(upbeat music) >> We're back at the ARIA in Las Vegas you're watching theCUBE's coverage of Veeamon 2022 live in person, but there's a big hybrid event going on. Close to 40,000 people watching online. This is the CEO segment. The newly minted CEO Anand Eswaran is here. And it's great to see you. Thanks for coming on. First time on theCUBE. >> Yeah, first time on theCUBE, excited to be here. Newly minted, those words, I haven't heard those for a long time. But thank you for the warm introduction, Dave. >> So why Veeam? What did you see that attracted you to Veeam? You have a great career, awesome resume. Why Veeam? >> A lot of different things. You know, it started with when I spent a good bit of time... I spent months with, you know, Insight, with Bill Largent who is now the chair of the board. And for me a few things, one, it started with the company culture. I absolutely loved... I spent time with our engineering team that it's an innovation-focused culture. It's an engineering-focused culture, which is so critical to any software company. And so that was the first place. And I spent a good bit of time with customers, reading, research, you know, brilliant products, always innovating. You know, even though it's a category you would think is fairly mature. I mean, when Veeam for example, did instant recovery. I mean, that was extreme innovation. And so that was the first thing which was appealing. The second thing was, you know, yes, we've reached a billion, but it still has that, you know, feel of a start up. It still has that feel of a... Jeff Bezos says this best, "A day one culture." Which is super critical, you know, we scale but you don't want to lose your soul and what made you special in the first place. And then you come down to the rest of the stuff, it's an execution machine. You know, it's an absolutely interesting category, especially in the day and the world we live in right now. You know, the proliferation of bad actors, security, backup, recovery, you know, everything you... Ransomware is starting to become you know, a meaningful threat to every company. So many different things coming together. This category is an interesting place. But that's not all, I feel that we are going to see this category evolve and shape very differently. You're going to see adjacencies coming and you're going to see in a couple of years or three years you're not going to just look at this and say, "Hey, it's backup and recovery." And so it's an opportunity to shape what is going to be a very important inflection point in this whole space. So a whole bunch of things. Excited about it. >> So flip question, why Anand? What did Insight see and the board see? What do you see as your key skills that they wanted here? Go after that opportunity- >> You should also get insight on this man. And you should ask them this question. I know Peter and Sokolov (laughs) >> So, you know, I don't know... I'll tell you where I think there's relevant experience is if I look at the future of Veeam. I think the first thing is we've got to think through what the next evolution of Veeam is. You know, there's a ton of work to do even in the path we are on, on data protection. And the team is absolutely brilliant at that. But how do you start to think ahead? How do you think about data management? How do you think about, you know, where are the adjacencies and how does it... How do you shape and reshape the category? You know, and I have some experiences in that. As I look at growth, Veeam has done a phenomenal job you know, 35,000 partners, an execution machine. I mean, just last year we grew ARR, you know, 27% we are sustaining that growth. But as I look ahead, you know there's huge opportunities to further accelerate our share in the enterprise to actually go work with creating multiple layers of partnerships beyond the very successful partnerships we already have. You know, how do you start to get GSIs in the mix? How do you start to get MSPs in the mix? How do you start to actually get to being a core part of the portfolio and platform of our primary storage partners, HPE, Pure Storage and so on. So reinvigorating and creating a multidimensional partnership strategy is key as well. And then just my experience in, you know I ran the enterprise for Microsoft and so those sort of experiences sort of are very relevant to our next step of the journey as well. And finally, you know I think the one thing which matters most for me and yeah, you realize... Again, I think we've forgotten what it means to have a microphone on. But culture, you know, I spent a lot of time in every company I've worked in, in contributing to the culture of what shapes and you know how do you create a purpose-led company and how do you get on that path? Which is a very, very important conversation inside Veeam. you know, and we already do that... You know, there's a huge focus on purpose. There's a huge focus on diversity. There's a huge focus on inclusion, but you know, the cultural aspect of Veeam attracted me to it. And I think my work and my passion for it attracted me to Veeam as well. So just a few of those things. >> Yeah, you speak from the heart, you can sense that. Dave and I were talking with Zias about platform versus product. Now you've got some experience with platforms, obviously, Microsoft, you know the amazing platform. RingCentral Zias brought up. And then I brought up HP, which actually never could figure out its software platform. So you've seen some successes. You've seen some, you know, couldn't ever get there. Do you see Veeam as a platform company? >> You know, the way I look at it is this. I mean, I may actually not answer your question directly but I'll answer the question. >> Dave: Okay. >> Which is, if you look at the biggest successes in the industry, call it Microsoft, Adobe now- >> Dave: Sure. >> Salesforce, eventually the path from a high growth startup to scale is platform and partners. That is the key. >> Dave: Ecosystem- >> So yeah. Platform and the ecosystem. So it all comes together. And so, yes, I mean, I think we already do that. I mean, we have a singular platform today for the multiple workloads we protect from, you know physical to cloud, to Kubernetes to the hybrid architectures the ability to actually, you know restore your data into any cloud, you know, back up from AWS restore into Azure or a physical data center. So we already have a robust platform in place but the scale or the growth from where we are a billion to the next set of milestones 2, 3, 5, 10 is going to be an absolute maturity and amp of platform partnerships ecosystem. >> That's a high wire act. When you talk about platform and scaling, you know, think about moving forward, when you have pressure to grow, often the easiest thing to grow is to acquire and add adjacencies that might not be as core to your core value proposition as they could be. How do you navigate that as you move forward in a world where... Look, Veeam was founded in an age when it was all about meantime between failure, recovery point, recovery time objectives. Now the big concern is malicious actors. So Veeam has been able to navigate that transition very well so far, but how do you do that? How do you balance that moving forward? This idea of platform is a desirous state to be in but you don't want to be a fake platform where you just glue a bunch of things on. >> It all comes down to thinking through where we see the world going from this point in time. How do you see technology evolving? How do you see the outside's, you know influences evolving. And when I say influences, it's, you know, just a euphemism for all the bad actors we expect to see getting even more active. So, you know, the way I think about it is either platform or acquisitions are not things you do piecemeal or point in time. It all needs to accrue to a larger strategy of how you create the ability for all of your customers to own protect, secure, you know their data and eventually create intelligence from it so that they can actually be proactive about it. So that, you know, if that's the thing, you know, our ambition is starting to become how do we sort of secure the world's data and help companies create intelligence from it so they can be proactive about it? You know, everything else sort of accrues from there the platform we evolve from the platform we already have, you know, stems from it. The acquisitions we may do, will do evolves from it. It all are... You know, its pieces coming together to the overall puzzle framework we've already created. >> Yeah. I have so many questions for you. And I want to get into a little bit of your philosophy, but before we do it, I want touch on the TAM a little bit more. You mentioned in the analyst discussion this morning that the market's fragmented. A lot of people think, "Oh, backup, storage, we'll just put it together. You know, Dell now or EMC brought it all together." But they're just dramatically different markets. You're seeing some of your competitors. One in particular is now kind of pivoting to security. It's an adjacency, but it's, yeah, I'm not sure you want to walk into that mess but it's clearly part of a data protection strategy. And you said you want your... My words, legacy to be a significant increase in market share, dominant position in the market. Even if it's number two, whatever, number one's nice, great. But much larger share than what is your 10, 12% today. How do you think about the TAM? It's so undercounted, I think. You know, we used to look at purpose built backup appliances, "Oh, it's a couple billion dollar market and it's a ceiling there." It reminds me of service management with ServiceNow. It's virtually unlimited TAM because it's data. How do you look at the TAM? >> How much time do you have? >> I know, I got so many questions- >> But I'll tell you this, right? You got to piece this question very carefully because I'll look at it in a variety of different ways. Number one, if you do nothing, if you just do nothing. I mean, today, as I shared in IDCs latest report last week we were joined number one, you know, for the first time we actually got- >> Dave: Yeah. Congratulations. That's a big milestone. >> That's huge, that's exciting. >> Dave: And that's revenue by the way. That's not licenses- >> Yeah. That's in share. But the thing is this, right? If, if you look at share, we are at 12%, you know as is the... You know, so 12% is not representative of how I think about number one. When you look at a market with a clear winner you expect to see 40 to 60% market share. So doing nothing is an opportunity to actually continue the path we are on which is taking share from every one of the top five significantly and growing as fast as we are. I mean, we are going to be on a path to, you know doubling our market share in the next two to three years. So there's share to gain doing nothing. And this is... You know what? This is the first and the most simplest aspect of TAM. Now layer in other aspects of TAM but just still stay in data protection. You know, talk about every single SaaS workload coming on. I mean, I shared 270 million Teams' users right now monthly actives. The TAM, if you were able to secure every one of those Teams' users and protect the data, I mean that's close to 6 or $7 billion. It's not factored in into any of the TAM numbers you see right now. Gartner talked about 13. You know, others talked about TAM being 40. I mean, but SaaS workloads, you know each of them are not factored in as much as it could be right now. So, you know, we are bringing in Salesforce, Microsoft 365. We secure 11 million paid users with Microsoft 365 backup. And so add all of them on, execute. We see a path to taking share and getting from here 12 to 25 to 40 and being an outsize number one. And then you'd come down to what you said, which is how do you think about adjacencies? Now, at Veeam, yeah, messaging is important, but unlike some of the competitors, we don't use words frivolously. If we say something, data protection, modern data protection, ransomware attacks, we mean it. And there's product truth behind it. We do not use frivolous security words to create a message and get attention and have no product truth behind it. That's where we are. We expect to see adjacencies come up. We expect Veeam to beyond execution and bringing in more SaaS workloads to look at the next layer of data management. We expect us to create partnerships which allow us to go do that meaningfully. And as time goes, you should expect us to be the prime influencer in reshaping this category with other adjacencies coming in. But we talk about it and there's product truth behind it. >> I wanted to get into your philosophy of management a little bit. I went to your LinkedIn recently and I loved the little graphic that you had. But I know a lot of people put up a picture of a pretty lake or mountains. I got theCUBE up there. You had a