(lively music) >> Good afternoon and welcome back to beautiful Las Vegas, Nevada, where we're here live from the show floor, all four days of AWS re:Invent. I'm Savannah Peterson, joined with my co-host Dave Vellante. Dave, how you doing? >> Good. Beautiful and chilly Las Vegas. Can't wait to get back to New England where it's warm. >> Balmy, New England this time of year in December. Wow, Dave, that's a bold statement. I am super excited about the conversation that we're going to be having next. And, you know, I'm not even going to tee it up. I just want to bring Dilip on. Dilip, thank you so much for being here. How you doing? >> Savannah, Dave, thank you so much. >> Hey, Dilip. >> Excited to be here. >> It's joy to have you. So, you have been working at Amazon for about 20 years. >> Almost. Almost. >> Yes. >> Feels like 20, 19 1/2. >> Which is very exciting. You've had a lot of roles. I'm going to touch on some of them, but you just came over to AWS from the physical retail side. Talk to me about that. >> Yup, so I've been to Amazon for 19 1/2 years. Done pricing, supply chain. I was Jeff Bezos technical advisor for a couple years. >> Casual name drop. >> Casual name drop. >> Savannah: But a couple people here for that name before. >> Humble brag, hashtag. And then I, for the last several years, I was leading our physical retail initiatives. We just walk out Amazon One, bringing convenience to physical spaces. And then in August, with like as those things were getting a lot of traction and we were selling to third parties, we felt that it would be better suited in AWS. And, but along with that, there was also another trend that's been brewing, which is, you know, companies have loved building on AWS. They love the infrastructure services, but increasingly, they're also asking us to build applications that are higher up in the stack. Solving key, turnkey business problems. Just walk out Amazon One or examples of that, Amazon Connect. We just recently announced supply chain, so now there's a bevy interesting services all coming together, higher up in the stack for customers. So it's an exciting time. >> It was interesting that you're able to, you know, transfer from that retail. I mean, normally, in historically, if you're within an industry, retail, manufacturing, automotive whatever. You were kind as locked in a little bit. >> Dilip: Siloed a little bit. Yeah, yeah, yeah. >> Because they had their own, your own value chain. And I guess, data has changed that maybe, that you can traverse now. >> Yeah, if you think about the things that we did, even when we were in retail, the tenants was less about the industries and more about how can we bring convenience to physical spaces? The fact that you don't like to wait in line is no more like likely, you know, five years from now than it is today. So, it's a very durable tenant, but it's equally applicable whether you're in a grocery store, a convenience store, a stadium, an airport. So it actually transcends any, and like supply chain, think of supply chain. Supply chain isn't, you know, targeted to any one particular industry. It has broad applicability. So these things are very, you know, horizontally applicable. >> Anything that makes my life easier, I'm down. >> Savannah: We're all here for the easy button. We've been talking about it a bit this week. I'm in. And the retail store, I mean, I'm in San Francisco. I've had the experience of going through. Very interesting and seamless journey, honestly. It's very exciting. So tell us a little bit more about the applications group at AWS. >> Yup. So as I said, you know, we are, the applications group is a combination of several services. You know, we have communication developer services, which is the ability to add simple email service or video and embed video, voice chat using a chime SDK. In a higher up in the stack, we are taking care of things that IT administrators have to deal with where you can provision an entire desktop with the workspaces or provide a femoral access to it. And then as you go up even higher up in the stack, you have productivity applications like AWS Wicker, which we just did GA, you know, last week in AWS Clean Rooms which we announced as a service in preview. And then you have, you know, Connect, which is our cloud contact center, AWS supply chain. Just walk out Amazon One, it just feels like we're getting started. >> Just a couple things going on. >> So, clean rooms. Part of the governance play, part of data sharing. Can you explain, you know, we were talking offline, but I remember back in the disk drive days. We were in a clean room, they'd show you the clean room, you couldn't go near it unless you had a hazmat suit on. So now you're applying that to data. Explain that concept. >> Yeah, so the companies across, you know, financial services or healthcare, advertising, they all want to be able to combine and pull together data`sets with their partners in order to get these collaborative insights. The problem is either the data's fragmented, it's siloed or you have, you know, data governance issues that's preventing them from sharing. And the key requirement is that they want to be able to share this data without exposing any of the underlying data. Clean rooms are always emerged as a solution to that, but the problem with that is that they're hard to maintain. They're expensive. You have to write complex privacy queries. And if you make a mistake, you risk exposing the same data that you've been, you know, studiously trying to protect. >> Trying to protect. >> You know, take advertising as an industry, as an example. You know, advertisers care about, is my ad effective? But it turns out that if you're an advertiser and let's say you're a Nike or some other advertiser and your pop, you know, you place an ad on the website. Well, you want to stop showing the ad to people who have already purchased the product. However, people who purchased the product,- >> Savannah: It happens all the time. >> that purchasing data is not accessible to them easily. But if you could combine those insights, you know, the publishers benefit, advertisers benefits. So AWS Clean Rooms is that service that allows you very easily to be able to collaborate with a group of folks and then be able to gain these collaborative insights. >> And the consumers benefit. I mean, how many times you bought, you search it. >> It happens all the time. >> They know. And like, I just bought that guys, you know? >> Yeah, no, exactly. >> Four weeks. >> And I'm like, you don't need to serve me that, you know? And we understand the marketing backend. And it's just a waste of money and energy and resources. I mean, we're talking about sustainability as well. I don't think supply chain has ever had a hotter moment than it's had the last two and a half years. Tell me more about the announcement. >> Yup, so super excited about this. As you know, as you said, supply chains have always been very critical and very core for companies. The pandemic exacerbated