>> Live, from Las Vegas. It's theCUBE! Covering Dell Technologies World 2019, brought to you by Dell Technologies, and its ecosystem partners. >> Welcome to theCUBE's coverage of Dell Technologies World 2019 from Las Vegas at the Sands Expo Center. I'm Lisa Martin with John Furrier, this is day one of two sets of coverage for three days for theCUBE. There are at least 15,000 people here, we just came from a great keynote, Michael Dell, Pat Gelsinger, Jeff Clarks, Sati Netella was here. John and I are pleased to welcome back to theCUBE one of our guests, we've got Doug Schmitt, president of Dell Technologies Services. Doug, welcome back. >> Well, thank you for having me. >> And you've brought a partner in crime, we have Alex Barretto, Senior Vice President of Dell Technologies Services, Strategic Planning, and Technology. Alex, welcome to theCUBE. >> Thank you, happy to be here. >> So guys, I always love the keynotes. Michael always has- Michael and team always have great energy. Lot of cool announcements, all talking about digital transformation. But Doug, let's start with you, let's talk about the transformation of Dell Technologies Services. Give us an overview of your organization, and what you're doing for Dell Technologies Services. >> Yeah, well thank you for having us back. I know we were here last year talking a little bit about Dell Technologies, and wow, what an opening keynote this morning. And following up on that; look, service is key component, obviously. Helping our customers through their transformation. Our number one priority, it's really simple. It's literally about, for, and helping the customers. Whether it be specifically kind of, three areas: to sport, deployment, and their manning services. And helping them not only keep their data centers to the edge, running correctly. Making sure to help them through their transformations that they're going through, that we talked a lot about this morning. And then, what we do is we support our customers really with 60,000 people globally, about half of those are Dell Badge, the others, we leverage partners in various countries for. Look, it's about getting up every day and making sure everything runs correctly for them. And that's our job. >> Alex, talk about the strategy for services. Because one of the highlights in the keynote was Bank of America talking about how they got where they are today, and they go forward. It's not the same, things are changing, you guys have to change. What's changing in sevices? What's the strategy? Because it's a whole new ballgame. >> Yeah, great question. In fact, technology is- we have to ask ourselves of our own transformation. In fact, Doug and I spend quite a bit of time talking about a technology world map. Really, if you open the aperture of 'What is technology?', it's everything from data science, to our bots, to our software engineers, into the AI, engineers are developing both in-house as well as partnering with others. That is really the essence of what we're doing in services, and you see customers like Bank of America really adopting that. Because it's helpful in the value that customers get out of our technology. >> And the data was also important, they mentioned data. How are you guys using data in services? I'm sure you must be data-driven. I mean, the mandate up from high, Michael's like, "It's a data-driven world, it's clear as day." >> Absolutely, data is essential. In fact, if you look at the amount of data that's out there, and the growth of the data, it's just phenomenal. But the way I actually like to talk about data is the insights we get from data, right? Data is interesting, but the value that you get from data comes from the insights. So, we actually spent a lot of time developing models, and that's why we use a lot of data scientists, a lot of software engineers. Again, to develop models to generate value from the data. That value is what customers are looking for, and what we're focused on. >> In terms of value, one of the things that was also talked about this morning in the keynote is people and the workforce being massively distributed for any kind of business. 81% of the average worker, is outside of the traditional office, with over half of these people, I'm one of them, working in at least three different places every week. You've got customers that are highly distributed, as is your workforce. What can you talk to us, Alex, about the unified workspace announced on stage this morning? >> Fantastic new offering that we have, obviously you heard from Jeff onstage talking about that. And if you look at that, there are a couple elements that are interesting to me. First, you see all the pieces of Dell Technologies coming together to create greater value for the customer, and if you look at the value that's generated there, to your point, wherever you are as a customer, you're able to access your specific information, whatever the device. And so, if you think about your whole experience, device independent, as well as from a software standpoint, we can offer all in one. >> How, how is-- Sorry Doug, how is service integral to this, you know? >> Well that's-- yeah. What that's really about is so, you have workspace one, coming from VM, great offer and product. And then you have our services, which would be pro-deploy, are pro-support and in some cases, even the manning services, coming together with that to provide a wrapper around that. So, customers have that end-to-end experience with unified workspace, getting