(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)

>> from Palo Alto, California It's the Cube covering the EM Where women Transforming technology twenty nineteen. Brought to You by VM Wear >> Hi Lisa Martin with the Cube on the ground at the end. Where in Palo Alto, California, for the fourth annual Women Transforming Technology, even W. T. Squared on event that is near and dear to my heart. Excited to welcome back to the Cube pretty much. Rog Lachman, engineering leader, blocked in at the end where pretty much It's so great to have you back on the Cube. Thank you, Lisa. It's amazing to be here, and I can't believe it's been a year, a year. And so last year, when Protein was here, she launched her book. Nevertheless, she persistent love the title You just Did a session, which we'LL get to in a second, but I'd love to get your your experiences in the last year about the book launch. What's the feedback? Ben? What are some of the things that have made me feel great and surprised you at the same time? It's been fantastic. I wasn't expecting that when I started to write this book. It was more like I want to impact one woman's life. But what was interesting is I delivered around twenty twenty five talks last year. My calendar's booked for this year, but every time I go give a talk, my Lincoln goes crazy and I'm connecting with all these women and men. And it's just fantastic because they're basically resonating with everything I talk about in the book. I spoke at the Federal Reserve. Wow, I was like, This is a book on tech and they were like, No, this impacts all of us And I spoke to a group of lawyers and actually, law firms have fifty fifty when they get into law, right when they get into whenever I mean live, I'm not that familiar with it. But getting to partner is where they don't have equality or diversity, and it's resonated. So now I'm like, maybe I should just take the word check out What? You It's been impactful. And so last year was all about companies, so I did. You know, I spoke at uber I spoken Veum, where spoken nutanix it's looking a lot of these companies last year. This year is all about schools, fantastic schools of all different type, so I you know, I've done a talk at San Jose State. I went to CMU. They invited me over Carnegie Mellon. I supported the robotics team, which is all girls team. Nice. And it was fantastic because these girls high school kids were designing robots. They were driving these robots. They were coding and programming these robots and was an all girls team. And I asked them, I said, But you're excluding the men and the boys and they said no. When it's a combined boy girls team, the women end up the girls and organizing the men of the boys are actually writing the code. They're doing the drilling there, doing all that. And so the girls don't get to do any of that. And I was looking at just the competition and as watching these teams, the boy girl steams and those were all organizing. And I thought, this is exactly what happens in the workforce. You're right. Yeah. We come into the workforce, were busy organizing, coordinating and all that, and the men are driving the charge. And that's why these kids where this is at high school, Yeah, thirteen to seventeen, where this is becoming part of their cultural upbringing. Exactly. Pretty. In great. Yes, yes. And a very young age. So that was fascinating. I think that surprised me. You know, you were asking me what surprised you that surprised me. And what also surprised me was the confidence. Though these girls were doing all these things. I've never built a robot. I would love to. I haven't built a robot, and they were doing all these amazing things, and I thought, Oh, my God, >> they're like, >> confident women. But they were not. And it was because they felt that there was too much to lose. They don't want to take risks, they don't want to fail. And it was that impostor syndrome coming back so that conditioning happens way more impossible syndrome is something that I didn't even know what it wass until maybe the last five or six years suddenly even just seeing that a very terse description of anyone Oh, my goodness, it's not just me. And that's really a challenge that I think the more the more it's brought to light, the more people like yourself share stories. But also what your book is doing is it's not just like you were surprised to find out It's not just a tech. This is every industry, Yes, but his pulse syndrome is something that maybe people consider it a mental health issue and which is so taboo to talk about. But I just think it's so important to go. You're not alone. Yeah, vast majority men, women, whatever culture probably have that. Let's talk about that. Let's share stories. So that your point saying why I was surprised that these young girls had no confidence. Maybe we can help. Yes, like opening up. You know, I'm sharing it being authentic. Yeah. So I'm looking at my second book, which basically says what the *** happens in middle school? Because what happens is somewhere in middle school, girls drop out, so I don't know what it is. I think it's Instagram or Facebook or boys or sex. I don't know what it is, but something happens there. And so this year of my focus is girls and you know, young girls in schools and colleges. And I'm trying to get as much research as I can in that space to see what is going on there, because that totally surprised me. So are you kind of casting a wide net and terms like as you're. Nevertheless, she persisted. Feedback has shown you it's obviously this is a pervasive, yes issue cross industry. This is a global pandemic, yes, but it's your seeing how it's starting really early. Tell me a little bit about some of the things that we can look forward to in that book. So one thing that's important is bravery, Which reshma So Johnny, who's the CEO off girls code? She has this beautiful quote, she says. We raise our voice to be brave, and we'd raise our girls to be perfect, pretty telling. And so we want to be perfect. We won't have the perfect hair, the perfect bodies. We want a perfect partner. That never happens. But we want all that and because we want to be perfect, we don't want to take risks, and we're afraid to fail. So I want to focus on that. I want to talk to parents. I want to talk to the kids. I want to talk to teachers, even professors, and find out what exactly it is like. What is that conditioning that happens, like, why do we raise our girls to be perfect because that impacts us at every step of our lives. Not even careers. It's our lives. Exactly. It impacts us because we just can't take that risk. That's so fascinating. So you had a session here about persistent and inclusive leadership at W T squared forth and you will tell me a little bit about that session today. What were some of the things that came up that you just said? Yes, we're on the right track here. So I started off with a very depressing note, which is twenty eighty five. That's how long it's gonna take for us to see equality. But I talked about what we can do to get to twenty twenty five because I'm impatient. I don't want to wait twenty eighty five I'LL be dead by them. We know you're persistent book title. You know, my daughter will be in the seventies. I just don't want that for her. So, through my research, what I found is we need not only women to lean in. You know, we've have cheryl sound. We're talking about how women need to lean in, and it's all about the women. And the onus is on the woman the burdens on the woman. But we actually need society. Selena. We need organizations to lean in, and we need to hold them accountable. And that's where we're going to start seeing that changes doing that. So if you take the m r. I. You know, I've been with him for ten years, and I always ask myself, Why am I still here? One of the things we're trying to do is trying to take the Cirrus early this morning rail Farrell talked about like on the panel. He said, We are now Our bonuses are tied to, you know, domestic confusion, like we're way have to hire, you know, not just gender, right, Like underrepresented communities as well. We need to hire from there, and they're taking this seriously. So they're actually making this kind of mandatory in some sense, which, you know, it kind of sucks in some ways that it has to be about the story that weighing they're putting a stake in the ground and tying it to executive compensation. Yes, it's pretty bold. Yes. So organizations are leaning in, and we need more of that to happen. Yeah. So what are some of the things that you think could, based on the first *** thing you talked about the second one that you think could help some of the women that are intact that are leaving at an alarming rate for various reasons, whether it's family obligations or they just find this is not an environment that's good for me mentally. What are some of the things that you would advise of women in that particular situation? First thing is that it's to be equal partnership at home. A lot of women leave because they don't have that. They don't have that support on having that conversation or picking the right partner. And if you do pick the wrong partner, it's having that conversation. So if you have equal partnership at home, then it's both a careers that's important. So you find that a lot of women leave tech or leave any industry because they go have babies, and that happens. But it's just not even that, like once they get past that, they come backto work. It's not satisfying because they don't get exciting projects to work on that you don't get strategic projects, they don't have sponsors, which is so important toward the success, and they they're you know, people don't take a risk on them, and they don't take a risk. And so these are some of those things that I would really advice women. And, you know, my talk actually talked about that. Talked about how to get mail allies, how to get sponsors. Like what? You need to actually get people to sponsor you. Don't talk to me a little bit more about that. We talk about mentors a lot. But I did talk this morning with one of our guests about the difference between a sponsor and a mentor. I'd love you to give Sarah some of your advice on how women can find those sponsors. And actually, we activate that relationship. So mentors, uh, talk to you and sponsors talk about okay. And the way to get a sponsor is a is. You do great work. You do excellent work. Whatever you do, do it well. And the second thing is B is brag about it. Talk about it. Humble bragging, Yeah. Humble bragging talkabout it showcases demo it and do it with people who matter in organizations, people who can notice your work building that brand exactly. And you find that women are all the men toward and under sponsored. Interesting, Yes. How do you advise that they change that? There was a Harvard study on this. They found that men tend to find mentors are also sponsors. So what they do is, you know, I like you to stick pad girl singer, he says. Andy Grove was his mentor, but Andy Grove was also his sponsor in many ways, in for his career at Intel, he was a sponsor and a mental. What women tend to do is we find out like even me, like I have female spot him. Mentors were not in my organization, and they do not have the authority to advocate for me. They don't They're not sitting in an important meeting and saying, Oh, patina needs that project for team needs to get promoted. And so I'm not finding the right mentors who can also be my sponsors, or I'm not finding this one says right, and that's happens to us all the time. And so the way we have to switch this is, you know, mentors, a great let's have mentors. But let's laser focus on sponsors, and I've always said this all of last year. I'm like the key to your cell. Success is sponsorship, and I see that now. I am in an organization when my boss is my sponsor, which is amazing, because every time I go into a meeting with him, he says, This is about pretty much grew up. This is a pretty mers group. It's not me asking him. He's basically saying It's pretty nose grow, which is amazing to hear because I know he's my mentor in sponsor as well. And it's funny when I gave him a copy of my book and I signed it and I said, And he's been my sponsor to be more for like ten years I said, Thank you for being my sponsor and he looked at me. He said, Oh, I never realized it was your sponsor So that's another thing is men themselves don't know they're in this powerful position to have an impact, and they don't know that they are sponsors as well. And so we need. We need women to Fox and sponsors. I always say find sponsors. Mentorship is great, but focus of sponsors Look, I think it's an important message to get across and something I imagine we might be reading about in your next book to come. I know. Yeah, well, we'LL see. Artie, thank you so much for stopping by the Cube. It's great to talk to you and to hear some of the really interesting things that you've learned from nevertheless you persistent and excited to hear about book number two and that comes out. You got a combined studio. I'd love to thank you and thank you. I'm Lisa Martin. You're watching the queue from BM Where? At the fourth Annual Women Transforming Technology event. Thanks for watching.