number of items. I wonder if I could read. You had a rocket ship, which was very cool. You had teamwork, you had innovation. I wrote down ABC, always be closing, Alec Baldwin. But everybody sells, I think is what it was and then keep it simple. >> Anand: Yep. >> I really like that. I mean, people going to... If they're going to evaluate Veeam they're going to go to your LinkedIn page. So tell us where that came from what your philosophy is as a manager. >> Yeah, no. So there's a few things and this is the philosophies which I put on is a meld of what I believe in and what Veeam believes in and has believed in for a long time which is life starts with a customer. For us, everything starts with a customer. You know, even the product creation philosophy 15 years back was, "Hey let's not just create some check marks and create a feature because someone, you know thought it's an important check mark to have." What is the value it creates for the customer? And is it different enough, unique enough, where, you know, it actually creates a moment where the customer sees the value impact their core business. That's where it all starts for us at Veeam. And then everything we do relates back to, "Is this moving the ball enough for our customers and for our partners and for our developers and users?" Everything comes back to there. Are we easy enough to do business with? You know, are we keeping it simple? Simple to use. A product should be really simple. It should be brain dead simple, you know are our processes such that, you know it's easy for us to connect with our partners, connect with our customers, connect with our users, you know it all comes back to keeping it really simple. And then, you know, I come down to a set of personal philosophies, which matters as well, which is, you know, how do we make sure that, you know, we used to say everyone is in sales, but we got to evolve it. Everyone is in customer success because we all know that it's not just the first sale which matters which was true 15 years back, what matters today is, yeah, the sale matters, everybody is there to sell. But what matters even more is the whole company rallies behind the customer's success at every step along the way. Because when you do that, you don't need to sell. You know, you get in through BBR and then we have a world of workloads to actually create value for the customer with, from, you know Microsoft 365 backup or, you know soon to come Salesforce backup cost. And we see that on net retention or, you know... And it's manifested in numbers, right? It's manifested in growth. It's manifested in net retention and it's manifested in NPS. I mean, Dave, I'm hugely excited about that, man. NPS of 80 where we are. I mean, you guys have been around for quite a bit. I mean, that's huge numbers. I mean, that's- >> Apple's- >> Apple was 76 or 77. And so eventually that is what matters more for me because it's... Share is important. And I'm excited about, you know, IDC saying, "You're joint number one." Hugely important, but that is a consequence. Growth is important. 25% ARR growth in Q1, super important but that is a consequence. What really matters is value for your customers. And the number one metric I look at is NPS, you know and NPS at 80, all the other things start to happen pair it with the engineering culture the innovation culture we have, long roadmap ahead. >> Veeam has made some... What appear to be, from the outside anyway, pretty successful acquisitions. Kasten is an obvious one. I remember it wasn't the first time I met Ratmir. It was maybe the third or fourth time we were at like a late night, Peter Bell party this Highland Capital at VMware. And we were walking down Howard Street. I see Ratmir and some of his colleagues, we start chatting. We, you know, got into a good conversation. I'm like, "What about an IPO?" He goes, "We're not doing an IPO. We don't need to do an IPO." And then several years later on theCUBE, he's like, "No, I'd be open to an IPO." And then of course the big acquisition happened. So you've got an opportunity here M and A obviously is a possibility. But what about the IPO in your future? Presumably, that's something Insight wants to do. What can you tell us about that? >> No, it's a great question. I was waiting when you were going to ask me that question. But this is what I would say which is, by the way, Veeam, at today's numbers, I mean, we shared numbers at the end of last year. 1.1 billion in ARR, 1.2 in revenues, 99.99% organic, right? You know, Kasten was the only acquisition we shared how Kasten is a blip at this point in time. And so the philosophy has always been organic. And as I look ahead, this is how I think about it. I think the pace of market change is going to be extreme. And so we will be a lot more open-minded, thinking about acquisitions for complimentary technologies which allow us to expand TAM and think about adjacencies, more to come there. IPO, see the good thing is this, a lot of companies want to enter the public markets to raise money, create liquidity. That's not the primary lens for us. And so the good news is that, you know we are incredibly profitable. We shared, you know, 30% EBITDA, you know, for 2021. So money is not the issue, but we do think that we entering the public markets is a good thing for a variety of other reasons, because when you are public and it comes with the, you know, transparency, which we believe we're already transparent. But it puts the focus on you. And that creates even better growth impetus. Especially as you go work with large enterprise customers they are a lot more amenable and you know and so we feel that it's a strategy of growth not a strategy of liquidity for us, but stay tuned. You know, I fully expect for something like that to happen sometime towards the middle of next year, to the end of next year. >> Yeah, we had a similar conversation with Frank Slootman they obviously were able to raise money. But wow, what a change since the snowflake IPO in terms of just the brand value. And again, so many questions. I thought your keynote was great, by the way. >> Anand: Thank you. I love the focus on, you know, ransomware, of course. I thought the bot jokes were great. Keep 'em coming. I mean, I really did enjoy- >> (laughs) Absolutely. >> It lightens things up. So thanks so much for coming on theCUBE, really appreciate your time. >> Absolutely appreciate it, Dave and Dave. By the way, I mean, it's funny, I mean about, you know, Dave and Dave, Dave and David reminded me of Thompson and Thompson, guess which comic book they're from? >> Thompson and Thompson- >> Thompson and Thompson. I don't know. >> Don't know. >> Tin Tin. >> Oh (laughs). >> (laughs) So you got to go read up. You guys don't look anything like that, but Dave and Dave, was an absolute pleasure. My first theCUBE and look forward to many more to come. >> Love to have you back- >> Absolutely. >> All right. Thank you for watching. >> Thank you. >> Keep it right there. TheCUBE's coverage of Veeamon 2022, 2 days of wall to wall coverage here at the ARIA in Las Vegas, we'll be right back. (upbeat music)

>>It's my pleasure to be one of the hosts of the cube on cloud and the startup showcase brought to you by AWS. This is Dave Vellante and for years, the cube has been following the trail of data. And with the relentless March of data growth, this idea of a single version of the truth has become more and more elusive. Moreover data has become the lifeblood of a digital business. And if there's one thing that we've learned throughout the pandemic, if you're not digital, you're in trouble. So we've seen firsthand the critical importance of reliable and trusted data. And with me to talk about his company and the trends in the market is many sued as the CTO and co-founder of Reltio Maneesh. Welcome to the program. >>Thank you, Dave. It's a pleasure to be here. >>Okay. Let's start with, let's go back to you and your co-founders when you started Reltio it was back in the early days of the big data movement cloud was kind of just starting to take off, but what problems did you see then and what are enterprises struggling with today, especially with, with data as a source of digital innovation. >>They, if you look at the changes that have taken place in the landscape over the course of the last 10 years, when we started Reltio in 2011, there were a few secular trends that were coming to life. One was a cloud compute type of capabilities being provided by vendors like AWS. It was starting to pick up steam where making, uh, compute capabilities available at scale to solve large data problems was becoming real impossible. The second thing that we saw was, uh, this big trend of, uh, you know, you can not have a wall to wall, one single application that solves your entire business problem. Those visions have come and gone. And, uh, we are seeing more of the best of breed application type of a landscape where even if you look within a specific function, let's say sales or marketing, you have more than a dozen applications that any company is using today. >>And that trend was starting to emerge where we knew very well, that the number of systems that we would have to work with would continue to increase. And, uh, that created a problem of where would you get the single source of truth or the single best version of a customer, a supplier, a product that you're trying to sell those types of critical pieces of information that are core to any business that's out there today. And, um, you know, that created the opportunity for us at Reltio to think about the problem at scale for every company out there, every business who needed this kind of a capability and for us to provide this capability in the cloud as a software, as a service, uh, uh, offering. So that's where, uh, you know, the foundation of Reltio started. And the core problem that we wanted to solve was to bridge the gap that was created by all these data silos and create a unified view of the core critical information that these companies run on. >>Yeah. I mean, the cloud is this giant, you know, hyper distributed system data by its very nature is distributed. It's interesting what you were sort of implying about, you know, the days of the monolithic app are gone by my business partner years ago, John furrier and the cube said data is going to become the new development kit. And we've certainly seen that with the, the pandemic, but tell us more about Reltio and how you help customers deal with that notion of data, silo, data silos, data fragmentation, how do you solve that problem? >>So, data fragmentation is what exists today. And, um, you know, with the Reltio, uh, software as a service offering that we provide, we allow customers to stitch together and unify the data coming from these different fragmented, siloed, uh, applications or data sources that they have within their enterprise at the same time. Um, there's a lot of dependence on the third party data. You know, when you think about, uh, different problems that you're trying to solve, you have, uh, for B2B type of information that in Bradstreet type of data providers in life sciences, you have IQ via type of data providers. Um, you know, as you look at other verticals, there is a specialized third-party data provider for any, and every kind of information that most of the enterprise businesses want to combine with their in-house data or first party data to get the best view of who they're dealing with, who are they working with, you know, who are the customers that they're serving and use that information also as a starting point for the digital transformation that they want to get to. >>Um, and that's where Reltio fits in as the only platform that can help stitch together, this kind of, uh, information and create a 360 degree view that spans all the data silos and provides that for real-time use for BI and analytics to benefit from, for data science to benefit from. And then this emerging notion of, uh, data in itself is a, um, you know, key starting point that is used by us, uh, in order to make any decisions, just like, uh, we go, you know, if I, they wanted to look at information about you, I would go to places like LinkedIn, look up the information. And then our, my next set of decisions with that information, if somebody wanted to look up information on Reltio, they would go to, let's say Crunchbase as an example, and look up, uh, who are the investors? How much money have we raised all those details that are available? It's not a CRM system by itself, but it is an information application that can aid and assist in the decision-making process as a starting point. And that user experience on top of the data becomes an important vehicle for us to provide, uh, as a part of the Reltio platform capabilities. >>Awesome. Thank you. And I want to get into the, to the tech, but before we do, maybe we just cut to the chase and maybe you can talk