And the numbers are actually higher if you count digital. >> Yeah, absolutely. But you know, also on digital there's fatigue from 100% digital, right? It's a hybrid. People don't want to be 100% digital anymore, but they also don't want to go back to the days when everybody got on a plane for every meeting, every call, every sales call. You know, I'm seeing a mix on user conferences. I would say two-thirds of my companies are back, but not at the expense level that they were on user conferences. We spend a lot of time getting updates on, cause nobody has put, interestingly enough, nobody has put T&E, travel and expense back to pre-pandemic levels. Nobody, so everybody's pulled back on number of trips. You know, marketing events are being very scrutinized, but I think very effective. We're doing a lot of, and, you know, these were part of the old model as well, like some things, some things just recycle, but you know, there's a lot of CIO and customer round tables in regional cities. You know, those are quite effective right now because people want some face-to-face, but they don't necessarily want to get on a plane and go to Las Vegas in order to do it. I mean, some of them are, you know, there are a lot of things back in Las Vegas. >> And think about the meetings that when you were an operating executive. You got to go to the sales kickoff, you got to go to this, go to that. There were mandatory face-to-faces that you had to go to, but there was a lot of travel that you probably could have done on Zoom. >> Oh, a lot, I mean. >> And then the productivity to the family impact too. Again, think about again, we're talking about the family and people's personal lives, right? So, you know, got to meet a customer. All right. Salesperson wants you to get in front of a customer, got to fly to New York, take a red eye, come on back. Like, I mean, that's gone. >> Yeah, and oh, by the way, the customer doesn't necessarily want to be in the office that day, so, you know, they may or may not be happy about that. So again, it's and not or, right? It's a mix. And I think it's great to see people back to some face-to-face. It's great to see marketing and events back to some face-to-face. It's also great to see that it hasn't gone back to the level it was. I think that's a really healthy dynamic. >> Well, I'll tell you that from our experience while we're on the topic, we'll move back to the International Women's Day is that the productivity of digital, this program we're doing is going to be streamed. We couldn't do this face-to-face because we had to have everyone fly to an event. We're going to do hundreds of stories that we couldn't have done. We're doing it remote. Because it's better to get the content than not have it. I mean it's offline, so, but it's not about getting people to the event and watch the screen for seven hours. It's pick your interview, and then engage. >> Yeah. >> So it's self-service. So we're seeing a lot, the new user experience kind of direct to consumer, and so I think there will be an, I think there's going to be a digital first class citizen with events, so that that matches up with the kind of experience, but the offline version. Face-to-face optimized for relationships, and that's where the recruiting gets done. That's where, you know, people can build these relationships with each other. >> Yeah, and it can be asynchronous. I think that's a real value proposition. It's a great point. >> Okay, I want to get, I want to get into the technology side of the education and re-skilling and those things. I remember in the 80s, computer science was software engineering. You learned like nine languages. You took some double E courses, one or two, and all the other kind of gut classes in school. Engineering, you had the four class disciplines and some offshoots of specialization. Now it's incredible the diversity of tracks in all engineering programs and computer science and outside of those departments. >> Yeah. >> Can you speak to the importance of STEM and the diversity in the technology industry and how this brings opportunity to lower the bar to get in and how people can stay in and grow and keep leveling up? >> Yeah, well look, we're constantly working on how to, how to help the incoming funnel. But then, you know, at a university level, I'm on the foundation board of Kansas State where I got my engineering degree. I was also Chairman of the National Action Council for Minorities in Engineering, which was all about diversity in STEM and how do you keep that pipeline going because honestly the US needs more tech resources than we have. And if you don't tap into the diversity of our entire workforce, we won't be able to fill that need. And so we focused a lot on both the funnel, right, that starts at the middle school level, particularly for girls, getting them in, you know, the situation of hands-on comfort level with coding, with robot building, you know, whatever gives them that confidence. And then keeping that going all the way into, you know, university program, and making sure that they don't attrit out, right? And so there's a number of initiatives, whether it's mentoring and support groups and financial aid to make sure that underrepresented minorities, women and other minorities, you know, get through the funnel and stay, you know, stay in. >> Got it. Now let me ask you, you said, I have two daughters. You have a family of girls too. Is there a vibe difference between the new generation and what's the trends that you're seeing in this next early wave? I mean, not maybe, I don't know how this is in middle school, but like as people start getting into their adult lives, college and beyond what's the current point of view, posture, makeup of the talent coming in? >> Yeah, yeah. >> Certain orientations, do you see any patterns? What's your observation? >> Yeah, it's interesting. So if I look at electrical engineering, my major, it's, and if I look at Kansas State, which spends a lot of time on this, and I think does a great job, but the diversity of that as a major has not changed dramatically since I was there in the early 80s. Where it has changed very significantly is computer science. There are many, many university and college programs around the country where, you know, it's 50/50 in computer science from a gender mix perspective, which is huge progress. Huge progress. And so, and to me that's, you know, I think CS is a fantastic degree for tech, regardless of what function you actually end up doing in these companies. I mean, I was an electrical engineer. I never did core electrical engineering work. I went right into sales and marketing and general management roles. So I think, I think a bunch of, you know, diverse CS graduates is a really, really good sign. And you know, we need to continue to push on that, but progress has been made. I think the, you know, it kind of goes back to the thing we were just talking about, which is the attrition of those, let's just talk about women, right? The attrition of those women once they got past early career and into mid-career then was a concern, right? And that goes back to, you know, just the inability to, you know, get it all done. And that I am hopeful is going to be better served now. >> Well, Sue, it's great to have you on. I know you're super busy. I appreciate you taking the time and contributing to our program on corporate board membership and some of your story and observations and opinions and analysis. Always great to have you and call you a contributor for theCUBE. You can jump on on one more board, be one of our board contributors for our analysts. (Sue laughing) >> I'm at capacity. (both laughing) >> Final, final word. What's the big seat at the table issue that's going well and areas that need to be improved? >> So I'll speak for my boards because they have made great progress in efficiency. You know, obviously with interest rates going up and the mix between growth and profitability changing in terms of what investors are looking for. Many, many companies have had to do a hard pivot from grow at all costs to healthy balance of growth and profit. And I'm very pleased with how my companies have made that pivot. And I think that is going to make much better companies as a result. I think diversity is something that has not been solved at the corporate level, and we need to keep working it. >> Awesome. Thank you for coming on theCUBE. CUBE alumni now contributor, on multiple boards, full-time job. Love the new challenge and chapter you're on, Sue. We'll be following, and we'll check in for more updates. And thank you for being a contributor on this program this year and this episode. We're going to be doing more of these quarterly, so we're going to move beyond once a year. >> That's great. (cross talking) It's always good to see you, John. >> Thank you. >> Thanks very much. >> Okay. >> Sue: Talk to you later. >> This is theCUBE coverage of IWD, International Women's Day 2023. I'm John Furrier, your host. Thanks for watching. (upbeat music)

>> From theCUBE Studios in Palo Alto in Boston, bringing you data-driven insights from theCUBE and ETR, this is Breaking Analysis with Dave Vellante. >> While never really meant to be a consumer tech event, the rapid ascendancy of smartphones sucked much of the air out of Mobile World Congress over the years, now MWC. And while the device manufacturers continue to have a major presence at the show, the maturity of intelligent devices, longer life cycles, and the disaggregation of the network stack, have put enterprise technologies front and center in the telco business. Semiconductor manufacturers, network equipment players, infrastructure companies, cloud vendors, software providers, and a spate of startups are eyeing the trillion dollar plus communications industry as one of the next big things to watch this decade. Hello, and welcome to this week's Wikibon CUBE Insights, powered by ETR. In this Breaking Analysis, we bring you part two of our ongoing coverage of MWC '23, with some new data on enterprise players specifically in large telco environments, a brief glimpse at some of the pre-announcement news and corresponding themes ahead of MWC, and some of the key announcement areas we'll be watching at the show on theCUBE. Now, last week we shared some ETR data that showed how traditional enterprise tech players were performing, specifically within the telecoms vertical. Here's a new look at that data from ETR, which isolates the same companies, but cuts the data for what ETR calls large telco. The N in this cut is 196, down from 288 last week when we included all company sizes in the dataset. Now remember the two dimensions here, on the y-axis is net score, or spending momentum, and on the x-axis is pervasiveness in the data set. The table insert in the upper left informs how the dots and companies are plotted, and that red dotted line, the horizontal line at 40%, that indicates a highly elevated net score. Now while the data are not dramatically different in terms of relative positioning, there are a couple of changes at the margin. So just going down the list and focusing on net score. Azure is comparable, but slightly lower in this sector in the large telco than it was overall. Google Cloud comes in at number two, and basically swapped places with AWS, which drops slightly in the large telco relative to overall telco. Snowflake is also slightly down by one percentage point, but maintains its position. Remember Snowflake, overall, its net score is much, much higher when measuring across all verticals. Snowflake comes down in telco, and relative to overall, a little bit down in large telco, but it's making some moves to attack this market that we'll talk about in a moment. Next are Red Hat OpenStack and Databricks. About the same in large tech telco as they were an overall telco. Then there's Dell next that has a big presence at MWC and is getting serious about driving 16G adoption, and new servers, and edge servers, and other partnerships. Cisco and Red Hat OpenShift basically swapped spots when moving from all telco to large telco, as Cisco drops and Red Hat bumps up a bit. And VMware dropped about four percentage points in large telco. Accenture moved up dramatically, about nine percentage points in big telco, large telco relative to all telco. HPE dropped a couple of percentage points. Oracle stayed about the same. And IBM surprisingly dropped by about five points. So look, I understand not a ton of change in terms of spending momentum in the large sector versus telco overall, but some deltas. The bottom line for enterprise players is one, they're just getting started in this new disruption journey that they're on as the stack disaggregates. Two, all these players have experience in delivering horizontal solutions, but now working with partners and identifying big problems to be solved, and three, many of these companies are generally not the fastest moving firms relative to smaller disruptive disruptors. Now, cloud has been an exception in fairness. But the good news for the legacy infrastructure and IT companies is that the telco transformation and the 5G buildout is going to take years. So it's moving at a pace that is very favorable to many of these companies. Okay, so looking at just some of the pre-announcement highlights that have hit the wire this week, I want to give you a glimpse of the diversity of innovation that is occurring in the telecommunication space. You got semiconductor manufacturers, device makers, network equipment players, carriers, cloud vendors, enterprise tech companies, software companies, startups. Now we've included, you'll see in this list, we've included OpeRAN, that logo, because there's so much buzz around the topic and we're going to come back to that. But suffice it to say, there's no way we can cover all the announcements from the 2000 plus exhibitors at the show. So we're going to cherry pick here and make a few call outs. Hewlett Packard Enterprise announced an acquisition of an Italian private cellular network company called AthoNet. Zeus Kerravala wrote about it on SiliconANGLE if you want more details. Now interestingly, HPE has a partnership with Solana, which also does private 5G. But according to Zeus, Solona is more of an out-of-the-box solution, whereas AthoNet is designed for the core and requires more integration. And as you'll see in a moment, there's going to be a lot of talk at the show about private network. There's going to be a lot of news there from other competitors, and we're going to be watching that closely. And while many are concerned about the P5G, private 5G, encroaching on wifi, Kerravala doesn't see it that way. Rather, he feels that these private networks are really designed for more industrial, and you know mission critical environments, like factories, and warehouses that are run by robots, et cetera. 'Cause these can justify the increased expense of private networks. Whereas wifi remains a very low cost and flexible option for, you know, whatever offices and homes. Now, over to Dell. Dell announced its intent to go hard after opening up the telco network with the announcement that in the second half of this year it's going to begin shipping its infrastructure blocks for Red Hat. Remember it's like kind of the converged infrastructure for telco with a more open ecosystem and sort of more flexible, you know, more mature engineered system. Dell has also announced a range of PowerEdge servers for a variety of use cases. A big wide line bringing forth its 16G portfolio and aiming squarely at the telco space. Dell also announced, here we go, a private wireless offering with airspan, and Expedo, and a solution with AthoNet, the company HPE announced it was purchasing. So I guess Dell and HPE are now partnering up in the private wireless space, and yes, hell is freezing over folks. We'll see where that relationship goes in the mid- to long-term. Dell also announced new lab and certification capabilities, which we said last week was going to be critical for the further adoption of open ecosystem technology. So props to Dell for, you know, putting real emphasis and investment in that. AWS also made a number of announcements in this space including private wireless solutions and associated managed services. AWS named Deutsche Telekom, Orange, T-Mobile, Telefonica, and some others as partners. And AWS announced the stepped up partnership, specifically with T-Mobile, to bring AWS services to T-Mobile's network portfolio. Snowflake, back to Snowflake, announced its telecom data cloud. Remember we showed the data earlier, it's Snowflake not as strong in the telco sector, but they're continuing to move toward this go-to market alignment within key industries, realigning their go-to market by vertical. It also announced that AT&T, and a number of other partners, are collaborating to break down data silos specifically in telco. Look, essentially, this is Snowflake taking its core value prop to the telco vertical and forming key partnerships that resonate in the space. So think simplification, breaking down silos, data sharing, eventually data monetization. Samsung previewed its future capability to allow smartphones to access satellite services, something Apple has previously done. AMD, Intel, Marvell, Qualcomm, are all in the act, all the semiconductor players. Qualcomm for example, announced along with Telefonica, and Erickson, a 5G millimeter network that will be showcased in Spain at the event this coming week using Qualcomm Snapdragon chipset platform, based on none other than Arm technology. Of course, Arm we said is going to dominate the edge, and is is clearly doing so. It's got the volume advantage over, you know, traditional Intel, you know, X86 architectures. And it's no surprise that Microsoft is touting its open AI relationship. You're going to hear a lot of AI talk at this conference as is AI is now, you know, is the now topic. All right, we could go on and on and on. There's just so much going on at Mobile World Congress or MWC, that we just wanted to give you a glimpse of some of the highlights that we've been watching. Which brings us to the key topics and issues that we'll be exploring at MWC next week. We touched on some of this last week. A big topic of conversation will of course be, you know, 5G. Is it ever going to become real? Is it, is anybody ever going to make money at 5G? There's so much excitement around and anticipation around 5G. It has not lived up to the hype, but that's because the rollout, as we've previous reported, is going to take years. And part of that rollout is going to rely on the disaggregation of the hardened telco stack, as we reported last week and in previous Breaking Analysis episodes. OpenRAN is a big component of that evolution. You know, as our RAN intelligent controllers, RICs, which essentially the brain of OpenRAN, if you will. Now as we build out 5G networks at massive scale and accommodate unprecedented volumes of data and apply compute-hungry AI to all this data, the issue of energy efficiency is going to be front and center. It has to be. Not only is it a, you know, hot political issue, the reality is that improving power efficiency is compulsory or the whole vision of telco's future is going to come crashing down. So chip manufacturers, equipment makers, cloud providers, everybody is going to be doubling down and clicking on this topic. Let's talk about AI. AI as we said, it is the hot topic right now, but it is happening not only in consumer, with things like ChatGPT. And think about the theme of this Breaking Analysis in the enterprise, AI in the enterprise cannot be ChatGPT. It cannot be error prone the way ChatGPT is. It has to be clean, reliable, governed, accurate. It's got to be ethical. It's got to be trusted. Okay, we're going to have Zeus Kerravala on the show next week and definitely want to get his take on private networks and how they're going to impact wifi. You know, will private networks cannibalize wifi? If not, why not? He wrote about this again on SiliconANGLE if you want more details, and we're going to unpack that on theCUBE this week. And finally, as always we'll be following the data flows to understand where and how telcos, cloud players, startups, software companies, disruptors, legacy companies, end customers, how are they going to make money from new data opportunities? 'Cause we often say in theCUBE, don't ever bet against data. All right, that's a wrap for today. Remember theCUBE is going to be on location at MWC 2023 next week. We got a great set. We're in the walkway in between halls four and five, right in Congress Square, stand CS-60. Look for us, we got a full schedule. If you got a great story or you have news, stop by. We're going to try to get you on the program. I'll be there with Lisa Martin, co-hosting, David Nicholson as well, and the entire CUBE crew, so don't forget to come by and see us. I want to thank Alex Myerson, who's on production and manages the podcast, and Ken Schiffman, as well, in our Boston studio. Kristen Martin and Cheryl Knight help get the word out on social media and in our newsletters. And Rob Hof is our editor-in-chief over at SiliconANGLE.com. He does some great editing. Thank you. All right, remember all these episodes they are available as podcasts wherever you listen. All you got to do is search Breaking Analysis podcasts. I publish each week on Wikibon.com and SiliconANGLE.com. All the video content is available on demand at theCUBE.net, or you can email me directly if you want to get in touch David.Vellante@SiliconANGLE.com or DM me @DVellante, or comment on our LinkedIn posts. And please do check out ETR.ai for the best survey data in the enterprise tech business. This is Dave Vellante for theCUBE Insights, powered by ETR. Thanks for watching. We'll see you next week at Mobile World Congress '23, MWC '23, or next time on Breaking Analysis. (bright music)

>> From theCUBE Studios in Palo Alto in Boston, bringing you data-driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> OpenAI The company, and ChatGPT have taken the world by storm. Microsoft reportedly is investing an additional 10 billion dollars into the company. But in our view, while the hype around ChatGPT is justified, we don't believe OpenAI will lock up the market with its first mover advantage. Rather, we believe that success in this market will be directly proportional to the quality and quantity of data that a technology company has at its disposal, and the compute power that it could deploy to run its system. Hello and welcome to this week's Wikibon CUBE insights, powered by ETR. In this Breaking Analysis, we unpack the excitement around ChatGPT, and debate the premise that the company's early entry into the space may not confer winner take all advantage to OpenAI. And to do so, we welcome CUBE collaborator, alum, Sarbjeet Johal, (chuckles) and John Furrier, co-host of the Cube. Great to see you Sarbjeet, John. Really appreciate you guys coming to the program. >> Great to be on. >> Okay, so what is ChatGPT? Well, actually we asked ChatGPT, what is ChatGPT? So here's what it said. ChatGPT is a state-of-the-art language model developed by OpenAI that can generate human-like text. It could be fine tuned for a variety of language tasks, such as conversation, summarization, and language translation. So I asked it, give it to me in 50 words or less. How did it do? Anything to add? >> Yeah, think it did good. It's large language model, like previous models, but it started applying the transformers sort of mechanism to focus on what prompt you have given it to itself. And then also the what answer it gave you in the first, sort of, one sentence or two sentences, and then introspect on itself, like what I have already said to you. And so just work on that. So it it's self sort of focus if you will. It does, the transformers help the large language models to do that. >> So to your point, it's a large language model, and GPT stands for generative pre-trained transformer. >> And if you put the definition back up there again, if you put it back up on the screen, let's see it back up. Okay, it actually missed the large, word large. So one of the problems with ChatGPT, it's not always accurate. It's actually a large language model, and it says state of the art language model. And if you look at Google, Google has dominated AI for many times and they're well known as being the best at this. And apparently Google has their own large language model, LLM, in play and have been holding it back to release because of backlash on the accuracy. Like just in that example you showed is a great point. They got almost right, but they missed the key word. >> You know what's funny about that John, is I had previously asked it in my prompt to give me it in less than a hundred words, and it was too long, I said I was too long for Breaking Analysis, and there it went into the fact that it's a large language model. So it largely, it gave me a really different answer the, for both times. So, but it's still pretty amazing for those of you who haven't played with it yet. And one of the best examples that I saw was Ben Charrington from This Week In ML AI podcast. And I stumbled on this thanks to Brian Gracely, who was listening to one of his Cloudcasts. Basically what Ben did is he took, he prompted ChatGPT to interview ChatGPT, and he simply gave the system the prompts, and then he ran the questions and answers into this avatar builder and sped it up 2X so it didn't sound like a machine. And voila, it was amazing. So John is ChatGPT going to take over as a cube host? >> Well, I was thinking, we get the questions in advance sometimes from PR people. We should actually just plug it in ChatGPT, add it to our notes, and saying, "Is this good enough for you? Let's ask the real question." So I think, you know, I think there's a lot of heavy lifting that gets done. I think the ChatGPT is a phenomenal revolution. I think it highlights the use case. Like that example we showed earlier. It gets most of it right. So it's directionally correct and it feels like it's an answer, but it's not a hundred percent accurate. And I think that's where people are seeing value in it. Writing marketing, copy, brainstorming, guest list, gift list for somebody. Write me some lyrics to a song. Give me a thesis about healthcare policy in the United States. It'll do a bang up job, and then you got to go in and you can massage it. So we're going to do three quarters of the work. That's why plagiarism and schools are kind of freaking out. And that's why Microsoft put 10 billion in, because why wouldn't this be a feature of Word, or the OS to help it do stuff on behalf of the user. So linguistically it's a beautiful thing. You can input a string and get a good answer. It's not a search result. >> And we're going to get your take on on Microsoft and, but it kind of levels the playing- but ChatGPT writes better than I do, Sarbjeet, and I know you have some good examples too. You mentioned the Reed Hastings example. >> Yeah, I was listening to Reed Hastings fireside chat with ChatGPT, and the answers were coming as sort of voice, in the voice format. And it was amazing what, he was having very sort of philosophy kind of talk with the ChatGPT, the longer sentences, like he was going on, like, just like we are talking, he was talking for like almost two minutes and then ChatGPT was answering. It was not one sentence question, and then a lot of answers from ChatGPT and yeah, you're right. I, this is our ability. I've been thinking deep about this since yesterday, we talked about, like, we want to do this segment. The data is fed into the data model. It can be the current data as well, but I think that, like, models like ChatGPT, other companies will have those too. They can, they're democratizing the intelligence, but they're not creating intelligence yet, definitely yet I can say that. They will give you all the finite answers. Like, okay, how do you do this for loop in Java, versus, you know, C sharp, and as a programmer you can do that, in, but they can't tell you that, how to write a new algorithm or write a new search algorithm for you. They cannot create a secretive code for you to- >> Not yet. >> Have competitive advantage. >> Not yet, not yet. >> but you- >> Can Google do that today? >> No one really can. The reasoning side of the data is, we talked about at our Supercloud event, with Zhamak Dehghani who's was CEO of, now of Nextdata. This next wave of data intelligence is going to come from entrepreneurs that are probably cross discipline, computer science and some other discipline. But they're going to be new things, for example, data, metadata, and data. It's hard to do reasoning like a human being, so that needs more data to train itself. So I think the first gen of this training module for the large language model they have is a corpus of text. Lot of that's why blog posts are, but the facts are wrong and sometimes out of context, because that contextual reasoning takes time, it takes intelligence. So machines need to become intelligent, and so therefore they need to be trained. So you're going to start to see, I think, a lot of acceleration on training the data sets. And again, it's only as good as the data you can get. And again, proprietary data sets will be a huge winner. Anyone who's got a large corpus of content, proprietary content like theCUBE or SiliconANGLE as a publisher will benefit from this. Large FinTech companies, anyone with large proprietary data will probably be a big winner on this generative AI wave, because it just, it will eat that up, and turn that back into something better. So I think there's going to be a lot of interesting things to look at here. And certainly productivity's going to be off the charts for vanilla and the internet is going to get swarmed with vanilla content. So if you're in the content business, and you're an original content producer of any kind, you're going to be not vanilla, so you're going to be better. So I think there's so much at play Dave (indistinct). >> I think the playing field has been risen, so we- >> Risen and leveled? >> Yeah, and leveled to certain extent. So it's now like that few people as consumers, as consumers of AI, we will have a advantage and others cannot have that advantage. So it will be democratized. That's, I'm sure about that. But if you take the example of calculator, when the calculator came in, and a lot of people are, "Oh, people can't do math anymore because calculator is there." right? So it's a similar sort of moment, just like a calculator for the next level. But, again- >> I see it more like open source, Sarbjeet, because like if you think about what ChatGPT's doing, you do a query and it comes from somewhere the value of a post from ChatGPT is just a reuse of AI. The original content accent will be come from a human. So if I lay out a paragraph from ChatGPT, did some heavy lifting on some facts, I check the facts, save me about maybe- >> Yeah, it's productive. >> An