>> Announcer: From the SiliconANGLE Media office, in Boston Massachusetts, it's The Cube! Now, here's your host, Dave Vellante. >> Hi everybody! My name is Dave Vellante. Welcome to this special presentation on The Cube. Infinidat is a company that we've been following since it's early days. A hot storage company, growing like crazy, doing things differently than most storage companies. We've basically been doubling revenues every year for quite some time now. And Brian Carmody is here to help me kick off this announcement and the presentation today. Brian, thanks for coming back on. >> Hey Dave, thanks for having me. >> So, you may have noticed we have a crowd chat going on live. It's crowdchat.net/Infinichat. You can ask any question you want, it's an ask me anything chat about this announcement. This is a bi-coastal program that we're running today between here and our offices in Palo Alto. So, Brian let's get into it. Give us the update on Infinidat. >> Things are going very well at Infinidat. We're just coming out of our 17th consecutive quarter of revenue growth, so we have a healthy, sustainable, profitable business. We have happy, loyal customers. 71% of our revenue in 2017 came from existing customers that were increasing their investment in our technologies. We're delighted by that. And we have surpassed three exabytes of customer deployments. So, things are wonderful. >> And you've done this essentially as a one product company. Is that correct? Yes, so going back to our first sale in the summer of 2013, that growth has been on the back of a single product, InfiniBox, targeted at primary storage. >> Okay, so what's inside of InfiniBox? Tell me about some of the innovations. In speaking to some of your customers, and I've spoken to a number of them, they tell me that one of the things they like, is that from early on, I think serial number 0001, they can take advantage of any innovations that you've produced within that product, is that right? >> Yeah, exactly, so InfiniBox is a software product. It has dumb hardware, dumb commodity hardware, and it has it has very smart intelligent software. This allows us to kind of break from this forklift upgrade model, and move to a model where the product gets better over time. So if you look at the history of InfiniBox going back to the beginning, with each successive release of our software, latency goes down, new features are added, and capacity increases become available. And this is the difference between the software versus a hardware based innovation model. >> One of the interesting things I'll note about Infinidat is you're doing software defined, you don't really use that terminology, it's the buzzword in the industry. The other buzzword is artificial intelligence, machine learning. You're actually using machine intelligence, You and I have talked about this before, to optimize the placement of data that allows you to use much less expensive media than some of the other guys, and deliver more value to customers. Can you talk about that a little bit? >> Yeah, absolutely, and by the way the reason why that is is because we're an engineering company, not a marketing company, so we prefer just doing things rather than talking about them. So InfiniBox is the first expression of a set of fundamental technologies of our technology platform, and the first piece of that is what you're talking about. It's called NeuroCache. And it's our ML and AI infrastructure for learning customer workloads and using that insight in real time to optimize data placement. And the end result of this is driving cost out of storage infrastructure and driving up performance. That's the first piece. That's NeuroCache. The second piece of our technology foundations is INFINISNAP. So this is our snapshot mechanism that allows infinite, lock-free, copy data management with absolutely no performance impact. So that's the second. And then the third is INFINIRAID and our Raz platform. So this is our distributed raid architecture that allows us to have multi pedibytes scale, extremely high durability, but also have extremely high availability of the services and that what enables our seven nines reliability guarantee. Those things together are the basis of our products. >> Okay, so sort of, we're here today and now what's exciting is that you're expanding beyond just the one product company into a portfolio of products, so sort of take us through what you're announcing today. >> Yeah so this is a really exciting day, and it's a milestone for Infinidat because InfiniBox now has some brothers and sisters in the family. The first thing that we are announcing is a new F Series InfiniBox model which we call F6212. So this is the same feature set, it's the same software, it's the same everything as its smaller InfiniBox models, but it is extremely high capacity. It's our largest InfiniBox. It's 8.3 pedibytes of capacity in that same F6000 form factor. So that's number one. Numnber two, we're announcing a product called InfiniGuard. InfiniGuard is pedibytes scale, data protection, with lightening-fast restores. The third thing that we're announcing, is a new product called InfiniSync. InfiniSync is a revolutionary business continuity appliance that allows synchronous RPO zero replication over infinite distances. It's the first ever in this category. And then the fourth and final thing that we're announcing is a product called Neutrix Cloud. Neutrix Cloud is sovereign storage that enable real-time competition between public cloud providers. The ultimate in agility, which is the ability to go polycloud. And that's the content of the portfolio announcement. >> Excellent, okay, great! Thanks, Brian, for helping us set that up. The program today, as you say, there's a cloud chat going on. Crowdchat.net/infinichat. Ask any question that you want. We're going to cover all these announcements today. InfiniSync is the next segment that's up. Dr. Ricco is here. We're going to do a quick switch and I'll be interviewing doc, and then we're going to kick it over to our studio in Palo Alto to talk about InfiniGuard, which is essentially, what was happening, Infinidat customers were using InfiniBox as a back-up target, and then asked Infinidat, "Hey, can you actually make this a product and start "partnering with software companies, "back-up software companies, and making it a robust, "back-up and recovery solution?" And then MultiCloud, is one of the hottest topics going, really interested to hear more about that. And then we're going to bring on Eric Burgener from IDC to get the analyst perspective, that's also going to be on the West coast and then Brian and I are come back, and wrap up, and then we're going to dive in to the crowd chat. So, keep it right there everybody, we'll be back with Dr. Ricco, right after this short break. >> Narrator: InfiniBox was created to help solve one of the biggest data challenges in existence, the mapping of the human geno. Today InfiniBox is enabling the competitive business processes of some of the most dynamic companies in the world. It is the apex product of generations of technology, and lifetimes of engineering innovation. It's a system with seven nines of reliability making it the most available storage solution in the market InfiniBox is both powerful and simple to use. InfiniBox will transform how you experience your data. It is so intuitive, it will inform you about potential problems, and take corrective action before they happen. This is InfiniBox. This is confidence. >> We're back with Dr. Ricco, who's the CMO of Infinidat. Doc, welcome! >> Thank you, Dave. >> I've got to ask you, we've known each for a long time. >> We have. >> Chief Marketing Officer, you're an engineer. >> I am. >> Explain that please. >> Yeah, I have a PhD in engineering and I have 14 patents in the storage industry from my prior job, Infinidat is an unconventional company, and we're using technology to solve problems in an unconventional way. >> Well, congratulations. >> Dr. Ricco: Thank you. >> It's great to have you back on The Cube. Okay, InfiniSync, I'm very excited about this solution, want to understand it better. What is InfiniSync. >> Well, Dave, before we talk about InfiniSync directly, let's expand on what Brian talked about is the foundation technologies of Infinidat and the InfiniBox. In the InfiniBox we provide InfiniSnap, which is a near zero performance impact to the application with near zero overhead, just of course the incremental data that you write to it. We also provide async and we provide syncronous replication. Our async replication provides all that zero overhead that we talked about in InfiniSnap with a four-second interval. We can replicate data four seconds apart, nearly a four second RPO, recovery point objective. And our sync technology is built on all of that as well. We provide the lowest overhead, the lowest latency in the industry at only 400 microseconds, which provides an RPO of zero, with near zero performance impact application as well, which is exciting. But syncronis replication, for those applications while there's values to that, and by the way all of the technology I just talked about, is just as Brian said, it's zero additional cost to the customer with Infinidat. There are some exciting business cases why you'd use any of those technologies, but if you're in a disaster-recovery mode and you do need an RPO of zero, you need to recognize that disasters happen not just locally, not just within your facility, they happen in a larger scale regionally. So you need to locate your disaster recovery centers somewhere else, and when you do that, you're providing additional and additional performance overhead just replicating the data over distance. You're providing additional cost and you're providing additional complexity. So what we're providing is InfiniSync and InfiniSync extends the customer's ability to provide business continuity over long distances at an RPO of zero. >> Okay, so talk more about this. So, you're essentially putting in a hardened box on site and you're copying data synchronously to that, and then you're asynchronously going to distance. Is that correct? >> Yes, and in a traditional sense what a normal solution would do, is you would implement a multi-site or a multi-hop type of topology. You build out a bunker site, you'd put another box there, another storage unit there, you'd replicate synchronously to that, and you would either replicate asynchronously from there to a disaster recovery site, or you'd replicate from your initial primary source storage device to your disaster recovery site which would be a long distance away. The problem with that of course is complexity and management, the additional cost and overhead, the additional communications requirements. And, you're not necessarily guaranteeing an RPO of zero, depending upon the type of outage. So, what we're doing is we're providing in essence that bunker, by providing the InfiniSync black box which you can put right next to your InfiniBox. The synchronous replication happens behind the scenes, right there, and the