about some of the examples of, of Reltio and action. Some of the customers that you can talk about, maybe the industries that are, that are really adopting this. W what can you tell us there, Maneesh, >>Um, we work across a few different verticals, some of the key verticals that we work in our life sciences, um, and travel and hospitality and financial services, insurance, um, S uh, retail, as an example, those are some of the key verticals for us, but, uh, to give you some examples of, uh, the type of problems that customers are solving with Reltio as the data unification platform, um, let's take CarMax as an example, CarMax is a customer who's in the business of, uh, buying used cars, selling used cars, servicing those used cars. And then, um, you know, you as a customer, don't just transact with them. Once you, you know, you've had a car for three years, you go back and look at what can you trade in that car for, but in order for CarMax to provide a service to you that, uh, goes across all the different touch points, whether you are visiting them at their store location, uh, trying to test drive a car or viewing, uh, information about the various vehicles on their website, or just, uh, you know, punching in the registration number of your car, just to see what is the appraisal from them in terms of how much will they pay for your car? >>This requires a lot of data behind the scenes for them to provide a seamless journey across all touch points and the type of information that they use, uh Reltio for aggregating, unifying, and then making available across all these touch points is all of the information about the customers, all of the information about, uh, the, uh, household, uh, you know, the understanding that they're trying to achieve because, uh, life events can, uh, be buying signals, uh, for, uh, consumers like uni, as well as, uh, who was the, um, associate who helped you either in the selling of a car buying of a car, because business is all about building relationships for the longer term lifetime value that they want to capture. And in that process, um, making sure that they're providing continuity of relationship, they need to keep track of that data. And then the vehicle itself, the vehicle that you buy yourself, uh, there is a lot of information in order to price it, right, that needs to be gathered, uh, from multiple sources. So the continuum of data all the way from consumer to the vehicle is aggregated from multiple sources, unified inside Reltio, and then made available, uh, through API APIs or through other methods, and means to the various applications can be either built on top of that information, or can consume that information in order to better aid and assist the processes, business processes that those applications have to run end to end. Well, it sounds like >>That's come along. Sorry. >>I was just going to say it that's one example and, uh, you know, across other verticals that are other similar examples of how companies are leveraging, Reltio >>Just say, can come a long way from simple linear clickstream analysis of a website. I mean, you're talking about really rich information and, and, you know, happy to dig into some other examples, but, but I wonder how does it work? I mean, what's the magic behind it? What's the, the tech look like, I mean, obviously you leveraging AWS, maybe you could talk about how so, and maybe some of the services there and some of your unique IP. >>Yeah. Um, you know, so the unique opportunity for us when we started in 2011 was really to leverage the power of the cloud. We started building out this capability on top of AWS back in 2011. And, uh, you know, if you think about, uh, the problem itself, uh, the problem has been around as long as you have had more than one system to run your business, but the magnitude of the problem has expanded several fold. Um, you know, for example, I have been in this area was, uh, responsible for creating some of the previous generation capabilities and, uh, most of the friction in those previous generation MDM or master data management type of solutions, um, as the, you know, the technical term that is used to refer to this area, uh, was that those systems could not keep pace with the increasing number of sources or the depth and breadth of the information that, uh, customers want to capture, whether it is, uh, you know, about a patient or a product, or let's say a supplier that you're working well. >>Uh, there is always additional information that you can capture and, uh, you know, use to better inform the decisions for the next engagement and, uh, that kind of model where the number of sources we're always going to increase the depth and breadth of information was always going to increase. The previous generation systems were not geared to handle that. So we decided that not only would we use at scale compute capabilities in the cloud, um, with the products like AWS as the backbone, but also solve some of the core problems around how more sources of information can be unified at scale. And then the last mile, which is the ability to consume such rich information, just locking it in a data warehouse has been sort of the problem in the past. And you talked about the clickstream analysis, uh, analytics has a place, but most of the analytics is a rear view mirror picture of the, uh, you know, work that you have to do, versus everybody that we talked to, uh, as a potential customer, wanted to solve the problem of what can we do at the point of engagement, how can we influence decisions? >>So, you know, I'll give you an example. I think, uh, everybody's familiar with Quicken loans, um, as the mortgage lender and, uh, in the mortgage lending business, uh, Quicken loans is the customer who's using Reltio as the customer data, um, unification platform behind the scenes. But every interaction that takes place, their goal is that they have a very narrow time window, um, you know, anywhere from 10 minutes to about an hour, where if somebody expresses an interest in refinancing or getting a mortgage, they have to close that, uh, business within that, uh, Hart window, the conversion ratios are exponentially better in that hot window versus waiting for 48 hours to come back with the answer of what will you be able to refinance your mortgage, uh, at. And, uh, they've been able to use this notion of real time data, where as soon as you come in through the website, or if you come in through the rocket mortgage app, or you're talking to a broker by calling the one 800 number, they are able to triangulate that it's the same person coming from any of these different channels and respond to that person, whether an offer, uh, ASAP so that, uh, there is no opportunity for the competition to get in and present you with a better offer. >>So those are the types of things where the time to, uh, conversion or the time to action is being looked at. And everybody's trying to shrink that time down, uh, that ability to respond in real time with the capabilities was sort of the last mile missing out of this equation, which didn't exist with previous generation capabilities. And now customers are able to benefit from that. >>That is an awesome example. I know at firsthand, I'm a customer of Quicken and rocket, and when you experience that environment, it's totally different than anything you've ever seen before. So it's helpful to hear you explain, like what's behind that because it's, it's truly disruptive. And I, and I'll tell you, the other thing that, that sort of triggered a thought was that we use the word realtime a lot, and we try to develop years ago. We said, what does real-time really mean? And the, the answer we CA we landed on was before you lose the customer, and that's kind of what you just described. Uh, and that is what gives as an example, a quick and a real advantage again, having experienced it firsthand. It's, it's pretty, pretty tremendous. So that's a nice, that's a, that's a nice reference. Um, so, and the other thing that struck me is that what I wanted to ask you, how it's different from sort of legacy master data management solutions, and you sort of described that they've seized to me, they got to take their, their traditional on-prem stack, rip it out, stick it in the cloud is okay, we got our stack in the cloud. >>Now your technical approach is dramatically different. You had the advantage of having a clean sheet of paper, right? I mean, from a, from an CTO's perspective, what's your, >>Yeah. The clean sheet of paper is the luxury that we have, you know, having seen this movie before having, um, you know, looked at solving this problem with previous generation technologies, it was really the opportunity to start with a clean sheet of paper and define a cloud native architecture for solving the problem at scale. So just to give you an example, um, you know, across all of our customers, we are today managing, um, uh, about 6.5 billion consolidated profiles of people, organizations, product locations, um, you know, assets, uh, those kinds of details. And these are, these are the types of, uh, crown jewels of the business that every business runs on. You know, for example, if you wanted to, um, let's say you're a large company, like, uh, you know, Ford and you wanted to figure out how much business are you doing, where the, uh, you know, another large company, because the other large company could be a global organization, could be spread across multiple geographies, could have multiple subsidiaries associated with it. >>It's been a very difficult answer to understand what is the total book of business that they have with that other, um, big, uh, customer and, uh, you know, being able to have the right, uh, unified, uh, relevant, rich clean as the starting point that gives you visibility to that data, and then allows you to run precise analytics on top of that data, or, uh, you know, drive, uh, any kind of, uh, conclusions out of the data science type of algorithms or MLAI algorithms that you're trying to run. Um, you have to have that foundation of clean data to work with in order to get to those answers. >>Nice. Uh, and then I had questions on just the model is this, it's a SAS model. I presume, how, how is it priced? Do you have a, do you have a freemium? How do I get started? Maybe you could give us some color. >>Yeah, we are a SAS provider. We do everything in the cloud, uh, offer it as a SAS offering, um, for customers to leverage and benefit from our pricing is based on the volume of, uh, uh, consolidated profiles. And the, I use the word profiles because this is not the traditional, uh, data model where you have rows columns, foreign keys. This is a, you know, a profile of a customer, regardless of attribution or any other details that you want to capture. And, um, you know, that just as an example is what we consider as a profile. So number of consolidated profiles under management is the key vector of pricing. Uh, customers can start small and they can grow from there. We have customers who manage anywhere from a few hundred thousand profiles, uh, you know, off these different types of data domains, customer, patient provider, uh, product, uh, asset, those types of details. But, uh, then they grow and some of the customers, uh, HP Inc, as a customer is managing close to 1.5 billion profiles of B2B businesses at a global scale of B2C consumers at global scale. And they continue to expand that footprint as they look at other opportunities to use the single source of truth capabilities provided by Reltio. >>And your relationship with AWS you're, you're obviously building on top of AWS, you're taking advantage of the cloud native capabilities. Are you in the AWS marketplace? Maybe you could talk about AWS relationship a bit. >>Yeah. AWS has been a key partner for us, uh, since the very beginning, uh, we are now on the marketplace. Uh, customers can start with the free version of the product, um, and start to play with the product, understand it better, uh, and then move into the paid tier, um, you know, as they bring in more data, uh, into Reltio. And, uh, you know, we also, uh, have, uh, the partnership with AWS where, uh, you know, customers can benefit from the relationship where they are able to, um, uh, use the, the spend against Reltio to offset the commitment credits that they have for AWS, um, you know, as a cloud provider. So, uh, you know, we are working closely with AWS on key verticals, like life sciences, travel and hospitality as a starting point. >>Nice that love, love, those credits, um, company update, uh, you know, head count funding, revenue trajectory, what kind of metrics are you comfortable sharing? >>So, uh, we are currently, uh, at about, um, you know, slightly North of 300 people, uh, overall at rail queue, we will, uh, grow from 300 to about 400 people this year, uh, itself. Uh, we are, uh, uh, you know, we just put out a press release, uh, where