hour writing, and then I write a killer two, three sentences of, like, sharp original thinking or critical analysis. I then took that body of work, open source content, and then laid something on top of it. >> And Sarbjeet's example is a good one, because like if the calculator kids don't do math as well anymore, the slide rule, remember we had slide rules as kids, remember we first started using Waze, you know, we were this minority and you had an advantage over other drivers. Now Waze is like, you know, social traffic, you know, navigation, everybody had, you know- >> All the back roads are crowded. >> They're car crowded. (group laughs) Exactly. All right, let's, let's move on. What about this notion that futurist Ray Amara put forth and really Amara's Law that we're showing here, it's, the law is we, you know, "We tend to overestimate the effect of technology in the short run and underestimate it in the long run." Is that the case, do you think, with ChatGPT? What do you think Sarbjeet? >> I think that's true actually. There's a lot of, >> We don't debate this. >> There's a lot of awe, like when people see the results from ChatGPT, they say what, what the heck? Like, it can do this? But then if you use it more and more and more, and I ask the set of similar question, not the same question, and it gives you like same answer. It's like reading from the same bucket of text in, the interior read (indistinct) where the ChatGPT, you will see that in some couple of segments. It's very, it sounds so boring that the ChatGPT is coming out the same two sentences every time. So it is kind of good, but it's not as good as people think it is right now. But we will have, go through this, you know, hype sort of cycle and get realistic with it. And then in the long term, I think it's a great thing in the short term, it's not something which will (indistinct) >> What's your counter point? You're saying it's not. >> I, no I think the question was, it's hyped up in the short term and not it's underestimated long term. That's what I think what he said, quote. >> Yes, yeah. That's what he said. >> Okay, I think that's wrong with this, because this is a unique, ChatGPT is a unique kind of impact and it's very generational. People have been comparing it, I have been comparing to the internet, like the web, web browser Mosaic and Netscape, right, Navigator. I mean, I clearly still remember the days seeing Navigator for the first time, wow. And there weren't not many sites you could go to, everyone typed in, you know, cars.com, you know. >> That (indistinct) wasn't that overestimated, the overhyped at the beginning and underestimated. >> No, it was, it was underestimated long run, people thought. >> But that Amara's law. >> That's what is. >> No, they said overestimated? >> Overestimated near term underestimated- overhyped near term, underestimated long term. I got, right I mean? >> Well, I, yeah okay, so I would then agree, okay then- >> We were off the charts about the internet in the early days, and it actually exceeded our expectations. >> Well there were people who were, like, poo-pooing it early on. So when the browser came out, people were like, "Oh, the web's a toy for kids." I mean, in 1995 the web was a joke, right? So '96, you had online populations growing, so you had structural changes going on around the browser, internet population. And then that replaced other things, direct mail, other business activities that were once analog then went to the web, kind of read only as you, as we always talk about. So I think that's a moment where the hype long term, the smart money, and the smart industry experts all get the long term. And in this case, there's more poo-pooing in the short term. "Ah, it's not a big deal, it's just AI." I've heard many people poo-pooing ChatGPT, and a lot of smart people saying, "No this is next gen, this is different and it's only going to get better." So I think people are estimating a big long game on this one. >> So you're saying it's bifurcated. There's those who say- >> Yes. >> Okay, all right, let's get to the heart of the premise, and possibly the debate for today's episode. Will OpenAI's early entry into the market confer sustainable competitive advantage for the company. And if you look at the history of tech, the technology industry, it's kind of littered with first mover failures. Altair, IBM, Tandy, Commodore, they and Apple even, they were really early in the PC game. They took a backseat to Dell who came in the scene years later with a better business model. Netscape, you were just talking about, was all the rage in Silicon Valley, with the first browser, drove up all the housing prices out here. AltaVista was the first search engine to really, you know, index full text. >> Owned by Dell, I mean DEC. >> Owned by Digital. >> Yeah, Digital Equipment >> Compaq bought it. And of course as an aside, Digital, they wanted to showcase their hardware, right? Their super computer stuff. And then so Friendster and MySpace, they came before Facebook. The iPhone certainly wasn't the first mobile device. So lots of failed examples, but there are some recent successes like AWS and cloud. >> You could say smartphone. So I mean. >> Well I know, and you can, we can parse this so we'll debate it. Now Twitter, you could argue, had first mover advantage. You kind of gave me that one John. Bitcoin and crypto clearly had first mover advantage, and sustaining that. Guys, will OpenAI make it to the list on the right with ChatGPT, what do you think? >> I think categorically as a company, it probably won't, but as a category, I think what they're doing will, so OpenAI as a company, they get funding, there's power dynamics involved. Microsoft put a billion dollars in early on, then they just pony it up. Now they're reporting 10 billion more. So, like, if the browsers, Microsoft had competitive advantage over Netscape, and used monopoly power, and convicted by the Department of Justice for killing Netscape with their monopoly, Netscape should have had won that battle, but Microsoft killed it. In this case, Microsoft's not killing it, they're buying into it. So I think the embrace extend Microsoft power here makes OpenAI vulnerable for that one vendor solution. So the AI as a company might not make the list, but the category of what this is, large language model AI, is probably will be on the right hand side. >> Okay, we're going to come back to the government intervention and maybe do some comparisons, but what are your thoughts on this premise here? That, it will basically set- put forth the premise that it, that ChatGPT, its early entry into the market will not confer competitive advantage to >> For OpenAI. >> To Open- Yeah, do you agree with that? >> I agree with that actually. It, because Google has been at it, and they have been holding back, as John said because of the scrutiny from the Fed, right, so- >> And privacy too. >> And the privacy and the accuracy as well. But I think Sam Altman and the company on those guys, right? They have put this in a hasty way out there, you know, because it makes mistakes, and there are a lot of questions around the, sort of, where the content is coming from. You saw that as your example, it just stole the content, and without your permission, you know? >> Yeah. So as quick this aside- >> And it codes on people's behalf and the, those codes are wrong. So there's a lot of, sort of, false information it's putting out there. So it's a very vulnerable thing to do what Sam Altman- >> So even though it'll get better, others will compete. >> So look, just side note, a term which Reid Hoffman used a little bit. Like he said, it's experimental launch, like, you know, it's- >> It's pretty damn good. >> It is clever because according to Sam- >> It's more than clever. It's good. >> It's awesome, if you haven't used it. I mean you write- you read what it writes and you go, "This thing writes so well, it writes so much better than you." >> The human emotion drives that too. I think that's a big thing. But- >> I Want to add one more- >> Make your last point. >> Last one. Okay. So, but he's still holding back. He's conducting quite a few interviews. If you want to get the gist of it, there's an interview with StrictlyVC interview from yesterday with Sam Altman. Listen to that one it's an eye opening what they want- where they want to take it. But my last one I want to make it on this point is that Satya Nadella yesterday did an interview with Wall Street Journal. I think he was doing- >> You were not impressed. >> I was not impressed because he was pushing it too much. So Sam Altman's holding back so there's less backlash. >> Got 10 billion reasons to push. >> I think he's almost- >> Microsoft just laid off 10000 people. Hey ChatGPT, find me a job. You know like. (group laughs) >> He's overselling it to an extent that I think it will backfire on Microsoft. And he's over promising a lot of stuff right now, I think. I don't know why he's very jittery about all these things. And he did the same thing during Ignite as well. So he said, "Oh, this AI will write code for you and this and that." Like you called him out- >> The hyperbole- >> During your- >> from Satya Nadella, he's got a lot of hyperbole. (group talks over each other) >> All right, Let's, go ahead. >> Well, can I weigh in on the whole- >> Yeah, sure. >> Microsoft thing on whether OpenAI, here's the take on this. I think it's more like the browser moment to me, because I could relate to that experience with ChatG, personally, emotionally, when I saw that, and I remember vividly- >> You mean that aha moment (indistinct). >> Like this is obviously the future. Anything else in the old world is dead, website's going to be everywhere. It was just instant dot connection for me. And a lot of other smart people who saw this. Lot of people by the way, didn't see it. Someone said the web's a toy. At the company I was worked for at the time, Hewlett Packard, they like, they could have been in, they had invented HTML, and so like all this stuff was, like, they just passed, the web was just being passed over. But at that time, the browser got better, more websites came on board. So the structural advantage there was online web usage was growing, online user population. So that was growing exponentially with the rise of the Netscape browser. So OpenAI could stay on the right side of your list as durable, if they leverage the category that they're creating, can get the scale. And if they can get the scale, just like Twitter, that failed so many times that they still hung around. So it was a product that was always successful, right? So I mean, it should have- >> You're right, it was terrible, we kept coming back. >> The fail whale, but it still grew. So OpenAI has that moment. They could do it if Microsoft doesn't meddle too much with too much power as a vendor. They could be the Netscape Navigator, without the anti-competitive behavior of somebody else. So to me, they have the pole position. So they have an opportunity. So if not, if they don't execute, then there's opportunity. There's not a lot of barriers to entry, vis-a-vis say the CapEx of say a cloud company like AWS. You can't replicate that, Many have tried, but I think you can replicate OpenAI. >> And we're going to talk about that. Okay, so real quick, I want to bring in some ETR data. This isn't an ETR heavy segment, only because this so new, you know, they haven't coverage yet, but they do cover AI. So basically what we're seeing here is a slide on the vertical axis's net score, which is a measure of spending momentum, and in the horizontal axis's is presence in the dataset. Think of it as, like, market presence. And in the insert right there, you can see how the dots are plotted, the two columns. And so, but the key point here that we want to make, there's a bunch of companies on the left, is he like, you know, DataRobot and C3 AI and some others, but the big whales, Google, AWS, Microsoft, are really dominant in this market. So that's really the key takeaway that, can we- >> I notice IBM is way low. >> Yeah, IBM's low, and actually bring that back up and you, but then you see Oracle who actually is injecting. So I guess that's the other point is, you're not necessarily going to go buy AI, and you know, build your own AI, you're going to, it's going to be there and, it, Salesforce is going to embed it into its platform, the SaaS companies, and you're going to purchase AI. You're not necessarily going to build it. But some companies obviously are. >> I mean to quote IBM's general manager Rob Thomas, "You can't have AI with IA." information architecture and David Flynn- >> You can't Have AI without IA >> without, you can't have AI without IA. You can't have, if you have an Information Architecture, you then can power AI. Yesterday David Flynn, with Hammersmith, was on our Supercloud. He was pointing out that the relationship of storage, where you store things, also impacts the data and stressablity, and Zhamak from Nextdata, she was pointing out that same thing. So the data problem factors into all this too, Dave. >> So you got the big cloud and internet giants, they're all poised to go after this opportunity. Microsoft is investing up to 10 billion. Google's code red, which was, you know, the headline in the New York Times. Of course Apple is there and several alternatives in the market today. Guys like Chinchilla, Bloom, and there's a company Jasper and several others, and then Lena Khan looms large and the government's around the world, EU, US, China, all taking notice before the market really is coalesced around a single player. You know, John, you mentioned Netscape, they kind of really, the US government was way late to that game. It was kind of game over. And Netscape, I remember Barksdale was like, "Eh, we're going to be selling software in the enterprise anyway." and then, pshew, the company just dissipated. So, but it looks like the US government, especially with Lena Khan, they're changing the definition of antitrust and what the cause is to go after people, and they're really much more aggressive. It's only what, two years ago that (indistinct). >> Yeah, the problem I have with the federal oversight is this, they're always like late to the game, and they're slow to catch up. So in other words, they're working on stuff that should have been solved a year and a half, two years ago around some of the social networks hiding behind some of the rules around open web back in the days, and I think- >> But they're like 15 years late to that. >> Yeah, and now they got this new thing on top of it. So like, I just worry about them getting their fingers. >> But there's only two years, you know, OpenAI. >> No, but the thing (indistinct). >> No, they're still fighting other battles. But the problem with government is that they're going to label Big Tech as like a evil thing like Pharma, it's like smoke- >> You know Lena Khan wants to kill Big Tech, there's no question. >> So I think Big Tech is getting a very seriously bad rap. And I think anything that the government does that shades darkness on tech, is politically motivated in most cases. You can almost look at everything, and my 80 20 rule is in play here. 80% of the government activity around tech is bullshit, it's politically motivated, and the 20% is probably relevant, but off the mark and not organized. >> Well market forces have always been the determining factor of success. The governments, you know, have been pretty much failed. I mean you look at IBM's antitrust, that, what did that do? The market ultimately beat them. You look at Microsoft back in the day, right? Windows 95 was peaking, the government came in. But you know, like you said, they missed the web, right, and >> so they were hanging on- >> There's nobody in government >> to Windows. >> that actually knows- >> And so, you, I think you're right. It's market forces that are going to determine this. But Sarbjeet, what do you make of Microsoft's big bet here, you weren't impressed with with Nadella. How do you think, where are they going to apply it? Is this going to be a Hail Mary for Bing, or is it going to be applied elsewhere? What do you think. >> They are saying that they will, sort of, weave this into their products, office products, productivity and also to write code as well, developer productivity as well. That's a big play for them. But coming back to your antitrust sort of comments, right? I believe the, your comment was like, oh, fed was late 10 years or 15 years earlier, but now they're two years. But things are moving very fast now as compared to they used to move. >> So two years is like 10 Years. >> Yeah, two years is like 10 years. Just want to make that point. (Dave laughs) This thing is going like wildfire. Any new tech which comes in that I think they're going against distribution channels. Lina Khan has commented time and again that the marketplace model is that she wants to have some grip on. Cloud marketplaces are a kind of monopolistic kind of way. >> I don't, I don't see this, I don't see a Chat AI. >> You told me it's not Bing, you had an interesting comment. >> No, no. First of all, this is great from Microsoft. If you're Microsoft- >> Why? >> Because Microsoft doesn't have the AI chops that Google has, right? Google is got so much core competency on how they run their search, how they run their backends, their cloud, even though they don't get a lot of cloud market share in the enterprise, they got a kick ass cloud cause they needed one. >> Totally. >> They've invented SRE. I mean Google's development and engineering chops are off the scales, right? Amazon's got some good chops, but Google's got like 10 times more chops than AWS in my opinion. Cloud's a whole different story. Microsoft gets AI, they get a playbook, they get a product they can render into, the not only Bing, productivity software, helping people write papers, PowerPoint, also don't forget the cloud AI can super help. We had this conversation on our Supercloud event, where AI's going to do a lot of the heavy lifting around understanding observability and managing service meshes, to managing microservices, to turning on and off applications, and or maybe writing code in real time. So there's a plethora of use cases for Microsoft to deploy this. combined with their R and D budgets, they can then turbocharge more research, build on it. So I think this gives them a car in the game, Google may have pole position with AI, but this puts Microsoft right in the game, and they already have a lot of stuff going on. But this just, I mean everything gets lifted up. Security, cloud, productivity suite, everything. >> What's under the hood at Google, and why aren't they talking about it? I mean they got to be freaked out about this. No? Or do they have kind of a magic bullet? >> I think they have the, they have the chops definitely. Magic bullet, I don't know where they are, as compared to the ChatGPT 3 or 4 models. Like they, but if you look at the online sort of activity and the videos put out there from Google folks, Google technology folks, that's account you should look at if you are looking there, they have put all these distinctions what ChatGPT 3 has used, they have been talking about for a while as well. So it's not like it's a secret thing that you cannot replicate. As you said earlier, like in the beginning of this segment, that anybody who has more data and the capacity to process that data, which Google has both, I think they will win this. >> Obviously living in Palo Alto where the Google founders are, and Google's headquarters next town over we have- >> We're so close to them. We have inside information on some of the thinking and that hasn't been reported by any outlet yet. And that is, is that, from what I'm hearing from my sources, is Google has it, they don't want to release it for many reasons. One is it might screw up their search monopoly, one, two, they're worried about the accuracy, 'cause Google will get sued. 'Cause a lot of people are jamming on this ChatGPT as, "Oh it does everything for me." when it's clearly not a hundred percent accurate all the time. >> So Lina Kahn is looming, and so Google's like be careful. >> Yeah so Google's just like, this is the third, could be a third rail. >> But the first thing you said is a concern. >> Well no. >> The disruptive (indistinct) >> What they will do is do a Waymo kind of thing, where they spin out a separate company. >> They're doing that. >> The discussions happening, they're going to spin out the separate company and put it over there, and saying, "This is AI, got search over there, don't touch that search, 'cause that's where all the revenue is." (chuckles) >> So, okay, so that's how they deal with the Clay Christensen dilemma. What's the business model here? I mean it's not advertising, right? Is it to charge you for a query? What, how do you make money at this? >> It's a good question, I mean my thinking is, first of all, it's cool to type stuff in and see a paper get written, or write a blog post, or gimme a marketing slogan for this or that or write some code. I think the API side of the business will be critical. And I think Howie Xu, I know you're going to reference some of his comments yesterday on Supercloud, I think this brings a whole 'nother user interface into technology consumption. I think the business model, not yet clear, but it will probably be some sort of either API and developer environment or just a straight up free consumer product, with some sort of freemium backend thing for business. >> And he was saying too, it's natural language is the way in which you're going to interact with these systems. >> I think it's APIs, it's APIs, APIs, APIs, because these people who are cooking up these models, and it takes a lot of compute power to train these and to, for inference as well. Somebody did the analysis on the how many cents a Google search costs to Google, and how many cents the ChatGPT query costs. It's, you know, 100x or something on that. You can take a look at that. >> A 100x on which side? >> You're saying two orders of magnitude more expensive for ChatGPT >> Much more, yeah. >> Than for Google. >> It's very expensive. >> So Google's got the data, they got the infrastructure and they got, you're saying they got the cost (indistinct) >> No actually it's a simple query as well, but they are trying to put together the answers, and they're going through a lot more data versus index data already, you know. >> Let me clarify, you're saying that Google's version of ChatGPT is more efficient? >> No, I'm, I'm saying Google search results. >> Ah, search results. >> What are used to today, but cheaper. >> But that, does that, is that going to confer advantage to Google's large language (indistinct)? >> It will, because there were deep science (indistinct). >> Google, I don't think Google search is doing a large language model on their search, it's keyword search. You know, what's the weather in Santa Cruz? Or how, what's the weather going to be? Or you know, how do I find this? Now they have done a smart job of doing some things with those queries, auto complete, re direct navigation. But it's, it's not entity. It's not like, "Hey, what's Dave Vellante thinking this week in Breaking Analysis?" ChatGPT might get that, because it'll get your Breaking Analysis, it'll synthesize it. There'll be some, maybe some clips. It'll be like, you know, I mean. >> Well I got to tell you, I asked ChatGPT to, like, I said, I'm going to enter a transcript of a discussion I had with Nir Zuk, the CTO of Palo Alto Networks, And I want you to write a 750 word blog. I never input the transcript. It wrote a 750 word blog. It attributed quotes to him, and it just pulled a bunch of stuff that, and said, okay, here it is. It talked about Supercloud, it defined Supercloud. >> It's made, it makes you- >> Wow, But it was a big lie. It was fraudulent, but still, blew me away. >> Again, vanilla content and non accurate content. So we are going to see a surge of misinformation on steroids, but I call it the vanilla content. Wow, that's just so boring, (indistinct). >> There's so many dangers. >> Make your point, cause we got to, almost out of time. >> Okay, so the consumption, like how do you consume this thing. As humans, we are consuming it and we are, like, getting a nicely, like, surprisingly shocked, you know, wow, that's cool. It's going to increase productivity and all that stuff, right? And on the danger side as well, the bad actors can take hold of it and create fake content and we have the fake sort of intelligence, if you go out there. So that's one thing. The second thing is, we are as humans are consuming this as language. Like we read that, we listen to it, whatever format we consume that is, but the ultimate usage of that will be when the machines can take that output from likes of ChatGPT, and do actions based on that. The robots can work, the robot can paint your house, we were talking about, right? Right now we can't do that. >> Data apps. >> So the data has to be ingested by the machines. It has to be digestible by the machines. And the machines cannot digest unorganized data right now, we will get better on the ingestion side as well. So we are getting better. >> Data, reasoning, insights, and action. >> I like that mall, paint my house. >> So, okay- >> By the way, that means drones that'll come in. Spray painting your house. >> Hey, it wasn't too long ago that robots couldn't climb stairs, as I like to point out. Okay, and of course it's no surprise the venture capitalists are lining up to eat at the trough, as I'd like to say. Let's hear, you'd referenced this earlier, John, let's hear what AI expert Howie Xu said at the Supercloud event, about what it takes to clone ChatGPT. Please, play the clip. >> So one of the VCs actually asked me the other day, right? "Hey, how much money do I need to spend, invest to get a, you know, another shot to the openAI sort of the level." You know, I did a (indistinct) >> Line up. >> A hundred million dollar is the order of magnitude that I came up with, right? You know, not a billion, not 10 million, right? So a hundred- >> Guys a hundred million dollars, that's an astoundingly low figure. What do you make of it? >> I was in an interview with, I was interviewing, I think he said hundred million or so, but in the hundreds of millions, not a billion right? >> You were trying to get him up, you were like "Hundreds of millions." >> Well I think, I- >> He's like, eh, not 10, not a billion. >> Well first of all, Howie Xu's an expert machine learning. He's at Zscaler, he's a machine learning AI guy. But he comes from VMware, he's got his technology pedigrees really off the chart. Great friend of theCUBE and kind of like a CUBE analyst for us. And he's smart. He's right. I think the barriers to entry from a dollar standpoint are lower than say the CapEx required to compete with AWS. Clearly, the CapEx spending to build all the tech for the run a cloud. >> And you don't need a huge sales force. >> And in some case apps too, it's the same thing. But I think it's not that hard. >> But am I right about that? You don't need a huge sales force either. It's, what, you know >> If the product's good, it will sell, this is a new era. The better mouse trap will win. This is the new economics in software, right? So- >> Because you look at the amount of money Lacework, and Snyk, Snowflake, Databrooks. Look at the amount of money they've raised. I mean it's like a billion dollars before they get to IPO or more. 'Cause they need promotion, they need go to market. You don't need (indistinct) >> OpenAI's been working on this for multiple five years plus it's, hasn't, wasn't born yesterday. Took a lot of years to get going. And Sam is depositioning all the success, because he's trying to manage expectations, To your point Sarbjeet, earlier. It's like, yeah, he's trying to "Whoa, whoa, settle down everybody, (Dave laughs) it's not that great." because he doesn't want to fall into that, you know, hero and then get taken down, so. >> It may take a 100 million or 150 or 200 million to train the model. But to, for the inference to, yeah to for the inference machine, It will take a lot more, I believe. >> Give it, so imagine, >> Because- >> Go ahead, sorry. >> Go ahead. But because it consumes a lot more compute cycles and it's certain level of storage and everything, right, which they already have. So I think to compute is different. To frame the model is a different cost. But to run the business is different, because I think 100 million can go into just fighting the Fed. >> Well there's a flywheel too. >> Oh that's (indistinct) >> (indistinct) >> We are running the business, right? >> It's an interesting number, but it's also kind of, like, context to it. So here, a hundred million spend it, you get there, but you got to factor in the fact that the ways companies win these days is critical mass scale, hitting a flywheel. If they can keep that flywheel of the value that they got going on and get better, you can almost imagine a marketplace where, hey, we have proprietary data, we're SiliconANGLE in theCUBE. We have proprietary content, CUBE videos, transcripts. Well wouldn't it be great if someone in a marketplace could sell a module for us, right? We buy that, Amazon's thing and things like that. So if they can get a marketplace going where you can apply to data sets that may be proprietary, you can start to see this become bigger. And so I think the key barriers to entry is going to be success. I'll give you an example, Reddit. Reddit is successful and it's hard to copy, not because of the software. >> They built the moat. >> Because you can, buy Reddit open source software and try To compete. >> They built the moat with their community. >> Their community, their scale, their user expectation. Twitter, we referenced earlier, that thing should have gone under the first two years, but there was such a great emotional product. People would tolerate the fail whale. And then, you know, well that was a whole 'nother thing. >> Then a plane landed in (John laughs) the Hudson and it was over. >> I think verticals, a lot of verticals will build applications using these models like for lawyers, for doctors, for scientists, for content creators, for- >> So you'll have many hundreds of millions of dollars investments that are going to be seeping out. If, all right, we got to wrap, if you had to put odds on it that that OpenAI is going to be the leader, maybe not a winner take all leader, but like you look at like Amazon and cloud, they're not winner take all, these aren't necessarily winner take all markets. It's not necessarily a zero sum game, but let's call it winner take most. What odds would you give that open AI 10 years from now will be in that position. >> If I'm 0 to 10 kind of thing? >> Yeah, it's like horse race, 3 to 1, 2 to 1, even money, 10 to 1, 50 to 1. >> Maybe 2 to 1, >> 2 to 1, that's pretty low odds. That's basically saying they're the favorite, they're the front runner. Would you agree with that? >> I'd say 4 to 1. >> Yeah, I was going to say I'm like a 5 to 1, 7 to 1 type of person, 'cause I'm a skeptic with, you know, there's so much competition, but- >> I think they're definitely the leader. I mean you got to say, I mean. >> Oh there's no question. There's no question about it. >> The question is can they execute? >> They're not Friendster, is what you're saying. >> They're not Friendster and they're more like Twitter and Reddit where they have momentum. If they can execute on the product side, and if they don't stumble on that, they will continue to have the lead. >> If they say stay neutral, as Sam is, has been saying, that, hey, Microsoft is one of our partners, if you look at their company model, how they have structured the company, then they're going to pay back to the investors, like Microsoft is the biggest one, up to certain, like by certain number of years, they're going to pay back from all the money they make, and after that, they're going to give the money back to the public, to the, I don't know who they give it to, like non-profit or something. (indistinct) >> Okay, the odds are dropping. (group talks over each other) That's a good point though >> Actually they might have done that to fend off the criticism of this. But it's really interesting to see the model they have adopted. >> The wildcard in all this, My last word on this is that, if there's a developer shift in how developers and data can come together again, we have conferences around the future of data, Supercloud and meshs versus, you know, how the data world, coding with data, how that evolves will also dictate, 'cause a wild card could be a shift in the landscape around how developers are using either machine learning or AI like techniques to code into their apps, so. >> That's fantastic insight. I can't thank you enough for your time, on the heels of Supercloud 2, really appreciate it. All right, thanks to John and Sarbjeet for the outstanding conversation today. Special thanks to the Palo Alto studio team. My goodness, Anderson, this great backdrop. You guys got it all out here, I'm jealous. And Noah, really appreciate it, Chuck, Andrew Frick and Cameron, Andrew Frick switching, Cameron on the video lake, great job. And Alex Myerson, he's on production, manages the podcast for us, Ken Schiffman as well. Kristen Martin and Cheryl Knight help get the word out on social media and our newsletters. Rob Hof is our editor-in-chief over at SiliconANGLE, does some great editing, thanks to all. Remember, all these episodes are available as podcasts. All you got to do is search Breaking Analysis podcast, wherever you listen. Publish each week on wikibon.com and siliconangle.com. Want to get in touch, email me directly, david.vellante@siliconangle.com or DM me at dvellante, or comment on our LinkedIn post. And by all means, check out etr.ai. They got really great survey data in the enterprise tech business. This is Dave Vellante for theCUBE Insights powered by ETR. Thanks for watching, We'll see you next time on Breaking Analysis. (electronic music)