it. So, ours way of sort of thinking about supply chains is to say that, you know, companies have taken, over the years many, like dozens, like millions and millions of dollars of investment in building their own supply chains. But the problem with supply chains is that the reason that they're not as functional as they could be is because of the lack of visibility. Because they're strung together very many disparate systems, that lack of visibility affects agility. And so, our approach in it was to say that, well, if we could have folks use their existing supply chain what can we do to improve the investment on the ROI of what they're getting? By creating a layer on top of it, that provides them that insights, connects all of these disparate data and then provides them insights to say, well, you know, here's where you overstock, here's where you under stock. You know, this is the, you know, the carbon emission impact of being able to transfer something. So like rather without requiring people to re-platform, what's the way that we can add value in it? And then also build upon Amazon's, you know, years of supply chain experience, to be able to build these predictive analytics for customers. >> So, that's a good, I like that you started with the why. >> Yes. >> Right now, what is it? It's an abstraction layer and then you're connecting into different data points. >> Yes, that's correct. >> Injecting ML. >> Feel like you can pick in, like if you think about supply chain, you can have warehouse management systems, order management systems. It could be in disparate things. We use ML to be able to bring all of this disparate data in and create our unified data lake. Once you have that unified data lake, you can then run an insights layer on top of it to be able to say, so that as the data changes, supply chain is not a static thing. Data's constantly changing. As the data's changing, the data lake now reflects the most up-to-date information. You can have alerts and insights set up on it to say that, what are the kinds of things that you're interested in? And then more importantly, supply chain and agility is about communication. In order to be able to make certain things happen, you need to be able to communicate, you need to make sure that everyone's on the same page. And we allow for a lot of the communication and collaboration tools to be built within this platform so that you're not necessarily leaving to go and toggle from one place to the other to solve your problems. >> And in the pie chart of how people spend their time, they're spending a lot less time communicating and being proactive. >> That's correct. >> And getting ahead of the curve. They're spending more time trying to figure out actually what's going on. >> Yes. >> And that's the problem that you're going to solve. >> Well, and it ensures that the customer at the other end of that supply chain experience is going to have their expectations managed in terms of when their good might get there or whatever's going to happen. >> Exactly. >> I feel like that expectation management has been such a big part of it. Okay, I just have to ask because I'm very curious. What was it like advising Jeff? >> Quite possibly the best job that I've ever had. You know, he's a fascinating individual. >> Did he pay you to say that? >> Nope. But I would've, like, I would've done it for like, it's remarkable seeing how he thinks and his approach to problem solving. It is, you know, you could be really tactical and go very deep. You could be extremely strategic. And to be able to sort of move effortlessly between those two is a unique skill. I learned a lot. >> Yeah, absolutely. So what made you want to evolve your career at Amazon after that? 'Cause I see on your LinkedIn, you say, it was the best job you ever had. With curiosity? >> Yeah, so one of the things, so the role is designed for you to be able to transition to something new. >> Savannah: Oh, cool. >> So after I finished that role, we were just getting into our foray with physical stores. And the idea between physical stores is that, you and I as consumers, we all have a lot of choices for physical stores. You know, there's a lot of options, there's a lot of formats. And so the last thing we wanted to do is come up with another me too offering. So, our approach was that what can we do to improve convenience in physical stores? That's what resulted in just walk out to Amazon Go. That's what resulted in Amazon One, which is another in a fast, convenient, contactless way to pay using the power of your palm. And now, what started in Amazon retail is now expanded to several third parties in, you know, stadiums, convention centers, airports. >> Airport, I just had, was in the Houston airport and got to do a humanless checkout. >> Dilip: Exactly. >> And actually in Honolulu a couple weeks ago as well too. Yeah, so we're going to see more and more of this. >> Yes. >> So what Amazon, I think has over a million employees. A lot of those are warehouse employees. But what advice would you give to somebody who's somewhere inside of Amazon, maybe they're on AWS, maybe they're Amazon. What advice would you give somebody inside that's maybe, you know, hey, I've been at this job for five, six years, three, four years, whatever it is. I want to do something else. And there's so much opportunity inside Amazon, right? What would you advise them? >> My single advice, which is actually transferable and I use it for myself is choose something that makes you a little uncomfortable. >> Dave: Get out of your comfort zone. >> It's like, you got to do that. It's like, it's not the easiest thing to hear, but it's also the most satisfying. Because almost every single time that I've done it for myself, it's resulted in like, you don't really know what the answer is. You don't really know exactly where you're going to end up, but the process and the journey through it, if you experience a little bit of discomfort constantly, it makes you non complacent. It makes you sort of not take the job, sort of in a stride. You have to be on it to do it. So that's the advice that I would give anyone. >> Yeah, that's good. So something that's maybe adjacent and maybe not completely foreign to you, but also something that, you know, you got to go dig a little bit and learn. >> You're planning a career change over here, Dave? >> No, I know a lot of people in Amazon are like, hey, I'm trying to figure out what I want to do next. I mean, I love it here. I live by the LPS, you know, but, and there's so much to choose from. >> It is, you know, when I joined in 2003, there were so many things that we were sort of doing today. None of those existed. It's a fascinating company. And the evolution, you could be in 20 different places and the breadth of the kinds of things that, you know, the Amazon experience provides is timeless. It's fascinating. >> And, you know, you look at a company like Amazon, and, you know, it's so amazing. You look at this ecosystem. I've been around- >> Even a show floor. >> I've been around a lot of time. And the show floor says it all. But I've seen a lot of, you know, waves. And each subsequent wave, you know, we always talk about how many companies were in the Fortune 1000 and aren't anymore. And, but the leaders, you know, survive and they thrive. And I think it's fascinating to try to better understand the culture that enables that. You know, you look at a company like Microsoft that was irrelevant and then came back. You know, even IBM was on death store for a while and they come back and so they. And so, but Amazon just feels, you know, at the moment you feel like, "Oh wow, nothing can stop this machine." 