we mentioned some of the subscription ARR we finished last year at about $74 million in ARR. And we are, uh, looking at, uh, crossing the a hundred million dollar ARR, um, uh, threshold, uh, later this year. So we're on a great growth trajectory and, uh, the businesses, uh, performing really well. And we are, uh, looking at working with more customers and helping them solve this, uh, uh, you know, data silo, fragmentation of data problem by having them leverage the Reltio capability at scale across their enterprise. >>That's some impressive growth. Congratulations, w w we're, I'm sure adding a hundred people you're hiring all over the place, but where we get some of your priorities. >>So, um, you know, the, as the business is growing, we are spending equally both on the R and D side of the house, uh, investing more there, but at the same time, also on our go to market, uh, so that we can extend our reach, make sure that, uh, more people know about, uh, Reltio and can start leveraging the benefit of, uh, the technology that we have built on top of, uh, AWS. >>Yeah. I mean, it sounds like you've obviously nailed product market fit, and now you're, you know, scaling and scaling the go to market. You moved from CEO into the CTO role. Maybe you could talk about that a little bit. Why, why, what was prompted that move >>Problems of luxury, uh, you know, as I like to call them, uh, once you know, that you're on a great growth trajectory and, uh, the business is performing well, it's all about, uh, figuring out ways of, uh, you know, making sure that you can drive harder and faster towards that growth, uh, milestones, uh, that you want to achieve. And, uh, you know, for us, uh, the story is no different. Uh, the team has done a wonderful job of, uh, making sure that we can build the right platform, um, you know, work towards this opportunity, that PC, which by the way, um, they just to share with you, uh, MDM or master data management has always been underestimated as a, uh, you know, yes, there is a problem that needs to be solved, but the market sizing was, uh, in a, not as clear, but some of the most recent, uh, estimates from analysts like Gartner, but the, uh, you know, sort of the new incarnation of, uh, data unification and master data management at about a $30 billion, uh, you know, uh, Tam or this market. >>So with that comes the responsibility that we have to really make sure that we are able to bring this capability to a wide array of customers. And with that, uh, I looked at, uh, you know, how could we scale the business faster and have the right team to work, uh, help us maximize the opportunity. And that's why, uh, you know, we decided, uh, that it was the right point in time for me to bring in somebody who's, uh, worked, uh, at, uh, the stretch of, you know, taking a company from just a a hundred million dollars in ARR to, uh, you know, half a billion dollars in ARR and doing it at a global scale. So Chris Highland, uh, you know, has had that experience and having him take on the CEO role, uh, really puts us on a tremendous, uh, our path to tremendous growth and achieving that, uh, with the right team. >>Yeah. And I think I appreciate your comments on the Tam. I love to look at the Tam and to do a lot of Tam analysis. And I think a lot of times when you define the future Tam based on sort of historical categories, you sometimes under count them. I mean, to me, you guys are in the, the, the digital business business. I mean, the data transformation, the company transformation business, I mean, that could be order of magnitude even bigger. So I think the future is bright for your company. Reltio Maneesh. And thank you so much for coming on the program really appreciate. >>Well, thanks for having me, uh, really enjoyed it. Thank you. >>Okay. Thank you for watching. You're watching the cubes startup showcase. We'll be right back.

(upbeat music) >> It's my pleasure, to be one of the hosts of theCUBE on cloud and the startup showcase brought to you by AWS. This is Dave Vellante and for years theCUBE has been following the trail of data. And with the relentless match of data growth this idea of a single version of the truth has become more and more elusive. Moreover, data has become the lifeblood of a digital business. And if there's one thing that we've learned throughout the pandemic, if you're not digital, you're in trouble. So we've seen firsthand, the critical importance of reliable and trusted data. And with me to talk about his company and the trends in the market is Manish Sood the CTO and co-founder of Reltio. Manish, welcome to the program. >> Thank you, Dave. It's a pleasure to be here. >> Okay, let's start with, let's go back to you and your co-founders when you started Reltio it was back in the early days of the big data movement, cloud was kind of just starting to take off, but what problems did you see then and what are enterprises struggling with today, especially with data as a source of digital innovation. >> Dave, if you look at the changes that have taken place in the landscape over the course of the last 10 years, when we started Reltio in 2011 there were a few secular trends that were coming to life. One was a cloud compute type of capabilities being provided by vendors like AWS. It was starting to pick up steam where making compute capabilities available at scale to solve large data problems was becoming real and possible. The second thing that we saw was this big trend of you know, you can not have a wall to wall, one single application that solves your entire business problem. Those visions have come and gone and we are seeing more of the best of breed application type of a landscape where even if you look within a specific function let's say sales or marketing, you have more than a dozen applications that any company is using today. And that trend was starting to emerge where we knew very well that the number of systems that we would have to work with would continue to increase. And that created a problem of where would you get the single source of truth or the single best origin of a customer, a supplier, a product that you're trying to sell, those types of critical pieces of information that are core to any business that's out there today. And, you know, that created the opportunity for us at Reltio to think about the problem at scale for every company out there, every business who needed this kind of capability and for us to provide this capability in the cloud as a software, as a service offering. So that's where, you know, the foundation of Reltio started. And the core problem that we wanted to solve was to bridge the gap that was created by all these data silos, and create a unified view of the core critical information that these companies run on. >> Yeah, the cloud is this giant, you know hyper distributed system, data by its very nature is distributed. It's interesting what you were sort of implying about you know, the days of the monolithic app are gone, but my business partner years ago John Furrier at theCUBE said, data is going to become the new development kit. And we've certainly seen that with the pandemic but tell us more about Reltio and how you help customers deal with that notion of data silos, data fragmentation, how do you solve that problem? >> So data fragmentation is what exists today. And, with the Reltio software as a service offering that we provide, we allow customers to stitch together and unify the data coming from these different fragmented siloed applications or data sources that they have within their enterprise. At the same time, there's a lot of dependence on the third party data. You know, when you think about different problems that you're trying to solve, you have for B2B type of information that in Bradstreet type of data providers, in life sciences you have IQVIA type of data providers. You know, as you look at other verticals that is a specialized third party data provider for any and every kind of information that most of the enterprise businesses want to combine with their in-house data or first party data to get the best view of who they're dealing with, who are they working with, you know who are the customers that they're serving and use that information also as a starting point for the digital transformation that they want to get to. And that's where Reltio fits in as the only platform that can help stitch together this kind of information and create a 360 degree view that spans all the data silos and provides that for real-time use, for BI and analytics to benefit from, for data science to benefit from, and then this emerging notion of data in itself is a, you know, key starting point that is used by us in order to make any decisions. Just like we go, you know, if I they wanted to look at information about you, I would go to places like LinkedIn, look up the information, and then on my next set of decisions with that information. If somebody wanted to look up information on Reltio they would go to, let's say crunchbase as an example and look up, who are the investors? How much money have we raised? All those details that are available. It's not a CRM system by itself but it is an information application that can aid and assist in the decision-making process as a starting point. And that user experience on top of the data becomes an important vehicle for us to provide as a part of the Reltio platform capabilities. >> Awesome, thank you. And I want to get into the tech, but before we do maybe we just cut to the chase and maybe you can talk about some of the examples of Reltio and action, some of the customers that you can talk about, maybe the industries that are really adopting this. What can you tell us there Manish? >> We work across a few different verticals some of the key verticals that we work in are life sciences and travel and hospitality and financial services, insurance retail, as an example. Those are some of the key verticals for us. But to give you some examples of the type of problems that customers are solving with Reltio as the data unification platform, let's take CarMax as an example,. CarMax is a customer who's in the business of buying used cars, selling used cars servicing those used cars. And then, you know, you as a customer don't just transact with them once, you know, you've had a car for three years you go back and look at what can you trade in that car for? But in order for CarMax to provide a service to you that goes across all the different touch points whether you are visiting them at their store location trying to test drive a car or viewing information about the various vehicles on their website, or just you know, punching in the registration number of your car just to see what is the appraisal from them in terms of how much will they pay for your car. This requires a lot of data behind the scenes for them to provide a seamless journey across all touch points. And the type of information that they use relative for aggregating, unifying, and then making available across all these touch points, is all of the information about the customers, all of the information about the household, you know, the understanding that they are trying to achieve because life events can be buying signals for consumers like you and I, as well as who was the associate who helped you either in the selling of a car, buying of a car, because their business is all about building relationships for the longer term, lifetime value that they want to capture. And in that process, making sure that they're providing continuity of relationship, they need to keep track of that data. And then the vehicle itself, the vehicle that you buy yourself, there is a lot of information in order to price it right, that needs to be gathered from multiple sources. So the continuum of data all the way from consumer to the vehicle is aggregated from multiple sources, unified inside Reltio and then made available through APIs or through other methods and means to the various applications, can be either built on top of that information, or can consume that information in order to better aid and assist the processes, business processes that those applications have to run and to end. >> Well, sounds like we come along, (indistinct). >> I was just going to say that's one example and, you know across other verticals, that are other similar examples of how companies are leveraging, Reltio >> Yeah, so as you say, we've come a long way from simple linear clickstream analysis of a website. I mean, you're talking about really rich information and you know happy to dig into some other examples, but I wonder how does it work? I mean, what's the magic behind it? What's the tech look like? I mean, obviously leveraging AWS, maybe you could talk about how, so, and maybe some of the services there and some of your unique IP. >> Yeah, you know, so the unique opportunity for us when we started in 2011 was really to leverage