>>Welcome back, everyone live here at Supercomputing 22 in Dallas, Texas. I'm John for host of the Queue here at Paul Gillin, editor of Silicon Angle, getting all the stories, bringing it to you live. Supercomputer TV is the queue right now. And bringing all the action Bresniker, chief architect of Hewlett Packard Labs with HP Cube alumnis here to talk about Supercomputing Road to Quantum. Kirk, great to see you. Thanks for coming on. >>Thanks for having me guys. Great to be >>Here. So Paul and I were talking and we've been covering, you know, computing as we get into the large scale cloud now on premises compute has been one of those things that just never stops. No one ever, I never heard someone say, I wanna run my application or workload on slower, slower hardware or processor or horsepower. Computing continues to go, but this, we're at a step function. It feels like we're at a level where we're gonna unleash new, new creativity, new use cases. You've been kind of working on this for many, many years at hp, Hewlett Packard Labs, I remember the machine and all the predecessor r and d. Where are we right now from your standpoint, HPE standpoint? Where are you in the computing? It's as a service, everything's changing. What's your view? >>So I think, you know, you capture so well. You think of the capabilities that you create. You create these systems and you engineer these amazing products and then you think, whew, it doesn't get any better than that. And then you remind yourself as an engineer. But wait, actually it has to, right? It has to because we need to continuously provide that next generation of scientists and engineer and artists and leader with the, with the tools that can do more and do more frankly with less. Because while we want want to run the program slower, we sure do wanna run them for less energy. And figuring out how we accomplish all of those things, I think is, is really where it's gonna be fascinating. And, and it's also, we think about that, we think about that now, scale data center billion, billion operations per second, the new science, arts and engineering that we'll create. And yet it's also what's beyond what's beyond that data center. How do we hook it up to those fantastic scientific instruments that are capable to generate so much information? We need to understand how we couple all of those things together. So I agree, we are at, at an amazing opportunity to raise the aspirations of the next generation. At the same time we have to think about what's coming next in terms of the technology. Is the silicon the only answer for us to continue to advance? >>You know, one of the big conversations is like refactoring, replatforming, we have a booth behind us that's doing energy. You can build it in data centers for compute. There's all kinds of new things. Is there anything in the paradigm of computing and now on the road to quantum, which I know you're involved, I saw you have on LinkedIn, you have an open rec for that. What paradigm elements are changing that weren't in play a few years ago that you're looking at right now as you look at the 20 mile stair into quantum? >>So I think for us it's fascinating because we've had a tailwind at our backs my whole career, 33 years at hp. And what I could count on was transistors got at first they got cheaper, faster and they use less energy. And then, you know, that slowed down a little bit. Now they're still cheaper and faster. As we look in that and that Moore's law continues to flatten out of it, there has to be something better to do than, you know, yet another copy of the prior design opening up that diversity of approach. And whether that is the amazing wafer scale accelerators, we see these application specific silicon and then broadening out even farther next to the next to the silicon. Here's the analog computational accelerator here is now the, the emergence of a potential quantum accelerator. So seeing that diversity of approaches, but what we have to happen is we need to harness all of those efficiencies and yet we still have to realize that there are human beings that need to create the application. So how do we bridge, how do we accommodate the physical of, of new kinds of accelerator? How do we imagine the cyber physical connection to the, to the rest of the supercomputer? And then finally, how do we bridge that productivity gap? Especially not for people who like me who have been around for a long time, we wanna think about that next generation cuz they're the ones that need to solve the problems and write the code that will do it. >>You mentioned what exists beyond silicon. In fact, are you looking at different kinds of materials that computers in the future will be built upon? >>Oh absolutely. You think of when, when we, we look at the quantum, the quantum modalities then, you know, whether it is a trapped ion or a superconducting, a piece of silicon or it is a neutral ion. There's just no, there's about half a dozen of these novel systems because really what we're doing when we're using a a quantum mechanical computer, we're creating a tiny universe. We're putting a little bit of material in there and we're manipulating at, at the subatomic level, harnessing the power of of, of quantum physics. That's an incredible challenge. And it will take novel materials, novel capabilities that we aren't just used to seeing. Not many people have a helium supplier in their data center today, but some of them might tomorrow. And understanding again, how do we incorporate industrialize and then scale all of these technologies. >>I wanna talk Turkey about quantum because we've been talking for, for five years. We've heard a lot of hyperbole about quantum. We've seen some of your competitors announcing quantum computers in the cloud. I don't know who's using these, these computers, what kind of work they're being used, how much of the, how real is quantum today? How close are we to having workable true quantum computers and what can you point to any examples of how it's being, how that technology is being used in the >>Field? So it, it remains nascent. We'll put it that way. I think part of the challenge is we see this low level technology and of course it was, you know, professor Richard Fineman who first pointed us in this direction, you know, more than 30 years ago. And you know, I I I trust his judgment. Yes. You know that there's probably some there there especially for what he was doing, which is how do we understand and engineer systems at the quantum mechanical level. Well he said a quantum mechanical system's probably the way to go. So understanding that, but still part of the challenge we see is that people have been working on the low level technology and they're reaching up to wondering will I eventually have a problem that that I can solve? And the challenge is you can improve something every single day and if you don't know where the bar is, then you don't ever know if you'll be good enough. >>I think part of the approach that we like to understand, can we start with the problem, the thing that we actually want to solve and then figure out what is the bespoke combination of classical supercomputing, advanced AI accelerators, novel quantum quantum capabilities. Can we simulate and design that? And we think there's probably nothing better to do that than than an next to scale supercomputer. Yeah. Can we simulate and design that bespoke environment, create that digital twin of this environment and if we, we've simulated it, we've designed it, we can analyze it, see is it actually advantageous? Cuz if it's not, then we probably should go back to the drawing board. And then finally that then becomes the way in which we actually run the quantum mechanical system in this hybrid environment. >>So it's na and you guys are feeling your way through, you get some moonshot, you work backwards from use cases as a, as a more of a discovery navigational kind of mission piece. I get that. And Exoscale has been a great role for you guys. Congratulations. Has there been strides though in quantum this year? Can you point to what's been the, has the needle moved a little bit a lot or, I mean it's moving I guess to some, there's been some talk but we haven't really been able to put our finger on what's moving, like what need, where's the needle moved I >>Guess in quantum. And I think, I think that's part of the conversation that we need to have is how do we measure ourselves. I know at the World Economic Forum, quantum Development Network, we had one of our global future councils on the future of quantum computing. And I brought in a scene I EEE fellow Par Gini who, you know, created the international technology roadmap for semiconductors. And I said, Paulo, could you come in and and give us examples, how was the semiconductor community so effective not only at developing the technology but predicting the development of technology so that whether it's an individual deciding if they should change careers or it's a nation state deciding if they should spend a couple billion dollars, we have that tool to predict the rate of change and improvement. And so I think that's part of what we're hoping by participating will bring some of that road mapping skill and technology and understanding so we can make those better reasoned investments. >>Well it's also fun to see super computing this year. Look at the bigger picture, obviously software cloud natives running modern applications, infrastructure as code that's happening. You're starting to see the integration of, of environments almost like a global distributed operating system. That's the way I call it. Silicon and advancements have been a big part of what we see now. Merchant silicon, but also dpu are on the scene. So the role role of silicon is there. And also we have supply chain problems. So how, how do you look at that as a a, a chief architect of h Hewlett Packard Labs? Because not only you have to invent the future and dream it up, but you gotta deal with the realities and you get the realities are silicon's great, we need more of that quantums around the corner, but supply chain, how do you solve that? What's your thoughts and how do you, how, how is HPE looking at silicon innovation and, and supply chain? >>And so for us it, it is really understanding that partnership model and understanding and contributing. And so I will do things like I happen to be the, the systems and architectures chapter editor for the I eee International Roadmap for devices and systems, that community that wants to come together and provide that guidance. You know, so I'm all about telling the semiconductor and the post semiconductor community, okay, this is where we need to compute. I have a partner in the applications and benchmark that says, this is what we need to compute. And when you can predict in the future about where you need to compute, what you need to compute, you can have a much richer set of conversations because you described it so well. And I think our, our senior fellow Nick Dubey would, he's coined the term internet of workflows where, you know, you need to harness everything from the edge device all the way through the extra scale computer and beyond. And it's not just one sort of static thing. It is a very interesting fluid topology. I'll use this compute at the edge, I'll do this information in the cloud, I want to have this in my exoscale data center and I still need to provide the tool so that an individual who's making that decision can craft that work flow across all of those different resources. >>And those workflows, by the way, are complicated. Now you got services being turned on and off. Observability is a hot area. You got a lot more data in in cycle inflow. I mean a lot more action. >>And I think you just hit on another key point for us and part of our research at labs, I have, as part of my other assignments, I help draft our AI ethics global policies and principles and not only tell getting advice about, about how we should live our lives, it also became the basis for our AI research lab at Shewl Packard Labs because they saw, here's a challenge and here's something where I can't actually believe, maintain my ethical compliance. I need to have engineer new ways of, of achieving artificial intelligence. And so much of that comes back to governance over that data and how can we actually create those governance systems and and do that out in the open >>That's a can of worms. We're gonna do a whole segment on that one, >>On that >>Technology, on that one >>Piece I wanna ask you, I mean, where rubber meets the road is where you're putting your dollars. So you've talked a lot, a lot of, a lot of areas of, of progress right now, where are you putting your dollars right now at Hewlett Packard Labs? >>Yeah, so I think when I draw, when I draw my 2030 vision slide, you know, I, for me the first column is about heterogeneous, right? How do we bring all of these novel computational approaches to be able to demonstrate their effectiveness, their sustainability, and also the productivity that we can drive from, from, from them. So that's my first column. My section column is that edge to exoscale workflow that I need to be able to harness all of those computational and data resources. I need to be aware of the energy consequence of moving data, of doing computation and find all of that while still maintaining and solving for security and privacy. But the last thing, and, and that's one was a, one was a how one was aware. The last thing is a who, right? And is is how do we take that subject matter expert? I think of a, a young engineer starting their career at hpe. It'll be very different than my 33 years. And part of it, you know, they will be undaunted by any, any scale. They will be cloud natives, maybe they metaverse natives, they will demand to design an open cooperative environment. So for me it's thinking about that individual and how do I take those capabilities, heterogeneous edge to exito scale workflows and then make them productive. And for me, that's, that's where we were putting our emphasis on those three. When, where and >>Who. Yeah. And making it compatible for the next generation. We see the student cluster competition going on over there. This is the only show that we cover that we've been to that is from the dorm room to the boardroom and this cuz Supercomputing now is elevating up into that workflow, into integration, multiple environments, cloud, premise, edge, metaverse. This is like a whole nother world. >>And, and, but I think it's, it's the way that regardless of which human pursuit you're in, you know, everyone is going to be demand simulation and modeling ai, ML and massive data m l and massive data analytics that's gonna be at heart of, of everything. And that's what you see. That's what I love about coming here. This isn't just the way we're gonna do science. This is the way we're gonna do everything. >>We're gonna come by your booth, check it out. We've talked to some of the folks, hpe obviously HPE Discover this year, GreenLake with center stage, it's now consumption is a service for technology. Whole nother ballgame. Congratulations on, on all this. I would say the massive, I won't say pivot, but you know, a change >>It >>Is and how you guys >>Operate. And you know, it's funny sometimes you think about the, the pivot to as a services benefiting the customer, but as someone who has supported designs over decades, you know, that ability to to to operate and at peak efficiency, to always keep in perfect operating order and to continuously change while still meeting the customer expectations that actually allows us to deliver innovation to our customers faster than when we are delivering warranted individual packaged products. >>Kirk, thanks for coming on Paul. Great conversation here. You know, the road to Quantum's gonna be paved through computing supercomputing software integrated workflows from the dorm room to the boardroom to Cube, bringing all the action here at Supercomputing 22. I'm Jacque Forer with Paul Gillin. Thanks for watching. We'll be right back.

(futuristic music) >> Hey everyone. Lisa Martin here for theCUBE back with you, three guests join me. Dan Molina is here, the co-president and chief technology officer at NTH Generation. And I'm joined once again by Terry Richardson, North American channel chief for AMD and Dr. John Fry, chief technologist, sustainable transformation at HPE. Gentlemen, It's a pleasure to have you on theCUBE Thank you for joining me. >> Thank you, Lisa. >> Dan. Let's have you kick things off. Talk to us about how NTH Generation is addressing the environmental challenges that your customers are having while meeting the technology demands of the future. That those same customers are no doubt having. >> It's quite an interesting question, Lisa, in our case we have been in business since 1991 and we started by providing highly available computing solutions. So this is great for me to be partnered here with HPE and the AMD because we want to provide quality computing solutions. And back in the day, since 1991 saving energy saving footprint or reducing footprint in the data center saving on cooling costs was very important. Over time those became even more critical components of our solutions design. As you know, as a society we started becoming more aware of the benefits and the must that we have a responsibility back to society to basically contribute with our social and environmental responsibility. So one of the things that we continue to do and we started back in 1991 is to make sure that we're deciding compute solutions based on clients' actual needs. We go out of our way to collect real performance data real IT resource consumption data. And then we architect solutions using best in the industry components like AMD and HPE to make sure that they were going to be meeting those goals and energy savings, like cooling savings, footprint reduction, knowing that instead of maybe requiring 30 servers, just to mention an example maybe we're going to go down to 14 and that's going to result in great energy savings. Our commitment to making sure that we're providing optimized solutions goes all the way to achieving the top level certifications from our great partner, Hewlett Packard Enterprise. Also go deep into micro processing technologies like AMD but we want to make sure that the designs that we're putting together actually meet those goals. >> You talked about why sustainability is important to NTH from back in the day. I love how you said that. Dan, talk to us a little bit about what you're hearing from customers as we are seeing sustainability as a corporate initiative horizontally across industries and really rise up through the C-suite to the board. >> Right, it is quite interesting Lisa We do service pretty much horizontally just about any vertical, including public sector and the private sector from retail to healthcare, to biotech to manufacturing, of course, cities and counties. So we have a lot of experience with many different verticals. And across the board, we do see an increased interest in being socially responsible. And that includes not just being responsible on recycling as an example, most of our conversations or engagements that conversation happens, 'What what's going to happen with the old equipment ?' as we're replacing with more modern, more powerful, more efficient equipment. And we do a number of different things that go along with social responsibility and environment protection. And that's basically e-waste programs. As an example, we also have a program where we actually donate some of that older equipment to schools and that is quite quite something because we're helping an organization save energy, footprint. Basically the things that we've been talking about but at the same time, the older equipment even though it's not saving that much energy it still serves a purpose in society where maybe the unprivileged or not as able to afford computing equipment in certain schools and things of that nature. Now they can benefit and being productive to society. So it's not just about energy savings there's so many other factors around social corporate responsibility. >> So sounds like Dan, a very comprehensive end to end vision that NTH has around sustainability. Let's bring John and Terry into the conversation. John, we're going to start with you. Talk to us a little bit about how HPE and NTH are partnering together. What are some of the key aspects of the relationship from HPE's perspective that enable you both to meet not just your corporate sustainable IT objectives, but those of your customers. >> Yeah, it's a great question. And one of the things that HPE brings to bear is 20 years experience on sustainable IT, white papers, executive workbooks and a lot of expertise for how do we bring optimized solutions to market. If the customer doesn't want to manage those pieces himself we have our 'As a service solutions, HPE GreenLake. But our sales force won't get to every customer across the globe that wants to take advantage of this expertise. So we partner with companies like NTH to know the customer better, to develop the right solution for that customer and with NTH's relationships with the customers, they can constantly help the customer optimize those solutions and see where there perhaps areas of opportunity that may be outside of HPE's own portfolio, such as client devices where they can bring that expertise to bear, to help the customer have a better total customer experience. >> And that is critical, that better overall comprehensive total customer experience. As we know on the other end, all customers are demanding customers like us who want data in real time, we want access. We also want the corporate and the social responsibility of the companies that we work with. Terry, bringing you into the conversation. Talk to us a little about AMD. How are you helping customers to create what really is a sustainable IT strategy from what often starts out as sustainability tactics? >> Exactly. And to pick up on what John and and Dan were saying, we're really energized about the opportunity to allow customers to accelerate their ability to attain some of their more strategic sustainability goals. You know, since we started on our current data center, CPU and GPU offerings, each generation we continue to focus on increasing the performance capability with great sensitivity to the efficiency, right? So as customers are modernizing their data center and achieving their own digital transformation initiatives we are able to deliver solutions through HPE that really address a greater performance per watt which is a a core element in allowing customers to achieve the goals that John and Dan talked about. So, you know, as a company, we're fully on board with some very public positions around our own sustainability goals, but working with terrific partners like NTH and HPE allows us to together bring those enabling technologies directly to customers >> Enabling and accelerating technologies. Dan, let's go back to you. You mentioned some of the things that NTH is doing from a sustainability approach, the social and the community concern, energy use savings, recycling but this goes all the way from NTH's perspective to things like outreach and fairness in the workplace. Talk to us a little bit about some of those other initiatives that NTH has fired up. >> Absolutely, well at NTH , since the early days, we have invested heavily on modern equipment and we have placed that at NTH labs, just like HPE labs we have NTH labs, and that's what we do a great deal of testing to make sure that our clients, right our joint clients are going to have high quality solutions that we're not just talking about it and we actually test them. So that is definitely an investment by being conscious about energy conservation. We have programs and scripts to shut down equipment that is not needed at the time, right. So we're definitely conscious about it. So I wanted to mention that example. Another one is, we all went through a pandemic and this is still ongoing from some perspectives. And that forced pretty much all of our employees, at least for some time to work from home. Being an IT company, we're very proud that we made that transition almost seamlessly. And we're very proud that you know people who continue to work from home, they're saving of course, gasoline, time, traffic, all those benefits that go with reducing transportation, and don't get me wrong, I mean, sometimes it is important to still have face to face meetings, especially with new organizations that you want to establish trust. But for the most part we have become a hybrid workforce type of organization. At the same time, we're also implementing our own hybrid IT approach which is what we talk to our clients about. So there's certain workloads, there are certain applications that truly belong in in public cloud or Software as a Service. And there's other workloads that truly belong, to stay in your data center. So a combination and doing it correctly can result in significant savings, not just money, but also again energy, consumption. Other things that we're doing, I mentioned trading programs, again, very proud that you know, we use a e-waste programs to make sure that those IT equipment is properly disposed of and it's not going to end in a landfill somewhere but also again, donating to schools, right? And very proud about that one. We have other outreach programs. Normally at the end of the year we do some substantial donations and we encourage our employees, my coworkers to donate. And we match those donations to organizations like Operation USA, they provide health and education programs to recover from disasters. Another one is Salvation Army, where basically they fund rehabilitation programs that heal addictions change lives and restore families. We also donate to the San Diego Zoo. We also believe in the whole ecosystem, of course and we're very proud to be part of that. They are supporting more than 140 conservation projects and partnerships in 70 countries. And we're part of that donation. And our owner has been part of the board or he was for a number of years. Mercy House down in San Diego, we have our headquarters. They have programs for the homeless. And basically that they're servicing. Also Save a Life Foundation for the youth to be educated to help prevent sudden cardiac arrest for the youth. So programs like that. We're very proud to be part of the donations. Again, it's not just about energy savings but it's so many other things as part of our corporate social responsibility program. Other things that I wanted to mention. Everything in our buildings, in our offices, multiple locations. Now we turn into LED. So again, we're eating our own dog food as they say but that is definitely some significant energy savings. And then lastly, I wanted to mention, this is more what we do for our customers, but the whole HPE GreenLake program we have a growing number of clients especially in Southern California. And some of those are quite large like school districts, like counties. And we feel very proud that in the old days customers would buy IT equipment for the next three to five years. Right? And they would buy extra because obviously they're expecting some growth while that equipment must consume energy from day one. With a GreenLake type of program, the solution is sized properly. Maybe a little bit of a buffer for unexpected growth needs. And anyway, but with a GreenLake program as customers need more IT resources to continue to expand their workloads for their organizations. Then we go in with 'just in time' type of resources. Saving energy and footprint and everything else that we've been talking about along the way. So very proud to be one of the go-tos for Hewlett Packard Enterprise on the GreenLake program which is now a