'Cause everybody's trying to disrupt Amazon and then, you know, only the paranoid survive, all that stuff. But it's not like, past is not prologue, all right? So that's why I asked these questions. And you just said that a lot of the services today that although the ideas didn't even exist, I mean, walkout. I mean, that's just amazing. >> I think one of the things that Amazon does really well culturally is that they create the single threaded leadership. They give people focus. If you have to get something done, you have to give people focus. You can't distract them with like seven different things and then say that, oh, by the way, your eighth job is to innovate. It just doesn't work that way. It's like it's hard. Like it can be- >> And where were the energy come from that? >> Exactly. And so giving people that single threaded focus is super important. >> Frank Slootman, the CEO of Snowflake, has a great quote. He wrote on his book. He said, "If you got 14 priorities, you got none." And he asks,- >> Well said. >> he challenges people. If you had to give up everything and do only one thing for the next 365 days, what would that be? It's a really hard question to answer. >> I feel like as we're around New Year's resolution times. I mean when we thinking about that, maybe we can all share our one thing. So, Dilip, you've been with the the applications team for five months. What's coming up next? >> Well, as I said, you know, it feels like it's still day one for applications. If you think about the things, the news that we introduced and the several services that we introduced, it has applicability across a variety of horizontal industries. But then we're also feeling that there's considerable vertical applications that can be built for specific things. Like, it could be in advertising, it could be in financial services, it could be in manufacturing. The opportunities are endless. I think the notion of people wanting applications higher up in the stack and a little more turnkey solutions is also, it's not new for us, but it's also new and creative too. You know, AWS has traditionally been doing. >> So again, this relates to what we were sort of talking about before. And maybe, this came from Jazzy or maybe it came from Bezos. But you hear a lot, it's okay to be misunderstood or if we were misunderstood for a long time. So when people hear up the stack, they think, when you think about apps, you know, in the last 10 years it was taking on-prem and bringing it into the cloud. Okay, you saw that with CREM, email, CRM, service management, you know, data warehouses, et cetera. Amazon is thinking about this in a different way. It's like you're looking at the world saying, okay, how can we improve whatever? Workflows, people's lives, doing something that's not been done before? And that seems to be the kind of applications that you guys are thinking about building. >> Yeah. >> And that's unique. It's not just, okay, we're going to take something on-prem put it in the cloud. Been there, done that. That S-curve is sort of flattening now. But there's a new S-curve which is completely new workflows and innovations and processes that we really haven't thought about yet. Or you're thinking about, I presume. >> Yeah. Having said that, I'd also like to sort of remind folks that when you consider the, you know, the entire spend, the portion of workloads that are running in the cloud is a teeny tiny fraction. It's like less than 5%, like 4% or something like that. So it's a very, there's still plenty of things that can sort of move to the cloud. But you're right that there is another trend of where in the stack and the types of applications that you can provide as well. >> Yeah, new innovation that haven't well thought of yet. >> So, Dilip, we have a new tradition here on theCUBE at re:Invent. Where we're looking for your 30 minute Instagram reel, your hot take, biggest key theme, either for you, your team, or just general vibe from the show. >> General vibe from the show. Well, 19 1/2 years at Amazon, this is actually my first re:Invent, believe it or not. This is my, as a AWS employee now, as re:Invent with like launching services. So that's the first. I've been to re:Invent before, but as an attendee rather than as a person who's, you know, a contributing number of the workforce. >> Working actually? >> If you will. >> Actually doing your job. >> And so I'm just amazed at the energy and the breadth. And the, you know, from the partners to the customers to the diversity of people who are coming here from everywhere. I had meetings from people in New Zealand. Like, you know, the UK, like customers are coming at us from like very many different places. And it's fascinating for me to see. It's new for me as well given, you know, some of my past experience. But this is a, it's been a blast. >> People are pumped. >> People are pumped. >> They can't believe the booth traffic. Not only that quality. >> Right. All of our guests have talked about that. >> Like, yeah, you know, we're going to throw half of these leads away, but they're saying no, I'm having like really substantive conversations with business people. This is, I think, my 10th re:Invent. And the first one was mostly developers. And I'm like, what are you talking about? And, you know, so. Now it's a lot more business people, a lot of developers too. >> Yeah. >> It's just. >> The community really makes it. Dilip, thank you so much for joining us today on theCube. >> Thank you for having me. >> You're fantastic. I could ask you a million questions. Be sure and tell Jeff that we said hi. >> Will do. >> Savannah: Next time you guys are hanging out. And thank all of you. >> You want to go into space? >> Yeah. Yes, yes, absolutely. I'm perhaps the most space obsessed on the show. And with that, we will continue our out of this world coverage shortly from fabulous Las Vegas where we are at AWS re:Invent. It is day four with Dave Vellante. I'm Savannah Peterson and you're watching theCUBE, the leader in high tech coverage. (lively music)