asynchronous replication will happen automatically to your remote disaster recovery site. The performance that we provide is exceptional. In fact, the performance overhead of a right-to-earn InfiniSync black box is less than the right latency to your average all flasher right. And then, we have that protected, from any man-made or natural disaster, fire, explosion, earthquake, power outages, which of course you can protect with generators, but you can't protect from a communications outage, and we'll protect from a communications outage as well. So the asynchronous communication would use your wide area communications, it can use any other type of wifi communications, or if you lose all of that, it will communicate celluarly. >> So the problem you're solving is eliminating the trade-off, if I understand it. Previously, I would have to either put in a bunker site which is super expensive, I got to a huge telecommunications cost, and just a complicated infrastructure, or I would have to expose myself to a RPO nowhere close to zero, expose myself to data loss. Is that right? >> Correct. We're solving a performance problem because your performance overhead is extremely low. We're solving a complexity problem because you don't have to worry about managing that third location. You don't have to worry about the complexity of keeping three copies of your data in sync, we're solving the risk by protecting against any natural or man-made disaster, and we're significantly improving the cost. >> Let's talk about the business case for a moment, if we can. So, I got to buy this system from you, so there's a cost in, but I don't have to buy a bunker site, I don't have to rent, lease, buy staff, et cetera, I don't have to pay for the telecommunications lines, yet I get the same or actually even better RPO? >> You'll get an RPO of zero which is better than the worse case scenario in a bunker, and even if we lose your telecommunications you can still maintain an RPO of zero, again because of the cellular back-up or in the absolute worse case, you can take the InfiniSync black box to your remote location, plug it in, and it will synchronize automatically. >> And I can buy this today? >> You can buy it today and you can buy it today at a cost that will be less than a telecommunications equipment and subscriptions that you need at a bunker site. >> Excellent, well great. I'm really excited to see how this product goes in the market place. Congratulations on getting it out and good luck with it. >> Thank you, Dave. >> You're welcome, alright, now we're going to cut over to Peter Burris in Palo Alto with The Cube Studios there, and we're going to hear about InfiniGuard, which is an interesting solution. Infinidat customers were actually using InfiniBox as a back-up target, so they went to Infinidat and said, "Hey can you make this a back-up and recovery "solution and partner with back-up software companies." We're going to talk about MultiCloud, it's one of the hottest topics in the business, want to learn more about that, and then Eric Burgener from IDC is coming in to give us the analyst perspective, and then back here to back here to wrap up with Brian Carmody. Over to you, Peter. >> Thanks, Dave I'm Peter Burris and I'm here in our Palo Alto, The Cube studios, and I'm being joined here by Bob Cancilla, who's the Executive Vice President of Business Development and Relationships, and Neville Yates, who's a Business Continuity Consultant. Gentlemen, thank you very much for being here on The Cube with us. >> Thanks, Peter, thanks for being here. >> So, there is a lot of conversation about digital business and the role that data plays in it. From our perspective, we have a relatively simple way of thinking about these things, and we think that the difference between a business and digital business is the role the data plays in the digital business. A business gets more digital as it uses it's data differently. Specifically it's data assets, which means that the thinking inside business has to change from data protection or asset or server protection, or network protection to truly digital business protection. What do you guys say? >> Sure we're seeing the same thing, as you're saying there Peter. In fact, our customers have asked us to spread our influence in their data protection. We have been evaluating ways to expand our business, to expand our influence in the industry, and they came back and told us, if we wanted to help them the best way that we could help them is to go on and take on the high-end back-up and recovery solutions where there really is one major player in the market today. Effectively, a monopoly. Our customers' words, not our own. At the same time, our product management team was looking into ways of expanding our influence as well, and they strongly believed and convinced me, convinced us, our leadership team within side of Infinidat to enter into the secondary storage market. And it was very clear that we could build upon the foundation, the pillars of what we've done on the primary storage side and the innovations that we brought to the market there. Things around or multiple pedibyte scale, with incredible density, faster than flash performance, the extreme ease of use and lowering the total cost of operation at the enterprise client. >> So, I want to turn that into some numbers. We've done some research here now at Wikibon that suggests that a typical Fortune 1000 company, because of brittle and complex restore processes specifically, too many cooks involved, a focus on not the data but on devices, means that there's a lot of failure that happens especially during restore processes, and that can cause, again a typical Fortune 1000 company, 1.25 plus billion dollars revenue over a four year period. What do you say as you think about business continuity for some of these emerging and evolving companies? >> That translates into time is money. And if you need to recover data in support of revenue-generating operations and applications, you've got to have that data come back to be productively usable. What we do with InfiniGuard is ensure that those recovery time objectives are met in support of that business application and it is the leveraging of the pillars that Bob talked about in terms of performance, the way we are unbelievable custodians of data, and then we're able to deliver that data back faster than what people expect. They're used today to mediocrity. It takes too long. I was with a customer two weeks ago. We were backing up a three terabyte data base. This is not a big amount of data. It takes about half and hour. We would say, "Let's do a restore" and the gentleman looked at me and said, "We don't have time." I said, "No, it's a 30 minute process." This person expected it to take five and six hours. Add that up in terms of dollars per hours, what it means to that revenue-generating application, and that's where those numbers come from. >> Yeah, especially for fails because of, as you said, Bob, the lack of ease of use and the lack of simplicity. So, we're here to talk about something. What is it that we're talking about and how does it work? >> Let me tell ya, I'll cover the what it is. I'll let Nevil get into a little bit how it works. So the what it is, we built it off the building block of our InfiniBox technology. We started with our model F4260, a one pedibyte usable configuration, we integrated in stainless, deduplication engines, what we call DBEs, and a high availability topology that effectively protects up to 20 pedibytes of data. We combined that with a vast certification and openness of independent software vendors in the data protections space. We want to encourage openness, and an open ecosystem. We don't want to lock any customer out of their preferred software solution in that space. And, you can see that with the recent announcements that we've made about expanding our partnerships in this space specifically, Commvault and B. >> Well, very importantly, the idea of partnership and simplicity in these of views, you want your box, the InfiniGuard to be as high quality and productive as possible, but you don't want to force a dramatic change on how an organization works, so let's dig into some of that Nevil. How does this work in practice? >> It's very simple. We have these deduplication engines that front end the InfiniBox storage. But what is unique, because there's others ways of packaging this sort of thing, but what is unique is when the InfiniGuard gets the data, it builds knowledge of relationships of that data. Deduplication is a challenge for second tier storage systems because it is a random IO profile that has to be gathered in the fashion to sequentially feed this data back. Our knowledge-building engine, which we call NeuroCache in the InfiniBox is the means by which we understand how to gather this data in a timely fashion. >> So, NeuroCache helps essentially sustain some degree of organization of the data within the box. >> Absolutely. And there's a by-product of that organization that the ability to go and get it ahead of the ask allows us to respond to meet recovery time objectives. >> And that's where you go from five to six hours for a relatively small restore to >> To 30 minutes. >> Exactly. >> Yeah, exactly. >> By feeding the data back out to the system in a pre-organized way, the system's taking care of a lot of the randomness and therefore the time necessary to perform a restore. >> Exactly and other systems don't have that capability, and so they are six hours. >> So we're talking about a difference between 30 minutes and six hours and I also wanted very quickly, Bob, to ask you a question the last couple minutes here, you mentioned partnerships. We also want to make sure that we have a time to value equation that works for your average business. Because the box can work with a lot of different software that really is where the operations activities are defined, presumably it comes in pretty quickly and it delivers value pretty quickly. Have I got that right? >> Absolutely, so we have done a vast amount of testing, certification, demos, POCs, you name it, with all the major players out there that are in this market on the back-up software side, the data protection side of the business. All of them have commented about the better business continuity solution that we put together, in conjunction with their product as well. And, the number one feedback that comes back is, "Wow, the restore times that you guys deliver to the market "are unlike anything we've seen before." >> So, to summarize, it goes in faster, it works faster, and it scales better, so the business truly can think of itself as being protected, not just sets of data. >> Absolutely. >> Agreed. >> Alright, hey Bob Cancilla, EDP of Business Development Partnerships, Neville Yates, Business Continuity Consultant, thanks very much for being on The Cube, and we'll be right back to talk Multicloud after this short break. >> With our previous storage provider, we faced many challenges. We were growing so fast, that our storage solution wasn't able