platform, so. >> That's great. Dan, it sounds like NTH generation has such a comprehensive focus and strategy on sustainability where you're pulling multiple levers it's almost like sustainability to the NTH degree ? See what I did there ? >> (laughing) >> I'd like to talk with all three of you now. And John, I want to start with you about employees. Dan, you talked about the hybrid work environment and some of the silver linings from the pandemic but I'd love to know, John, Terry and then Dan, in that order how educated and engaged are your employees where sustainability is concerned? Talk to me about that from their engagement perspective and also from the ability to retain them and make them proud as Dan was saying to work for these companies, John ? >> Yeah, absolutely. One of the things that we see in technology, and we hear it from our customers every day when we're meeting with them is we all have a challenge attracting and retaining new employees. And one of the ways that you can succeed in that challenge is by connecting the work that the employee does to both the purpose of your company and broader than that global purpose. So environmental and social types of activities. So for us, we actually do a tremendous amount of education for our employees. At the moment, all of our vice presidents and above are taking climate training as part of our own climate aspirations to really drive those goals into action. But we're opening that training to any employee in the company. We have a variety of employee resource groups that are focused on sustainability and carbon reduction. And in many cases, they're very loud advocates for why aren't we pushing a roadmap further? Why aren't we doing things in a particular industry segment where they think we're not moving quite as quickly as we should be. But part of the recognition around all of that as well is customers often ask us when we suggest a sustainability or sustainable IT solution to them. Their first question back is, are you doing this yourselves? So for all of those reasons, we invest a lot of time and effort in educating our employees, listening to our employees on that topic and really using them to help drive our programs forward. >> That sounds like it's critical, John for customers to understand, are you doing this as well? Are you using your own technology ? Terry, talk to us about from the AMD side the education of your employees, the engagement of them where sustainability is concerned. >> Yeah. So similar to what John said, I would characterize AMD is a very socially responsible company. We kind of share that alignment in point of view along with NTH. Corporate responsibility is something that you know, most companies have started to see become a lot more prominent, a lot more talked about internally. We've been very public with four key sustainability goals that we've set as an organization. And we regularly provide updates on where we are along the way. Some of those goals extend out to 2025 and in one case 2030 so not too far away, but we're providing milestone updates against some pretty aggressive and important goals. I think, you know, as a technology company, regardless of the role that you're in there's a way that you can connect to what the company's doing that I think is kind of a feel good. I spend more of my time with the customer facing or partner facing resources and being able to deliver a tool to partners like NTH and strategic partners like HPE that really helps quantify the benefit, you know in a bare metal, in terms of greenhouse gas emissions and a TCO tool to really quantify what an implementation of a new and modern solution will mean to a customer. And for the first time they have choice. So I think employees, they can really feel good about being able to to do something that is for a greater good than just the traditional corporate goals. And of course the engineers that are designing the next generation of products that have these as core competencies clearly can connect to the impact that we're able to make on the broader global ecosystem. >> And that is so important. Terry, you know, employee productivity and satisfaction directly translates to customer satisfaction, customer retention. So, I always think of them as inextricably linked. So great to hear what you're all doing in terms of the employee engagement. Dan, talk to me about some of the outcomes that NTH is enabling customers to achieve, from an outcomes perspective those business outcomes, maybe even at a high level or a generic level, love to dig into some of those. >> Of course. Yes. So again, our mission is really to deliver awesome in everything we do. And we're very proud about that mission, very crispy clear, short and sweet and that includes, we don't cut corners. We go through the extent of, again, learning the technology getting those certifications, testing those in the lab so that when we're working with our end user organizations they know they're going to have a quality solution. And part of our vision has been to provide industry leading transformational technologies and solutions for example, HPE and AMD for organizations to go through their own digital transformation. Those two words have been used extensively over the last decade, but this is a multi decade type of trend, super trend or mega trend. And we're very proud that by offering and architecting and implementing, and in many cases supporting, with our partners, those, you know, best in class IT cyber security solutions were helping those organizations with those business outcomes, their own digital transformation. If you extend that Lisa , a Little bit further, by helping our clients, both public and private sector become more efficient, more scalable we're also helping, you know organizations become more productive, if you scale that out to the entire society in the US that also helps with the GDP. So it's all interrelated and we're very proud through our, again, optimized solutions. We're not just going to sell a box we're going to understand what the organization truly needs and adapt and architect our solutions accordingly. And we have, again, access to amazing technology, micro processes. Is just amazing what they can do today even compared to five years ago. And that enables new initiatives like artificial intelligence through machine learning and things of that nature. You need GPU technology , that specialized microprocessors and companies like AMD, like I said that are enabling organizations to go down that path faster, right? While saving energy, footprint and everything that we've been talking about. So those are some of the outcomes that I see >> Hey, Dan, listening to you talk, I can't help but think this is not a stretch for NTH right? Although, you know, terms like sustainability and reducing carbon footprint might be, you know more in vogue, the type of solutions that you've been architecting for customers your approach, dates back decades, and you don't have to change a lot. You just have new kind of toys to play with and new compelling offerings from great vendors like HPE to position to your customers. But it's not a big change in what you need to do. >> We're blessed from that perspective that's how our founders started the company. And we only, I think we go through a very extensive interview process to make sure that there will be a fit both ways. We want our new team members to get to know the the rest of the team before they actually make the decision. We are very proud as well, Terry, Lisa and John, that our tenure here at NTH is probably well over a decade. People get here and they really value how we help organizations through our dedicated work, providing again, leading edge technology solutions and the results that they see in our own organizations where we have made many friends in the industry because they had a problem, right? Or they had a very challenging initiative for their organization and we work together and the outcome there is something that they're very, very proud of. So you're right, Terry, we've been doing this for a long time. We're also very happy again with programs like the HPE GreenLake. We were already doing optimized solutions but with something like GreenLake is helping us save more energy consumption from the very beginning by allowing organizations to pay for only what they need with a little bit of buffer that we talked about. So what we've been doing since 1991 combined with a program like GreenLake I think is going to help us even better with our social corporate responsibility. >> I think what you guys have all articulated beautifully in the last 20 minutes is how strategic and interwoven the partnerships between HP, AMD and NTH is what your enabling customers to achieve those outcomes. What you're also doing internally to do things like reduce waste, reduce carbon emissions, and ensure that your employees are proud of who they're working for. Those are all fantastic guys. I wish we had more time cause I know we are just scratching the surface here. We appreciate everything that you shared with respect to sustainable IT and what you're enabling the end user customer to achieve. >> Thank you, Lisa. >> Thanks. >> Thank you. >> My pleasure. From my guests, I'm Lisa Martin. In a moment, Dave Vellante will return to give you some closing thoughts on sustainable IT You're watching theCUBE. the leader in high tech enterprise coverage.

(upbeat music) >> Sustainability has become one of the hottest topics, not just in enterprise tech, but across all industries. The relentless pace of technology improvement over the decades and orders of magnitude increases in density have created heat, power and cooling problems that are increasingly challenging to remediate. Intense efforts have been implemented over the years around data center design techniques to dissipate heat, use ambient air, liquid cooling and many other approaches that have been brought to bear to get power usage effectiveness, PUE, as close to one as possible. Welcome to Better Together Sustainability, presented by the CUBE and brought to you by Hewlett Packard Enterprise and AMD. In this program we'll lay out today's challenges and how leading companies are engineering solutions to the problems just introduced, along with some recommendations, best practices and resources as to how you can initiate or enhance your sustainability journey. First up to help us better understand this important topic are John Fry, senior technologist IT efficiency and sustainability at Hewlett Packard Enterprise and Terry Richardson, North America channel chief for AMD. Gents, welcome. >> Great to be here. >> (indistinct). >> John, let's start at the high level here. Why is sustainability such an important topic today? Why now? Why is it such a challenge for customers and, and how are you guys approaching the solutions? >> The topic has been an important topic for a number of years, but what we're seeing across the world is more and more corporations are putting in place climate targets and sustainability goals. And at the same time, boards and CEOs are starting to be asked about the topic as well, making this topic much more important for technology leaders across the globe. At the same time, technology leaders are fighting with space, power and cooling constraints that caused them to rethink their approach to IT. To get a better sense of how wide this challenge is, we did a survey last year and we asked 500 technology leaders across the globe if they were implementing sustainable IT goals and metrics and programs within their infrastructure. Personally, I thought the answer would be about 40% of them had these programs. Actually it turned out to be 96% of them. And so when we asked them why they were implementing these programs and what was the primary driver, what we heard from them was three things. Those of them that were the early adopters and the ones that move were moving the fastest told us they were putting these programs in place to attract and retain institutional investors. If they're a publicly traded company, their investors were already asking their boards, their CEOs, wanting to know what their company was doing to drive efficiency within their technology operations. Those companies in the middle, the ones that were just moving along at the same pace as many other companies around the world, told us they were putting these programs in place to attract and retain their customers. Customers are increasingly asking the companies they do business with about their sustainability aspirations specifically how technology contributes to their carbon emissions and their sustainability goals. And so these customers want to make sure that they can keep their own customers. And finally, a third group, the digital followers, that group of companies that's a little slower adopting programs, more conservative in nature. They said they were implementing these programs to attract and retain employees. In fact, over the last year or so, every customer we've talked to when they describe their pain points and their challenges that we can try to help them meet, has had a difficulty in finding employees. And so what we know is these younger employees coming into the workforce, if you can show them how what they are going to be doing connects to the purpose of their company and connects to making the world a better place, you can attract them easier and you can retain them longer. So a variety of business reasons why companies are looking at these programs, but what we know is when they implement these programs they often reduce over-provisioning. They save money, they have a lower environmental footprint, and again they have an easier time attracting and retaining employees. So for all of these reasons, driving sustainability into your IT operations is a great thing to do. >> Yeah, I never would've expected 96%. And of course, investors, customers and employees. I mean, this is the big three. Terry what's AMD's perspective on this topic? In other words, what do you bring to the table and the partnership? I mean, I know processors, but what's unique about AMD's contribution? >> Yeah. Thanks Dave. And, and John, great to be with you. Appreciate the opportunity and the partnership. You know, we too are very focused on sustainability and enjoy our partnership with HPE very much in this area. You know, since 2017, when AMD introduced its epic processor family, there's been a couple of core design elements in that technology. One has to do with performance. And the second has to do with efficiency. Both are critically important to today's topic of sustainability because increasingly, customers are understanding and measuring performance per watt and fortunately, AMD really excels in this area. So whether we're talking about the larger super computers in the world, or even general purpose servers, customers can fundamentally do more with fewer AMD servers than competitive alternatives. And so, so we, we really bring a technology element on the processor side, CPU and GPU, to play a role in delivering real ability for customers to meet some of their core sustainability goals. And of course, in partnership with HPE, together we have really a compelling story. >> Great. Thank you, Terry. And, and John, wonder if you could talk to the differentiation that you bring from HPE's perspective, the total package. >> Yeah, of course. The first thing as partnership. As Terry mentioned, AMD and HPE have been working together since HPE was founded actually, to drive power efficiency up to meet the demands of our customers. At the same time, as our customers have asked more and more questions around technology sustainability, we've realized that we needed to not only develop a point of view on that from an HPE perspective, but actually write the white papers that give the customer guidance for sustainable IT strategies, for tech refresh cycles, give them some guidance on what are the right questions to ask technology vendors when they're buying technology equipment. So a series of white papers and you might not appreciate why, but this is a topic that you can't go get a college degree in and frankly can't even buy a book on. So for customers to get that knowledge, they want to get it from experienced professionals around the globe. And in fact, in the survey that I mentioned earlier, we asked customers, where's the number one place that you expect to get your sustainable IT information from? And they said, our technology vendors. So for us, it's really about driving that point of view, sharing it with customers, helping customers get better and even pointing out some of the unintended consequences. So a great example, Dave, you mentioned PUE earlier. Many customers have been driving PUE down for a number of years, but often the way that they did that was optimizing the data center building infrastructure. They got PUE pretty low. Now, one of the things that happens and customers need to be aware of this, particularly if they're focused on PUE as their primary metric, is when they optimize their IT stack and make that smaller, PUE actually goes up. And at first they think, well, wait a minute, that metric is going in the wrong direction. But when you remember it's a ratio, if you get that IT stack component smaller, then you're driving efficiency even if PUE goes the wrong direction. So part of the conversation then is you might want to look at PUE internally, but perhaps you've outgrown PUE and now have an opportunity to look at other metrics like carbon emissions per workload, or or power consumption per piece of equipment or rack. So all of this drives back to that upward trajectory that Terry was talking about where customers are really interested in power performance. So as we share those stories with customers, share the expertise how to move along this journey, that really provides great differentiation for HPE and AMD together. >> So that's interesting. So PUE is not necessarily the holy grail metric. There are other metrics that you, you should look at. Number one, and number two the way you interpret PUE is changing for the better. So thank you for that context. I wonder Terry, do, do you have any like proof points or examples that you can share? >> Yeah, so one that immediately comes to mind that was a manifestation of some terrific collaboration between AMD and HPE was their recently announced implementation of the Frontier supercomputer. That was a project that we collaborated on for a long time. And, and where we ended up was turning over to the government a supercomputer that is currently the highest performing in the world, broke the exaFLOP barrier. And probably even more importantly is number one on the Green500 list of the top super computers. And, and together we enjoy favorable rankings in other systems, but that's the one that, that really stands out in terms of at scale implementation to shine really a spotlight on what we can do together. Certainly for other customers doesn't have to be the world's largest super computer. It's not uncommon that we see customers just kind of in general purpose business applications in their data centers to be able to do more with less, you know, meaning, you know, you know a third of the servers oftentimes delivering not only a very strong TCO but the environmental benefit that gets associated with significantly reduced energy that can be expressed in reduction in, in overall CO2 emissions and other, other ways to express the benefit, whether it's, you know the equivalent of, of planting you know, acres of forest or whatever. So we're really proud of the proof points that we have and and look forward to the opportunity to together explain this more fully to customers and partners. >> Right? So John, Terry sort of alluded to this being more broad based. I know HPE has a very strong focus on HPC. Sorry for all the acronyms, but high performance computing. But the, so this is more broad based than just the super computing business, right John? >> Yeah, absolutely. We see these performance benefits for customers and industry standard servers as well. In fact, many customers, that's the primary type of equipment they use and they want better power performance. They either want to as Terry alluded to, use less equipment to do the same amount of work, or if they've run into a space or power or cooling constraint in their data centers, they want to be able to increase workloads in the same footprint. So it allows them to take better use of their data centers. And for some customers even the data center enclosure that they started with they can actually use a much smaller amount of space. In fact, we have some that even move over to co-location facilities as they improve that performance per watt, and can do more work in the smaller space. So it starts an industry standard server, but increasingly we're seeing customers considering liquid cooling solutions and that generally moves them into the high performance compute space as well right now. So those performance improvements exist across that entire spectrum. >> So since you brought up liquid cooling John, I mean can you share any best practices? I mean, like what do you do with all that heated liquid? >> Yeah, it's a great, great question. And we have seen a lot more interest from customers in liquid cooling and there's a variety of things that you can do, but if you're considering liquid cooling the opportunities to think broader than just the IT stack. So if you're going to use a cooling loop anyhow and you're going to generate warm liquid coming off the it equipment as waste, think about what you can do with that. We have a, a government customer here in the United States that designed their high performance computer while they were designing the building it went in. So they're able to use that hot air, hot water, excuse me coming off the IT equipment to heat the entire building. And that provides a great use of that warm water. In many parts of the world, that warm water can either be used on a hot water utility grid or it can even be used on a steam grid if you can get it warm enough. Other places we're aware of customers (indistinct) and greenhouses next to data centers and using both the warm air and the warm water from the data center to heat the greenhouse as well. So we're encouraging customers to take a step back, look at the entire system, look at anything coming out of that system that once was waste and start to think about how can we use that what was waste now as an input to another process. >> Right, that's system thinking and some, some pragmatic examples there. Can, can you each summarize, maybe start Terry, with you AMD's and HPE's respective climate goals that may, Terry then John chime in please. >> Yeah, I'll go first. We actually have four publicly stated goals. The first one is I think very aggressive but we've got a track record of doing something similar in our client business. And, and so kind of goal number one is a 30 X increase in energy efficiency for AMD processors and accelerators powering servers for AI and HPC by 2025. The second is broad based across the corporation is a 50% absolute reduction in greenhouse gas emissions from AMD operations by 2030. And then the third is 100% of AMD manufacturing suppliers will have published greenhouse gas emissions reduction goals by 2025. And we've declared that 80% or greater of our manufacturing suppliers will source renewable energy by 2025. Those are the, those are the four big publicly stated goals and objectives that we have in this area. >> You know what I like about those Terry? A lot of, a lot of these sustainability goals these moonshot goals is like by 2050, it's like, okay. But I, I like the focus on '25 and then of course there's one in there at the end of the decade. All right, John, maybe you could share with us HPE's approach. >> Yeah, absolutely. And we've had almost two decades of emissions reduction goals and our current goals, which we accelerated by 10 years last year, are to be carbon new or excuse me, net zero by 2040. And that's a science based target-approved goal. In fact, one of the first in the world. And we're doing that because we believe that 2050 is too long to wait. And so how we reach that net zero goal by 2040, is by 2030, an interim step is to reduce our scopes one and two, our direct and energy related emissions by 70% from 2020. And that includes sourcing 100% renewable energy across all of our operations. At the same time, the bigger part of our footprint is in our supply chain and when our customers use our products, so we're going to leverage our as a service strategy HPE GreenLake and our energy efficient portfolio of products to reduce our scope three carbon emissions 42% over that 2020 baseline by 2030, and as with AMD as well, we have a goal to have 80% of our suppliers by spend have their own science based targets so that we know that their commitments are scientifically validated. And then the longer step, how we reach net zero by 2040 is by reducing our entire footprint scopes one, two and three by 90% and then balance the rest. >> Yeah. So again, I mean, you know 2030 is only eight years away, a little more. And so if, if, if you have a, a target of 2030 you have to figure out, okay, how are you going to get there? The, if you say, you know, longer, you know in the century you got this balloon payment, you know that you're thinking about. So, so great job, both, both companies and and really making more specific goals that we can quantify you know, year by year. All right, last question, John. Are there any resources that you can share to help customers, you know, get started maybe if they want to get started on their own sustainability strategy or maybe they're part way through and they just want to see how they're doing. >> Yeah, absolutely much of what Terry and I have talked about are available in an executive workbook that we wrote called "Six Steps For Implementing a Sustainable IT Strategy" and that workbook's freely available online and we'll post the URL so that you can get a copy of it. And we really developed that workbook because what we found is, although we had white papers on a variety of these topics, executives said we really need a little bit more specific steps to work through this and implement that sustainable IT strategy. And the reason for that, by the way is that so many of our customers when they start this sustainable IT journey, they take a a variety of tactical steps, but they don't have an overarching strategy that they're really trying to drive. And often they don't do things like bring all the stakeholders they need together. Often they make improvements without measuring their baseline first. So in this workbook, we lead them step by step how to gather the right resources internally, how to make the progress, talk about the progress in a credible way, and then make decisions on where they go next to drive efficiencies. >> Yeah, really that system thinking is, is, is critical. Guys. Thanks so much for your time. Really appreciate it. >> Thank you. >> Okay guys, thanks for your time today. I really appreciate it. In a moment, We're going to toss it over to Lisa Martin out of our Palo Alto studio and bring in Dave Faffel, chief technology officer at WEI, along with John and Terry, to talk about what WEI is doing in this space to address sustainability challenges. You're watching Better Together Sustainability brought to you by HPE and AMD in collaboration with the CUBE, your leader in enterprise and emerging tech coverage. (lilting music)