>> Live from Orlando, Florida. It's theCUBE. Covering Microsoft Ignite. Brought to you by Cohesity, and theCUBE's Ecosystem partners. >> Welcome back, everyone, to theCUBE's live coverage of Microsoft Ignite here in the Orange County Civic Center in Orlando, Florida. I'm your host, Rebecca Knight, along with my cohost, Stu Miniman. We are joined by Raphael Meyerowitz, he is the VP Office of the CTO at Presidio, And Jake Smith, who is the Director Data Center Solutions and Technologies at Intel. Thank you both so much for coming back on theCUBE. You're both CUBE alums. >> Thank you for having us. >> It's great to be back. >> So, I want to start by laying out for our viewers, why you're here, and if you're part of the Microsoft ecosystem: Intel, Cisco, Dell and others. Can you explain a little bit, to our viewers, the roll you play in this ecosystem. >> Well, for us, Microsoft is a long time partner. I mean, it's pretty well documented, we don't want to go there today, but at this particular event we're announcing a bunch of new product solutions. We're announcing new technology capabilities. And at four PM we're going to announce some world record results, for performance with an operating system in an application environment. So it's a very exciting time for Intel to be a part of this event. >> Well, this is quite a tease. (giggles) Can you give us a little-- >> You're going to have to wait 'til four PM. I will say, it has to do with Windows Server. It has to do with Xeon scale of a processor family. And, our future Optane products. >> Well, so, these are all great lead ins. And, before the cameras were rolling we were talking about all of these things. You want to go through, a little bit, where we are with each of those businesses? >> Yeah, at Presidio, we've mostly been partnering with Intel for a long time. And one of the things that we've seen also, is how Intel has developed their ecosystem of partners. The software, like today, if you look at today what was in our today with desktop as a service with citrix. That's something that we have been involved in, probably, for about 10 years. And now we actually seen that come to market. We're not just, the control plane is in the cloud. But, the actual, virtual desktops are in the cloud. And, we think that that's going to be a really good viable options for our customers with Office 365. >> Raph, maybe expand on that a little bit for our audience. You know, one of the things I always say is you talk in this multi-cloud heterogeneous world. You want to follow the apps. You want to follow the data. Well, you know, the desktop is part of where those applications and data live. So, how does that, you know, tie into all the cloud stuff we've been talkin' about, the last few years? >> So, for a lot of customers, one of the reasons they move to cloud is really for simplicities sake, alright. When you look at the desktop, the desktop is really not necessarily being the most simple thing in the world. Whether it's virtual, or whether it's physical desktop. By having the control plane in the virtual desktop in the cloud, where you can consume it with Office 365. And also through Microsoft. And you can buy it through a single entity. Customers are already going to see a lot of value in that. And we think it's really going to play in the market really, really well. Upper Enterprise customers and some Healthcare customers may take a little bit more time to adapt to. >> Jake, one of the things we talk, for years, we talked about people did their upgrades based on the tick-tock of the Intel fees there. >> Correct. >> Now we're talkin' about things like, you know, Windows as a service, going Evergreen. Maybe, how does that relationship, the old traditional Wintel versus the cloud era. Upgrades. You're talkin' about the new latest generation. How do we think about that? >> You know what, I'm not going to use that, the merged term, because that's, you know. The work that Windows does on Xeon scalable processor family has been amazing. But, typically, we've done a two to three year cycle on a server release. With our new road map, which we announced in August, which you were there for, so thank you. We're actually going to release a new CPU every year. We're releasing a new CPU every year because we have to deal with the fact that cloud customers, in Azure, want to have the availability to the latest and greatest technology, right now. And partners, like Presidio and Raph's team, have developed technologies, like Concierge, which he'll talk about, that give customers the ability to manage their hybrid cloud environments, both in the cloud and on premises. When you start giving customers that flexibility they want the choice to say, I want to deploy your latest Xeon scalable processor family, Skylake processors this year, and next year, I'm going to maybe skip a year before I deploy your next version. >> Yeah, thanks Jake. One of the things that we've done at Presidio, we've tried to innovate ourselves, and we listen to our customers, and we know where our customers pain points are. So, Presidio Concierge is something that we developed from the ground up, that provides both shared space applications, provides customers with the usage on their shared space applications, how they're consuming their licenses, and also provides them with an allessor sign, so the infrastructure's a service. A lot of customers, when you talk about multi cloud, it doesn't always necessarily always mean the Harper scalers, right. It could mean shared space products, as well. So, we developed this product from the ground up in combination with Intel, and it's something that our customers are starting to use a lot, and we think that there's going to be a great grow in their first product. Some of the features that we actually give to our customers are actually for free, because we know that our customers are really battling with figuring out their usage patterns, internally. >> Well, I want to hear about those pain points. What were the problems that you were trying to solve with Concierge? >> So, some of the pain points, you know, we have customers today that get invoices from some of the public cloud companies or their service providers or with their infrastructures service. And the invoices are 50 pages long. They can never actually figure out what their true costs are. So we, through a shared space platform, that we developed from the ground up, we can provide customers with all of those metrics around their licenses. Plus, also, their usage around infrastructure as a service, as well. >> And, what has demand been like? >> The demand's been really good. Actually, when we launched product about two, three months ago, we were already at 20 customers. And we've seen a lot of interest. Presidio has about 7700 customers nationally, that we call on today. And we've grown tremendously, we have about a three billion dollar infrastructure partner today that provides both on premises and public cloud services. >> Yeah, I like, you brought up the fact that customers are looking for simplicity. Unfortunately, today, cloud is no longer simple. You know, I would say if you said, okay, If I went to my server vendor of choice and wanted to configure something, versus I went to my cloud vendor of choice and try to configure something, cloud might even be