to keep up. We were having large amounts of downtime, problems with the infrastructure, problems with getting support. We needed a system that was scalable, that was cost effective, and allow our business to grow as our customers' demands were growing. We needed a product that enabled us to manage the outward provision customer workloads quickly and efficiently, be able to report on the amount of data that the customer was using. The solution better enabled us to replicate our customers' data between different geos. >> We're back. Joining me now are Gregory Touretsky and Erik Kaulberg, both senior directors at Infinidat, overseeing much of the company's portfolio. Gregory, let's talk Multicloud. It's become a default part of almost all IT strategies, but done wrong, it can generate a lot of data-related costs and risks. What's Infinidat's perspective? >> So yeah, before we go there, I will mention this phenomemon of the data gravity. So we see, as many of our customers report that, as much as amount of data grows in the organization, it becomes much harder for them to move applications and services to a different data center, or to a different oblicloud. So, the more data they accumulate, the harder it becomes to move it, and they get locked into this, so we believe that any organization deserves a way to move freely between different obliclouds or data centers, and that's the reason we are thinking about the multicloud solution and how we can provide an easy way for the companies to move between data centers. >> So, clearly there's a need to be able to optimize your costs to the benefits associated with data, Erik, as we think about this, what are some of the key considerations most enterprises have to worry about? >> The biggest one overall is the strategic nature of cloud choices. At one point, cloud was a back room, the shadow IT kind of thing. You saw some IT staff member go sign up for gmail and spread or dropbox %or things like that, but now CIOs are thinking, well, I've got to get all these cloud services under control and I'm spending a whole lot of money with one of the big two cloud providers. And so that's really the strategic rationale of why were saying, "Organizations, especially large enterprises require this kind of sovereign storage that disagregates the data from the public clouds to truly enable the possibility cloud competition as well as to truly deliver on the promise of the agility of public clouds. >> So, great conversation, but we're here to actually talk about something specifically Neutrix. Gregory, what is it? >> Sure, so Neutrix, is a completely new offering that we come with. We are not selling here any box or appliance for the customers to deploy in their data center. We're talking about a cloud service that is provided by Infinidat. >> We are building our infrastructure in a major colo, partnering with Equinix and others, we are finding data centers that are adjacent public clouds, such as AWS or Azure to ensure very low latency and high bandwidth connectivity. And then we build our infrastructure there with InfiniBox storage and networking gear that allows our customers to really use this for two main reasons. So one use case, is disaster recovery. If a customer has our storage on prem in his data center, they may use our efficient application mechanism to copy data and get second copy outside of the data center without building the second data center. So, in case of disaster, they can recover. The other use case we see is very interesting for the customers, is an ability to consume while running the application in the public cloud directly from our storage. So they can do any first mount or iSCSi mount to storage available from our cloud, and then run the application. We are also providing the capability to consume the sane file system from multiple clouds at the same time. So you may run your application both in Amazon and Microsoft clouds and still access and share the data. >> Sounds like it's also an opportunity to simplify ramping into a cloud as well. Is that one of the use cases? >> Absolutely. So it's basically a combination of those two use cases that I described. The customers may replicate data from their own prem environment into the Neutrix Cloud, and then consume it from the public cloud. >> Erik, this concept has been around for a while, even if it hasn't actually been realized. What makes this in particular different? I think there's a couple of elements to it. So number one is we don't really see that there's a true enterprise grade public cloud storage offering today for active data. And so we're basically bringing in that rich heritage of InfiniBox capabilities and those technologies we've developed over a number of years to deliver an enterprise grade storage except without the box as a service. So that's a big differentiator for us versus the native public cloud storage offerings. And then when you look at the universe of other companies who are trying to develop let's say, cloud adjacent type offerings, we believe we have the right combination of that scalable technology with the correct business model that is aligned in a way that people are buying cloud today. So that's kind of the differentiation in a nutshell. >> But it's not just the box, there's also some managed servces associated with it, right? >> Well, actually, it's not a box, that's the whole idea. So, the entire thing is a consumable service, you're paying by the drink, it's a simple flat pricing of nine cents per gigabyte per month, and it's essentially as easy to consume as the native public cloud storage offerings. >> So as you look forward and imagine the role that this is going to play in conjunction with some of the other offerings, what should customers be looking to out of Neutrix, in conjunction with the rest of the portfolio. >> So basically they can get, as Erik mentioned, what they like with InfiniBox, without dealing with the box. They get fully-managed service, they get freedom of choice, they can move applications easily between different public clouds and to or from the own prem environment without thinking about the egress costs, and they can get great capabilities, great features like snapshots writeables, snapshots without overpaying to the public cloud providers. >> So, better economics, greater flexibility, better protection and de-risking of the data overall. >> Absolutely. >> At scale. >> Yes. >> Alright, great. So I want to thank very much, Gregory, Erik being here on The Cube. We'll be right back to get the analyst perspective from Eric Burgener from IDC. >> And one of our challenges of our industry as a whole, is that it operates to four nines as a level of excellence for example. And what that means is well it could be down for 30 seconds a month. I can't think of anything worse than me having me to turn around to my customers and say, "Oh, I am sorry. "We weren't available for 30 seconds." And yet most people that work in our IT industry seem to think that's acceptable, but it's not when it comes to data centers, clouds, and the sort of stuff that we're doing. So, the fundamental aspect is that can we run storage that is always available? >> Welcome back. Now we're sitting here with Eric Burgener, who is a research vice-president and the storage at IDC. Eric, you've listened to Infinidat's portfolio announcement. What do you think? >> Yeah, Peter, thanks for having me on the show. So, I've got a couple of reactions to that. I think that what they've announced is playing into a couple of major trends that we've seen in the enterprise. Number one is, as companies undergo digital transformation, efficiency of the IT operations is really a critical issue. And so, I'm seeing a couple of things in this announcement that will really play into that area. They've got a much larger, much denser platform at this point that will allow a lot more consolidation of workload, and that's sort of an area that Infinidat has focused on in the past to consolidate a lot of different workloads under one platform, so I think the efficiency of those kind of operations will increase going forward with this announcement. Another area that sort of plays into this is every organization needs multiple storage platforms to be able to meet their business requirements. And what we've seen with announcement is their basically providing multiple platforms, but that are all built around the same architecture, so that has management ease of use advantages associated with that, so that's a benefit that will potentially allow CIOs to move to a smaller number of vendors and fewer administrative skill sets, yet still meet their requirements. And I think the other area that's sort of a big issue here, is what their announcing in the hybrid cloud arena. So, clearly, enterprises are operating as hybrid clouds today, well over 70% of all organizations actually have hybrid cloud operations in place. What we've seen with this announcement, is an ability for people to leverage the full storage mnagement data set of an Infinidat platform while they leverage multiple clouds on the back end. And if they need to move between clouds they have an ability to do that with this new feature, the Neutrix cloud. And so that really breaks the lock-in that you see from a lot of cloud operations out there today that in certain cases can really limit the flexibility that a CIO has to meet their business requirements. >> Let me build on that a second. So, really what you're saying is that by not binding the data to the cloud, the business gets greater flexibility in how they're going to use the data, how they're going to apply the data, both from an applications standpoint as well as resource and cost standpoint. >> Yeah, absolutely. I mean moving to the cloud is actually sort of a fluid decision that sometimes you need to move things back. We've actually seen a lot of repatriation going on, people that started in the cloud, and then as things changed they needed to move things back, or maybe they want to move to another cloud operation. They might want to move from Amazon to Google or Microsoft. What we're seeing with Neutrix Cloud is an ability basically to do that. It's breaks that lock-in. >> Great. >> They can still take advantage to those back end platforms. >> Fantastic. Eric Burgener, IDC Research Vice-President, Storage. Back to you, Dave. >> Thanks, Peter. We're back with Brian Cormody. We're going to summarize now. So we're seeing the evolution of Infinidat going from a single product company going to a portfolio company. Brian, I want to ask you to summarize. I want to start with InfiniBox, I'm also going to ask you "Is this the same software, and does it enable new use cases, or is this just bigger, better, faster?" >> Yeah, it's the same software that runs on all of our InfiniBox systems, it has the same feature set, it's completely compatible for replication and everything like that. It's just more capacity to use, 8.4 pedibytes of effective capacity. And the use cases that are pulling this into the field, are deep-learning, analytics, and IOT. >> Alright, let's