(upbeat music) >> Good morning, everyone. Welcome back to "theCUBE." Lisa Martin here with John Furrier. This is day three of our wall-to-wall coverage of VMware Explore. John and I are pleased to welcome back one of our alumni, Muddu Sudhakar, the CEO of AISERA. Welcome to the program, Muddu. It's great to meet you. >> Thank you, Lisa. Thanks for having me. Thank you, John. >> Great to see you again. You're like an industry analyst coming on "theCUBE". You should be like a guest analyst, breaking down. I know you got your own company to run, and by the way, the recent funding you had, congratulations. >> Thank you. >> In a market that's not getting a lot of funding. You get an up around. Congratulations on that. >> Thank you. >> Business is good? >> Very good, thank you. Look, Goldman Sachs Investing, along with Zoom and Thoma Bravo, it was great for us. >> Great stuff. Well, I'm glad we could get you in. This day three, Lisa and I and Dave Vellante and Dave Nicholson have all been talking to everyone for two days here at VMware Explore, formerly VMworld, our 12th year covering their annual conference, as you know, and we've been telling the executives, but day three is more of, we're going to mix it up. We're going to bring people in and get their opinions about Supercloud, does VMware go post-Broadcom? Obviously, that's going to happen. Looks like nothing's going to stop that from happening. What's next? What's the impact? Who wins? Who loses? VMware certainly not acting like they're going to get gutted. They're all full throttle ahead. They're laying down some announcements, vSphere 8, you got vSAN 8, they got cloud-native, they're talking multi-cloud. VMware's not looking like they're flinching. What's going on, in your view, outside of the bubble that we're here in San Francisco, out in the real world, in the trenches. What are people talking about? What do you see? >> Lot to unpack. (all laugh) >> Start at wherever you want. >> Yes. You know, I was a VMware alumni too. >> Yes >> You sold the company to VMware. You know the inside. Okay, So then, even then- >> I worked with Paul and Pat and Raghu. It's great to be back at VMware now. I think there's a lot going on in VMware. VMware is here to stay. The brand will stay. The VMware customers will stay for years to come. I think Broadcom and VMware, I think it's a great industry consolidation, the way in which I see it. And it is going to help all the customers too, right? Broadcom, having such a large foot play into both CA, the software business, the hardware business. I think what will happen is that Broadcom will try to create a hybrid cloud of their own with VMware. So there'll be a fourth player in the cloud industry. And then back to John, your Supercloud. The Supercloud by definition, there'll be private clouds, public clouds, hybrid clouds. I think Broadcom with VMware will help your vision of the Supercloud and what your customers are asking. >> Yeah, one of the things I want to get your thoughts on, Lisa and I were talking yesterday with the executives, AJ Patel in particular, he's a middleware guy. >> Right. >> So what he did was Oracle. He did a lot of the fusion stuff at Oracle. He now runs Modern Apps. And you came in at the time, I think, when they were just getting that app vision going, and Paul Moritz actually had it early with his 2010 vision, but too early on the app side. But that ended up happening too. So the question is, is Broadcom going to be this middleware layer, and treat the cloud like hardware. And then, apps or apps. Companies are apps. In a digital transformation, technology is the company. >> Right >> So the company is the app. >> That's right, >> Is an application. So apps and hardware, middle, a middleware model emerging. Do you think they're going for that? Or am I just making this up in my head? >> No, I think to me, I see Broadcom as much more, they're like a peer company at the high level. So they're funded by- >> Like a private equity company. >> Private equity company. >> You mean from a dollar standpoint. >> From a dollar standpoint. So Broadcom is going to fund companies. They're going to buy companies. They bought CA, they bought all the other assets. So Broadcom will have always hardware. The middle level could be VMware, but they also have CA, right? They have a bunch of apps here. So I see the Broadcom is also using VMware to run applications. So the consolidation will be they'll create a Supercloud using VMware. They're going to own their own apps. I don't think Broadcom's story is stopped. Its journey to come. They're going to buy more acquisitions, more apps companies. I won't be surprised, in the future, they buy Zendesk. I won't be surprised, in the future, they buy other apps companies, SaaS companies and cloud enterprise companies. Right? So that's where the P is coming. So the broad conversion is, I need a base middleware, like you're saying. There's no other middleware on top of hardware better than VMware. >> So do you think that they'll keep the stuff that's coming out of the other? 'Cause we've been speculating on "theCUBE" this week. They have the core business, but there's all this stuff that's kind of coming out of the oven that's not EBITDA-oriented yet. Do you think they keep that or they let it go? >> I think that's a great question to hang their CEO of Broadcom. But to me, I think, knowing them, they're going to keep, and if you look at Symantec, they kept parts of Symantec, this whole parts of it. So I think all options are on the table for them, right? They'll do whatever it is. But I think it has to be the ones that high growth companies they may give it. It all goes back to is it a profitability to it or not? But his vision is very good. I want to own the middleware, right? He will own the middleware using VMware to your vision, create a Supercloud and own the apps. So I think you'll see Broadcom is the fourth vendor in the cloud race. You have Microsoft, AWS, Google, and Broadcom is actually going to compete with this four. >> So you think there'll be a hyper scale? They'll be in the top three or four. >> There'll be top four. >> Okay. >> Along with Oracle. So now, we are talking about the five vendors will be Amazon, Azure, Google, Oracle, and Broadcom. >> We had Amazon guy on, Steve Jones. I should have asked him that question. I just don't see that happening yet. They have to have the full hardware side. How do you see that coming in? 'Cause Amazon's innovating at the atom level and they're working on stuff that's physical, transit, physics stuff, like down to the root level. >> I think Broadcom figure, look, they own the chips out right, at the end of the day. They also have a lot of chips such to supply to both mobile and this. So if there's anybody who can figure out the hardware, it will be Broadcom. That is their core of area. They didn't have the core in the software and the middleware. VMware is going to give them the OS, the Kubernetes, the VMs. Once you have that layer, I think you can innovate both up and below, right? So I think, John, I think Broadcom VMware will be a force to reckon with and I think these guys are going to get into healthcare space though. So if you see the way they battle, you and me are talking Lisa, like Microsoft bought new ones, Oracle bought Cerner. So they all paid 30 billion each. So the next battle ground will be, they'll start in the healthcare industry. Somebody's going to go look at the healthcare apps like Epic, right? They're going to look at how we can do the hospitals. They're going to look at hospital healthcare professionals. That area will be disrupted a lot in the same. >> What other industries do you think, besides healthcare, are ripe for disruption with Broadcom VMware? >> I think endpoint management, like remember VMware bought AirWatch when I was there back then, right? That whole area is called digital experience management. So that endpoint mainly will be disrupted. So Broadcom with VMware will go again into endpoint. I'm talking endpoint could be the servers, desktops, VMware Max, right? Virtual Desktop VDI. So that whole management of mobile devices to desktop, that whole industry will be disrupted. A lot of players are there trying to do more consulting services. I think VMware is a great assets and tools. If I'm Broadcom, my chip sets are going into the endpoint. So that area will be disrupted a lot with Broadcom in VMware. >> Yeah, one of the things that VMware, people have been talking about, is that the CA acquisition that Broadcom did was the playbooks public. Everyone saw what they did. They killed sales and market and they killed all the execs, metaphorically speaking. They fired them. VMware's got a different vibe here. I'm feeling like it could go one way or the other. I think they should keep them, personally. But you don't know. If they're a PE company, they EBIDA driven, maybe it's just simply numbers. >> Right. >> If that's the case, then I'm worried. But VMware's got pride, they got mojo, and they've got expertise in software. Maybe a little bit different circumstance? What's take on this? Or do you think it's going to be black and white to the numbers? >> I think, knowing Hank's playbook, if he knows what he's going to do, right? His playbook will be consistent with Symantec. >> You think he already knows what he wants to do? >> I think so. I think at that level, both with Simulink and Broadcom, they already know the playbook. At this stage the games, people already know their game. It's like a chess move. They already know. They'll look at VMware and see which assets to keep, which one not to keep, which organization, but I think Hank is a master at this one. To me, I'm personally excited with the VMware Broadcom combination. It's a great thing for the industry. It's great for VMware and VMware customers and partners. >> Well, John, you and Dave had a chance to sit down with Raghu. What were some of the things that he unpacked about the Broadcom acquisition? >> He was on talking points. He was on message. He was saying the things that any CEO was going to make a lot of cash on this deal. And he's proud. I think it wasn't about the money for him. I sensed that he's certainly going to make a lot of cash on this deal as an executive, but he's a long time VMware employee and a well loved and revered person. He's done a lot of great work, technically set the agenda. So I think their mindset is we're going to just continue to do an amazing job as VMware as we are and then let Broadcom, let the chips fall where they may, and hopefully, if they do a good job, maybe they'll either refactor some of their base plans or they laid it all out in the field, so to speak. So that's my vibe. Now specifically, he made some comments, like, "Yeah, we're really proud." And he staying technical. He's still like, "This is really happening." So I think he's going to, essentially, to the very end, be like, "Cross cloud and hybrid cloud. This is our third generation." So there he's hanging onto the VMware third act that they're saying, and he hopes that it comes home. And I think he's going to just deal with it. He didn't seem flustered and he didn't seem overly confident. >> Okay. >> I guess that's my opinion. What do you think? >> Personally worked with Raghu, worked for Raghu, so I think of him as the greatest CEO for VMware ever could have, right? It's a journey. It was Paul Maritz, then Pat Gelsinger, now Raghu. I think he's in the right place, right time to lead VMware, and Raghu's doing a fantastic job. And personally, getting these two companies married, I think Raghu did the right partnership with Broadcom. >> Well, I think if this event's any indication if they're just sitting back and waiting, they're not, and this event was well done, it was pulled off. The branding's amazing. I thought they did a good job with the name change. And then in light of all the Broadcom issues, the execution was great. It was not a bad show here. It was a good show. It wasn't terrible at all. People were excited. I think the ecosystem also felt that Broadcom, like an electronic shock to the system, like something's going to happen. Let's wait and see. I'm going to go to the event to see if it's going to be around and kind of getting a feel first party, in person, what's happening. Again, remember VMware didn't have an event since 2019. This is a community that thrives on physical, face to face camaraderie, community. And so, I think the show was a success. And I think that's a result of Raghu and his team. >> Because we have a booth there for AISERA, my company, we have a booth. We are offering coffee and donuts. You guys should come by and tell people. You'll get a free coffee and a donut, but it's one of the best shows I've seen. Well, I think people after pandemic are back, people are interacting. We have 500 people in one day at our booth. So for a startup company like us, getting that much crowd is unheard of. So it's great. We're very excited. >> The vibe from the partner community, I had a chance to talk with a lot of partners, AWS, NetApp, Rackspace, really seems like the partnerships side of VMware is very, very strong and the partners are excited about what's next for VMware. Did you have a chance to talk with any of the partners? >> Actually, look. I'm actually meeting with Karen. So Karen Egan is my contact at VMware too, and Sumit, (indistinct) a bunch of the customer success organization. We talk to people in their digital experience management team. We are very excited to be partner with both VMware's customer, partner, and all experts, right? I'll need the VMware ecosystem for my company to thrive. So for us, VMware customers are my customers and leveraging VMware APIs into VMware, that's that's important for us. >> Lisa, that's a great question because that brings us to the question of, okay, clearly this show also proves to us from our conversations and exploring the floor, the wave is coming. This next cloud wave is here. We're calling it Supercloud, whatever you want to call it, it's coming and it's real, and people know it. And also the lines of sight into economics around where people can fit in this next level ecosystem is becoming clear. So I think people kind of know what's the right side of the street to be on in this next shift. So that's coming. That's independent of Broadcom. So the floor represents to me the excitement for not only the VMware workload powering software, with or without Broadcom, but the next wave. So the question is if Broadcom goes down their path and Hank does what he does, who wins and who loses on where things flow? Because this energy is going to flow somewhere. Is it going to flow to AWS? Is it going to flow to Microsoft? Is it going to flow to HPE with Green Lake getting some great traction? NetApp's doing great. We just heard from them. So the partners aren't hurting. It's only going to get better. re:Invent's right around the corner. That's a packed house. Their ecosystem's growing like a weed. Who wins? 'Cause the customers at VMware are enterprise customers. They're used to being serviced. They have sales reps from Microsoft, they got sales reps from Hewlett Packard Enterprise, real senior enterprise stakeholders there. So someone's going to end up filling in as VMware settles into their broad composition. Who wins and who loses, in your mind? >> A Very good question. So my thing is, I think it's... Well, I put Microsoft and Amazon the winners. In that way, actually mean Microsoft will win because in a true Supercloud, your vision, back to hybrid cloud on-prem and public cloud, VMware disruption with Broadcom, as if there's any bridge in the market, Microsoft will take advantage of it. Azure, right? Amazon VMware is there. Then, you have Google and VMware. So I think Azure will probably try to take advantage of this, but very next will be Amazon, right away there. That leaves you with Google Cloud, right? Google Cloud is the one. So they're the people that are able to figure out what to do in this equation. And then, obviously, the other one is Oracle. Oracle has no hearts in this game. So to me, the people who are going to probably lose impact model will be Oracle if the Broadcom and VMware will happen. So it's Azure, Amazon winning the race, probably Google is right behind them. Oracle will be distinct. Other side is Dell. Actually, Dell has no game in this. Our Broadcom and VMware, Dell should be the one. >> Dell might have a little secret sauce on the table with Michael Dell. >> That's true. >> If he convert his shares, he might be the largest shareholder at Broadcom. >> That's true. >> He could end up owning all the back. >> So he may be the winner all the time. (all laugh) >> Don't count him out. Well, this is a good question. I want to just double click on this. So you get customer dynamic. Where do they go? You get the community, which is a big force multiplier in this world, and if you had to bet on community between Microsoft and Amazon Web Services, Amazon trumps Microsoft on force multiplier community. Ecosystem, AWS beats Microsoft on that one. So it's interesting because it's now multiple dimensions we're talking about here. It's customers. That's the top order, right? The customers. But also, you got community, the people who put on sessions, the people in the community that are the influencers that are leading the trends, and developers are very trending, relative to what kind of code they use, what's their environments? So the developers is changing that landscape and, ultimately, the ecosystem of partners, right? 'Cause there's a lot more overlap between AWS and VMware's ecosystem than there is between Microsoft and that. And HPE is just starting an ecosystem. So it's going to be very interesting. >> It is. It is. I think Broadcom and VMware cannot be any best time for the industry, right? As you said. HP is coming in. Oracle is coming in. And to your point, VMware and AWS are another best partners. Now, this going to create any gap for Microsoft to enter for Azure? I think that's where the market is saying that it's going to open up a hybrid cloud player for Microsoft to enter what is to be a tight relationship with VMware and Amazon. Right? So people will rethink through their apps. And more importantly, the end point to me. See, the key is, like you talk about with Supercloud, nobody's talking about Supercloud for the endpoint. >> You mean Edge or security? >> Not an Edge endpoint. Endpoint could be your devices, laptop, desktop. >> Or a building or a light bulb or whatever. >> Desktop or VDI desktop services servers, right? So we call it endpoint cloud. There's no endpoint Supercloud. John, that's an area that you should double click on. Super cloud for the servers is different from Supercloud for endpoint. >> Well, SuperCloud.World is the URL out there. If you're interested in Supercloud, we are adding tracks to that body of work. So we had our event on August 9th. It was virtual event, where Dave and I are going to add a data track, we're going to add a security track, and we should add, maybe, an endpoint workspace, work. >> That's a VMware brand, Workspace and Horizon. So that whole workspace endpoint for Supercloud is going to happen. >> Yes. >> Right. That kind of deviates from- >> Do you like Supercloud? Are you bullish on Supercloud? >> I'm very bullish on Supercloud because I, myself, is running on-prem in VPCs, public clouds, private clouds. Supercloud kind of composites it so app should be designed. 'Cause I don't want to design an app for one cloud. It's not going to work. So it's like how Java came and I can run it on any platform. The ideas you build it on Supercloud, run it, whatever you want. Right? >> That's exactly it. So what would you want to see in Supercloud as it evolves? And we were part of this open conversation. This is our point for today. We're going to have a great panel come up later today. We're going to have the influencers come on to debate what Supercloud should or shouldn't be. If you want to add to the contribution, we'll add this into the work, what should what's needed in Supercloud? What's table stakes. >> I think we need a Java compiler that will happen for Supercloud. I build it once, execute in any place I want, right? Using the Terraform, HashiCorp (indistinct) So what I don't want is keep building this thing for every cloud. I want to abstract that out. The whole idea of Supercloud is how Java gave me the abstraction for hardware 20 years back or 30 years back, we need the same abstraction for the cloud today. Otherwise, I'm customizing for VM Cloud, I'm customizing for AWS, Azure, Google Cloud. We, as an application vendor, it's too hard to keep doing it. I have now thousand tuners. I don't need thousand DevOps people. I need maybe 10 DevOps people. So there's a clear abstraction complexity that industry should develop, and your concept Supercloud with everybody thinking that, and it has to start from the grassroots with ecosystem. >> What do you think about the participants in this abstraction layer? Because someone said on "theCUBE" here this week, the people in the abstraction layer shouldn't be participants in the below or above the abstraction. >> I think it should be everybody, right? It's all inclusive. You need the apps guys to come in. You need the OS players to come in. You need the cloud vendors to come in, infrastructure. So you need everybody. >> Okay, let's just say that you were the spokesperson for the Supercloud organization, Supercloud.World. How would you sell AWS on why it's important for them? >> It's because they can build it and sell it in AWS and multiple AWS Gov Cloud, AWS On-prem, VPCs. It's even important for them, their expansion, their market time upfront. If I'm (indistinct), if I'm built on Supercloud, I can increase my time share. Otherwise I'm bringing only to public cloud. >> Okay, so I'll say, I'm Amazon and we have a concept called "One Way Doors." We don't want to go through a one way door. Is Supercloud a one way door for them? What's in it for them? Do they make more? Does it help their ecosystem? And the same question from Microsoft Azure and Google cloud. >> They're make more money. They're making their apps run in multiple places. It's a natural expansion. You are solving your customer problems for Amazon and DGC, right? My job is give people choices. I give choice to Lisa. Lisa can run it on public cloud. John, you can run it on VPC, AWS. >> So you're saying, so you think customers are asking for this right now? >> Everybody's asking. >> But don't really know how to say it? >> Customers are asking. Partners are asking. All of us are asking. >> Okay, what's the ask? >> Ask is give me a one place to build applications and run it anywhere without adding the complexity. >> Okay. Done. That's Supercloud. It'll ship tomorrow. (Lisa laughs) Well done. (John laughs) All right, well done. Final question for you. Lisa and I have been talking with folks here. What advice would you give the folks that are in here? 'Cause we have a lot of activity, people with marketing their solutions and products. They're trying to put a voice out there around thought leadership and trying to figure out what side of the street they should be on relative to the next 10 years as they're here at VMware Explore, as the next gen cloud comes around. What's the right narrative? What's the right positioning for companies to be on right now to be the most relevant and in the flow? >> I don't know about 10 years, but right now we are in difficult economic times, right? Markets are down. Inflation is up. So I think the fastest cost, people should focus on cost. How can it take cost? Automation is the key, right? Whether you use AI or automation , like you and me talking, John, last week, right? That's important. Every CEO I talk to is focused on cost. How do I cut my cost? How can I do with fewer resources? How can I do with fewer people, right? So the new budget right now is cut your budget in half. So every company, every exec should think about how can you be a good citizen? How can I get growth and scale? How can I do more with less? And that should be the next 12 months. >> That was a lot of the theme of conversations that I had with the VMware ecosystem, doing more with less. So that's definitely on everyone's minds. >> Right, and that's what my company is fully focused on. AISERA is all about AI automation. How can we solve your thing? We want to be solving customer problem. We are like your automation engine for your enterprise, right? We are a platform of platform. That's why I like the Supercloud. I can run AISERA as a platform on top of Supercloud. >> Excellent. >> Wow! If only we had more time! I know that you guys could really dig into Supercloud and take it even further. So you have to come back, Muddu. >> I will. >> He always wants to come back. >> I will be back. >> He's on the team. He's has contributed to the open source effort of Supercloud. Thank you. >> Yes. >> All right, thank you so much for joining John and me and kind of breaking down your vision on VMware Broadcom and the future. Next step, we've got to get some customers on here. I really want to understand what the customer experience is going to be like, but we'll have to another segment on that one. >> We will do that. Thank you, Lisa, for having me. >> My pleasure. >> John. >> Thank you very much. Thank you. >> For our guest and John Furrier, I'm Lisa Martin. You're watching "theCUBE" live on day three of our coverage of VMware Explore. We'll be back after a short break. (upbeat corporate music)

(soft joyful music) >> Welcome back everyone to the live CUBE coverage here in San Francisco for VMware Explore '22. I'm John Furrier with my host Dave Vellante. Three days of wall to wall live coverage. Two sets here at the CUBE, here on the ground floor in Moscone, and we got VMware and HPE back on the CUBE. Paul Turner, VP of products at vSphere and cloud infrastructure at VMware. Great to see you. And Mark Nickerson, Director of Go to Mark for Compute Solutions at Hewlett-Packard Enterprise. Great to see you guys. Thanks for coming on. >> Yeah. >> Thank you for having us. >> So we, we are seeing a lot of traction with GreenLake, congratulations over there at HPE. The customers changing their business model consumption, starting to see that accelerate. You guys have the deep partnership, we've had you guys on earlier yesterday. Talked about the technology partnership. Now, on the business side, where's the action at with the HP and you guys with the customer? Because, now as they go cloud native, third phase of the inflection point, >> Yep. >> Multi-cloud, hybrid-cloud, steady state. Where's the action at? >> So I think the action comes in a couple of places. Um, one, we see increased scrutiny around, kind of not only the cost model and the reasons for moving to GreenLake that we've all talked about there, but it's really the operational efficiencies as well. And, this is an area where the long term partnership with VMware has really been a huge benefit. We've actually done a lot of joint engineering over the years, continuing to do that co-development as we bring products like Project Monterey, or next generations of VCF solutions, to live in a GreenLake environment. That's an area where customers not only see the benefits of GreenLake from a business standpoint, um, on a consumption model, but also around the efficiency operationally as well. >> Paul, I want to, I want to bring up something that we always talk about on the CUBE, which is experience in the enterprise. Usually it's around, you know, technology strategy, making the right product market fit, but HPE and VMware, I mean, have exceptional depth and experience in the enterprise. You guys have a huge customer base, doesn't churn much, steady state there, you got vSphere, killer product, with a new release coming out, HP, unprecedented, great sales force. Everyone knows that you guys have great experience serving customers. And, it seems like now the fog is clearing, we're seeing clear line of sight into value proposition, you know, what it's worth, how do you make money with it, how do partners make money? So, it seems like the puzzle's coming together right now with consumption, self-service, developer focus. It just seems to be clicking. What's your take on all this because... >> Oh, absolutely. >> you got that engine there at VMware. >> Yeah. I think what customers are looking for, customers want that cloud kind of experience, but they want it on their terms. So, the work that we're actually doing with the GreenLake offerings that we've done, we've released, of course, our subscription offerings that go along with that. But, so, customers can now get cloud on their terms. They can get systems services. They know that they've got the confidence that we have integrated those services really well. We look at something like vSphere 8, we just released it, right? Well, immediately, day zero, we come out, we've got trusted integrated servers from HPE, Mark and his team have done a phenomenal job. We make sure that it's not just the vSphere releases but VSAN and we get VSAN ready nodes available. So, the customers get that trusted side of things. And, you know, just think about it. We've... 200,000 joined customers. >> Yeah, that's a lot. >> We've a hundred thousand kind of enabled partners out there. We've an enormous kind of install base of customers. But also, those customers want us to modernize. And, you know, the fact that we can do that with GreenLake, and then of course with our new features, and our new releases. >> Yeah. And it's nice that the products market fits going well on both sides. But can you guys share, both of you share, the cadence of the relationship? I mean, we're talking about vSphere, every two years, a major release. Now since 6, vSphere 6, you guys are doing three months' releases, which is amazing. So you guys got your act together there, doing great. But, you guys, so many joint customers, what's the cadence? As stuff comes out, how do you guys put that together? How tightly integrated? Can you share a quick... insight into that dynamic? >> Yeah, sure. So, I mean Mark can and add to this too, but the teams actually work very closely, where it's every release that we do is jointly qualified. So that's a really, really important thing. But it's more interesting is this... the innovation side of things. Right? If you just think about it, 'cause it's no use to just qualify. That's not that interesting. But, like I said, we've released with vSphere 8 you know... the new enhanced storage architecture. All right? The new, next generation of vSphere. We've got that immediately qualified, ready on HPE equipment. We built out new AI servers, actually with Invidia and with HPE. And, we're able to actually push the extremes of... AI and intelligence... on systems. So that's kind of work. And then, of course, our Project Monterey work. Project Monterey Distributed Services Engine. That's something we're really excited about, because we're not just building a new server anymore, we're actually going to change the way servers are built. Monterey gives us a new platform to build from that we're actually jointly working. >> So double click on that, and then to explain how HPE is taking advantage of it. I mean, obvious you have more diversity of XPU's, you've got isolation, you've got now better security, and confidential computing, all that stuff. Explain that in some detail, and how does HPE take advantage of that? >> Yeah, definitely. So, if you think about vSphere 8, vSphere 8 I can now virtualize anything. I can virtualize your CPU's, your GPU's, and now what we call DPU's, or data processing units. A data processing unit, it's... think of it as we're running, actually, effectively another version of ESX, sitting down on this processor. But, that gives us an ability to run applications, and some of the virtualization services, actually down on that DPU. It's separated away from where you run your application. So, all your applications get to consume all your CPU. It's all available to you. Your DPU is used for that virtualization and virtualization services. And that's what we've done. We've been working with HPE and HPE and Pensando. Maybe you can talk some of the new systems that we've built around this too. >> Yeah. So, I mean, that's one of the... you talked about the cadence and that... back to the cadence question real briefly. Paul hit on it. Yeah, there's a certain element of, "Let's make sure that we're certified, we're qualified, we're there day zero." But, that cadence goes a lot beyond it. And, I think Project Monterey is a great example of where that cadence expands into really understanding the solutioning that goes into what the customer's expecting from us. So, to Paul's point, yeah, we could have just qualified the ESX version to go run on a DPU and put that in the market and said, "Okay, great. Customers, We know that it works." We've actually worked very tightly with VMware to really understand the use case, what the customer needs out of that operating environment, and then provide, in the first instantiation, three very discrete product solutions aimed at different use cases, whether that's a more robust use case for customers who are looking at data intensive, analytic intensive, environments, other customers might be looking at VDI or even edge applications. And so, we've worked really closely with VMware to engineer solutions specific to those use cases, not just to a qualification of an operating environment, not just a qualification of certain software stack, but really into an understanding of the use case, the customer solution, and how we take that to market with a very distinct point of view alongside our partners. >> And you can configure the processors based on that workload. Is that right? And match the workload characteristics with the infrastructure is that what I'm getting? >> You do, and actually, well, you've got the same flexibility that we've actually built in why you love virtualization, why people love it, right? You've got the ability to kind of bring harness hardware towards your application needs in a very dynamic way. Right? So if you even think about what we built in vSphere 8 from an AI point of view, we're able to scale. We built the ability to actually take network device cards, and GPU cards, you're to able to build those into a kind of composed device. And, you're able to provision those as you're provisioning out VM's. And, the cool thing about that, is you want to be able to get extreme IO performance when you're doing deep learning applications, and you can now do that, and you can do it very dynamically, as part of the provisioning. So, that's the kind of stuff. You've got to really think, like, what's the use case? What's the applications? How do we build it? And, for the DPU side of things, yes, we've looked at how do we take some of our security services, some of our networking services, and we push those services down onto the SmartNIC. It frees up processors. I think the most interesting thing, that you probably saw on the keynote, was we did benchmarks with Reddit databases. We were seeing 20 plus, I'm sure the exact number, I think it was 27%, I have to get exact number, but a 27% latency improvement, to me... I came from the database background, latency's everything. Latency's king. It's not just... >> Well it's... it's number one conversation. >> I mean, we talk about multi-cloud, and as you start getting into hybrid. >> Right. >> Latency, data movement, efficiency, I mean, this is all in the workload mindset that the workhorses that you guys have been working at HPE with the compute, vSphere, this is heart center of the discussion. I mean, it is under the hood, and we're talking about the engine here, right? >> Sure. >> And people care about this stuff, Mark. This is like... Kubernetes only helps this better with containers. I mean, it's all kind of coming together. Where's that developer piece? 