the power of the cloud. We started building out this capability on top of AWS back in 2011. And, you know, if you think about the problem itself, the problem has been around as long as you have had more than one system to run your business, but the magnitude of the problem has expanded several fold. You know, for example, I have been in this area was responsible for creating some of the previous generation capabilities and most of the friction in those previous generation MDM or master data management type of solutions as the you know, the technical term that is used to refer to this area, was that those systems could not keep pace with the increasing number of sources or the depth and breadth of the information that customers want to capture, whether it is, you know, about a patient or a product or let's say a supplier that you're working with, there is always additional information that you can capture and you know use to better inform the decisions for the next engagement. And that kind of model where the number of sources we're always going to increase the depth and breadth of information was always going to increase. The previous generation systems were not geared to handle that. So we decided that not only would we use add scale compute capabilities in the cloud, with the products like AWS as the backbone, but also solve some of the core problems around how more sources of information can be unified at scale. And then the last mile, which is the ability to consume such rich information just locking it in a data warehouse has been sort of the problem in the past, and you talked about the clickstream analysis. Analytics has a place, but most of the analytics is a real view mirror picture of the, you know, work that you have to do versus everybody that we talk to as a potential customer wanted to solve the problem of what can we do at the point of engagement? How can we influence decisions? So, you know, I'll give you an example. I think everybody's familiar with Quicken loans as the mortgage lender, and in the mortgage lending business, Quicken loans is the customer who's using Reltio as the customer data unification platform behind the scenes. But every interaction that takes place, their goal is that they have a very narrow time vendor, you know anywhere from 10 minutes to about an hour where if somebody expresses an interest in refinancing or getting a mortgage they have to close that business within that hot vendor. The conversion ratios are exponentially better in that hot vendor versus waiting for 48 hours to come back with the answer of what will you be able to refinance your mortgage at? And they've been able to use this notion of real time data where as soon as you come in through the website or if you come in through the rocket mortgage app or you're talking to a broker by calling the 1800 number they are able to triangulate that it's the same person coming from any of these different channels and respond to that person with an offer ASAP so that there is no opportunity for the competition to get in and present you with a better offer. So those are the types of things where the time to conversion or the time to action is being looked at, and everybody's trying to shrink that time down. That ability to respond in real time with the capabilities were sort of the last mile missing out of this equation, which didn't exist with previous generation capabilities, and now customers are able to benefit from that. >> That is an awesome example. I know at firsthand, I'm a customer of Quicken and rocket when you experience that environment, it's totally different, than anything you've ever seen before. So it's helpful to hear you explain like what's behind that because, it's truly disruptive and I'll tell you the other thing that sort of triggered a thought was that we use the word realtime a lot and we try to develop years ago. We said, what does real-time really mean? And the answer we landed on was, before you lose the customer, and that's kind of what you just described. And that is what gives as an example a quick and a real advantage again, having experienced it firsthand. It's pretty, pretty tremendous. So that's a nice reference. So, and the other thing that struck me is, I wanted to ask you how it's different from sort of legacy Master Data Management solutions and you sort of described that they've since to me they've got to take their traditional on-prime stack, rip it out, stick it in the iCloud, it's okay we got our stack in the cloud now. Your technical approach is dramatically different. You had the advantage of having a clean sheet of paper, right? I mean, from a CTO's perspective, what's your take? >> Yeah, the clean sheet of paper is the luxury that we have. You know, having seen this movie before having, you know looked at solving this problem with previous generation technologies, it was really the opportunity to start with a clean sheet of paper and define a cloud native architecture for solving the problem at scale. So just to give you an example, you know, across all of our customers, we are today managing about 6.5 billion consolidated profiles of people, organizations, product, locations, you know, assets, those kinds of details. And these are the types of crown jewels of the business that every business runs on. You know, for example, if you wanted to let's say you're a large company, like, you know, Ford and you wanted to figure out how much business are you doing, whether, you know another large company, because the other large company could be a global organization, could be spread across multiple geographies, could have multiple subsidiaries associated with it. It's been a very difficult to answer to understand what is the total book of business that they have with that other big customer. And, you know, being able to have the right, unified, relevant, ready clean information as the starting point that gives you visibility to that data, and then allows you to run precise analytics on top of that data, or, you know drive any kind of conclusions out of the data science type of algorithms or MLAI algorithms that you're trying to run. You have to have that foundation of clean data to work with in order to get to those answers. >> Nice, and then I had questions on just analysis, it's a SAS model I presume, how is it priced? Do you have a freemium? How do I get started? Maybe you could give us some color on that. >> Yeah, we are a SAS provider. We do everything in the cloud, offer it as a SAS offering for customers to leverage and benefit from. Our pricing is based on the volume of consolidated profiles, and I use the word profiles because this is not the traditional data model, where you have rows, columns, foreign keys. This is a profile of a customer, regardless of attribution or any other details that you want to capture. And you know, that just as an example is what we consider as a profile. So number of consolidated profiles under management is the key vector of pricing. Customers can start small and they can grow from there. We have customers who manage anywhere from a few hundred thousand profiles, you know, off these different types of data domains, customer, patient, provider, product, asset, those types of details, but then they grow and some of the customers HPInc, as a customer, is managing close to 1.5 billion profiles of B2B businesses at a global scale of B2C consumers at global scale. And they continue to expand that footprint as they look at other opportunities to use, the single source of truth capabilities provided by Reltio. >> And, and your relationship with AWS, you're obviously building on top of AWS, you're taking advantage of the cloud native capabilities. Are you in the AWS marketplace? Maybe you could talk about AWS relationship a bit. >> Yeah, AWS has been a key partner for us since the very beginning. We are now on the marketplace. Customers can start with the free version of the product and start to play with the product, understand it better and then move into the paid tier, you know as they bring in more data into Reltio and, you know be also have the partnership with AWS where, you know customers can benefit from the relationship where they are able to use the spend against Reltio to offset the commitment credits that they have for AWS, you know, as a cloud provider. So, you know, we are working closely with AWS on key verticals, like life sciences, travel and hospitality as a starting point. >> Nice, love those credits. Company update, you know, head count, funding, revenue trajectory what kind of metrics are you comfortable sharing? >> So we are currently at about, you know, slightly not at 300 people overall at Reltio. We will grow from 300 to about 400 people this year itself we are, you know, we just put out a press release where we mentioned some of the subscription ARR we finished last year at about $74 million in ARR. And we are looking at crossing the hundred million dollar ARR threshold later this year. So we are on a great growth trajectory and the business is performing really well. And we are looking at working with more customers and helping them solve this, you know, data silo, fragmentation of data problem by having them leverage the Reltio capability at scale across their enterprise. >> That's some impressive growth, congratulations. We're, I'm sure adding hundred people you're hiring all over the place, but where we are some of your priorities? >> So, you know, the, as the business is growing we are spending equally, both on the R and D side of the house investing more there, but at the same time also on our go to market so that we can extend our reach, make sure that more people know about Reltio and can start leveraging the benefit of the technology that we have built on top of AWS. >> Yeah, I mean it sounds like you've obviously nailed product market fit and now you're, you know, scaling the grip, go to market. You moved from CEO into the CTO role. Maybe you could talk about that a little bit. Why, what was prompted that move? >> Problems of luxury, you know, as I like to call them once you know that you're in a great growth trajectory, and the business is performing well, it's all about figuring out ways of, you know making sure that you can drive harder and faster towards that growth milestones that you want to achieve. And, you know, for us, the story is no different. The team has done a wonderful job of making sure that we can build the right platform, you know work towards this opportunity that we see, which by the way they've just to share with you, MDM or Master Data Management has always been underestimated as a, you know, yes there is a problem that needs to be solved but the market sizing was in a, not as clear but some of the most recent estimates from analysts like Gartner, but the, you know, sort of the new incarnation of data unification and Master Data Management at about a $30 billion, yeah, TAM for this market. So with that comes the responsibility that we have to really make sure that we are able to bring this capability to a wide array of customers. And with that, I looked at, you know how could we scale the business faster and have the right team to work help us maximize the opportunity. And that's why, you know, we decided that it was the right point in time for me to bring in somebody who's worked at the stretch of, you know taking a company from just a hundred million dollars in ARR to, you know, half a billion dollars in ARR and doing it at a global scale. So Chris Highland, you know, has had that experience and having him take on the CEO role really puts us on a tremendous path or path to tremendous growth and achieving that with the right team. >> Yeah, and I think I appreciate your comments on the TAM. I love to look at the TAM and to do a lot of TAM analysis. And I think a lot of times when you define the the future TAM based on sort of historical categories, you sometimes under count them. I mean, to me you guys are in the digital business. I mean, the data transformation the company transformation business, I mean that could be order of magnitude even bigger. So I think the future is bright for your company Reltio, Manish and thank you so much for coming on the program. Really appreciate it. >> Well, thanks for having me, really enjoyed it. Thank you. >> Okay, thank you for watching. You're watching theCUBEs Startup Showcase. We'll be right back. (upbeat music)