go into the portfolio. I'm going to ask you, do you have a favorite child, do you have a favorite child in the portfolio. Let's start with InfiniSync. >> Sure, so I love them all equally. InfiniSync is a revolutionary appliance for banking and other highly regulated industries that have a requirement to have zero RPO, but also have protection against rolling disasters and regional disasters. Traditionally the way that that gets solved, you have a data center, say, in lower Manhatten where you do your primary computing, you do synchronous to a data bunker, say in northern New Jersey, and then you asynchronous out of region, say out to California. So, under our model with InfiniSync, it's a 450 pound, ballistically protected data bunker appliance, InfiniSync guarantees that with no data loss, and no reduction in performance, all transactions are guaranteed for delivery to the remote out-of-region site. So what this allows customers to do, is to erase data centers out of their terpology. Northern New Jersey, the bunker goes away, and customers, again in highly rated industries, like banking that have these requirements, they're going to save 10s of millions of dollars a year in cost avoidance by closing down unnecessary data centers. >> Dramatically sort of simplify their infrastructure and operations. Alright, InfiniGuardm I stumbled into it at another event, you guys hadn't announced it yet, and I was like, "Hmmm, what's this?" But tell us about InfiniGuard. >> Yeah, so InfiniGuard is a multi-pedibyte appliance that's 20 pedibytes of data protection in a single rack, in a single system, and it has 10 times the restore performance of data domain, at a fraction of the cost. >> Okay, and then the Neutrix Cloud, this is to me maybe the most interesting of all the announcements. What's your take on that? So, like I said, I love them all equally, but Neutrix Cloud for sure is the most disruptive of all the technologies that we're announcing this week. The idea of Neutrix Cloud is that it is neutral storage for consumption in the public cloud. So think about it like this. Do you think it's weird, that EBS and EFS are only compatible with Amazon coputing? And Google Cloud storage is only compatible with Google. Think about it for a second if IBM only worked with IBM servers. That's bringing us back to the 1950s and 60s. Or if EMC storage was only compatible with Dell servers, customers would never accept that, but in the Silicon Valley aligargic, wall-garden model, they can't help themselves. They just have to get your data. "And just give us your data, it'll be great. "We'll send a snowball or a truck to go pick it up." Because they know once they have your data, they have you locked in. They cannot help themselves from creating this wall-garden proprietary model. Well, like we call it a walled, prison yard. So the idea is with Neutrix Cloud, rather than your storage being weaponized as a customer to lock you in, what if they didn't get your data and what if instead you stored your data with a trusted, neutral, third party, that practices data neutrality. Because we guarantee contractually to every customer, that we will never take money and we will never shake down any of the cloud providers in order to access our Neutrix Cloud network, and we will never do side deals and partnerships with any of them to favor one cloud over the other. So the end result, you end up having for example, a couple of pedibytes of file systems, where you can have thousands of guests that have that file system mounted simultaneously from your V-Net and Azure, from your VPCs into AWS, and they all have simultaneous, screaming high performance access to one common set of your data. So by pulling and ripping your data from the arms of those public cloud providers, and instead only giving them shared common neutral access, we can now get them to start competing against each other for business. So rather than your storage being weaponized you, it's a tool that you can use to force the cloud providers to compete against each other for your business. >> So, I'm sure you guys may have a lot of questions there, hop into the crowd chat, it's crowdchat.net/infinichat. Ask me anything, ama crowdchat, Brian will be in there in a moment. I got to ask ya couple of more questions before I let you go. >> Sure. >> What was your motivation for this portfolio explansion. >> So the motivation was that at the end of the day, customers are very clear to us that they do not want to focus on their infrastructure. They want to focus on their businesses. And as their infrastructure scales, it becomes exponentially more complex to deal with issues of reliability, economics and performance. And, so we realized that if we're going to fulfill our company's mission, that we have to expand our mission, and help customers solves problems throughout more of the data lifecycle and focus on some of the pain points that extend beyond primary storage. That we have to start bringing solutions to market that help customers get to the cloud faster, and when they get there, to be more agile. And to focus on data protection, which again is a huge pain point. So the motivation at the end of the day is about helping customers do more with less. >> And the mission again, can you just summarize that, multi pedibyte? >> Yeah, the corporate mission of Infinidat is to store humanity's knowledge and to make new forms of computing possible. >> Big mission. >> Our humble mission. >> Humble, right. The reason I ask that question of your motivation, people might say, "Oh obviously, to make more money." But they're been a lot of single-product companies, feature companies that have done quite well, so in order to fulfill that mission, you really need a portfolio. What should we be watching as barometers of success? How are you guys measuring yourselves, How should we be measuring you? >> Oh I think the most fair way to do that is to measure us on successful execution of that mission, and at the end of the day, it's about helping customers compute harder and deeper on larger data sets, and to do so at lower costs than the competitor down the road, because at the end of the day, that's the only source of competitive advantage, that companies get out of their infrastructure. The better we help customers do that, the more that we consider ourselves succeeding in our mission. >> Alright, Brian, thank you, no kids but new products are kind of like giving birth. >> It's really cool. >> So hop into the crowd chat, it's an ask me anything questions. Brian will be in there, we got analysts in there, a bunch of experts as well. Brian, thanks very much. It was awesome having you on. >> Thanks, Dave. >> Thanks for watching everybody. We'll see you in the crowd chat. (upbeat digital music)

>> Narrator: From the SiliconANGLE Media office in Boston, Massachusetts, it's the CUBE. Now, here's your host, Dave Vellante. (electronic pop music) >> Thanks, Peter. We're back with Brian Carmody. We're going to summarize now. So we're seeing the evolution of Infinidat going from a single-product company to a portfolio company. Brian, I'm going to ask you to summarize. I want to start with InfiniBox. I'm also going to ask you, is this the same software, and does it enable new use cases, or is it just bigger, better, faster? >> It's the same software that runs on all of our InfiniBox systems. It has the same feature set, it's completely compatible for replication and everything like that. It's just more capacity. It's 8.4 petabytes of effective capacity. The use cases that are pulling this into the field are deep learning, analytics, and IOT. >> All right, let's go into the portfolio. I'm going to ask you, it's like, "Do you have a favorite child? Do you have a favorite child in the portfolio?" Let's start with InfiniSync. >> Sure. I love them all equally. InfiniSync is a revolutionary appliance for banking and other highly-regulated industries that have a requirement to have 0 RPO but also have protection against rolling disasters and regional disasters. Traditionally, the way that that gets solved is you have a data center, say, in lower Manhattan where you do your primary computing. You do synchronous to a data bunker, say, in northern New Jersey, and then you do asynchronous out of region, say, out to California. Under our model with InfiniSync, it's a 450-pound ballistically-protected data bunker appliance. InfiniSync guarantees that with no data loss and no reduction in performance, all transactions are guaranteed for delivery to the remote, out-of-region site. What this allows customers to do is to erase data centers out of their topology. Northern New Jersey, the bunker goes away. Again, highly-regulated industries like banking that have these requirements, they're going to save tens of millions of dollars a year in cost avoidance by closing down unnecessary data centers. >> And dramatically simplify their infrastructure and operations. >> Absolutely. >> InfiniGuard, I stumbled into it at another event. You guys hadn't announced it yet. I was like, "Hmm, what's this?" Tell us about InfiniGuard. >> InfiniGuard is a multi-petabyte appliance that fits 20 petabytes of data protection in a single rack, in a single system, and it has 10 times the restore performance of data domain at a fraction of the cost. >> Okay, and then the Nutrix cloud ... This is, to me, maybe the most interesting of all the announcements. What's your take on that? >> Like I said, I love them all equally, but Nutrix cloud for sure is the most disruptive of all the technologies that we're announcing this week. The idea of Nutrix cloud is that it is neutral storage for consumption in the public cloud. So think about it like this. Don't you think it's weird that EBS and EFS are only compatible with Amazon computing and Google cloud storage is only compatible with Google? Think about it for a second. If IBM storage only worked with IBM servers, that's bringing us back to the 1950s and '60s. Or if EMC storage was only compatible with Dell servers, customers would never accept that. But in the Silicon Valley oligarchic, walled-garden model, they can't help themselves. They just have to get your data. "Just give us your data. It'll be great. We'll send a snowball or a truck to go pick it up." Because they know once they have your data, they have you locked in. They cannot help themselves from creating this walled-garden proprietary model, or like we call it, a walled prison yard. So the idea is, with Nutrix cloud, rather than your storage being weaponized against you as a customer to lock you in, what if they didn't get your data? What if instead, you stored your data with a trusted, neutral third party that practices data neutrality? Because we guarantee contractually to every customer that we will never take money, and we will never shake down any of the cloud providers in order to get access to our Nutrix cloud network, and we will never do side deals and partnerships with any of them to favor one cloud over the other. So the end result is that you end up having, for example, a couple