those four great service offerings together. Which really then brings it all together for the customer. So they have to do very little, quite frankly, to make that happen. >> One of the comments from Sati Netella was the whole new renaissance of IT needs infrastructure. You see the VX rail being bundled into data centers and service, the demo of the VM-ware cloud, where the just deploy a data center to the edge. I mean, this is just completely game-changing. How is that changing how you guys do the services? Because you guys, it was self-healing. There was a lot of stuff in the dashboard-- no one was deployed, it was all being done with software. How is this changing your mix of business, personnel, economics? >> Great question. You know, we talk about how we're helping customers transform Dell Technologies, well look, services is going through its own transformation as well. And I think that's what you're bringing up. And really, there's four pivots around that transformation we see inside of services that we have to do to stay up and make sure that we're cutting-edge for our customers. The first is around technology, Alex talked a little bit about that. But really, what that's about is the telemetry to help our customers. Data insights, it's not just the data. The second is around our systems that we're putting in place to leverage all that telemetry. You know, we're basically building a whole new CRM, bringing everything together. Our field capabilities, in terms of systems we're building out as well. So a massive transformation on the infrastructure inside just running this to support really. It's a $150 million install base. >> Can you share just stats or data on what's the most popular services you're deploying? And which ones are trending? Like, which ones are kind of, people kicking the tires on? Obviously, you've got the grooves swing on some of your key products. What's the hottest, services/products that you have? >> Well look, our Pro Support Plus is a very hot product for us, it literally provides end-to-end support for our customers, provides what we call a technical account manager, or service account manager with it. It gives you the insights then to really go help you. So it's not then about break/fix anymore. What it's about is proactive, predictive service, and then actually using that to go to the customer and say, "Hey, you know what? "Here's what we're seeing, here's how you can improve "your environment, not only prevent issues from happening, "but what are we doing to actually improve, "and carry that environment forward." And our customers love that. >> Any up and coming, trending products, services you see? Obviously, I can see yeah, there's probably going to be some new services there, but what are going to be the hot new techniques? >> I think seeing the same spot in ProManage which you'll see us carry forward here, and carrying it into the managing service is how do we continue to provide more of that end-to-end? Really, what you're seeing is a convergence of deployment, support, and managing service all really coming together. Our customers are really looking for more and more of that one-stop shop, but one offer across the board. So that's what we're seeing. >> But just to add to that, if you our ProSupport Suite, we have SupportAssist, which is our technology behind ProSupport. And the insights that we're generating; we have 55 million devices connected now. So you look at the connectivity, and the value customers are getting out of that, it's amazing. 20 Terabytes of data per day generated out of those devices. It's a lot of information coming in, customers see the value, they connect more, and again, back to your loop that you're talking about the data. >> Well, the security visibility too, just looking at the data, with all those devices now with Windows, and all the new multiple vendors. I mean, you've got all that data. >> That's right. But I think it's the insights, you know, we keep talking about that. Those insights are really helping us leverage that for the customer so they can see in front of them, and I think what we always say internally is "Look, customers aren't looking for a rear-view mirror. "They're looking through the windshield." The more we can use that insight, to help them see when and where they need to get through for their own transformation, is what it's all about. >> And talk to us about how both of you-- Doug, we'll start with you, how have customers been sort of symbiotic to the digital transformation of services in terms of knowing, "We've got to get predictive"? How are they helping you to evolve what you're delivering so that ultimately, services is part of this technology differentiation and product front that Dell Technologies has? >> Yeah, well, you know the history of Dell Technologies is really the core of our foundation. Culturally, for all 140,000 of us, is listening to the customer. And I think that culture has allowed us to adapt and stay close to not only what the customers are telling us, using the insights we're getting back, but knowing where the customers want to head. And it truly is a one-on-one listening to the customers, listening to where their issues are at, then using this technology and their solutions to solve their problems they're bringing up. But I got to tell you, there's not a big hammer that just- one answer for that. Literally, it's how are we helping consumers? How are we helping small, medium, business? Large? All of them have