>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Welcome to the Cube virtual and our coverage of AWS reinvent 2020. I'm your host, Lisa Martin, and with me today is Amiram Shachar, the V P and GM of Spot by Netapp program. It's great to have you on the program. >>Thank you, Lisa. It's great to be here. >>So here we are in this virtual world that we're all living in great that we can still connected you. But I wanted to understand you're the founder and CEO of Spot, which was acquired by net up earlier this year. Talk to me a little bit about spot about the technology and what's going on since the Net acquisition. >>Absolutely so Spot is the company that was founded in late 2015 on was centered and concentrated about helping companies thio optimize their cloud infrastructure costs through automation off software of how customers air provisioning their compute so we could possibly help customers to choose their best price off server infrastructure in the price and the best size off server infrastructure in the cloud on, You know, since we launched the company. So we help over 1500 customers worldwide. Thio use our technology scale that revenues to tens of millions of dollars of revenue raised money from top VCs, including Intel Capital, Vertex and Highland on just recently, four months ago, we got acquired by buying it up. >>Excellent. So that's a pretty fast from launch to acquisition, You know, less than five years. Must have a neck brace collar on from the whiplash. That and covert, right with flash. So talk to me about acquisition a few months ago. What's going on with the technologies, aunt? How is the netapp, um, customer base helping to expand your market penetration? >>Yeah. So it was clear, uh, during the rationality. You know, when we did the rationale of the acquisition, So it was clear that spot is going to remain a an entity with the netapp. So, for example, we preserved our brand, so it's spot by net up. It's not gonna be just integrated, and that's it. So we're not gonna see spot disappearing. It's actually the opposite. So we're gonna leveraged a market credibility. That net up is 27 years. You know storage leading storage provider has in the market, and we're gonna use spot as a brand to lean forward and lead with cloud native applications on Do. What we're gonna do is we're gonna help to netapp transform, like, you know, net up existing customers. They're moving to the cloud so not only they can use netapp storage in the cloud. They can also use thesaurus fair and automation and optimization layers that sport provides. Actually. >>So talk to me about what's going on in the market today. We've been talking for months now about this acceleration of digital transformation, acceleration of cloud adoption given businesses now are working so differently. Talk to me about what you are seeing, what your customers just seeing how you're helping them to manage and not just keep the lights on right now. But be able to be successful in going positions Well, in the future. >>Mhm. So I'm seeing like to two main trends. The first trend is like more cloud usage, but that's very general, very vague. But what I do see in in addition to that is actually like priorities have been changed. And when I talk about priority like priority is not only moving to the cloud but doing it efficiently. So customers who already using cloud we're moving to the cloud they really need Thio, you know, planned this in the most efficient way. So I can tell you, for example, a lot of customers that actually we were talking to them to use us at the beginning of 2020. So they intended to use us in, like, you know, third quarter, fourth quarter of the year, like it all got accelerated and they started to use our platform because they put their priorities have changed and they wanna have, like, optimization of cost, right? Right now, >>yeah, That's been something that a lot of folks have been wanting and needing even to just keep the lights on, get their eyes on visibility where we spending costs. Are we using cloud efficiently? If not, how can we work with technology vendors to help us get that visibility and optimize our costs and spend so tell me about from a conversation perspective, uh, post, you know, during this interesting year, the acquisition occurred. Are your conversations with customers changing? Are we seeing now? Is cloud rising even up that the C suite stacked to the board in terms of the conversations that you're having, >>you know, and I'm seeing this like for five years. Like how our conversations are changing the year over year and year over year, we're seeing like improvement in our type of conversations because people living in, like, you know, to the Cloud Mawr people thinking about about optimization is becoming a priority. As I mentioned, like, you know, four years ago like it's not about optimizing cloud. It's about moving to the cloud. And right now I have so many things in the cloud. I just need to run it well, I need to understand why them thio bring in the cloud. So our conversation has gotten a lot better on, especially in 2020 on. Do you think about cloud expenditure like this is probably the second biggest line item off every company's expenses. So it goes directly to the cause, which is the cost of good salt of every company. So it goes directly go off the margin off cos so Cloud is definitely becoming a board discussion thing. >>So talk to me about some of the new products and capabilities that you guys have now that you're part of that. >>So first of all, is the company we really believe in, like listening to customers, seeing what they need and innovating on their behalf. I think this is like our mission, and I'm always like saying that like customers always want, like cheaper cloud and more simple cloud. This is like a strategy to build a long term business like, I don't know if customers will not need, like, cheaper cloud in 10 years from now. And I don't know if customers would want more complicated cloud in 10 years from cloud in 10 years from now. Um so in order to keep that momentum So we're doubling down like our existing technology, which helping customers to optimize their pricing purchasing. As you know, we're helping companies to purchase across the three pricing models in the cloud and the first pricing model being on demand, which is you pay by the hour the second pricing model being reserved instances or savings plans, which is you basically reserve capacity for longer time, and then you get a discount. And the third pricing model, called Spot and Spot, basically is like either the resource is idle. Compute resource is that cloud providers have and they're willing to sell you that in a low rate, but they can take it away from you at any moment. So what our technology does it actually balancing in the most economical way across these three pricing models that we basically push the savings to the maximum while we also keep the S. L. A and the SLOC over the customers. So what we're releasing now doubling down on the technology is we're introducing something called predictive re balancing, which is basically customers who are launching spot instances and they want to migrate between spot instances, two different spot instances or two reserved instances so we could do it much more proactively than ever before. We've been investing a lot of machine learning engineers on that problem. We've put a lot of brain power toe work on this, and we're gladly happy to release a new, updated version of that. It can help customers to get warnings off almost an hour before an interruption might happen. >>Predictive re balancing, You said it's called one of the things I was thinking when you were talking about the three pricing tiers and what you guys help businesses do. It sounds very dynamic and iterative in the moment. So based on what's it based on usage data volumes, how do you help customers make that? How does the technology actually help customers with that dynamic, that predictive re balancing? >>So it's a great question, because the way that it works, it really matches the technology stack of the customer. So if we understand that this is like a Web service running behind an elastic load balancer, so the predictive rebalancing will have Behavior X. And if we realize that this is a big data workload that requires, um, some other type of compute provisioning. So the predictive rebalancing will behave like why. And there is also the new wave of APS, which are cloud native containers and micro services so actually predictor of balancing notes to identify that. So, basically, if you think about that, what happens behind the scenes is that we migrate between different pricing models and we just move containers around. The customers don't really know what happened behind the scenes, but they that the output of everything is the most optimized and high available capacity they could possibly get from the cloud. >>So what sort of cost savings are we talking about? Can you share an examples of some what some of your customers has have achieved? >>Mhm. So, yeah, we're talking about like, I think the benchmark is anywhere between 70 to 90%. We have a lot of public use cases with our customers and some of our really valuable customers like check, which is an education tech technology company which are running with us. The entire fleet off containers reported like over 65% off cost reduction of the under compute also, ah, gum gum, which is computer vision company that analyzes, um ads in real time. They also reported over 70% off cost reduction of their off their cloud infrastructure a swell as the well known Ticketmaster, which is also a very large customer virus and using us and all of their production communities clusters and also saved, um, over 60 to 70% off their containers infrastructure. >>So big savings. I think the lowest number heard you say, with 60% so big impact that the technology is able to make talk to me about the existing customers that and you've got some big brand. You mentioned Ticketmaster? Um, how How have things changed for them or not changed for them with the net acquisition, you talked about maintaining the spot brand. But talk to me about kind of that transition for your existing customers. >>So, you know, it's actually a very, um, you know, e felt lucky, like going through this process of an acquisition, you know, is the founder of a company. And it's, uh it's very, uh, very pleasing. Calls to have with customers is when you call customers and you tell them about the acquisition. And I was lucky enough to tell them like, Hey, guys, nothing is gonna change Like our road map is going to continue in the same way our name is going to remain the same way. The only thing we're gonna bother you with, quote unquote as we're going to add storage capabilities into our computer capabilities, >>that must have been music to their ears. But I gotta ask you, what's it like doing an acquisition in the middle of a global pandemic? And we're completely remote, right? >>You know, this is an experience I will never forget. Uh, you know it, Z, you're just You're at home. You know, I was also I was really lucky to become a father for the first time. And I know earlier this year s Oh, it's like you're with your baby wife, family and just all day calls on going and you know it, Z it's It's a really amazing experience that I think I will never forget. >>Yeah, I think I'm with you on that unique experiences. Well, congratulations for being a new father, but that also makes it challenging, right? You're you're CEO of a startup. It's about to get acquired. And you've got a newborn as, ah coworker. So all of a sudden, all these challenges that just add, um ADM or challenges to the mix. So I'm sure it was great to be able to have the conversation with your existing customers about what little is changing, but also for them. What's the opportunity for those existing customers to really start taking advantage of all of net tax net ops capabilities? >>So that's exactly the intersection between spot and ETA, which I feel like super excited about, because if you think about that like we've built a technology of computer optimization over the last five years. That up is a big, brand, credible company. Going for 27 years, more than 27 years. The last seven years get up has has been doing like a massive shift to the cloud supporting their customers were moving from on Prem to the cloud. So net up what never actually did. And I was very amazed by that, which is the imported >>all of their own >>premise t technology and put it in the cloud in the platform that they call cloud volumes, which is you. Basically, you can get >>all the >>features that Netapp provides, like advanced snap shooting and back up and fast restored and compression D duplication, which I remember managing data centers myself from my military days. I was using a lot of netapp stuff >>on. They took all of these great things and put it in the ground. And now what we can >>actually do for our customers is that we can actually attach like the computer they're buying from us and optimizing with us with the storage, the great storage that offers in the cloud in the cloud volume platform. >>It's a lot of opportunities there. In fact, Netapp has We've been talking about this on the Cube for a while. For years, Netapp has gone, undergone a big transformation, a big evolution, and it sounds like what