of petabyte-scale file systems where you can have thousands of guests that have that file system mounted simultaneously from your VNet in Azure, from your VPC's in AWS, and they all have simultaneous screaming high-performance access to one common set of your data. So by pulling and ripping your data out of the arms of those public cloud providers and instead, only giving them shared, common, neutral access, we can now get them to start competing against each other for business. Rather than your storage being weaponized against you, it's a tool which you can use to force the cloud providers to compete against each other for your business. >> I'm sure you guys may have a lot of questions there. Hop into the CrowdChat. It's crowdchat.net/infinichat. Ask Me Anything, AMA CrowdChat. Brian will be in there in a moment. I got to ask a couple of questions before I let you go. >> Brian: Sure. >> What was your motivation for this portfolio expansion? >> The motivation was that at the end of the day, customers are very clear to us that they do not want to focus on their infrastructure. They want to focus on their businesses. As their infrastructure scales, it becomes exponentially more complex. They deal with issues of reliability, and economics, and performance. We realized that if we're going to fulfill our company's mission, that we have to expand our mission and help customers solve problems throughout more of the data lifecycle, and focus on some of the pain points that extend beyond primary storage. We have to start bringing solutions to market that help customers get to the cloud faster, and when they get there, to be more agile, and to focus on data protection, which, again, is a huge pain point. The motivation at the end of the day is about helping customers do more with less. >> And the mission again, can you just summarize that? Multi-petabyte, and ... ? >> The corporate mission of Infinidat is to store humanity's knowledge and to make new forms of computing possible. >> Big mission. (laughs) Okay, fantastic. >> Our humble mission, yes. >> Humble, right. The reason I asked that question of your motivation, people always say, "Oh, obviously to make more money." But there have been a lot of single-product companies or feature companies that have done quite well. In order to fulfill that mission, you really need a portfolio. What should we be watching as barometers of success? How are you guys measuring yourselves? How should we be measuring you? >> I think the most fair way to do that is to measure us on successful execution of that mission. At the end of the day, it's about helping customers compute harder and deeper on larger data sets, and to do so at lower cost than the competitor down the road. Because at the end of the day, that's the only source of competitive advantage that companies get out of their infrastructure. The better we help customers do that, the more we consider ourselves succeeding in our mission. >> All right, Brian, thank you. No kids, but new products are kind of like giving birth. Best I can say. >> I have dogs. They're like dogs. >> So hop into the CrowdChat. It's an Ask Me Anything questions. Brian will be in there, we've got analysts in there, a bunch of experts as well. Brian, thanks very much. It was awesome having you on. >> Thanks, Dave. >> Thanks for watching, everybody. See you in the CrowdChat. (electronic pop music)

>> Announcer: Live, from Washington DC, it's the CUBE. Covering .conf2017. Brought to you by Splunk. >> And welcome back here on theCUBE. John Walls and Dave Vellante, we're in Washington DC for .conf2017, Splunk's annual get together coming up to the nation's capital for the first time. This is the eighth year for the show, and 7,000 plus attendees, 65 countries, quite a wide menu of activities going on here. We'll get into that a little bit later on. We're joined now by a couple of gentlemen, Michael Arahuleta who is the Vice President of Engineering at Atlassian, Michael, thank you for being with us. >> Thank you, actually it's Director of Business Development. >> John: Oh, Director of Business Development, my apologies >> He's doin' a great job >> My apologies. >> I don't need that. >> Oh very good. And Brooke Gravitt, who I believe is the VP of Engineering, >> There ya go. >> And the Chief Software Architect at Forty8Fifty. >> Yep, how ya doin'? >> No promotions or job assignments, I've gotcha on the right path there? >> Yeah, yeah. >> Good deal, alright. Thank you for joining us, both of you. First off, let's just set the stage a little bit for the folks watching at home, tell us a little bit about your company, descriptions, core competencies, and your responsibilities, and then we'll get into the intersection, of why the two of you are here. So Michael, why don't you lead off. >> So Atlassian, we, in our simplest form, right, we make team collaboration software. So our goal as a company is to really help make the tools that companies use to collaborate and communicate internally. Our primary focus, and kind of our bread and butter has always been making the tools that software companies use to turn around and make their software. Which is a great position to be in, and an increasingly we're seeing ourselves expand into providing that team collaboration software products like Jira, Confluence, BitBucket, and now, the new introduction of a product called Stride, which is a real time team collaboration product, not just for technical teams, but we're really seeing a great opportunity to empower all teams 'cause every team in every organization needs a better way to communicate and get things done. That's really what Atlassian core focus is all about. >> John: Gotcha. Brooke, if you would. >> Yeah, so Forty8Fifty Labs, we're the software development and DevOps focused subsidiary of Veristor Systems based out of Atlanta. We focus primarily on four key partners, which would be Atlassian, Splunk, QA Symphony, and Red Hat, and primarily, we do integrations and extensibility around products that these guys provide as well as hosting, training, and consulting on DevOps and Atlassian products. >> So the ideal state in your worlds is you've got -- true DevOps, Agile, infrastructure as code, I'll throw all the buzzwords out at ya, but essentially you're not tossing code from the development team into the operations team who them hacks the code, messes it up, points fingers, all that stuff is in part anyway what you're about eliminating, >> Right. >> And getting to value sooner. Okay, so that's the sort of end state Nirvana. Many companies struggle with that obviously, You got, what, Gartner has this term, bimodal IT, which everybody, you know, everybody criticizes but it's sort of true. You've got hybrid clouds, you've got, you know, different skillsets, what is the state of, Agile development, DevOps, where are we in terms of organizational maturity? Wonder if you guys could comment. >> I'll start with that right, I think -- Even though we've been talking about DevOps for a while and companies like Atlassian and Splunk, we live and breathe it. I still think when you look at the vast majority of enterprises, we're still at the early stages of effectively implementing this. I think we're still really bringing the right definition to what DevOps is, we're kind of go through those cycles where either a buzzword gets hot, everybody glams onto it, but no one really knows what it means. I think we're really getting into that truly understanding what DevOps means. I know we've been working hard at Atlassian to really define that strong ecosystem of partners. We really see ourselves as kind of in the middle of that DevOps lifecycle, and we integrate with so many great solutions around monitoring and logging, testing, other operational softwares, and things of that nature to really complete that DevOps lifecycle. I think we're really just now finally seeing it come together and finally starting to see even larger organizations, very large Fortune 100 companies talk about how they know they've got to get away from Waterfall, they've got to embrace Agile, and they've got to get to a true DevOps culture, and I think that's where Atlassian is very strong, devs have loved us for a long time. Operations teams are really learning to embrace Atlassian as well. I think we're really going to great position to be at that mesh of what truly is DevOps as it really emerges in the next couple years. >> Brooke, people come to Forty8Fifty, and they say, alright, teach me how to fish in the DevOps world, is that right? >> Yeah, absolutely. I mean, one of the challenges that you have in large enterprises is bringing these two groups of people together, and one of the easy ways is to go out and buy a tool, I think the harder and more difficult challenge that they face is the culture change that's required to really have a successful DevOps transformation. So we do a little bit of consulting in that area with workshops with folks like Gene Kim, Gary Gruver, Jez Humble that we bring in who are sort of industry icons for that sort of DevOps transformation. To assist, based on our experiences ourselves in previous companies or engagements with customers where we've been successful. >> So the cloud native guys, people who are doing predominantly cloud, or smaller companies, tech companies presumably, have glommed onto this, what about the sort of the Fortune 1000, the Global 2000, what are we seeing in terms of their adoption, I mean, you mentioned Waterfall before, you talk to some application development heads will say, well listen, we got to protect some of our Waterfall, because it's appropriate. What are you seeing in the sort of traditional enterprise? >> We see the traditional enterprise really embracing Agile in a very aggressive way. Obviously they wouldn't be working with Atlassian if they weren't, so our view is probably a little bit tilted. Companies that engage with us are the more open to that. But we're definitely seeing that the far and away the vast majority in the reports that we get from our partners like Forty8Fifty Labs is that increasingly larger and larger companies are really aggressively looking to embrace Agile, bring these methodologies in, and the other simple truth is with the way Atlassian sells -- the way we sell our products online, we have always sort of grown kind of bottoms up inside a lot of these large organizations, so where officially IT may still be doing something else, they're always countless smaller teams within the organization that have embraced Atlassian, are using Atlassian products, and then, a year down the road, or two years down the road, we tend to then emerge as the defacto solution for the organization after we kind of spread through all these different groups within the company. It's a great growth strategy, a lot are trying to replicate it. >> Okay, what's the Splunk angle? What do you guys do with Splunk, and how does it affect your business? >> Mike: Do you want to start? >> Sure, so, we're both a partner of Splunk, a customer of Splunk, and we use it in our own products in terms of