a variation of what's the same, and all of them have a variation of difference as well. >> Alex, how about strategy for a minute, the strategic landscape, how has Dell Technologies Services changed with the vendor landscape? Now you've got multiple vendors, it turns into multiple clouds, multiple clouds with open source software. You've got all kinds of new things emerging. How do you stay on top of it, what's the strategy, what's the long game look like for you guys? >> If I were to summarize in a nutshell, it's software. We're investing quite a bit in software, whether that is within our predictive capabilites, but as well as in deployment services, and Doug alluded to ProManage. So software is a pivotal, key component. So this is how we are approaching from a services standpoint. Whether you talk support, deploy, or manage services, the umbrella around that is really our capability to do the software component. So that's where we are placing our bets, we think that's where the future is. Whether it's SupportAssist, or our ProManager offering. It's all the backbone based on software development. >> And where is, we talked a lot about digital transformation and services, but the people, the people being essential to, we need the technology to do our jobs in any industry. What about skill, upleveling skills? It's great to have all the technology, but we need to have people to be trained, certified, professionals to be able to maximize the value of the services. Doug, go ahead and start, and then Alex, maybe from a strategic perspective, where is that people, cultural part of the services? >> Well, look it's huge. I don't think it's just for services, I hear our customers talk about it as well. And as Alex just mentioned, that software is driving more and more of it. You know, we use a lot of different acronyms and titles to kind of describe it, Digital Transformation, AI, BI. I mean there's all of this, but it is is all summarized in Digital Transformation. And the impact it has on our team members is vast. So look, open communication, yes, it is changing the way we do business, and quite frankly the world's doing business, the simple tasks are getting more and more automated through these insights, and they're going away. Making it easier for our customers means you're not getting as many break/fix calls, you're not getting these transactions. But what we're doing at the same time is we're upscaling the team, telling them where we need to be in the future, helping them with those skillsets, reset. The interesting thing is our team members are seeing the value of it, their jobs actually become more enriched because you're doing higher value things for our customers. But there is a transformation going on and-- >> And Doug, there's cultural changes as well, as we think about how we measure the business, some of the metrics that we look at, legacy metrics versus new metrics, they are different now. How we think about people development is different. So, I think it's a great question, 'cause the actual talent transformation, it's huge. There's short-term impact, and long-term impact. And if you don't plan that right, obviously you can't execute a strategy. >> How should your customers start rethinking about how they're leveraging the services? Because with unified workspace, data center as a service, and now multi-cloud, architecture is really important. Where the data sits, using real-time data you mentioned in software and data, so as they think about now, looking at not resetting, but taking services for their advantage. 'Cause they look at services, they want to be in the right position. It seems like architectures are more important now. Multi-cloud architecture. So, more technical people involved, the roles are changing. What should customers, how should they expect to be thinking about that? >> It's another great question. Well look, I'll let Alex follow up with his thoughts on this one. But I think this is really about us, the customers have to look as a true partnership. What we're really there trying to help them with every single day, is we talk about keeping the solutions in the system running to what they need, what they wanted. But we can also help by helping their staff free up time through the services we have, so they can stay focused on their transformation and provide the value that their teams and customers are looking for. That's really how we see that. So in other words, go into them and say, "Hey look, "we can take some of these tasks off, whether it be the deployment, unified workspace we talked about, you know, that was announced today. These are all about not only providing better technology for their team members and their customers, but then leveraging their time then to go spend it on their transformation. That's really it, quite frankly, simply put. >> Yeah, I would say it depends. Customers want to do a variety of things, so it depends on their business outcomes. So, at the end of the day, I would say, as you look at Dell Technologies, we have all the Lego blocks. You tell us what you're trying to achieve from a business standpoint, and we have the Lego blocks to make it happen. I think we're in a unique position to be able to deliver that valuable proposition to customers. So it's not a one size fits all. >> More data, more workloads, I've heard the term workload mentioned so many times in all my CUBE interviews, we all talk about workloads, but now with IOT and Edge, you're going to see a proliferation