they're doing with spot and also the opportunities that it's providing. So not just your existing customers, but you're prospective customers. And your new customers is just kind of keeping that door wide open. Which right now in this interesting time is is essential is businesses are continuing to pivot as this time unfold, and we know something's going to remain permanent, but that got to be able to pivot quickly. Otherwise, the competition is probably in the rear view mirror, maybe smaller, more agile and ready to take over. >>That's so true and like, you know, generally speaking about, like transformation, like modernization of application. So, like huge trend that we're seeing. And this is also a huge intersection between netapp and spot. Um, is everything kubernetes and everything containers eso we're seeing organizations moving to the cloud, but they're they're not, like, no, not anymore looking at, like just lift and ship their like, lift modernized ship like people want to modernize our application for various reasons. And we see containers. Technology is just becoming like the de facto technology for shipping applications in the cloud, and we're seeing kubernetes on the rise and one of our products. That spot, called Ocean Eyes, is a product that manages compute for kubernetes. So our our tagline is basically serverless containers, which is customers deploy their containers and then we manage the infrastructure underneath. They don't need to define their infrastructure, think about their infrastructure, just like it's a really a near Vanna for for develops, people responsible for communities. And then when we actually, you know, got into Nana and we saw all of, like, the cloud volumes technology that I was telling you about, we said it like, Hey, what if we can take this service, compute off containers and we can actually make it for storage as well? And we basically you can take all the good things that you get from service, which is, you know, no infrastructure management building Mike utility building, you know, scale to zero scale to like, you know, infinite. If you need >>Andi with no infrastructure management and this is actually possible with the netapp cloud >>volumes technology. So, actually, right now we're launching with net up, something will recall storage less volumes, which is basically for containers were going to allow that directly from our ocean product that you will be able to get storage list volumes that are going to be completely Hence we management of storage. And just to set the tone like, what is storage is like, Is there no storage like, what is surveillance are their storage? Are their service there? Of course there are, but you don't manage them. So what storage is? Is there a storage underneath? Of course there is, but you don't need to manage it. And >>is that something that your customers can take advantage of? Now, is that coming in the next quarter or so? What's the timing on that? >>But this is, um this is right now already in preview. So we already opened that to some of our, you know, advanced customers that are using, like all of our latest and greatest you know, features. So it's already with customers validation working with them. They're actually actually love it and love the fact that they don't need to manage storage, because when you move to the cloud. You actually don't really care about storage anymore because it's becoming just oil for your applications. Eso and it's gonna be generally available. Hopefully, in the first half of 2021. >>Exciting. Something positive to look forward to. You'll have to come back and share with us. Some of the results. Mm. It's been great to have you on the Cube. Thanks for spending some time with me >>today. Likewise. Lisa, thank you very much. >>I'm Lisa Martin. You're watching the Cube.

>> From the SiliconANGLE Media office, in Boston, Massachusetts, it's the CUBE. Now, here's your host, Stu Miniman. >> Hi, I'm Stu Miniman and welcome to a special presentation of CUBE Conversation here from our Boston area studio. Welcome back to the program from ClearSky Data, Ellen Rubin the CEO and Laz Vekiarides who is the CTO. Laz and Ellen, thanks so much for joining us. >> Us too, nice to be back. >> Hi, thanks for having us. >> All right, so, always good to talk to a local company, we talked about technology, I was actually in the Seaport district earlier, recently, and you know there's a lot happening in this space, as we know, it doesn't all happen, in Seattle for the cloud, Silicon Valley for all the VCs, so Ellen I've been speaking with your company since its early days-- >> Stealth mode, yeah. >> Stealth mode. First time I met you in person was at the Amazon reinvent shows, so still one of the focal points of the cloud and everything that happening there. But give us the update, you've got some new fundings, some new partnerships, tell us what's happening with ClearSky. >> Absolutely, I'm really happy to be back. So yeah, we've been, last night been building this company together, we started in 2013 with the, you know, sitting in a room with a white board but the company has really been actively funded and kind of building customers and our service offering since 2014. And we've just seen a tremendous amount of growth especially in the last year. So we're excited to be able to share that we are raising a 20 million funding round, and it includes some new investors, strategic investors as well as some of our existing investors from General Catalyst and Highland and Polaris. So it's very important for us but it's also great for our customers because it gives us a chance now to be in more places and have more people on our team to really grow and add to the support the operation of what we're doing. So that's kind of part A. And we're really looking forward to doing that. We've added a head of our sales organization, our chief revenue officer, Roger Cummings, and so we've really kind of filled out our team and our growing as a company overall. So that's kind of part A. >> So yeah congratulations on the numbers. The other piece, I think back to the first discussions we had when you talked about living in lots of environments and how do you help customers, there was somebody that you're partnering with now that I believe came up in that first discussion because they've got one of the largest global foot print on the planet that I'm aware of. >> Indeed, so yeah, also today we're announcing our partnership with Equinex and we've actually been working, we've been talking with Equinex since we were in stealth mode and we've been working with them over the past several years already in a couple of locations. And we can talk in a lot of detail about sort of where the great alignment fit is, but the news for us is that we're now gonna be able to really expand the reach of our service across the rest of the United States. So we're gonna triple the number of locations, and we're gonna be basically anywhere our customers need us to be, as you know we are a metro-based service so it's very important from a latency and access that we be in more locations. And we see it as basically a great jumping off for filling out the initial vision of being across United States and now it's starting to expand that side. >> Yes that's great. Laz, let's pull you in here. If you look at the data piece of it, we understand that latency is clearly important. That's the conversation we've had back in the storage world for a long time. Data has gravity, it's tough to move it, and having some locality is super important. So what are your, for people who aren't as familiar with the company, just give us the thumbnail, architecturally, and tell us what you've been seeing update wise, from a technology standpoint. >> Sure, so, our technology is really metro-based network, so we deliver caching services on the edge to make all of the resources, specifically the data management resources that are far away appear as if they're nearby. Now one of the problem is, as you know with the cloud, is that they are only in certain locations. So unless your nation is in Virginia or you happen to be in the Pacific Northwest, you have a latency problem. And so as a result, some certain types of applications aren't gonna work well. What we've built is really an edge-based data management network. We provide high performance file and block services. To systems at the edge that leverage the cloud for their back ends. And so as a result, you get all of the economics of the cloud and the flexibility that you get with those type of services. But you get the experience of enterprise class functionality and capability's and it's nearby. So you don't miss any of the things that you are kind of used to. >> All right, Laz I want you to help explain something, when you say edge, what does that mean to you and your customers because there are server providers edges, there are kind of the IO key end devices edges, there are some things in between there, so what specifically are you helping with? >> So this is true it's actually really interesting. So we have a very specific definition of edge, we call it the data center edge. And hence our alignment with Equinix, they are in this metro facilities when you look at our architecture we're either putting an edge appliance either in an Equinix facility or in a customer's facility and then tethering that into the Equinix facility. So that last hundred or so miles around an Equinix facility is our edge and that is gonna be our definition now. That could change over time, just like everything else in the cloud changes, because we basically have built software that can run in any type of Linux environment with some monocom activity but in our current market push, our edge is really the data center edge. >> Okay, Ellen I love that that really fit in into the discussions I've been having a lot over the last year or so. People talk about hybrid cloud when they talk about multicloud. It's, they're using lots of SAS, they're usually using more than one public cloud provider and then they have their own resources, and their data center often times has a rack in Equinix and leveraging things like direct connect from Amazon, the equivalent for Google and Microsoft, or expanding those definitions. Bring us inside what are you hearing from customers. I love to hear what you can share about specific customers or in general what's the need that they have and where you fit in into all of it. >> Yeah, no, you're totally on point for what we see everyday which is we deal with medium and large enterprises. So our customers are in health care, they're in financial services, they're in legal services and also in managed service providers now as a newer market for us. So we have customers that include companies like Partners HealthCare, Mass General Hospital, Nuance Communications. We've just added Unitas Global as a managed service provider. Special Olympics is a customer and some regional hedge firms and law services, like Miles and Stockbridge. So what you can kind of see is that we have this really nice set of experiences that are not just what is Facebook doing or what is Stage3 doing but we kind of have a broad range of what CIO and heads of IT are really struggling with. And it's exactly what you're saying which is the edge to a customer very much depends on how they're thinking about where their application are gonna run, and our philosophy is don't worry about it, we've got you covered, your data is gonna be high performance, low latency, you're totally protected and you can access it from wherever you need to. But for a lot of customers honestly we've seen everything. I won't embarrass anybody specifically but there are still some kind of scary, old data centers out there. There are server closets that are acting as data centers. People still have things in their buildings. And then you've got everything to like world class, Equinix, Colo, that is in Ashburn, or whatever. And then people are obviously trying to adapt multiple shades and flavors of public clouds. And I was just out at a customer's yesterday where the CIO was talking to us about the fact that they have grown through a tremendous amount of acquisition. So they've got one of everything. And then the cloud for them was a bunch of people did a bunch of things in Amazon five years ago. Then they decided to standardize on Azure. They don't really know why they standardize on Azure. And they realized that that was not actually answer for all their problems and then they started to think about how Google might actually be a much better fit because of some of the analytics works they're trying to do, and by the way they've got data centers all over the world. That is a very typical scenario that we see everyday and for the customers hedging their bets and not being locked into anything is really, really important to them, because the application keep evolving