our hosting, and support methodologies that we leverage at Forty8Fifty. We use the product day in and day out, and so with Atlassian, we have pulled together a connector that is -- one half of it is a Splunk app, it's available on Splunk base, and the other part is in the Atlassian marketplace, which allows us to send events from Juris Service Desk, ticketing events, over to Splunk to be indexed. You have a data model that ties in and allows you to get some metrics out of those events, and then the return trip is to -- based on real time searches, or alerts, or things that you have -- you're very interested in reports, you can trigger issues to be created inside of Jira. >> I think the only thing to add to that, so definitely, that's been a great relationship and partnership, and we're seeing an increasing number of our partners also become partners with Splunk and vice versa, which is great. The other strong side to this as well, is our own internal use of Splunk. So, we as a company, we always like to empower our different teams to pick whatever solution they want to use, and embrace that, and really give that authority to the individual teams. However, with logging, we were having a huge problem where all of our different teams were using over a whole host variety of different logging solutions, and frankly not to go into all the details, it was a mess. Our security team decided to embrace Splunk and start using Splunk, and really got a lot of value out of the solution and fell in love with the solution. Which says a lot, because our security team doesn't normally like much of anything, especially if it's not homegrown. That was a huge statement there, and then quickly Splunk now has spread to our cloud team which is growing rapidly as our cloud scales dramatically. Our developers are using it for troubleshooting, our SREs and our support team for incident management, and it's even spread to our marketplace, which is one of the larger marketplaces out there today for third party apps. Then the new product, Stride, for team collaboration is going to be very dependent on Splunk for logging as well. It's become that uniform fabric. I even heard a dev use a term which I've never heard a dev talk about logs and talk about log love, which is no PR, that is the direct statement from a developer, which I thought was amazing to hear. 'cause you know, they just want to code and make stuff, they don't want to deal when it actually breaks and have to fix it. But with Splunk they've actually -- They're telling me they actually enjoy that. So that's a great -- >> That's more than the answer is in the logs, that's there's value in our logs, right? >> Yeah, a ton of value, right? Because at the end of the day, these alerts are coming in and then we use tools like the Forty8Fifty Labs tool to get those tickets into Jira. Those logs and things are coming in, that means there's an issue and there's something to be resolved and there's customer pain. So the quicker we can resolve that, that log is that first indicator of what's going on in the cloud and in our platforms to help us figure out how do we keep that customer happy? This isn't just work, and just a task, this is about delivering customer value and that log can be that first indicator. The sooner you can get something resolved, the sooner the customer's back to getting stuff done and that's really our focus as a company, right? How do we enable people to get things done? >> Excuse me, when you are talking about your customers, what are their pain points? Today? I mean, big data's getting bigger and more capabilities, you've got all kinds of transport problems and storage problems, and security problems, so what are the pain points for the people who are just trying to get up to speed, trying to get into the game, and that the kind of services you're trying to bring to them to open their eyes. >> I think if you look at the value stream mapping and time to market for most businesses, where Splunk and Atlassian play in is getting that fast feedback. The closer in to the development side, the left hand side of value stream that you can pull in, key metrics, and get an understanding of where issues are, that actually -- it's much less expensive to fix problems in development than when they're in production, obviously. Rolling things like Splunk that can be used as a SIM to do some security analysis on, whether it be product code or business process early, rather than end up with a data breach or finding something after it's already in production. That kind of stuff, those are the challenges that a lot of the companies are facing is -- especially when the news, if you look at all the things that are goin on from a security perspective, taking these two products and being able to detect things that are going on, trends, any sort of unusual activity, and immediately having that come back for somebody in a service desk to work on either as a security incident or if it's a developer finding a bug early in the lifecycle, and augmenting your sort of infrastructure as code, the build out of the infrastructure itself. Being able to log all that data, and look at the metrics around that to help you build more robust enterprise class platforms for your teams. >> We've been sort of joking earlier about how the big data, nobody really talks about big data anymore, interestingly, Splunk who used to never talk about big data is now talking about big data, cause they're kind of living it. It's almost like same wine, new bottle with machine learning and AI and deep learning are all kind of the new big data buzzwords, but my question is, as practitioners, you were describing a situation where you can sort of identify a problem, maybe get an alert, and then manually I guess remediate that problem, how far away are we from -- so the machines automating that remediation? Thoughts on that? >> Am I first up? >> You guys kind of -- >> We've done a lot of automated remdediation. Close with remediation is what you call it. The big challenge is, it's a multi-disciplinary effort, so you might have folks that need to have expertise between network and systems and the application stack, maybe load balancing. There's a lot of different pieces there, so step one is you got to have folks that have the capacity to actually create the automation for their domain of expertise, and then you need to have sort of that cross platform DevOps mindset of being able to pull that together and the coordinator role of let's orchastrate all of the automations, and then hopefully out of that, combined with machine learning, some of the stuff that you can do in AWS, or with IBM's got out. You can take some of that analysis and be a little bit smarter about running the automation. In terms of whether that's scaling things up, or when -- For example, if you're in a financial industry and you've got a webpage that people are doing bill pay for, if you have a single website down, a web server down, out of a farm of 1000, in a traditional NOC, that would be kind of red on a dashboard. It's high, it's low priority, but it's high visibility and it's just noise, and so leveraging machine learning, people do that in Splunk to really refine what actually shows up in the NOC, that's something I think is compelling to customers. >> How are devs dealing with complexity, obviously, collaboration tools help, but I mean, the level of complexity today, versus when you think back to client server, is orders of magnitude greater for admins and developers, now you got to throw in containers and microservices, and the amount of data, is the industry keeping pace with the pace of escalation of complexity, and if so, how? >> I think we're trying. I think that's where we come into play. As this complexity increases really the only way you can solve it is through better communication and better tools to make sure that teams have the right information at their fingertips. The other challenge too is now in the world of the cloud, these teams need to be on 24/7. But you've got to kind of roll across the globe, and have your support teams in different time zones. You don't always have the right people online at the same time to be able to address, and you can't always talk directly, so that's where having the right tools and processes in place are extremely important so that team can know and know what did the team earlier do, how did they resolve this, where's the run book for this issue, and if this happens, how do we resolve it? How do we do so quickly? I think that tooling is key, and also too, this complexity is also as you guys were talking about before, being solved through some automation as well, and we're increasingly seeing that to where if this occurs and a certain thing occurs, then Jira can now automatically start to trigger some things for you, and then report back as to what it did. You're going to see more and more of that going forward as these models become more intelligent and we can redeploy, or if capacity is low, let's pull back resources, and let's not spend all this money on cloud computing platforms that we may not need because utilization is low. You're seeing all of those things start to happen and Jira as that workflow engine is that engine that's making those things happen in either an automated way at times, or just enabling people to communicate and do things in a very logical fashion. >> As ecosystem partners, how do you view the evolution of Splunk, is it becoming a application platform for you? Are you concerned about swim lanes? I wonder if you could talk about that? >> I personally, I don't see any real concerns of overlap between Splunk and Atlassian. In our view at Atlassian is, we tend to work very closely with people kind of fit into that frenemy category, and they're definitely a partner that we overlap with I think in very very few ways. If and when we ever do, I mean in a way, that's kind of something we always embrace as a company. I mean one thing we'll say a lot is overlap is better than a gap. Because if there's a gap between us and a partner, then that's going to result in customer pain. That means there's nothing that's filling that void. I'd rather have some overlap, and then give the customer the power to choose how do they want to do it. I mean, Splunk says you can probably do it this way, Atlassian says you could do it this way, as long as they can get stuff done, and that's always -- it's not a cliche from us, I mean that's a core message from Atlassian, then we're happy. Regardless if they completely embrace it our way, a little bit, a little deviation, that's not what really matters. >> Too much better than too little. >> Exactly. >> Is what it comes down to. Gentlemen, thanks for being with us. >> Thank you. >> We appreciate the time today and look forward to seeing you down the road and looking as your relationship continues. Not only between the two companies, but with Splunk as well. Thanks for being here. >> Mike: Thank you guys. >> We continue theCUBE does, live from Washington DC here at .conf2017, back with more in just a bit.