more challenging for somebody to do. But, one of the areas that we're trying to help customers get some simplicity back, is if you look at solutions like Azure Stack. So, Rebecca and I interviewed Jeffrey Snover earlier today, and that was the goal they had, was to give, kind of, that operational model and even some of the services from Azure and put them in my data center. Was wondering if Intel and Presidio are both partnering with Microsoft on this. What are you seeing, what are you hearing from customers? Any proof points as to how the roll outs are going, on there? >> We at Presidio, we are one of the first Azure Stack partners. Probably, about a year and a half ago, when it was actually announced and when it went, yeah, I think it was June of last year, and we partnered with Cisco, Dell, and also HP in the space, and we seen demand from our customers creep up. Single node solutions. We've seen demand with Single node PLC solutions are being deployed today. And then, in the public sector, we're also starting to see customers that are interested in it because it will provide them with a gateway to the public cloud in the future. >> Yeah, we're seeing the exact same thing. Obviously, we've been partnering together for some time. The beauty of Azure Stack is it's optimized for Xeon scalable processor family, as well as Intel Optane technologies, both the SSDs and in the future, our persistent memory capabilities. What we like in our work that we've done on Azure Stack and Azure Stack development, is that customers have had a lot of releases to begin to determine where Azure Stack's going to fit in their overall portfolio. And that's how you really have to look at Azure Stack, is how do you manage your portfolio between the cloud and on premises. Azure Stack is a great tool for that. >> You know, leading up to the release of Azure Stack, I talked to a number of service providers that had pent up demand. Leading up to this show, I was hearing a lot of non-North American interest. Can you give us any characterization as to how the roll out's going? >> Yeah, I think when you look at non-North American interest, there's a lot of localization, that has to take place in a lot of those countries. Maybe there's not actually an Azure, a public cloud Azure in those countries today, which is something that Microsoft is building towards. So, customers want to get used to their API's, they want to keep their data local. And when they're the same API's, on premises versus in the public cloud for all of their applications. And that's why I think you see, especially in Europe, as an example, a lot of countries in Europe where actually, data sovereignty's a big issue, alright. The data's not allowed to leave the country that they're actually in. And the demand, I think will, I always say, Microsoft, version two or version three. They always get it right. I mean, we've seen this time and time again. They've proven to us, they get this right all the time. >> I want to follow up on something you were just talking about, though with, sort of, risk management being a really big, hot opportunity. The next generation of risk management and mitigation. Can you talk a little bit about what you're doing there, and what you're hearing from customers? >> Yeah, so, Presidio developed the next generation risk management framework, called NGRM. So, we found we do a lot of security with Cisco, Palo Alto. We have a lot of security vendors out there that we deal with, but what our CIO's were really looking for is they were looking for a single dashboard that could actually provide them with a scorecard: Green, Yellow, or Red. Basically saying this is where we're at in our security strategy and this is what we need to remediate right away. They can take that to their board, they can also use that internally for all of their CSO's and also all their internal IT infrastructure personnel that they have. So, it's something that we've seen customers adopt, because it provides that analysis and the remediation and it's not necessarily tied to a specific product. Again, this is a shared space platform that we developed from the ground up, because our customers are always saying, "Well, there's always security vulnerabilities. "How can we constantly check on this?" Right? And it doesn't matter whether you're running Azure, whether you have on-premises solutions, or whether you have some other cloud provider, we can provide that holistic view for customers today. >> One of the announcements that I think surprised everyone. I mean, things like Server 2019, we all expect. The open data initiative, the commentary that we had is if you talk about digital transformation. I mean, Microsoft, Adobe and SAP. Two companies at the center of it. What does it mean? When will customers see the benefits of this? And any commentary of digital transformation in general would be great. >> Well, typically, we've been involved in a lot of these open standards, and they typically take three to five years to work their way all the way through the system and build the proper ecosystem and standards. And then work their way into the product lines. I think, in this particular instance, there is a driver. We talked about the driver of cloud and why we, we Intel, are now producing chips every year, and you're not waiting for the three year release cycle. Well, the open data initiative, I think, falls into that camp. I think you're going to see an escalated transition to the open data initiative, because people have to be able to move their workloads. Presidio recognized it very early on in the process. We've been working with them for some time. But that's one of the values that they bring to customers, is their ability to do that. But, more and more customers and more and more data are being stretched and there has to be compatibility between file systems, file format, and data classification. The open data initiative is a start in that direction. >> Yeah, I mean, one of the examples that I could give you also is we always talk about IT transformation. We have a large customer that's actually a fleet truck company that underwent IT transformation, and they came to us and they said that they actually needed telematics on the trucks in the fleet of trucks. And the reason was because a lot of these trucks are breaking down and they would send it to a mechanic and the mechanic would diagnose it. So, we actually created, in partnership with Intel and with Microsoft, this telematic platform that actually can provide the customer, in real time, with what issues they actually have with the truck. And it saves the customer a lot of money. That's the type of information that customers are looking for. This customer has on premises data, plus, also in the public cloud, and I think stretching it and providing analytics around that is really important. >> And is it possible to take away the silos? I mean, you seem to be an optimist here. >> I'm very optimistic that we can take away the silos, but I'm also