'Cause remember, infrastructure is code, what everybody wants. That's the reality. >> Right. Well, I think if you take a look at... at where the Genesis of the desire to have this capability came from, it came directly out of the fact that you take a look at the big cloud providers, and sure, the ability to have a part of that operating environment, separated out of the CPU, free up as much processing as you possibly can, but it was all in this very lockdown proprietary, can't touch it, can't develop on it. The big cloud guys owned it. VMware has come along and said, "Okay, we're going to democratize that. We're going to make this available for the masses. We're opening this up so that developers can optimize workloads, can optimize applications to run in this kind of environment." And so, really it's about bringing that cloud experience, that demand that customers have for that simplicity, that flexibility, that efficiency, and then marrying it with the agility and security of having your on premises or hybrid cloud environment. And VMware is kind of helping with that... >> That's resonating with the customer, I got to imagine. >> Yeah. >> What's the feedback you're hearing? When you talk to customers about that, the like, "Wait a minute, we'd have to like... How long is that going to take? 'Cause that sounds like a one off." >> Yeah. I'll tell you what... >> Everything is a one off now. You could do a one off. It scales. >> What I hear is give me more. We love where we're going in the first instantiation of what we can do with the Distributed Services Engine. We love what we're seeing. How do we do more? How do we drive more workloads in here? How do we get more efficiency? How can we take more of the overhead out of the CPU, free up more cores. And so, it's a tremendously positive response. And then, it's a response that's resonating with, "Love it. Give me more." >> Oh, if you're democratizing, I love that word because it means democratization, but someone's being democratized. Who's... What's... Something when... that means good things are happening, which means someone's not going to be winning out. Who's that? What... >> Well it, it's not necessarily that someone's not winning out. (laughs) What you read, it comes down to... Democratizing means you've got to look at it, making it widely available. It's available to all. And these things... >> No silos. No gatekeepers. Kind of that kind of thing. >> It's a little operationally difficult to use. You've got... Think about the DPU market. It was a divergent market with different vendors going into that market with different kind of operating systems, and that doesn't work. Right? You've got to actually go and virtualize those DPU's. So then, we can actually bring application innovation onto those DPU's. We can actually start using them in smart ways. We did the same thing with GPU's. We made them incredibly easy to use. We virtualized those GPU's, we're able to, you know, you can provision them in a very simple way. And, we did the same thing with Kubernetes. You mentioned about container based applications and modern apps in the one platform now, you can just set a cluster and you can just say, "Hey I want that as a modern apps enabled cluster." And boom. It's done. And, all of the configurations, set up, Kubernetes, it's done for you. >> But the thing that just GreenLake too, the democratization aspect of how that changed the business model unleashes... >> Right. >> ...efficiency and just simplicity. >> Oh yeah, absolutely. >> But the other thing was the 20% savings on the Reddit's benchmark, with no change required at the application level, correct? >> No change at the application level. In the vCenter, you have to set a little flag. >> Okay. You got to tick a box. >> You got to tick a little box... >> So I can live with that. But the point I'm making is that traditionally, we've had... We have an increasing amount of waste to do offloads, and now you're doing them much more efficiently, right? >> Yes. >> Instead of using the traditional x86 way of doing stuff, you're now doing purpose built, applying that to be much more efficient >> Totally agree. And I think it's becoming, it's going to become even more important. Look at, we are... our run times for our applications, We've got to move to a world where we're building completely confidential applications at all time. And that means that they are secured, encrypted, all traffic is encrypted, whether it's storage traffic, whether it's IO traffic, we've got to make sure we've got complete route of trust of the applications. And so, to do all of that is actually a... compute intensive. It just is. And so, I think as we move forward and people build much more complete, confidential, compute secured environments, you're going to be encrypting all traffic all the time. You're going to be doing micro-zoning and firewalling down at the VM level so that you've got the protection. You can take a VM, you can move it up to the cloud, it will inherit all of its policies, will move with it. All of that will take compute capacity. >> Yup. >> The great thing is that the DPU's give us this ability to offload and to use some of that spare compute capacity. >> And isolate so the application chance can't just tunnel in and get access to that >> You guys got so much going on. You can have your own CUBE show, just on the updating, what's going on between the two companies, and then the innovation. We got one minute left. Just quickly, what's the goal in the partnership? What's next? You guys going to be in the field together, doing joint customer work? Is there bigger plans? Is there events out there? What are some of your plans together in the marketplace? >> That's you. >> Yup. So, I think, Paul kind of alluded to it. Talk about the fact that you've got a hundred thousand partners in common. The venn diagram of looking at the HPE channel and the VMware channel, clearly there's an opportunity there to continue to drive a joint, go to market message, through both of our sales organizations, and through our shared channel. We have a 25,000 strong... solution architect... force that we can leverage. So as we get these exciting things to talk about, I mean, you talk about Project Monterey, the Distributed Services Engine. That's big news. There's big news around vSphere 8. And so, having those great things to go talk about with that strong sales team, with that strong channel organization, I think you're going to see a lot stronger partnership between VMware and HPE as we continue to do this joint development and joint selling >> Lots to get enthused about, pretty much there. >> Oh yeah! >> Yeah, I would just add in that we're actually in a very interesting point as well, where Intel's just coming out with Next Rev systems, we're building the next gen of these systems. I think this is a great time for customers to look at that aging infrastructure that they have in place. Now is a time we can look at upgrading it, but when they're moving it, they can move it also to a cloud subscription based model, you know can modernize not just what you have in terms of the capabilities and densify and get much better efficiency, but you can also modernize the way you buy from us and actually move to... >> Real positive change transformation. Checks the boxes there. And put some position for... >> You got it. >> ... cloud native development. >> Absolutely. >> Guys, thanks for coming on the CUBE. Really appreciate you coming out of that busy schedule and coming on and give us the up... But again, we can do a whole show some... all the moving parts and innovation going on with you guys. So thanks for coming on. Appreciate it. Thank you. I'm John Dave Vellante we're back with more live coverage day two, two sets, three days of wall to wall coverage. This is the CUBE at VMware Explorer. We'll be right back.

>>The cube presents HPE discover 2022 brought to you by HPE. >>Okay. We're back to wrap up HPE discover 2022. The Cube's continuous coverage is day three. John furrier, Dave ante. We had a business friend that we met during the pandemic. A really interesting gentleman, norm Ette. He's the director of global technical marketing at Hewlett Packard enterprise, a real innovator norm. Great to see you. Thanks for making time for coming on >>The cube, gentlemen. Thank you. Thank you. I appreciate that. You're giving me the opportunity to bring it home. Yeah. You know, if I'm only gonna get one shot at it, it might as well be >>The last we always, we always like to bring the energy in the last segment because you know, the cube, we grind it out for three days. I mean, it's just such a great content injection. And so we love to wrap it up, especially with someone like yourself who can really help us convey the themes, but even more so when we look around here this entire ecosystem, you and your team built this. And so take us through that. >>Well, we did, you know, and it takes a village. You know, we have the core team, HPE global technical marketing, uh, which is my team. And then of course we're partnered with other parts of the, our marketing organizations on different pieces, different aspects. And then we have a tremendous team of vendors that we work with on a regular basis. Companies such as, you know, F two B and ivory and others that, you know, really kind of pitch in. And they're, they're kind of my, I call 'em my flex force. You know, we also have another group called promote live and we bring all these people together. And, and in addition, all the vendors, we have something like 380 employees that come from all different parts of the organization to, to land in Las Vegas, to man, these booths and staff, these, uh, staff, these exhibits. >>And so for one week, we get to really work as a, as a, a team, as a family, you know, there's no organizational borders, so to speak, you know, you know, we're a big company, everybody has, you know, different objectives and different things that they're focused on, but we get a chance to all get together and work as one, one team. And so that, that the people aspect is what's so exciting, I think this week. And I think I even saw some of your broadcast earlier. So I think it kind of, it kind of came through as well. Just the joy of, of being together, you know? Sure. Human beings <laugh> >>And, and H HP's got a new spring and its step, which so much focus brought to the table from Antonio and, you know, the team is the lining. >>Yeah, we do. And that's, you know, when you go, when we start talking about the design and you know, one of the things that, you know, we work on this months ahead of time. Yeah. Right. And so it's kinda like a spinning top, you know, we, we, we keep, we, we keep spinning that thing tightening up and then this week you put it on the table and just let it go. Yeah. Right. But it's that whole multi-month process of, of, of twisting that top around and getting it going and right at the middle and right at the centerpiece. And, uh, the core design principle and an ask from, uh, Antonio is that we make sure that we major on HPE, uh, GreenLake edge to cloud platform that, you know, it, it's a, obviously you've been talking about it all week. Yeah. Uh, we've been talking about it all week. It's a big focus of our company. And so right at the very center, we have our HPE GreenLake edge to cloud platform demonstration, and then everything in the showcase then radiates from that centerpiece, uh, you know, right, right. At, right at the nexus of all the activities. So the experience starts there and propagates its >>Way. Well, I wanna get into some of the themes and the set pieces you have here. Um, you are in technical marketing and this platform is a tech play. So it's not so much just solutions that you're enabling the theme this year is very much technical marketing. So there's edge, especially cloud data and edge is the big themes security's baked in throughout the whole set, right as well. And that messaging, but it's technical marketing right now. We had, you know, platform play uett packer is a platform. Google packer enterprise is a >>Platform. It is, and it's a, it is a, it's a software platform. Um, you, it, it really completes a cloud strategy. And when you really think about it, I, again, I know some of these numbers have been floating around. Um, but, uh, you know, 70% of all data is still staying OnPrem for good reasons, you know, and then 30% of it can be out there in the public cloud. Uh, so what you kind of have is an incomplete cloud strategy, if you will. And what's happened is that organizations have gotten spoiled a little bit by the cloud experience. Mm-hmm <affirmative> right. That, you know, I, you know, your, your dev teams say go, Hey, I just, I wanna work in a Azure. I wanna work in AWS. I love how I go through this process. Why can't I do that with my on-prem stuff? Why, you know, why, you know, I want that kind of experience. So it organizations are really being challenged about how to create that, that kind of service and that experience to their customers because expectations are not because >>Data ha it has to be inclusive. It can't be exclusive to just one part of the organization. >>Yeah. And so how did you, how did that impact obviously, cause GreenLake was coming together, you know, you got the multiple months in advance planning for this big event, right. A lot of lot work goes into it. What was some of the impact to the execution of this event, um, that you can share in terms of the set pieces? Some of the displays was there was there, I won't say radical cause it's not radical. It looks, it turned out great. But what are some of the popular things happening here? What worked, what resonated with customers and what was different from, from, uh, that GreenLake enabled you to do differently? >>Well, I mean, first the first thing is that we, we kind of had a high touch experience at that center point, right. That nexus, the hub of the activity, the GreenLake edge to club platform, uh, demonstration. And it started with us just kind of, you know, having the strategy about first of all, if you sh, if you guys show this and I know, I think maybe you have, when you enter in, we've got like this big aha moment, right. And that aha moment is that platform right in the center, surrounded with wonderful visuals above, below, you know, behind, uh, all around it. But we, we, we had to think about, okay, now I'm staring at this thing. What am I, how am I gonna experience it? So, uh, when I say a high touch experience, we start with a, what I call a platform generalist that would greet you up front, engage in the conversation, you know, so realize that, you know, Dave is a network operations director, he's got some keen interests. >>He has some sort of peripheral idea about what the, uh, HPE GreenLake edge cloud platform is about, but what can it really do for him? You know, what can do, what can he use? How can he use it? So we start at that level of conversation, you know, socialize the core services, the attributes, you know, the, the technology that is actually enabling it. And then as we've identified in our conversation that you're a network geek, you know, and you want to understand, you've heard about Aruba, you know, how's Aruba central play into that. How do the networking services play into that? And so for then we take that, that, that big leap and go up two steps up onto the platform. And we go over to the network specialist, what I, what I'm calling a platform specialist, uh, who understands all the things about the platform, but then is peaked in networking. And we have that conversation and you see how the Aruba customer can benefit by this evolution, uh, and how the different platform services combine to give a holistic experience across a company. And so when I'm an it ops director, and I'm trying to service my network, guys, my storage guys, my compute guys, my external cloud services guys, that this is an environment that I can, so you >>Have an experience where they come in, they can easily move to a point quickly in the display, on the platform >>And it's tailored for them. Exactly. Right. Exactly. That's the exactly. Right. And so if I transition over to you, you know, and you're my, you know, you're my specialist, you know, you're not saying, Hey, Dave, what brings you here today? What are you today? <laugh>, you know, I, I mean, you're prequalified, it's a prequalified conversation. We jump into it. And then that specialist is armed with knowledge as to where, okay, this guy is really interested in switching technology and switches as well. Well, that's demo five 12. Mm-hmm <affirmative>, you know, let me have one of my colleagues take you over there. So then you're, you're escorted over to demo five 12 to go to the next level or perhaps, and this has happened throughout the week that people want to take a test drive of the environment. And so we have the HPE GreenLake living lab, and we have a, a test drive environment right there. >>And so we bring you right to that test drive, where you can, you know, kick the tires yourself, you fire up a live environment. We have a series of exercises that you're taken through. And, uh, I think I've just checked with one of my colleagues where like, well over, you know, well, over 1100 experiences of people doing that here. And that lab has 25 seats, but also externally. Yeah. So right off of hpe.com, that same test drive experience that we're doing here. People can launch at home. And so we got in this morning, there were like four guys logged in from New Zealand, you know, doing exercises, which is pretty neat. So, so when you ask me the question, what are the design considerations, uh, that HPE GreenLake that we baked in and thought through it's again, that, Hey, it's a, it's a big thing. Yeah. It's a big, it's an experience. Let's start with you just digesting the, you know, the comp basic concepts. Then let's talk about your persona and how it directly maps to what you can do. And then if you want to get deeper, you know, we have the solutions that we design behind it, solution demos, and, and if you wanna drive it, let you know, buckle up. Let's >>Go. Yeah, you get right to a spot, multiple monitors, great experience, high touch. Um, that's awesome. I gotta ask you another question. Cause you've been, you know, pre pandemic, you've been doing a lot of this technical marketing and events and then virtual hit right now. We're back face to face, right? It's clear, Dave and I were just talking about our, on our opening day, year on day. One, people love to see each other back. Every event we've been to face to face. People are energized to a level. We didn't even see. What are you seeing here in terms of performance? Obviously, you got sales people here, you got executives here, you got customers right. Face to face, right. >>Doing belly to belly, >>Belly to belly, as Dave says, that's a positive, what's it like, explain what it's like. >>Well, I mean, you don't, you never know what you got until it's gone, right? >>Yeah. >>You, and so people didn't really realize that, Hey, we really needed to have this kind of touch and this, this kind of activity. And it was funny because people be before the pandemic, there was also a push to do a lot of virtual stuff, you know, economies of scale. Yeah. You know, some of that stuff works. Teams are making decisions, but then it all goes away and people realize how valuable, you know, just the conversations were, you know, meeting >>Somebody, relationships, meeting >>Somebody for a coffee, you know, talking through different bumping into colleagues than that. You haven't seen for years, or you worked with somebody and now they're doing this. And then you realize you have some sort of synergy with each other and you know, you can still help each other. And just the, just, you know, just the discovery <laugh> of being at discover, you know, and running into these different types of things. So, uh, well >>You think about it norm, you know, we, we've done plenty of stuff virtually we have, but I think we've talked maybe four times this week. Yeah. You've seen you here walking around the hallways. We saw you last night, right? Yeah. You just, that just wouldn't happen in your little virtual >>World. Yeah. I mean, not at all. And during that virtual era, and I think we'll look back on that and we're still gonna do virtual stuff >>Course, and we're learning, >>It's got value, but I just want to thank you guys for just being the cube and the whole team, you know, Frank, everybody just tremendous partners through that because you can still look at that content that we produced together last year and it's still relevant. We're still sharing it. It still has impact. We, we point, you know, we tell people, Hey, here's call to action. You're leaving. Discover by the way, there's these three or four pieces out on the cube that really go with, go at this topic. >>Right. That GreenLake event we did last year was phenomenal. >>It was, it was, and it was a partnership with you guys. And I, I, you know, I, I speak on, on behalf of many of my colleagues here at HPE, we just wanna thank the cube for all the support, creativity, uh, and how we got through that >>All together. We we'll back at you because norm you were a real innovator when John and I first met you, we were like, Hey, this guy, actually, he's gonna, he's gonna push us to some new levels. Technical >>Marketing know >>That's our, our team marketing. Like our team was a little nervous, a lot nervous actually, because you know, you do, you are not only demanding, but you're super creative. Well, thank you. And so you, you helped us, you know, up, up our game. >>Yeah. Thanks a lot. Yeah. You know, Frank was getting, Hey, Frank, Dave, can you guys do this? You >>Know, so yeah, we were on the background. >>I mean, but we were, we were growing and surviving and thriving together and getting through it, but what's coming out. The other side now is a new format. You mentioned virtual. That's not going away. Hybrid is a steady state for all of us. Even the cube. Yeah. So the new protocols and the new standards are emerging. And I think the newness of it scares people also like how do you do it? Um, who, whose role is it to take the virtual and digital? So this whole new set of experiences still coming out. Yeah. What's your vision? How do you see this? Cause we're face to face clearly is what everyone wants from school kids to adults. Right. We want face to face. Right. How does digital fit in? >>Well, I mean, that's, that's a, that's a really tricky question. I'll give you a, a, I'll kind of back into the answer a little bit. Um, you guys can see this, right, right behind us. We had this whole backdrop here, greetings from the edge of virtual reality experience. Well, we built that. We built that during the COVID era, so we could have experiences with people remotely. Right. Uh, and we used it for our executive summit, you know, last year for the virtual discovery, we shipped those Oculus headsets to everybody. They, everybody jumped into it. And so I was sitting there being a host, you know, with four CTOs that were scattered all over the world. So we were in cyberspace together. Right. And so of course being good, uh, you know, good business people we realized, Hey, this is pretty fun. So let's dust it off and bring it out here for the more general public. >>So again, it was like a 200 person, you know, uh, executive level experience and all of that, but it had tremendous value, different types of experiences. I recommend you try it if you ever have the opportunity. Um, so that's a way that we start emerging virtual reality and digital experiences to try to keep that human connection, but now we're using it again. And everybody's in these little pod rooms, six of them together. So they're having this experience in cyberspace and they're having it physically. Yeah. And so I think some, and everyone's enjoying being together and still in cyber space together. So I think when we start to build assets and we start to look at different types of things and experiences, we gotta think, we, we gotta think through that now. Right. You know, how is this, how is this investment or this, this experience, how's it gonna translate, you know, outside of these four walls, right. And how can we use it outside of these four walls, uh, and create, you know, a more engaging experience. So that's a little bit of a backing into that answer, but I think I'm, I'm, >>It's emerging. It's >>Important. Well, I'm saying it more as an example of us thinking through and trying to leverage. Yeah. >>I love it though. I mean, you always, you've always been struck me as a visionary and I, I loved that answer and I can just see, it's just gonna progress by the end of the decade. This is gonna become right. Uh, a a, you know, a normal sort of practice, and we're gonna bring people in from the outside and interacting. I love what you were saying about, yeah. Even though we're here physically, we're actually creating a virtual world within this physical pod. We are. Where can people discover more about that? About, about, about the shows, the content that >>Was here? Well on hpe.com, you can just launch into discover. We have a tremendous amount of content that's been recorded, keynote sponsor sessions, the cube they're dialed in all kinds of different pieces of assets that we've done. Um, I'll plug just another couple of things just to, again, to talk about the connectivity of things that we're doing. So one of the projects that I lead, uh, I am very proud to lead is HPE space born and our space born computer space, born computer two, flying a most powerful machine, uh, computer to ever fly in space. Uh, we've been up there for a year. We've done 24 different experiments over the year to, for the benefit of the entire scientific community. Um, also, you know, doing things for the ISS national lab in NASA, our partners up there, but what we've got is we've built a scale replica of the Columbus module, right? So this is, you know, this is a 28 by 12 foot module. Hey, we're bringing her home seriously. >>They're gonna pull the plugs. They're gonna pull the >>Plug on me soon. Right. So anyway, so we have that module built, right? And this is, uh, we work with a Hollywood production company. We've had it before, but you know, we we've customized it. We have a live link to the ISS station in there. And, and so we're talking about everything that we're doing there, but also in this virtual reality experience, we have you going on a space walk, right. And so we've, we've captured that as well. So we've, we're tying this physical and virtual experience together. Uh, and, uh, so it's a fun project. So you can check that >>Out. We did exit scale together during the pandemic, and that's when I first really got into to space point. It was awesome to see frontier announced actually breaking through the exo scale barrier. We, we were on the cusp, but we, we now see it breaking through. So, yeah. Congratulations on that. Thank you >>Very much. And, you know, a couple, you know, just couple other things that we're doing, that's pretty exciting. I don't, I don't wanna give away all my tricks, uh, but you know, we've organized our demonstrations through the customer lenses. So we have these customer journeys that we see people that are using our technology, you know, so I'm, I'm not talking about the storage business unit or, you know, the networking business unit, but how are our customers really trying to, you know, advance AI and machine learning, for example, how are they actually trying to, you know, protect their data? You know, the different things, the business issues, the business issues. Yeah. And so we've organized our demos through that, and we have these, these pods and then satellites, and you, you, you give you walk through that whole thing and it's addressing different aspects of that. >>Um, and then another thing that we've done is we have tours here, uh, as well, where, cuz there's so much content that people can take tours and you know, 1400 people have taken those tours. Uh, you know, and these are guided tours, headsets, curated, big numbers, designated places to go. And we see big traffic the first day or so and by design. And so we hit the highlights and then they decide how to use their valuable time later in the showcase about what they want to deep dive on. And so that's been a tremendous success for >>Us. Well norm thanks for bringing us on the tour of discover. Yeah. Well and really, you know, sharing that with our audience and you've been an awesome partner. And as you say, a great innovator, hope I can't wait to see what's next. All right. >>You so much. Hey, thanks for letting me on here guys. Welcome to our pleasure. I'm somebody I made. You're a Cub >>Alumni alumni. You're alumni. Welcome to alumni. So >>Guys great. Our week. That's a wrap on on day three, uh, Dave Valant day, John furrier for Lisa Martin. Don't forget to go to Silicon angle.com where we've got all the news, all the interviews that we've done this week, get written up and posted on Silicon angle.com. The cube.net I publish every week. Uh, my breaking analysis on, on, on wikibon.com. It's on a podcast. So check that out. Thanks to everybody. Thanks for the crew. Everybody back at the office. Really appreciate it. Great job. And we'll see you next time. All right.