>> Hey, welcome back here everybody. It's Jeff Frick here with theCUBE. We're at PagerDuty Summit. It's in San Francisco at Pier 27. It's a new facility, we've never been here. It's pretty unique. It's right between the Bay bridge and Pier 39. Beautiful day out on the water and it's all about DevOps here at PagerDuty. And I'm going to tease Jen later if people even know what a pager is at this town. So we are excited to have Nicole Forsgren She's a founder at CEO and chief scientist of DevOps research and assessment. I had to read it, it's a big mouthful but it goes buy DORA for sure. Nicole, welcome to see you. Good to see you. >> Thanks so much. It's good to be here. >> Alright so you are the DevOps expert. You got a really interesting past. Did some research on the LinkedIn profile industry. Academe industry, Academe and now you're out helping people. >> Yes, bounce around a bit. It's all about the pivot right? >> Absolutely. >> Out here doing DevOps. >> Absolutely, absolutely so you do an annual report on the state of DevOps. So where are we? DevOps has been being talked about for a long, long time. How much is reality? How far are we on this journey? What are you seeing? >> Right so it's really interesting you point that out right, because for years everyone's been like DevOps. What is it? Does it matter? And so DORA and by the way, DORA is myself. Jess Humble, Jame Kim. We just brought on Sue Chow. But the core founders, we've partnered up with the team at Puppet, and for the last several years. We've put out the state of DevOps report. To kind of help define at least from a research standpoint and from our standpoint. What it is? What are the key contributors to really drive value and does it drive value? It's for years and I'll talk about this later this afternoon on my closing keynote. For years and when I say years, I mean decades of academic rigorous, pure review research. Technology didn't matter. Like it didn't matter at all. It just never delivered value to organizations. But then we started seeing patterns and really interesting patterns and companies saying no. We're seeing results, we're delivering value. We're delivering outcomes. Core essential outcomes for end users and customers in the business. And so we got together and say okay, let's really take a look at this in a really important way. >> Right, now how far we've come right. 'Cause now most companies are technology companies. They just happen to warp their technology around a particular product or a particular service. >> Yeah, exactly. >> And now most leading the technology in terms of a vehicle to drive value and to drive transformation. So DevOps is also very wrapped up in this whole concept of digital transformation. That's all anybody wants to talk about. It's in every earnings call, so how closely are the two related and how do you see, 'cause DevOps got a little bit more history in terms of the buzz of transformation. Are people applying DevOps concept beyond strictly development and operations? >> So, there's a lot to unpack there. So like you said, it's really, really involved. Although it has some kind of a buzz word, right? Some people love it, some people embrace it, some people never want to hear it. So it's really all about what's important to the company in delivering value. But it's core is really about taking important methodologies and practices to deliver value and it's about using technology and automation, in conjunction with core values and practices and processes that we've adopted from the lane and agile movements. >> Jeff: Right, right. And having a really good healthy culture that's about more than just DevOps. Right like you said. DevOps, QA, Info Sec. The business marrying all of that, pulling all of it together, working in conjunction in the right kind of ways to deliver value. To deliver key outcomes to help us pivot, move fast, learn, have fast feedback. So that we can do what we need to do for the company, for the business, because like you said, it's so many companies right now, really are technology organizations that happened to be wrapped around in some particular industry. >> Jeff: Right, right. >> Capital One is a financial institution. Really they are a technology organization that happens to do finance and deliver finance really, really well for their customers. So many other companies are doing retail but it's driven by technology. Right or they do insurance and it's driven by technology or they're a healthcare organizations that really can't do what they do unless they have technology to really drive it. >> Right, right. The financials institutions are interesting because if you talk to like my kids. If they've ever been inside of an actual bank and then and how often do they go to the atm? So not even atm, so the way that people more and more interact with the company is through digital mediums. >> Right. >> But I'm curious to get you're input on the big question that we always ask people is how do I get started. Right, what is the easy paths to success? How do I get some early success so I can build on that success? What's interesting is you have a very unique approach to solve that question as oppose to what I think or based on what I'm really good at, I think we should start here. >> Yes, we really do-- >> Do you guys have different-- >> And this is really why DORA exist and this is what we do. So myself Jess Humble, Jean Kim. This explains the genesis of DORA. So we have a couple different things so the mission of DORA is to help companies get better through science and proven methods. Ans so we have a couple of different things we do. The first is that state of DevOps report that we put together at Puppet. And those are all open sourced and so if you want some ideas of what really statistically drives improvement, go find those. They're open source, they're totally free. We've tried so many resources because we don't want companies to fail. We've all lived through that awful dot com mess. We've seen companies fail. Go find those resources. Now your question though, where should I start? If I'm a company, what should I do? We've all go into conferences myself, Jean, Jess and we've had companies come up and say well where should I start? And the answer is always, it depends. The answer is always it depends because I can't tell you absent context, absent data, absent information. If I don't know about someone's detail information. I can't tell you and so what we also have is we offer an assessment where I can collect data from the doers. Right there's this fantastic report from Forester. It's called the dangerous disconnect and that's such a great title because if you ask executives. They drastically over estimate technology and DevOps maturity in organizations. So you shouldn't be, I mean I love-- >> Over estimate. >> Of course they do. I mean because we need to be really, really optimistic about where our organizations are going. >> Right, right. >> Those are our roles as executives. And so that's appropriate but in certain conditions that's appropriate. But where it's not appropriate is when you're setting detail strategy for your organizations. And so what we do is we offer an assessment where using these strong scientifically based measure that we have prepared and refined over now, four years of rigorous academic research. We can go with a 15 minute survey, collect data from everyone in organization that like I said are the doers. DevOps, TestOps, QA, InfoSec including vendors, contractors, consultants to people that are in the weeds every single day. I can measure you. I can benchmark you against the industry. I've got over 23,000 data points around the world. All industries, all company sizes. And then, where should they start? I can algorithmically tell you what your bottle neck is, what your constraint is. Where you should start to accelerate your performance. >> Based on my data? >> Based on your data. >> Based on your algorithms and based on your population data from this huge data set >> Yes, and with the companies that we're working with right now, they're seeing amazing results. They're calling it out-sized results. So a really great example we have was with Capital One. They did the assessment across over a dozen lines of business. And by focusing on two core capabilities out of over 20. We focus them on the right two capabilities. They saw a 20X improvement in deploy frequency in only two months with zero increase in internet. >> 20% improvement-- >> 20X >> 20X? >> 20X >> In two months. >> 20 times. >> Wow. >> So it's that ability to measure consistently see visibility throughout that software engineering life cycle. So we also had feedback from customer like Verizon. That that visibility, that consistency of measurement was also a really huge value add. >> Jeff: Right, right. >> Measurements hard. >> Well it's interesting, I saw some of your videos and some of your prior key notes and stuff and talking about, everyone says data is in the world. But the data without context, the data without the right algorithms, and you talk about a bunch data dirty things and data problems. Data itself is not the new oil. So I wanted to get to your report 'cause that's kind of your bench mark. That's your big stake in the ground. So how are we've been doing it? What do you do different than other things that are out there? Besides the fact that it's open source which I'll ask you about as a follow up. What makes your research special? >> So why is our report different from any other reports out there? I think there's a couple things. The piece that makes me the proudest is that, the state of DevOps report is so different because it's academically rigorous. It's a true research report and I love that the team has been so loving and so patient with me. Because when I started working with the rest of the group four years ago, I stepped in and I said. This is what I want to do. These are my ideas. I was still a professor at the time, so as you mentioned, I was industry and then academia and I'm now in industry again. But I stepped in and I said, I think there's this really, really fantastic opportunity to take a look of what's going on but we have to measure this in really rigorous ways. And by doing that, it allows us to look at predictive relationships, which is interesting because it let's us say. If we focus on core capabilities, they will predict organization's ability to develop and deliver quality software with speed and stability. Which will in turn drive improvements in organizational performance. Profitability, productivity, market share. Effectiveness, efficiency delivering mission and organizational goals. Notice I'm saying predict and drive. I'm not saying correlate, which is really interesting. And so in these years of research, we've been able to identify core capabilities that drive improvement. So it allows organizations to understand what's important to invest in. It's not just this worked for my team. This worked for that team. Hey, I think this is what I'm going to try because as someone fond of joking. Anecdote is nice but the plural of anecdote isn't anecdata. (laughing) Right, and that was my frustration when I was in tech and before and when I was in consulting. If you want to try a thing and you want to apply it but it's really hard if I only have one or two or three or five maybe even 10 stories. We need so much data to really understand what will likely work for teams and for industries as a whole. And like I said, God bless the team, because I came in and I was really rigorous and I would say that doesn't work, we can't measure that. That doesn't work here and sometimes I'd come back and I'd say that doesn't hold. The stats don't hold and they say, "But it has to." "I know it worked here and I know it worked here." And I'm like, but it's not, we have no evidence to support that. The stats don't hold. This doesn't work. We can't say that and we're like hey, we'll have to try it again next year. Not try it again next year but we have to find a different way to measure it. We have to have a different hypothesis to test. But then we also find really amazing things like I said a couple times, it predicts a team's ability to develop and deliver code with speed and stability. Speed and stability. We found four years ago speed and stability go together. For years, we didn't know that was the case or we thought that in order to get stability, you had to slow down. It doesn't show up anywhere in the data. No where, high performers get both. >> So do the executives, do they realize the leader that having better internal thought for development has an impact on their business relative to saving a few bucks on parts or spending a few more bucks on marketing? As a real driver of value as oppose to it's just always internal apps that we have to build for whatever reason. >> They're starting to get there. And so what we're starting to do is we're really focusing heavily on delivering code with speed and stability. And then, we're saying okay, imagine if you could deliver with speed and stability here. What could you do with delivering features? How does that help you get to market faster? How does that help you beat your competitors? How does it allow you to respond to complaints and regulatory changes? And so that's really what helps us drive and then another way that we are a little different from other reports that are out there. Other industry reports are also very helpful but they are very different. So I don't say things like 27% of the industry is using configuration management. Other report say that and that is interesting. I don't report on percentage of the industry that's doing something. >> Right, right. >> But those other reports can not say what is predictive of improvement. So we are the prediction. Occasionally, I'll report correlations if I don't have the statistics to go as strong as-- >> And what moves it from correlation to prediction is the strength of the algorithms? >> No, it's the strength of the research design. >> The strength of the research design upfront? >> Yep, up front. >> Before you feed it in. >> Upfront and-- >> 'Cause really, you're knocking them at research. >> Yes. >> Rigor. >> Yep. >> That's the underpinning of the whole thing. >> And much more data has been published in academic periodicals, so we are still actively doing research. >> And I would imagine that the annual report is really an ongoing, longitudinal study across a whole lot of the same companies over and over and over, year in, year out. So you get them-- >> So it's open every year. >> As well. >> Yep. >> Awesome, alright Nicole. Well that is fascinating and everyone should go to DORA and get the free research. And then if they want to bring you guys in, and you offer custom services to help the particular company execute and do better. >> Yes, absolutely. So you can go to DevOps-research.com to find all of our research and anything else you want to find out about engaging with us or anything like that. >> Nicole Forsgren. She's DORA the explorer. She'll help you out with your DevOps. I'm Jeff Frick, you're watching theCUBE from PagerDuty Summit. Thanks for watching. (uptempo techno music)