realistic. The only way to take away the silos is to develop new applications, new capabilities. And as my friends in Windows Server Team will tell you, we spend a lot of time trying to figure out, how do we use virtualization and container technologies to take old legacy data and carry it forward onto new modern IT infrastructure. And when you can do that, then you can extract value from the data. If you can not take it from an old, antiquated infrastructure to a new infrastructure as Presidio has done, you stranded the data. And that's where you have those silo breakdowns. So, I think we're developing the tools, but we're not all the way there. >> Yeah, you look at Windows 2019 coming out, there's Linux support in Windows 2019. Who would ever think that Microsoft would be releasing Linux support. >> Microsoft loves Linux. >> Microsoft loves Linux now, right? >> And they will in get it. >> And they'll get it now as well. Microsoft is really developed their ecosystem. Our partners also around the open API's and what they've been doing over the past few years. And I think customers are really starting to embrace that. And you look at even another feature that's coming with Windows 2019 with Storage Spaces Direct. Right, I think Microsoft, this is really going to be their entry into the Apple convert space. Customers are going to start building, they'll have to converge platform based on Windows 2019 Data Center. >> Wondering if you can give a little more color here, Raph. You and I lived through, kind of converged and hyperconvergence, when we wrote our original research at Wikibon, it was VMware is the one that's going to get everybody talking about it, but the one eventually that will be very important here is Microsoft. 'Cause, Microsoft owns the apps. They've got the operating systems, so absolutely, they can be critical in the HCI space. What are they doing and how does Presidio and partners go to market with this? >> So, I mean, when you look at Windows 2016, Windows 2016 was really the first iteration of Storage Spaces Direct. Windows 2019 has really improved upon that, and we're starting to see customers become more interested in that. The reason is because customers want a single platform that they can easily manage with a single operating system. So, there used to be the war, as you mentioned Stu, between VMware and Harper-V. ESXi and Harper-V. I don't really see that being talked about anymore. It's more around the features and the robust features that customers can actually get on as quickly as possible. I don't know if you have anymore. >> Well Raph, you're absolutely right on. I think people have taken virtualization for granted. We added virtualization technology in Xeon in 2006 and they've sort of taken it for granted. Obviously, VMware is a big partner for both Microsoft and Intel, but the reality is is that in a hyper convergent environment, you need a file system, you need an operating system, and you need apps. And Microsoft has all that capability. As you'll hear at four o'clock, we announce world record numbers and it's spectacular. And the reason for it is in our last version of Windows Server 2016, we delivered 16 million IOP's in a hyper converged environment. That got Raph and his team off the table saying, okay, you guys are legitimate. You have a legitimate platform now. But it's not good enough. We think this new instantiation that we've already started to announce in Windows 2019, and Jeff Wolsey announced it earlier today and started talking about the features in Project Honolulu. We think those kind of transitions are what it's going to take for Enterprise customers to begin to break down those silos that you discussed, and really start to look at their data holistically, build data lakes that can scale, and build frameworks that are, I don't even want to use the term convergent anymore, but hyper scalable. >> Yeah, I mean, to tie into that, right. You look at what Intel has developed around Optane and some of the storage platforms that they've come out with. 10 years ago? Intel wasn't really known as a storage company, right? But, you look at all the storage vendors out there today, they really are putting Intel aside. And when you start looking at what Storage Spaces Direct is going to deliver and some of the robustness around Optane, we really think that it's going to be something our customers are going to embrace with Windows 2019 and future versions and sequels. >> So, Raph, I got to give Presidio a lot of credit, though. We launched a program called Intel Select Solutions, and it really allowed us to take Windows and Storage Spaces Direct and create a solution that included both the CPU, the networking, the SSD's and the memory. And Presidio has led that. And so because we have these Intel Select Solutions for Storage Spaces Direct with Presidio, we have the flexibility now to give customers package solutions that are pre-configured. >> Great. Well, Jake and Raphael, thank you so much for coming on theCUBE. It was great talking to you. >> Thank you very much. >> I'm Rebecca Knight, for Stu Miniman, we will have more of theCUBE's live coverage of Microsoft Ignite coming up just in a little bit. 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>> Announcer: Live from the Computer History Museum, in Mountain View, California, it's theCUBE! Covering DevNet Create 2018, brought to you by Cisco. >> Hello and welcome back to theCUBE's exclusive live coverage here in Mountain View, California, the heart of Silicon Valley at the Computer History Museum for Cisco's DevNet Create. I'm here with Lauren Cooney, the analyst, for the Wikibon team and our next guest is I'm proud to have Guy Kawasaki here on theCUBE. Guy is, goes without mentioning, a legend in the industry. Currently, the chief evangelist for Canva author of Art of the Start, a real pioneer in entrepreneurship, tech entrepreneurship, tech evangelism. Guy, great to see you, thanks for joining us. >> Thank you. >> Among other things, you've done a lot of amazing things. Thanks for joining us. >> What better place to be. >> The tech culture now is so mainstream. You're seeing Facebook CEO draw in more audience than a Supreme Court justice. >> More people watched the Senate hearings yesterday-- >> He probably has more impact than a Supreme Court justice. >> He's running the world. The tech culture has really grown to be a mainstream...in the early days the computer industry when it was really the beginning of the revolution, the PC revolution, Macintosh and the PC, you were there. So much has happened. I mean, as you look back, I mean looked out at the young guns coming up, what's your view, what's your reaction to all this? You have these (mumbles) moments. >> What's your take on all this? >> I suppose many people would say, we never thought it would get to this point. It's turned destructive and negative and all that. But it's a short snapshot of time and, first of all, can we put the genie back in the bottle? No, so it doesn't really matter. But, all