and new things are getting in some ways built for the cloud, but sometimes the edge actually is still critical, right? In terms of where the actual physical source systems are. >> Yeah, so, I would say the elephant in the room is that kind of how do I get my arms around this multi cloud environment and there's not one company that's gonna solve all of these issues. I've had everything-- >> And even if they did, would you really put everything in one cloud? Probably you wouldn't? >> Right, but it's the, okay, I've got all of these clouds out there and all of these things, I have licensing issues I have to worry about, I have identity management I have to worry about, there's the overall management of it. And it seems primarily it's the networking piece that you're helping with, maybe explain a little bit more, Laz it probably comes to you as to that elephant there, it's ClearSky data, we solve your networking challenge for multicloud and it's more than just that. >> Right, so, it's sometimes embarrassingly I actually started my career in the networking space and so a lot-- >> It's okay, I did, too, it's a training. >> So when Ellen and I started talking about what we wanted to do, we were really focused on networking. Maybe I had enough of storage. And so a lot of what we discovered was that the network is an extremely sort of undersold part of the overall cloud strategy of any company. If you really want to go to the cloud this is really about moving huge amount of data back and forth from these locations. And so we've built a very, very high performance one-hub network from our pops right to all of the various regions of the public clouds. So what this basically means for our customers is that they don't have to worry about the internet, they don't have to worry about the security that they need to set up in order to get into the cloud, and the amount of throughput that we can get through is really astonishing. So we've really built a system that can maximize this network pipes. So even our smallest customers can move in excess of 20 terabytes a day back and forward from the cloud. So this becomes a really really interesting solution if you have a lot of source system or you have a lot of data to move. We can outrun that Amazon truck. >> So I want you to, I think back five years ago, I heard Equinix, some of the other large data centers, they were like, "Oh we're just gonna give you "a cloud market place and there'll be all these services "and if you need to access something, we'll just be able to "throw a 10 gig wire between somebody's connections." It sounded really good but it sounds like you're helping fill a gap. Maybe explain what that is. >> Well so most of the networking pieces are actually very expensive, very complicated to set up, first of all. So you also have port charges and all sorts of high availability issues that you need to resolve with each one of the clouds. Additionally, although they are sort of on demand, you're not using all those bandwidths all the time and you don't know when you're gonna need it. What we've done on the network is to make it possible for you to utilize 40 gigabytes of throughput, our 40 gigabytes of throughput, into the clouds pretty much whenever you need it. So for example, latency from Boston to Amazon niche, for us 11 milliseconds. For most people if they don't have direct connect at some exuberant price they're gonna end up experiencing in the hundreds of milliseconds if they're going over the internet. So that and the bandwidth guarantee is you think you have a one gigabyte internet connection but that's not really what all the elements along your path are gonna provide you. So there's a lot of variability and we make that all go away we make the management go away, the security issues go away, and so it's totally seamless. You just need to connect into our network with our edge, it's as if the cloud really isn't there. And if you need to access your resources in the cloud, we can bring your data to EC2 and you can connect instances to it. So the whole process of moving things back and forth is so seamless and transparent, you don't just manage it. It's all sort of a byproduct of the architecture. >> I was just gonna add, Equinix invested early and bet early on becoming a cloud hub. This idea of having a cloud exchange and a lot of the other services that are plugged in, is a tremendous value to customers. But what we do see is that there is still a lot of customers out there and I'm sure this will persist for a while where there's still even yet further distributed last mile issues, and customers are moving into Equinix and Colocation sites for all the benefits that they bring and we take full advantage of that and help drive that from our side. But we also see that there are things that are just not moving and need to stay put and it's either because of legacy reasons, compliance reasons, they don't want to invest to re-platform things. There are a lot of reasons that are out there and because we both come from the enterprise infrastructure world, that does not scare us. So we understand that what you have to do is you have to meet the customers where they live, right? And you have to make it easy and accessible and as Laz has described in kind of a turn key situation where however your application wants to run and be best situated, we're gonna make sure that your data is available to you. >> Yeah you bring out some great points there. A line I used many times recently is there was the promise that cloud was going to be simple and cheap and it turned out to be neither of those. What do you see some of the biggest challenges, Ellen, we start with you maybe, what are your customers facing, what do you excited about that's actually made progress the last few years, and what do we still need to do as an industry as a whole? >> Well I always have to say this and of course it makes me just feel completely so old but I've been in the clouds since 2008, right? My last company's cloud switch was kind of that early, okay, there's a thing it's called the cloud, it happens to be Amazon but there'll be other clouds too. So you have to say fast-forwarding 10 years, a lot of really good progress has been made and it is for sure the case that now when you talk to enterprise customers and to the CIOs they're in the cloud, they've adopted the cloud, the cloud is in their mental picture of where things are gonna be, they've accepted the fact that they have developer groups are already in the cloud and have been for a very long time and it's part of their portfolio now, to make sure it's protected and highly available and compliant. So I think that is progress. The best thing that ever happened was, I don't have to convince people the cloud is more secure than what they're doing on Prem, because everybody kinda knows that, so that's good news. We don't have to have that conversation 20 times again et cetera. But what I do see that's surprising to me is that still some of the fundamental problems are still problems. Getting my data into the cloud. You think, c'mon we've got lots of solutions, tools, and toolkits and stuff like that. But it's still a very major problem. Networking of course still being a key issue for customers. I don't want to rollout a bunch of new lines, I don't want to have to hire a snowmobile, I don't want to- you know, rebuild everything form scratch. So that is still I think shows up more than I would have guessed. Right now what we see is there's a lot of focus on operational things, in terms of how to optimize what turned out to be the high cost of the cloud. Every one of our customers knows if that pull data back from the cloud that's not good. So they've learned that, they've found that out and they were kind of a little surprised the first time the bill came in and it was really high. So this idea of having tools that allow optimization of using the cloud more cost-effectively and figuring out which cloud is going to be more cost-effective based on the access patterns. There's more awareness of it but there's still a lot of struggling with that. >> Laz, would love your comments on that. >> Well there are, the whole notion of cost-optimization is deeply embedded in our technology. Every time we have a conversation with a customer the first thing they ask, they ask about egress fees, is it really just the same price no matter how much I use it? And they think about all these different, like things about IOPS for example. Because the cloud providers have sort of indoctrinated the market to think about what their IOPS needs are. In order to get them to the appropriate price point. So there's a lot of optimization there, that I still don't think that the customers really got. How many people really understand how many IOPS a particular application really needs? And how many should I buy and if I buy the wrong number oh my god everything is messed up. So the ability to solve those types of problems for people. In a way that it becomes a non-issue is still. Certainly we're doing it for storage but there are all sorts of issues just like that for compute, there are all sorts of issues like that for networking as well. So anyone who's trying to build an application on top of this platform really needs to think about those things. Thankfully our customers don't have to worry about a whole slew of things because we've actually arbitrized out all of the unusual aspects of terrace of network providers versus cloud providers, access fees and transaction fees et cetera. Anyone whose doing this need to think about this in a very analytical way, which I don't think IT has been used to up until now. They overbuy as you know, and they continue to overbuy and as long as there's no complaints about performance, and there's no complaints about excesses in cost everything is fine. That's not how the cloud works. I think we're getting to the point now where any serious move to the cloud now is going to require a lot more thinking and a lot more analysis. There's still a mentality that the cloud is cheaper, and then when people try it, they quickly realize "Oh my god look at this bill." And it's forever, it's not like you can just shut everything off. It's every month. It's not just like you spent forty thousand dollars in a month and you can shut it off. So it's a difficult problem and I don't think IT's prepared, in general. >> I think one of the things we've seen at ClearSky over the last several years is the willingness that customers have to use the cloud for data protection. I think when we started it was sort of, you know, everything's going to the cloud, the whole thing. Damn the torpedoes full speed ahead, right? I think a lot of what people are actually doing is archival back-up DR, those are comfortable, state of the industry is sort of there should be a connection between the, wherever the Prem is for the customer and then out to the cloud for things that are longer tail kinds of things. The problem is, what if you have to pull the data back? So these are thing we think about everyday. >> Right, Ellen want to give me the final word, 20 million dollar phrase, the partnership with Equinex that's going to increase availability. What's this mean to your customers and to the company ClearSky as we look forward. >> Well I think one of the things that's true about the fact that we are a network centric kind of company is that the power of the network is in how many access points you have. So what this means is that customers who are national, and then global will have more opportunity now to be able to access things with ClearSky. And to grow and expand with us, which is great. We've seen tremendous expansion business this year. Really like a huge percentage has already expanded at least once if not multiple times with us. And that begs a lot of questions, well that's great you're here with us in this metro how do we get across the rest of our locations. So I think that's very valuable and also obviously from our side making sure we can handle the care and support that our customers are expecting. We're fully managed 24 by 7. So the bar is high, right? This is not the, here's a toolkit in the cloud go figure it out, this is we take care of everything we're SLAU and that's it. And obviously the customer wants to see that scale. >> Well Ellen and Laz, congratulations on all the progress you've made and always great to catch up with you on all the updates. >> Great to see you. >> Yeah, great to see you. >> Alright and thank you so much for watching and be sure to check out The Cube .net for all of our coverage including. We're at all the cloud shows. Huge show at Amazon Reinvent at the end of November be sure to tune into that and everything else. Feel free to reach out if you've got questions for our team or teams that you'd like us to cover other events we should be at. I'm Stu Miniman and thank you for watching the CUBE.