>> Announcer: theCUBE presents HPE Discover 2022, brought to you by HPE. >> We're back at the formerly the Sands Convention Center, it's called the Venetian Convention Center now, Dave Vellante and John Furrier here covering day three, HPE Discover 2022, it's hot outside, it's cool in here, and we're going to heat it up with Rashmi Kumar, who's the Senior Vice President and CIO of Hewlett Packard Enterprise, great to see you face to face, it's been a while. >> Same here, last couple of years, we were all virtual. >> Yeah, that's right. So we've talked before about sort of your internal as-a-service transformation, you know, we do call it dog fooding, everybody likes to course correct and say, no, no, it's drinking your own champagne, is it really that pretty? >> It is, and the way I put it is, no pressure to my product teams, it's being customer zero. >> Right, take us through the acceleration on how everything's been going with you guys, obviously, the pandemic was an impact to certainly the CIO role and your team but now you've got GreenLake coming in and Antonio's big statement before the pandemic, by 2022 everything will be as a service and then everything went remote, VPNs and all this new stuff, how's it going? >> Yeah, so from business perspective, that's a great point to start that, right? Antonio promised in 2019 that HPE will be Everything-as-a-Service company and he had no view of what's going to happen with COVID. But guess what? So many businesses became digital and as-a-service during those two years, right? And now we came back this year, it was so exciting to be part of Discover when now we are Everything-as-a-Service. So great from business perspective but, when I look at our own transformation, behind the scene, what IT has been busy with and we haven't caught a breadth because of pandemic, we have taken care of all that change, but at the same time have driven our transformation to make HPE, edge to cloud platform as a service company. >> You know, I saw a survey, I referenced it earlier today, it was a survey, I think it was been by Couchbase, it was a CIO survey, so they asked, who was responsible at your organization for the digital transformation? And overwhelming, like 75% said, CIO, which surprised me 'cause, you know, in line with the business and so forth but in fact I thought, well, maybe, because of the forced march to digital that's what was top of their mind, so who is responsible for, and I know it's not just one person, for the digital transformation? Describe that dynamic. >> Yeah, so definitely it's not one person, but you do need that whole accountable, responsible, informed, right, in the context of digital transformation. And you call them CIO, you call them CDIO or CDO and whatnot but, end of the day, technology is becoming an imperative for a business to be successful and COVID alone has accelerated it, I'm repeating this maybe millions time if you Google it but, CIOs are best positioned because they connect the dots across organization. In my organization at HPE, we embarked upon this large transformation where we were consolidating 10 different ERPs, multiple master data system into one and it wasn't about doing digital which is e-commerce website or one technology, it was creating that digital foundation for the company then to transform that entire organization to be a physical product company to a digital product company. And we needed that foundation for us to get that code to cash experience, not only in our traditional business, but in our as-a-service company. >> So maybe that wasn't confirmation bias, I want to ask you about, we've been talking a lot about sustainability and I've made the comment that, if you go back, you know, 10, 12 years and you were CIO IT at that time, CIO really didn't care about the energy bill, that was paid for by facilities, they really didn't talk to each other much and that's completely changed, why has it changed? How should a CIO, how do your your peers think about energy costs today? >> Yeah, so, at some point look, ESG is the biggest agenda for companies, regulators, even kind of the watchers of ISS and Glass Lewis type thing and boards are becoming aware of it. If you look at 2-4% of greenhouse emission comes from infrastructure, specifically technology infrastructure, as part of this transformation within HPE, I also did what I call private cloud transformation. Remember, it's not data center transformation, it's private cloud transformation. And if you can take your traditional workload and cloudify it which runs on a GreenLake type platform, it's currently 30% more efficient than traditional way of handling the workload and the infrastructure but, we recently published our green living progress report and we talk about efficiency, by 2020 if you have achieved three times, the plan is to get to 30 times by 2050 where, infrastructure will not contribute to energy bill in turn the greenhouse emission as well. I think CIOs are responsible multifold on the sustainability piece. One is how they run their data center, make it efficient with GreenLake type implementations, demand from your hyperscaler to provide that, what Fidelma just launched, sustainability scorecard of the infrastructure, second piece is, we are the data gods in the company, right? We have access to all kinds of data, provide that to the product teams and have them, if we cannot measure, we cannot improve. So if you work with your product team, work with your BU leader, provide them data around greenhouse gas and how they're impacting a mission through their products and how can they make it better going forward, and that can be done through technology, right? All the measurements come from technology. So what technology we need to provide to our manufacturing lines so that they can monitor and improve on the sustainability front as well. >> You mentioned data, I wanted to bring that up 'cause I was going to bring that up in another top track here, data as an asset now is at play, so I get the data on the sustainability, feed that in, but as companies go to the cloud operating model, they go, hey, I got the hyperscalers, you call microscale, Amazon for instance, and you got on-premises data center, which is a large edge and you got the edge, the data control plane, and then the control plane and the data plane are always seem to be like the battle ground, I want to control the data plane, will customers own the data plane or will the infrastructure providers control that data plane? And how do you see that? Because we want to power the machine learning, so data plane control plane, it seems to be like the new middleware, what's your view on that? How do you look at that holistically? >> Yeah, so I'll start based on the hyperscaler conversation, right? And I had this conversation with one of the very big ones recently, or even our partner, SAP, when they talk about RISE, data center and how I host my application infrastructure, that's the lowest common denominator of our job. When I talk about CIOs being responsible for digital transformation, that means how do I make my business process more innovative? How do I make my data more accessible, right? So, if you look at data as an asset for the company, it's again, they're responsible, accountable. As CIO, I'm responsible to have it managed, have it on a technology platform, which makes it accessible by it and our business leader accountable to define the right metrics, right kind of KPIs, drive outcome from that data. IT organization, we are also too busy driving a lot of activities and today's world is going to bad business outcome. So with the data that I'm collecting, how do I enable my business leader to be able to drive business outcome through the use of the data? That's extremely important, and at HPE, we have achieved it, there are two ways, right? Now I have one single ERP, so all the data that I need for what I call operational reporting, get hindsight and insight is available at one place and they can drive their day to day business with that, but longer term, what's going to happen based on what happened, which I call insight to foresight comes from a integrated data platform, which I have control of, and you know, we are fragmenting it because companies now have Databox, Snowflake, AWS data analytics tool, Azure data analytics tool, I call it data torture. CIOs should get control of common set of data and enable their businesses to define better measurements and KPIs to be able to drive the data. >> So data's a crown jewel then, it's crown jewel not-- >> Can we double-click on that because, okay, so you take your ERP system, the consumers of data in the ERP system, they have the context that we've kind of operationalized those systems. We haven't operationalized our analytics systems in the same way, which is kind of a weird dynamic, and so you, right, I think correctly noted Rashmi that, we are creating all these stove pipes. Now, think I heard from you, you're gaining control of those stove pipes, but then how do you put data back in the hands of those line of business users without having to go through a hyper specialized analytics team? And that's a real challenge I think for data. >> It is challenge and I'll tell you, it's messy even in my world but, I have dealt with data long enough, the value lies in how do I take control of all stove pipes, bring it all together, but don't make it a data lake which is built out of multiple puddles, that data lake promise hasn't delivered, right? So the value lies in the conformed layer which then it's easier for businesses to access and run their analytics from, because they need a playground because all the answers they don't have, on the operation side, as you mentioned, we got it, right? It'll happen, but on the fore site side and deeper insight side based on driving the key metrics, two challenges; understanding what's the key metrics in KPI, but the second is, how to drive visibility and understanding of it. So we need to get technology out of the conversation, bring in understanding of the data into the conversation and we need to drive towards that path. >> As a business, you know, line of business person putting that hat on, I would love to have this conversation with my CIO because I would say, I just want self-service infrastructure and I want to have access to the data that I need, I know what metrics I need to run my business so now I want the technology to be just a technical detail, you take care of that and then somebody in the organization, probably not the line of business person wants to make sure that that data is governed and secure. So there's somebody else and that maybe is your responsibility, so how do you handle that real problem? So I think you're well on the track with GreenLake for self-serve infrastructure, right, how do you handle the sort of automated governance piece of it, make that computational? Yeah, so one thing is technology is important because that's bringing all the data together at one place with single version of truth. And then, that's why I say my sons are data scientist, by the way, I tell them that the magic happens at the intersection of technology knowledge, data knowledge, and business knowledge, and that's where the talent, which is very hard to find who can connect dots across these three kind of circles and focus on that middle where the value lies and pushing businesses to, because, you know, business is messy, I've worked on pharma companies, utilities, now technology, order does not mean revenue, right? There's a lot more that happen and pricing or chargeback, rebates, all that things, if somebody can kind of make sense out of it through incremental innovation, it's not like a big bang I know it all, but finding those areas and applying what you said, I call it the G word, governance, to make sure your source is right and then creating that conform layer then makes into the dashboard the right information about those types of metrics is extreme. >> And then bringing that to the ecosystem, now I just made it 10 times more complicated. >> Yeah, this is a great conversation, we on theCUBE interview one time we're talking about the old software days where shrink-wrap software be on the shelf, you wouldn't know if was successful until you looked at the sales data, well after the fact, now everything's instrumented, SaaS companies, you know exactly what the adoption is, either people like it or they don't, the data doesn't lie. So now companies are realizing, okay, I got data, I can instrument everything, your customers are now saying, I can get to the value fast now. So knowing what that value is is what everyone's talking about. How do you see that changing the data equation? >> Yeah, that's so true even for our business, right? If you talk to Fidelma today, who is our CTO, she's bringing together the platform and multiple platforms that we had so far to go to as-a-service business, right? Infosite, Aruba Central, GLCP, or now we call it it's all HPE GreenLake, but now this gives us the opportunity to really be a alongside customer. It's no more, I sold a box, I'll come back to you three years later for a refresh, now we are in touch with our customer real time through Telemetry data that's coming from our products and really understanding how our customers are reacting with that, right? And that's where we instantiated what we call is a federated data lake where, marketing, product, sales, all teams can come together and look at what's going on. Customer360, right? Data is locked in Salesforce from opportunity, leads, codes perspective, and then real time orders are locked in S4. The challenge is, how do we bring both together so that our sales people have on their fingertip whats the install base look like, how much business that we did and the traditional side and the GreenLake side and what are the opportunities here to support our customers? >> Real quick, I know we don't have a lot of time left, but I want to touch on machine learning, which basically feeds AI, machine learning, AI go together, it's only as good as the data you can provide to it. So to your point about exposing the data while having the stove pipes for compliance and governance, how do you architect that properly? You mentioned federated data lake and earlier you said the data lake promise hasn't come back, is it data meshes? What is the architecture to have as much available data to be addressed by applications while preserving the protection? >> Yeah, so, machine learning and AI, I will also add chatbots and conversational AI, right? Because that becomes the front end of it. And that's kind of the automation process promise in the data space, right? So, the point is that, if we talk about federated data lake around one capability which I'm talking about GreenLake consumption, right? So one piece is around, how do I get data cleanly? How do I relate it across various products? How do I create metrics out of it? But how do I make it more accessible for our users? And that's where the conversational AI and chatbot comes in. And then the opportunity comes in is around not only real time, but analytics, I believe Salesforce had a pitch called customer insight few years ago, where they said, we have so many of you on our platform, now I can combine all the data that I can access and want to give you a view of how every company is interacting with their customer and how you can improve it, that's where we want to go. And I completely agree, it ends up being clean data, governed data, secure data, but having that understanding of what we want to project out and how do I make it accessible for our users very seamlessly. >> Last question, what's your number one challenge right now in this post isolation world? >> Talent, we haven't talked about that, right? >> Got to get that out there. >> All these promises, right, the entire end to end foundational transformation, as-a-service transformation, talking about the promise of data analytics, we talked about governance and security, all that is possible because of the talent we have or we will have, and our ability to attract and retain them. So as CIO, I personally spend a lot of time, CEO, John Schultz, Antonio, very, very focused on creating that employee experience and what we call everything is edge for us, so edge to office initiative where we are giving them hybrid work capabilities, people are very passionate about purpose, so sustainability, quality, all these are big deal for them, making sure that senior leadership is focused on the right thing, so, hybrid working capability, hiring the right set of people with the right skill set and keeping them excited about the work we are doing, having a purpose, and being honest about it means I haven't seen a more authentic leader than Antonio, who opens up his keynote for this type of convention, with the purpose that he's very passionate about in current environment. >> Awesome, Rashmi, always great to have you on, wonderful to have you face to face, such a clear thinker in bringing your experience to our audience, really appreciate it. >> Thank you, I'm a big consumer of CUBE and look forward to having-- >> All right, and keep it right there, John and I will be back to wrap up with Norm Follett, from HPE discover 2022, you're watching theCUBE. 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>>The cube presents HPE discover 2022 brought to you by HPE, >>Where back you watching the Cube's coverage. HPE discover 2022. This is day three, Dave Valante with John furrier. Ricky Cooper is here. He is the vice president slash newly minted SP we're gonna talk about that of global and transformational partners at VMware and rock LA Vista. Who's the vice president of worldwide GreenLake cloud services at the transformation, the transformational partner of Hewlett Packard enterprise guys. Welcome to the program. Thanks for coming >>On. Thank you. Thank you very much. Thank >>You. So really interesting title and you've got a new role. Yeah. Right. Explain that. >>Well, I'm the interim SVP for the channel and for the commercial business at VMware, I also have the global, my existing role is global and transformational partners. So that's our, you know, our largest OEMs and also the transformational partners, which is more the, you know, the, the reseller stroke, um, services element of our business. >>I remember in, uh, John and I started the cube in 2010. Yeah. And the second show we did, third show actually was wasm world 2010. >>And Ritz was the CEO at the time, huge >>Booth. It was amazing. And, and HP at the time was all over, you know, of, of the cube and of course, world, and you guys have been partners for a long, long time Roco. So maybe give us a little bit >>Of the history AB absolutely. So for 20 years, H P H P has been partnered with VMware in delivering virtualization technology and solutions to our customer base. And while that partnership is strong, and I remember some of the market share numbers were like 45% of VMware software stack is running on HPE servers and technology. I think about how that's evolved, right? Like strong history, strong partnership. And when I say strong, I'm not talking about marketing fluff, I'm not talking about slideware. I'm talking about at a ground level that the account teams get together and talk about what those customers that they're working with. They get together and figure out what outcome they're trying to solve for. And we bring that technology together. Now, layering GreenLake GreenLake is taking at the heart of what VMware does with their software stack, combining it with our infrastructure solutions and providing IAS, PAs and CAS capabilities to our customers at the edge in their core, whether it's a data center or, um, colo, as well as providing the common operating model into public cloud. And so we embrace, and the partnership is only getting stronger because of what VMware does with us now with GreenLake, which is everything, what HPE is >>About that is well, well said, I gotta say, I gotta say that was purposely. That was really crisp and, and not to kind of go back and look at the history of the cube, but we've been covering both of you guys. Mm-hmm, <affirmative> deeply been watching the transformation of both companies. It's so clear that VMware is so deep in the operational side of it. Yeah. It's been one of the hallmarks of VMware mm-hmm <affirmative>, uh, vSphere, um, all that technology. You guys have been powering with the hardware now, GreenLake, we had a demo yesterday with the storage team, they're provisioning, storage, Amazon storage, and on premise and edge. So we see VMware as a massive service layer in this new model. Very key. How deep, uh, is it going now with the GreenLake? Can you share what's different with the relationship, I get the account deep account partner sharing, but now that green Lake's out there, you have an ecosystem. VMware has an ecosystem. Absolutely. A big one. Yeah. You know, so take >>This and is really where we're looking to improve things. So let me, let me start by saying, we've just been voted the 20, 20, uh, partner of the year, uh, here with HPE this week. And that news is out there and, uh, was issued a couple of days ago, which is fantastic for the two companies and shows the direction where we are now and where we're looking to go forward. I think there's a lot of work to be done behind the scenes. As we emerge as an independent company, there's a lot of work to be done behind the scenes on how we look at our broader ecosystem and certainly our largest OEMs of which, you know, HPE, as Roco said, 20 years of great partnership there, the next stage is how do we really get the teams equipped and plug into GreenLake? Um, you know, we've had a relationship very well known with Dell for the last, you know, for the last five years, we've grown that business at an amazing rate. We've got a whole bunch of personnel still working on, on those areas. We're in a position now where we can sort of redeploy some of those, um, over some of the headcount to really drive our mission here with our other partners. And certainly with HPE, >>Well, the integration piece that you guys have co co-engineering on that's well documented. Yeah. But with the ecosystem specifically, this is a net new thing for GreenLake and frankly, us analysts. And we had IDC on yesterday. We're looking at that as a benchmark, we're gonna be measuring GreenLake success by how well the ecosystem is so correct. Welcome to the party, VMware and HPE. That is it. You didn't have to have that big ecosystem cuz you had the channel, your HP had a strong channel mm-hmm <affirmative> but now it's an ecosystem game. Talk about that. >>Customers have that expectation, right? And if you think about what we've built, we've got an ecosystem we re we, um, announced Mar the marketplace for GreenLake right now, VMware has their own marketplace, but by standardizing on their technology in our private cloud enterprise, which was also announced here at discover, which is deeply rooted with VMware technology in it, we now are able to take advantage of their marketplace. Plus all the others that we're bringing into GreenLake and effectively solve for the customer's most complex business problems. Because if you want to be successful, you have to think that the world is open and hybrid. And that means partnerships with everybody mm-hmm <affirmative> you can't think I won't partner because they're a competitor or they may have a product that competes with me. It starts and ends with what the customer wants and needs and solving for that business objective. That means partnering well. >>Well you guys have, you know, they're they own the operator it ops. Yeah. I would say ops op side, clearly mm-hmm <affirmative>. And with the cloud native momentum that VMware has and what you guys have been doing, I just see a nice fit there. What are some of the customers say? I mean, what's some of the, what's the, what's the market telling you with GreenLake and VMware? What's the number one thing people love? Well, >>Just, just look at GreenLake at its core. And the very simplistic pays your grow model, right? The hardware doesn't grow without software. You don't scale the hardware or scale it back without software. And so what are we doing in within GreenLake? We're taking the VMware stack and we're scaling it with the hardware up and down for customers. They no longer have to worry about the balancing act between how much infrastructure I have to buy. How much software do I have to marry up to it? Are they outta sync? Right? We're solving that together for our customers. That's what they want at, at a very simplistic view, right? Then they say, Hey, give me the life cycle management of this platform, right? I don't wanna have to spend it cost operations, have employees dealing with very rudimentary life cycle management and the toil that it comes with. That's a big cost element when customers are creating snowflakes, mm-hmm <affirmative> in their it operations, they're adding cost. And what we're doing through this partnership, what we're doing with private cloud enterprise is eliminating that toil and, and helping optimize that operating mind >>You're simplifying. Oh, absolutely. >>So I wanna standardizing there a little bit as well. Right? So that, that's a, a great point and BRCA has made several there, but the next stage for us and what we've been talking about a lot this week is how do we sort of standardize what are the three or four things that customers are gonna recognize this partnership for? You know, be that, um, anywhere workspace be that multi-cloud, what are the three or four things that we can say, Hey, these two companies together are fantastic. And how do you then security get up and yeah. Security, security. Yeah. How do you then get that up and running in a green lake environment, but also on the back end, ensure that your operations are seamless and it's a great customer experience. >>So Ricky, that and Roco, I want to, uh, rewind two clicks back in the context of standards in the partner conversation, the ecosystem conversation, are you at a point where you can cuz you're basically saying you can cross pollinate the ecosystems and the partnerships. Yeah. But you got different, you know, business practices, different legal contracts and so forth. Are you able to create standardization at that layer within the partners beyond just YouTube within your respective ecosystems? Is that it sounds like that's a really difficult challenge, but it could deliver customer benefit in terms of reducing >>Friction. Absolutely. It does. And that's what we've gotta work towards. So right now operation wise, contract wise, that's exactly what we're here working through. It's not easy, but the teams are all fully behind it and that's the Nirvana for us is to be in that >>Position. Well, and, and what I really like where we are in this partnership at, in a point in time, VMware is spun off from Dell. If there's any confusion by our customer base, that VMware is going to not only work with us as they've done traditionally, but maybe get closer and not worry about this standardization, this approach, this ecosystem of players. I mean, you know, Ricky and I talked about this, like this only gets better. Yeah. Because of that. >>Yeah. The market dynamics are your friend right now. I think, yeah. That's definitely the case and the history is key, but the technical trends that we had an earlier panel on here, uh, with the technologists coming together, mm-hmm, <affirmative>, there's big changes happening. The edge is exploding rapidly accelerating with machine learning. You're seeing it ops turn into ML ops mm-hmm <affirmative>, you're starting to see the edged industrial edge explode, um, even into space. So like you have technology shifts. Yeah. And IDC pointed out that the B2B growth trends, even it spend, you want even call it, it spend or cloud spend or cloud ops is still up to the right. Yeah. Even during recession. >>And that is where all the opportunity is. So, you know, not just focusing on what we do today, let's think outside the box, we're doing some great things together, you know, in the, in the AI space and we've Invidia and between the two teams, some amazing things are happening and we've just gotta continue that. But focus is gonna be essential in the early stages to make sure you've got two or three things built out very well. And then the rest of the business that's already happening out there between the two companies is a bit more programmatic. >>Yeah. It's interesting. The V the VMware relationship with the hyperscale. I know we've covered, uh, the AWS announcement like six years ago. I forget what it was, Dave, four 60 years. Ragoo was there with Andy Ja, pat Gelsinger and, and, uh, all the top dogs there, but that's just Amazon. It's still the VMware instances on the cloud there. Yeah. The customers we're hearing here at GreenLake is that they want the single pain in cloud hate. They use that term. It's kind of an old term. That's kind of what we're seeing. They >>Still want it because nobody's giving it to 'em. >>So this, and then outpost, which is launched four years ago, kind of not working well for Amazon because EKS and open standards and, and other hardware platforms, which is essentially hardware mm-hmm <affirmative>, which is not Amazon's game. And they're, although they do great hardware in the cloud, but they're not, they're not hardware people >>Wait. So you're talking about like the public cloud guys trying to get into the edge, but look, the world is hybrid in no point, in instance, in time, do I ever believe that Azure will be able to control AWS nor GCP versus place versa? Right? And then this idea that you can go from the outside in is interesting, but where data's created, where the applications are, where the digital and the analog world meet as at the edge and for our customers, they're creating transactions and data at the edge. Mm-hmm, <affirmative>, that's where the control plane should start not in the public. And so, given that, and working with VMware, we're able to say where the data lives, where the application is sitting, where the digital transformation is happening. It's from the inside out that you provide a standard operating model across all your clouds, right? They're never gonna be able to give that to you unless you're a hundred percent in their cloud, including what they do at the edge. What we're doing with GreenLake is saying, we're giving you that edge to colo, to core data center, to public cloud operating model, that you're not having multiple snowflakes of an operating model for each one of those clouds. And VMware is at the core of that. >>And it's a global model. And Ricky, I'm guessing from your, what I would call an accent that you weren't born in America. Correct. I know where this Yankee fan was. >>Yeah. >>That's a >>Don't pin Yankee fan on the >>That's fan. Yeah. Okay. So despite 1986 we'll >>So >>I wanted to ask if, how you're able to take these standards overseas. Um, and because of course, you know, you know, well, John, as do I, different countries of different, different projects, governance issues, are you able to take this to make this a global? >>Absolutely. And, and the work I was talking about within Nvidia and HP is a great example because we've gone the other way. It's coming from Asia, where we've set up some best practice in the work that they're doing there, and it's coming across into Europe and coming across into the us. So it's all about finding, you know, finding the right solutions that we were talking about earlier. What's going to work, building out, investing that's something. I think that we we've missed a trick on, you know, through, through the past sort of four or five years, VMware really leaning in and really holding a hand here of HPE. The team were a huge team, turned up to the, to, to this event from all over the world. They're here demonstrating exactly what you're talking about, the standards with Nvidia, that message. And then you take that and make sure that it's not a snowflake just happening in Asia. You're bringing it across the world and, and you're getting the, you know, the impetus and the, uh, push behind that. >>You say, snowflake, I think of snowflake. We just covered their event too. Yeah. Yeah. Not snowflake and snowflake. Um, um, but final question as we wrap up, um, we got world converted to now called VMware Explorer. Yeah. So we're gonna be there again on the floor, two sets with the cube, um, that's changing. What can we expect to see from the relationship? What's the scorecard gonna look like? What, what's the metrics you guys are measuring yourselves on and what can customers expect from the HPE, um, VMware next level relationship partnership? >>Uh, for me, it's very simple. We measure our success based on the customer response. Are we solving for what they want us to be solving for? And that will prove itself out in how we're solutioning for them, the feedback that they give us and this discover event in terms of what we've released, the announcements between private cloud enterprise, the marketplace, um, what we're doing with this relationship since the Dell spinoff, the feedback has been amazing. Amazing, great. And I am thankful, thankful for the partnership. >>Awesome. Wrap way to bring us home Rocko. Thank you for that. And thank you, Ricky, for coming on the great, great >>Job you guys been great. Thank you. Thank you. >>Thanks very much. All right. And thank you for watching this, Dave Valante for John furrier day three of HPE, discover 2022. You're watching the cube, the leader in live enterprise and emerging tech coverage. We'll be right back.