things considered, the democratization of computing, everybody has a computer, whether it's a phone or a computer. The democratization of the transfer of information, obviously some information may be faint, may be not what you like. But would we go back to a time where we send things by fax machines? Not at all, I mean all things considered, >> it's a great time to be alive. >> Democratization goes through these waves, democratization with the PC, democratization with the internet, democratization of web 2.0 and social media. The beginning of social media, about 15 years, maybe 10, whatever way you might want to mark it. And now democratization with data and AI is interesting. So you're having these waves of democratization. It's going to take some time to sort out. I mean, as you look at the tech trends, how do you make sense of it, or what do you get excited about? How do you surf that wave? (chuckling) If you're going to surf the wave, the big wave coming, which some say is block chain and cryptocurrency and decentralization. What's the wave that you're on, that's the question? >> To use a surfing analogy, if we're going to go down that rat hole, a good, experienced surfer knows where to sit, can look out and say, I'll take the fourth wave. And I'll sit in the right place, turn around at the right time, paddle at the right time, you know, all that. And then there's people like me. We sit in the same place, and every 15 minutes, the right wave comes along and catches us. Those are the two theories. >> I think if only predicting tech trends were as easy as predicting surfing. >> Interviewer: Timing's everything. >> Timing is everything, luck is a lot to do with it. We only learn about the Apples and the Googles and the Ciscos and the Facebooks and the Pinterests and the Instagrams. I think you think, well, there are these really smart people and they can predict the trend or cause a trend. I think it's more the game of big numbers where if you have enough surfers in the water, somebody's going to catch a wave. (chuckling) And then you can say, yeah, I knew he was the best surfer. >> But really, right place, right time. >> And you got to know what a wave looks like. >> Guy: Well, yeah. >> You got to be, like, okay, am I in a tide pool >> or am I on a boogie board. >> And to your point, you've got to be in the water. [John] Yeah, yeah. >> You can't be standing on the shore, saying I'm going to catch a wave. You have to be in the water, and if you're in the water, >> nine times out of ten you're going to get crushed. (chuckling) >> If you're not out in front of that next wave, you're driftwood. In surfing, people will jump and try to take your wave, this sounds like the tactic of the whole industry. >> Guy: Exactly, right, right. >> What waves do you see that are coming, in your mind. You've seen a lot of waves in your day. I mean, right now, what wave is exciting you right now. >> If you look at the waves, what's out there? >> What I learn about that is, you can only declare your intelligence and victory after the fact, right. I can tell you the internet of things is big. I can tell you that social media is big. I can tell you that computing is big. Problem is I could tell you that because I know it's big now. Can I tell you what's in the future, no. If I could...first of all I wouldn't tell you. (chuckling) So I think in a rare moment of humility it's the law of big numbers. Infinite monkeys typing at keyboards, somebody's going to come up with Beethoven. >> I want to ask you a question because I get asked this question a lot, Hey, John, you've been around a while. I want to catch that next big wave, I want to be in the next Google, I want to be rich on stock options. (Guy chuckling) I said, a lot of times the best companies where you take the most advantage of is when no one else wants to work there or no one yet knows it. We really can't say, Oh, I'm going to get rich on that company because by that time it's either too late and people are chasing the wrong thing. >> Guy: Absolutely. >> How do you give that same advice to someone? >> Listen, you're talking to a guy who quit Apple twice and turned down Steve once. So how smart could I be? (John chuckling) Now we can say Apple is the most valuable company in the world, you should have stayed there. Well, thank you very much, thanks for tell me now. I think it's really... I don't want to be too dramatic, but I could almost build a case that you should invest in or work for the most dumb-ass idea you heard of. Because at any given point-- >> Airbnb, we're going to rent out mattresses >> and give out cereal. >> Very good example, Airbnb. Let's face it, if somebody told you Airbnb, before there was Airbnb, you would say, So you're telling me that I'm going to rent a room from somebody I met on the internet, and I'm going to sleep in that person's house, hoping he's not a murderer or pedophile. On the flip side, you're saying, I'm going to rent out my room to someone who I hope is not a pedophile or an ax murderer. Or ebay...I'm going to buy this printer from 3000 miles away and I'm going to assume it works. Or I'm going to sell my good printer to someone 3000 miles away and assume that he's not going to say he never got it or that it didn't work and he wants a refund. So if you go down the line of all these ideas, you'd have to say at the time, nobody. Even take an extreme: Zappos. If you told me that women would buy shoes without trying them on, seeing them, smelling them, and touching them, I would tell you you're crazy. You'd buy a book that way. You'd buy a CD that way, you'd buy a DVD. Would you buy shoes, would you buy shoes without trying them on. >> I totally would. (laughing) Now I can say that. >> To Zappos's credit, some of the way it made that work is it offered shipping back for free. So there was really no risk. But I would have been a skeptic about Zappos. >> Well, it was one of those things for me, Zappos, where they shipped in one day so I could get them immediately, try them on and if they didn't work, I could ship them back and get a different size. It was no big deal, it was very low overhead. So that's one of the reasons that that worked. But I think when you mention all of these great things like Ebay and Airbnb, it's really part of the sharing economy with people really wanting to share the goodness of their goods with other people that need them. >> It's just really connecting those folks. >> Places like Oakland and San Francisco, where there are certain streets where you line up and you just get in the next car with a stranger, and you go to San Francisco with them. >> Lauren: Yeah. >> And it's not computerized or anything. It's just trust. >> I did that once and it was frightening. (laughs) You never know who the driver is going to be or how they're going to drive. >> But you did it. >> I did it. >> People do it every day. >> I know. >> I'm amazed. >> I did it once, but... (laughing) >> Let's ask you a question. What's the craziest idea that you've seen