of more workloads, some small, some massive, and managing that workload is a huge challenge for organizations. This comes up as the number one issue. How does services play into that, how do you guys make that easier, and I love the operating model of simplicity, but when you guys take that realization into services, what do you guys bake out of that? What comes out of that? >> Yeah, I would say two things. First, the reason that workloads exists is that it's important for the business. So it's got to be up at times, it's got to be 100 percent. It's got to be up and running. We make sure that that happens. Second, if you look at the workloads, they're actually running critical pieces of the business. So we actually assure that we are providing additional value, beyond actually just running infrastructure, actually keeping value and how you should optimize that infrastructure so you can do more with less. >> Can you give, is there an example of a customer? John mentioned B of A was highlighted this morning, Draper was as well, I think some of the Trailblazer Winners were right before we started. A customer that comes to mind that really demonstrates the value that they're getting from Dell Technologies' suite of services? >> Well, look, I think there's a lot of those. But going back to maybe, we talked about the customers today in the keynote speeches that were happening. But look, there's a lot of small and medium businesses that are one, trying to stay with and ahead of technology. Lots of cases actually farther ahead in their transformation. I think I know of one that I recently had a conversation with, a doctor's office had four or five offices in a town here in the US. And they're staying ahead of that. They want us to "Look, we want to buy things that have "easy deployment, easy install/run. We also need you "to come in and help us tell us how to access "and leverage the technology we have better." Running it easier, staying ahead of that digital transformation, and providing really, their virtual CIO, with a technical account manager pulling all that together. You know, all from the storage, their server, their client products coming together; they don't view it as-- the customer's not coming to us and talking to us about individual products. It's not the discussion. What they're saying is "We need to purchase this, "we know we need this solution, we need to have you guys "come and pull it all together, we're looking "for our people to take care of the patients, "get the information that needs to the government, "and get paid, that's it. "And we need you to help us pull all that together." And we're doing that. >> Doug, my final question for you. Michael Dell always talks about this, within the hallway conversations, or on theCUBE. He says, "The best way to create valuable teams is to attract and retain the best talent." How are you guys attracting and retaining the talent, because the workforces are changing, the technology's changing. What are some of the hard problems? Because people love to solve hard problems. What's the pitch for people out there watching, that might want to work in the services group? What's the environment like? How do you attract great people? What kind of problems do they work on? Give a little taste. >> Well, first of all, you know, you have to love and want to take care of our customers, that's really exciting to me, and I know to the other 60,000 team members. That's why we get up for every day. There's an energy that comes from that. I mean, you're getting up and helping our customers whether they're hospitals, small, medium businesses, or consumers. Really being productive in their lives, whatever it may be. So there's an energy that comes from that, I think a lot of people enjoy doing that. It can't be more exciting than that, right? Second of all, career. Just so many aspects to this. You think about digital future technology, we have everything from being able to go out in the field and help our customers to remote, there's just so many different opportunities. And then we also have our employee resource group. So even participating beyond just work, we have the ability to join all of our different resources groups, whether it be Pride, or Veterans, or whatever they may be. People like and see value to just coming into work, but being able to take their passions that they have on the outside and bring it in as well. >> Real citizenship opportunities to bring and contribute back. >> Exactly right, giving back to our communities. very strong, very strong. You know I get an immense amount of pride in the things that I want to contribute to outside of work, and seeing and getting empowered by Dell to do those things. And then constant learning, constant, constant learning. >> I would also hint at a bit of competitive imagination. (Laughing) If you heard any barking during our interviews, speaking of things to do outside of work, we're next to Michael's Angel Paws, which is near and dear to Michael Dell's heart. That's the service dogs that are actually here for all of us to get our dog fixes on. So Doug, Alex, thank you so much for explaining to us the momentum, the excitement behind the digital transformation of Dell Technologies Services. >> Thank you for having us. >> Our pleasure. >> Thank you. For John Furrier, I'm Lisa Martin, you're watching theCUBE Live at Dell Technologies World 2019. This is day one of two sets of CUBE coverage. Stick around, our next guest will join us shortly.