>>The >>Cube presents HPE discover 2022 brought to you by >>HPE. Hi everybody. Welcome back to day three, the Cube's continuous coverage wall to wall coverage of HPE. Discover 2022. My name is Dave Lanta. I'm here with John furrier. Dave McGraw is here. He's the vice president in the office of the CTO at VMware. And he's joined by Scott. We, the vice president and CTO of global sales for Hewlett Packard enterprise. And we're gonna talk tech, we're gonna talk integration. Co-creation gens. Welcome to the cube. >>Thank you so much, >>Scott, let me, let me ask you a question on the Scott side on the HP, we had the sales executives on the leaders on the sales side. You're on the CTO side with customers. You're in the front lines with customers green. Lake's got traction. I got this 1600 plus customers, 70 services we heard. And just the beginning, when you're out front of customers, you've got the old HPE now the new HPE kind of developing, what are they talking to you guys about? Cause now you have this cloud layer. I call it cloud operations, architecture shift. Yeah. What is the main conversation that you're involved in? >>I think it's driven by fundamentally that customers want to consume differently, right there workloads are ever evolving. You guys have evolved to meet those and since their consumption methods have changed on how they want and right. A lot of it's agility and, and speed of business right. Has, has dramatically shifted. So I think you'll see HPE GreenLake, you know, obviously as the cloud that comes to you, try to meet the problem where the cloud experience is needed. And I think that's the fundamental shift we've seen. I spent a lot of time with customers here at this conference. And as we've moved from cloud first to cloud smart to cloud everywhere, we're sitting in the intersection of cloud ever and delivering the experience together. And I think that's the heart of most of the conversations that are going on. >>Well, VMware, you guys are on, on a cloud. You guys shifted up with the cloud play. That's accelerated the VMware proposition. Now we have yesterday, we were talking to the city, the storage folks, they're provisioning single pane of glass or storage to customers. And whether they wanna pipe it to S3 or develop at the edge, doesn't matter. It's one console. Yeah. That's brand new. That's shipping. >>Yeah. And you know, a lot of it's driven too. I think the days of trap silos of resources that support one line of business are over. So we're talking about cloud agility everywhere, right. And to be able to embrace the cloud in all the locations. Right. And you kind of see folks move beyond just like there's the cloud, it's everywhere. It's the cloud. And so things like storage and fundamental compute and fundamental network operations that we're working on together, I think are where the customers expect us to be. We no longer can just show up. We have to show up and solve and solve before their needs. And I think that's a unique shift in the experience that's going >>On. So when you go back to, you know, Antonio four years ago now said, okay, we're all in. Yeah. On as a service. And so when you do that, you say, okay, we're gonna, we have services. They're gonna help do that. We have financial models that we can take to market immediately. So let's start there. And I would imagine take, so take us back. That's the point at which, you know, you're, you got email, phone ring, whatever let's integrate from an engineering standpoint go yeah. You know, as fast as you can. So what did that mean in terms of an engineer from an engineering perspective between HPE and, and VMware take us through that progression. >>Yeah. No, thanks for the question in your spot on it started with flexible financing models around metered usage. That was sort of the need at the time to now the expectation of engineered integrated solutions where customers don't wanna be in the system integration business anymore. And that requires engineering right. Requires deep innovation partnership to evolve to where the customer's headed, like before they've thought about it. And you'll see, you know, what we've done with vCloud foundation together and the integration within the HP GreenLake ecosystem, what we're doing with unified hybrid cloud views of what's going on, I think requires deep innovation things we're doing with other projects that we're gonna talk about today. Like Monterey capital thunder, our deep integrative innovation projects, where we've got together to try to solve a big problem cross industry that our customers are expecting us to do. And I think that speaks to the spirit of our long partnership together too. It's a business partnership. Of course it's a customer partnership to solve, but it's an innovation partnership. >>I gotta, I gotta ask about the, um, hybrid, obviously hybrids, the steady state. We're all seeing that now multi-cloud is being kicked around, but it's not, multi-cloud in the sense of workload portability so much. It's more of hybrid stitched together. Um, but it's coming fast with a data plane and yeah. The fabric and control planes. Uh, VMware, you guys are talking heavy about cross cloud or multicloud. Absolutely. So this is now brings up the old school interoperability question, right? So GreenLake sits here on premise. You guys have the edge, you get public cloud together. Where's the cross cloud come in. Where are customers doing when they think about cross cloud or, or multicloud? What is that conversation? Is it, Hey, I got Azure cause I got office and teams and I got Amazon over here and I got my on premise edge. Are they moving towards just being agnostic on cloud or is what's the environment? What, what are you crossing in the cloud? What does that mean across the cloud? Can >>You, I mean, from, from our perspective at VMware on premises, it's VMware cloud foundation, having that available, it's a VMware cloud instance, full STD STDC stack, uh, that is interoperable with our VMware cloud instances at the hyperscalers. And so for us, it's really about putting the management and control planes around that so that customers can easily determine where they wanna place workloads and when they need to burst, they need to scale up scale down. They have the flexibility and we wanna make sure all of these capabilities are available with HPE >>Going forward. What's interesting is that, you know, with, with GreenLake, what I like about what I'm seeing is is that, um, the leveling up of the cloud operation model, it's always been DevOps. We've always saw dev stack ops, clearly being operationally with cloud now on premise and edge with public cloud, it's full end to end operational cloud. If you wanna call it that, what is a key technical issue the customers need to do to get that in place? Is it to be DevOps, is that have cloud native applications, um, what kind of managed services, what's the makeup of that operating model for cloud look like? >>Yeah. I think if you talk to any enterprise commercial account, a top account, they'll they'll, if you, they think about how they run their functions, right. And you got, and you spoke to one of them, you have it ops at the bottom, it's a layer cake, right? You have it ops, everybody's deeply looking for AI ops that can remediate and orchestrate and you guys are on that journey as we are, as you move up to devs and dev SecOps, cuz security's critical, you got financial ops cuz we know economic value matters all the way clear up to cloud ops and Mo ops. What we're talking about is building hybrid operating model cause hybrid, it is simplified it where you're out of the stack, we're doing that together as partners and hybrid cloud is multiple consumption methods, but an operating model is encompass encompassing, cyber resiliency, compliance, economic, operational control. >>That's what we're built and edges in there as well. Right? Folks is, and it's not OT and it touching that's happening too, as we build edge tax, but folks need a simplified way. And as you saw in a lot of announcements here, our job was to bridge the cloud locations, right? So the customer didn't have to back to the portability statement you made, we announced a lot here that will allow you to float back and forth. So you have choice, choice and control control is the me is what every customer wants and they want the right workload at the right place at the right time at the right economic with the right capability. So I think that's in our mission together. Right? So, and >>A big part of engineering obviously is, is futures and roadmap. Yeah. Thought you mentioned Monterey cap thunder, you know, Monterey's kind of the smart Nick. One of the mega trends in the industry is Silicon diversity that handle all these new workloads to help with the edge. You know, capital is like the VSAN of memory as I, I would describe it. It obviously fits in there as well. So talk a little bit about the engineering roadmap, whatever you can share with us and how you guys are working together on that. Yeah. >>Yeah. I mean, those are three key projects for us. So there's constant interaction and integration with the HPE engineering team and the VMware team to make sure we bring those solutions to market with full capability. And for us, ultimately it's taking that technology and having it available in a VMware cloud context so that customers can have a, a consistent experience on premises running VMware cloud running with HPE GreenLake and then two are various VMware cloud suppliers around the world. And it's not just the hyperscalers, right? There's thousands of VMware cloud, uh, you know, partners that we work with manage service providers across the board. So it's, it's a very significant network of cloud. And you know, being consistent allows for mobility of workloads allows for consistency and skill sets for it operators as well. Mm-hmm >><affirmative> yeah. I wanna get into that, um, manage service trend around skill sets, but yeah, I have a, the number one thing that we've got in our, my notes here on multi-cloud challenges and I wanna get your reaction to it real quick, inconsistent infrastructure, API database network, and security constructs are different by cloud. How do you guys view that? And when you go to customers and they say, well, I got APIs that are different. I got different security constructs. What do I do? What does that, how do you answer that, that, that, that objection. >>Well, it's, it's a great call out cuz it is still the ongoing challenge, right? To gets to some of the portability, some of unified model and how they treat resources and consumption. Right? And so we're, we've all gotten together as an industry. You'll see purposely that the hyperscalers are all here at, at the conference, right? We're working on deep integration with all of our partners to make sure the customer doesn't have to. And I think it does extend to the different security models are troubling for customers. We're all working hard on unified security models as well. It's not just a developer saying, I like this set of APIs anymore, right? Or this framework customers need to run tier zero tier one, tier three applications when it really comes down to it and we need to create that unified model together. So, and I think that's really what the, the spirit or the embodiment of hybrid really is. >>When you talk to any customer, who's running a big operation, they're running in that model, right? They're not just doing cool. They want operationally simplicity. And I think you'll see these, these things we're engineering together are going after some of the hard problems, applications are hungry or all the time customers need more and more resources. And I think we would all agree. We've spent a lot of time in industry together when we're all working on sort of systems of record. What I call the shift ride effect is happening. Now we're in systems of interaction and systems of engagement out at the edge. That's the creation point of data. We need to be able to have that unified model all the way through the data path for the customer so they can monetize business value. >>And the data model is coming together. That's right. Where all three of those types of work that's right. There's two iconic names. And the other thing is that their trusted names and you're right, you're solving some of those hard problems making it simpler, but also you people trust that if something goes wrong, you're gonna be able to recover. So guys. >>Yeah. And I, and I'll tell you on the security front, you know, we've worked closely together here. If you look at, you know, VMware strategy of intrinsic security, it's really around going back to the development of our products, making sure there's a secure bill of materials, working with these guys on route of trust. Right? Making sure there's a full stack, uh, solution for our customers. Ultimately >>That's a whole nother cube segment that's bombs and shifting left and supply chain. Absolutely >>Shifting game. Absolutely. Right. Shifting >>Lift we're >>Shifting. Right guys. Awesome story. Congrats on the collaboration. Really appreciate your time in the cube. Thank you so >>Much. Thank you so >>Much. All right. You're very welcome. Okay, John and I will be back right after this short break. You're watching the Cube's coverage of HPE discover 2022 from Las Vegas, right back.

>> Announcer: "theCUBE" presents HPE Discover 2022. Brought to you by HPE. >> Welcome back to HPE Discover 2022. You're watching "theCUBE's" coverage. This is Day 2, Dave Vellante with John Furrier. Sheila Rohra is here. She's the Senior Vice President and GM of the Data Infrastructure Business at Hewlett Packard Enterprise, and of course, the storage division. And Omer Asad. Welcome back to "theCUBE", Omer. Senior Vice President and General Manager for Cloud Data Services, Hewlett Packard Enterprise storage. Guys, thanks for coming on. Good to see you. >> Thank you. Always a pleasure, man. >> Thank you. >> So Sheila, I'll start with you. Explain the difference. The Data Infrastructure Business and then Omer's Cloud Data Services. You first. >> Okay. So Data Infrastructure Business. So I'm responsible for the primary secondary storage. Basically, what you physically store, the data in a box, I actually own that. So I'm going to have Omer explain his business because he can explain it better than me. (laughing) Go ahead. >> So 100% right. So first, data infrastructure platforms, primary secondary storage. And then what I do from a cloud perspective is wrap up those things into offerings, block storage offerings, data protection offerings, and then put them on top of the GreenLake platform, which is the platform that Antonio and Fidelma talked about on main Keynote stage yesterday. That includes multi-tenancy, customer subscription management, sign on management, and then on top of that we build services. Services are cloud-like services, storage services or block service, data protection service, disaster recovery services. Those services are then launched on top of the platform. Some services like data protection services are software only. Some services are software plus hardware. And the hardware on the platform comes along from the primary storage business and we run the control plane for that block service on the GreenLake platform and that's the cloud service. >> So, I just want to clarify. So what we maybe used to know as 3PAR and Nimble and StoreOnce. Those are the products that you're responsible for? >> That is the primary storage part, right? And just to kind of show that, he and I, we do indeed work together. Right. So if you think about the 3PAR, the primary... Sorry, the Primera, the Alletras, the Nimble, right? All that, right? That's the technology that, you know, my team builds. And what Omer does with his magic is that he turns it into HPE GreenLake for storage, right? And to deliver as a service, right? And basically to create a self-service agility for the customer and also to get a very Cloud operational experience for them. >> So if I'm a customer, just so I get this right, if I'm a customer and I want Hybrid, that's what you're delivering as a Cloud service? >> Yes. >> And I don't care where the data is on-premises, in storage, or on Cloud. >> 100%. >> Is that right? >> So the way that would work is, as a customer, you would come along with the partner, because we're 100% partner-led. You'll come to the GreenLake Console. On the GreenLake Console, you will pick one of our services. Could be a data protection service, could be the block storage service. All services are hybrid in nature. Public Cloud is 100% participant in the ecosystem. You'll choose a service. Once you choose a service, you like the rate card for that service. That rate card is just like a hyperscaler rate card. IOPS, Commitment, MINCOMMIT's, whatever. Once you procure that at the price that you like with a partner, you buy the subscription. Then you go to console.greenLake.com, activate your subscription. Once the subscription is activated, if it's a service like block storage, which we talked about yesterday, service will be activated, and our supply chain will send you our platform gear, and that will get activated in your site. Two things, network cable, power cable, dial into the cloud, service gets activated, and you have a cloud control plane. The key difference to remember is that it is cloud-consumption model and cloud-operation model built in together. It is not your traditional as a service, which is just like hardware leasing. >> Yeah, yeah, yeah. >> That's a thing of the past. >> But this answers a question that I had, is how do you transfer or transform from a company that is, you know, selling boxes, of course, most of you are engineers are software engineers, I get that, to one that is selling services. And it sounds like the answer is you've organized, I know it's inside baseball here, but you organize so that you still have, you can build best of breed products and then you can package them into services. >> Omer: 100%. 100%. >> It's separate but complementary organization. >> So the simplest way to look at it would be, we have a platform side at the house that builds the persistence layers, the innovation, the file systems, the speeds and feeds, and then building on top of that, really, really resilient storage services. Then how the customer consumes those storage services, we've got tremendous feedback from our customers, is that the cloud-operational model has won. It's just a very, very simple way to operate it, right? So from a customer's perspective, we have completely abstracted away out hardware, which is in the back. It could be at their own data center, it could be at an MSP, or they could be using a public cloud region. But from an operational perspective, the customer gets a single pane of glass through our service console, whether they're operating stuff on-prem, or they're operating stuff in the public cloud. >> So they get storage no matter what? They want it in the cloud, they got it that way, and if they want it as a service, it just gets shipped. >> 100%. >> They plug it in and it auto configures. >> Omer: It's ready to go. >> That's right. And the key thing is simplicity. We want to take the headache away from our customers, we want our customers to focus on their business outcomes, and their projects, and we're simplifying it through analytics and through this unified cloud platform, right? On like how their data is managed, how they're stored, how they're secured, that's all taken care of in this operational model. >> Okay, so I have a question. So just now the edge, like take me through this. Say I'm a customer, okay I got the data saved on-premise action, cloud, love that. Great, sir. That's a value proposition. Come to HPE because we provide this easily. Yeah. But now at the edge, I want to deploy it out to some edge node. Could be a tower with Telecom, 5G or whatever, I want to box this out there, I want storage. What happens there? Just ship it out there and connects up? Does it work the same way? >> 100%. So from our infrastructure team, you'll consume one or two platforms. You'll consume either the Hyperconverged form factor, SimpliVity, or you might convert, the Converged form factor, which is proliant servers powered by Alletras. Alletra 6Ks. Either of those... But it's very different the way you would procure it. What you would procure from us is an edge service. That edge service will come configured with certain amount of compute, certain amount of storage, and a certain amount of data protection. Once you buy that on a dollars per gig per month basis, whichever rate card you prefer, storage rate card or a VMware rate card, that's all you buy. From that point on, the platform team automatically configures the back-end hardware from that attribute-based ordering and that is shipped out to your edge. Dial in the network cable, dial in the power cable, GreenLake cloud discovers it, and then you start running the- >> Self-service, configure it, it just shows up, plug it in, done. >> Omer: Self-service but partner-led. >> Yeah. >> Because we have preferred pricing for our partners. Our partners would come in, they will configure the subscriptions, and then we activate those customers, and then send out the hardware. So it's like a hyperscaler on-prem at-scale kind of a model. >> Yeah, I like it a lot. >> So you guys are in the data business. You run the data portion of Hewlett Packard Enterprise. I used to call it storage, even if we still call it storage but really, it's evolving into data. So what's your vision for the data business and your customer's data vision, if you will? How are you supporting that? >> Well, I want to kick it off, and then I'm going to have my friend, Omer, chime in. But the key thing is that what the first step is is that we have to create a unified platform, and in this case we're creating a unified cloud platform, right? Where there's a single pane of glass to manage all that data, right? And also leveraging lots of analytics and telemetry data that actually comes from our infosite, right? We use all that, we make it easy for the customer, and all they have to say, and they're basically given the answers to the test. "Hey, you know, you may want to increase your capacity. You may want to tweak your performance here." And all the customers are like, "Yes. No. Yes, no." Basically it, right? Accept and not accept, right? That's actually the easiest way. And again, as I said earlier, this frees up the bandwidth for the IT teams so then they actually focus more on the business side of the house, rather than figuring out how to actually manage every single step of the way of the data. >> Got it. >> So it's exactly what Sheila described, right? The way this strategy manifests itself across an operational roadmap for us is the ability to change from a storage vendor to a data services vendor, right? >> Sheila: Right. >> And then once we start monetizing these data services to our customers through the GreenLake platform, which gives us cloud consumption model and a cloud operational model, and then certain data services come with the platform layer, certain data services are software only. But all the services, all the data services that we provide are hybrid in nature, where we say, when you provision storage, you could provision it on-prem, or you can provision it in a hyperscaler environment. The challenge that most of our customers have come back and told us, is like, data center control planes are getting fragmented. On-premises, I mean there's no secrecy about it, right? VMware is the predominant hypervisor, and as a result of that, vCenter is the predominant configuration layer. Then there is the public cloud side, which is through either Ajour, or GCP, or AWS, being one of the largest ones out there. But when the customer is dealing with data assets, the persistence layer could be anywhere, it could be in AWS region, it could be your own data center, or it could be your MSP. But what this does is it creates an immense amount of fragmentation in the context in which the customers understand the data. Essentially, John, the customers are just trying to answer three questions: What is it that I store? How much of it do I store? Should I even be storing it in the first place? And surprisingly, those three questions just haven't been answered. And we've gotten more and more fragmented. So what we are trying to produce for our customers, is a context to ware data view, which allows the customer to understand structured and unstructured data, and the lineage of how it is stored in the organization. And essentially, the vision is around simplification and context to ware data management. One of the key things that makes that possible, is again, the age old infosite capability that we have continued to hone and develop over time, which is now up to the stage of like 12 trillion data points that are coming into the system that are not corroborated to give that back. >> And of course cost-optimizing it as well. We're up against the clock, but take us through the announcements, what's new from when we sort of last talked? I guess it was in September. >> Omer: Right. >> Right. What's new that's being announced here and, or, you know, GA? >> Right. So three major announcements that came out, because to keep on establishing the context when we were with you last time. So last time we announced GreenLake backup and recovery service. >> John: Right. >> That was VMware backup and recovery as a complete cloud, sort of SaaS control plane. No backup target management, no BDS server management, no catalog management, it's completely a SaaS service. Provide your vCenter address, boom, off you go. We do the backups, agentless, 100% dedup enabled. We have extended that into the public cloud domain. So now, we can back up AWS, EC2, and EBS instances within the same constructs. So a single catalog, single backup policy, single protection framework that protects you both in the cloud and on-prem, no fragmentation, no multiple solutions to deploy. And the second one is we've extended our Hyperconverged service to now be what we call the Hybrid Cloud On-Demand. So basically, you go to GreenLake Console control plane, and from there, you basically just start configuring virtual machines. It supports VMware and AWS at the same time. So you can provision a virtual machine on-prem, or you can provision a virtual machine in the public cloud. >> Got it. >> And, it's the same framework, the same catalog, the same inventory management system across the board. And then, lastly, we extended our block storage service to also become hybrid in nature. >> Got it. >> So you can manage on-prem and AWS, EBS assets as well. >> And Sheila, do you still make product announcements, or does Antonio not allow that? (Omer laughing) >> Well, we make product announcements, and you're going to see our product announcements actually done through the HPE GreenLake for block storage. >> Dave: Oh, okay. >> So our announcements will be coming through that, because we do want to make it as a service. Again, we want to take all of that headache of "What configuration should I buy? How do I actually deploy it? How do I...?" We really want to take that headache away. So you're going to see more feature announcements that's going to come through this. >> So feature acceleration through GreenLake will be exposed? >> Absolutely. >> This is some cool stuff going on behind the scenes. >> Oh, there's a lot good stuff. >> Hardware still matters, you know. >> Hardware still matters. >> Does it still matter? Does hardware matter? >> Hardware still matters, but what matters more is the experience, and that's actually what we want to bring to the customer. (laughing) >> John: That's good. >> Good answer. >> Omer: 100%. (laughing) >> Guys, thanks so much- >> John: Hardware matters. >> For coming on "theCUBE". Good to see you again. >> John: We got it. >> Thanks. >> And hope the experience was good for you Sheila. >> I know, I know. Thank you. >> Omer: Pleasure as always. >> All right, keep it right there. Dave Vellante and John Furrier will be back from HPE Discover 2022. You're watching "theCUBE". (soft music)