that worked and the craziest idea that didn't work. >> Let's start with the easy one. I had a company called garage.com, and we were a venture capitalist investment bank, so we got pitched all the time. One day, a guy comes in and says, I'm going to build... A dirigible hotel over San Francisco. So you stay in the dirigible. Another person said, We're going to build a geodesic dome over Los Angeles. And I can't remember if it was to keep the air pollution in or out. I'll just tell you one really great one. These people were from Seagate so they had Cray, they worked for Seagate. And they say, We have this patent-pending, curb-jumping, patent-pending whatever technology so that if you drop your laptop with your hard disk, the head won't crash into the hard disk and ruin the hard disk. And at the time, this was 15 years ago, that was a great idea, right. It wasn't solid state. Heads crashing into hard disks. >> Moving parts. >> Seagate, so this is a great idea. Every hard disk in every laptop should be like it. So we get in the car, we go to their office, and the receptionist says, Oh, they're running late because they're on the phone with IBM. IBM is really interested in using this technology for the IBM PC laptop. Keep us waiting, keep us waiting. And they get out, and, Yeah, IBM was really, they're so excited, they're ready to move. And I, like, we're really excited. And finally I said, Give me the jist, what is your technology, is it like some special chip that detects gravitational fall, it's too fast, it's got to be hitting the ground so it parks the head because it recognizes motion or whatever. And I swear to God, I swear to God, he brings out this piece of foam and he says this is military spec foam. So we take your hard disk, we put this foam thing around it, and we put it in the laptop. And I swear to God, I was having an out of body experience. >> You're telling me-- >> I drove all the way here-- >> That your proprietary technology is putting foam around the hard disk, and IBM is excited by this foam. So welcome to my life. >> So what are you up to now. Talk about your evangelism. I know you're a (mumbles) Mercedes. You have a bunch of things going on. You've been very prolific in social media. You were on the suggested user list from day one on Twitter. >> No, I wasn't. >> Oh, no, you weren't, that's right. But you have a zillion followers. >> That's why I have never forgiven Twitter for that. >> I thought they put you on. >> Guy: No. >> Okay, I stand corrected. >> You had to be an actress. >> Some tech people got on there, I know. >> Guy: Yeah. >> But I was not on. >> There you go. >> Measly 20,000 or so. But you got a million and a half followers active. You've really been prolific in a good way. (laughing) Engaging with communities. >> Yeah. >> What have you learned and how do you view this next generation of social because you're seeing the Facebooks, you're seeing LinkedIn. There's siloed platforms. Is there hope? What's your take on it, is it going to grow? >> I've come to the point where I always believe things are never as good or as bad as they seem. So I don't think it's as bad as people say. If these social media sites are selling my data, they're going to go broke selling my data. (laughs) I don't know how you could look at my data. First of all, I never look at ads, so go ahead, sell my data. I'm not going to look at the ad anyway. It doesn't matter. I think the ability to spread ideas, arguably good or bad, the ability to spread ideas with social media, all things considered, is better. It's going to be abused and all that. My father was a state senator in Honolulu, and we were into banner ads way before anybody else. Banner was literally a piece of cloth with his name on it that you staple to the side of a building, saying Vote for Duke Kawasaki. That was the nature of banner advertisement back then. Do I think that social media targeting and all that for sales is a good thing? Yes, I do. If you're a real estate broker, and you wanted to reach people who live in Silicon Valley, age 50 to 70, female or male or whatever, in such-and-such an income bracket, how else can you do it but Facebook? >> It's good and bad. >> That's why Facebook is so successful. >> The metadata is all about the clan and the culture, and I think putting ideas out there is a way to send your ideas into the ether, make it happen. So, that's key. Now, we're here at a developer conference, so one of the things that's also a big part of this community is the notion of how open source has become a tier one citizen, and it's really running the world. Which is also grounded in community as well. You have this ethos of community, ethos of software open. >> I believe in open source. I believe that the more intelligent people pounding on your stuff, the better it is. I'm an author, and what I do is, speaking in the sense of open source. So right now I'm about 80% done with my book. I put out a post on social media saying anybody that wants to review my book, test my book, send me your information. So I do this, I cut it off at about 280 people. I send them the Word document, the entire Word document of my book. Does that mean they can take it and publish it in China tomorrow, yes. But, from that, I get hundreds and hundreds of comments. >> John: Wisdom of the crowds, self-editing. >> Yeah, and they point out stuff that I never would have noticed because I'm too close to at this point. So is there a downside, yes. Is there piracy, yes. Arguably, would those pirates have bought the book anyway? No. >> Our content's all free. We're really big in China because they actually take it and translate it in the native language. >> Guy: Which you would never have done. >> With all the jargon, you can't hire a-- >> Guy: You would never have done that. >> Yeah, exactly. >> Guy, great to catch up with you. Thanks for coming on. What are you working on now, you mentioned the book, what's the book about? >> The book is called Wise Guy, and it's a compilation of the stories that have influenced my life. So it's not an auto-biography. It is not a memoir. Have you ever heard of the book Chicken Soup for the Soul? >> John: Yeah, yeah. >> You know, it's inspirational stories. This is miso soup for the soul. (laughing) So I'm working on that, TV evangelism with Canva is just going gangbusters. Brand ambassadors for Mercedes Benz. I'm on the board of directors of a company called Cheeze with a zee. It's an anti-social photo-sharing and vidoo-sharing app. And that's it. >> You've been an inspiration to many, great job of the year has been a big fan of your work. Thanks for coming on theCUBE. Really appreciate it. >> Thank you. >> Guy Kawasaki here inside theCUBE. We're at Devnet Create. This is Cisco's cloud developer conference. Different from their core Devnet Cisco Networking developer, and this is all about dev ops open source. And this is theCUBE bringing you all the action here in Mountain View, California. We'll be right back with more after this short break.