(upbeat music) >> theCUBE presents UiPath FORWARD5 brought to you by UiPath. >> Welcome back to Las Vegas, everybody you're watching theCUBE's coverage of UiPath FORWARD5. We're here at the Venetian Convention Center Dave Vellante with Dave Nicholson this morning. Dave, we heard these boomers, these thunder boomers. We thought it was the sound system. (Dave laughing) >> Thought it was something fake. >> But it was actually some crazy weather out here in Vegas. It's rare to see that kind of nuttiness out here. John Morrison is the director of Product and Technology at T-Mobile and Naga Chakravarthy is the Chief Digital Officer at iOpex. Guys, welcome. >> Thanks for having us. >> Next, so John, (commentator booming) so okay, we're serving automation. I don't know if you guys can hear that S0 let's just give him a second here. >> (Commentator) Three different tracks >> I think it's pretty loud. Probably coming through. Usually we don't get that. >> It's live. >> But, it is live. So John, we, we've interviewed a lot of customers that have automation in their title. Your title's, Director of product and technology. Obviously you're here 'cause you have an affinity to automation. But talk about your role and how automation fits into it. >> Sure. Well, I'm the director of product and technology and I oversee what we call the communication, collaboration and productivity applications and services for T-Mobile. Reason I'm here is we took over the automation program and automation is falling within to our productivity portfolio. So I'm here to learn about, from these experts and all these leaders within the UiPath and from our vendors as well. >> Okay. Now tell us about iOpex. So kind of an interesting name. Where'd that come from? I think cloud. When I think opex, but, get rid of my cap. Where's the name come from and what do you guys do? >> Actually we thought hard about what to name about 13 years back. You know, I think all of us, the whole team comes from a service background and then I think we believe that you need to have people and as a lot of operational activities were increasing, you know the dependency on people was also increasing. And we thought that there has to be an angle for us to be very unique in the market. So we thought, you know, I would say iOpex is currently at 3.0 and if you look at what 1.0 was, it's all about driving innovation in operation excellence, right? And the medium was technology. And today, if you ask me from operation excellence that is the base, we are actually looking at how do you drive innovation in operating experiences. That's where automation and all these things becomes very native to us. >> So the market just went right, right to you guys you were ahead of the game. And then, wow, now, >> I have to brag that we fortunately named it Opex, which can be interchangeably used for operation excellence or operating experience. >> Got it. >> So, so John, where did, where did it start? What was the catalyst for your automation journey? How did, was it the, was it the, the merger? Take us through that. >> Sure. So I look at our automation journey, like a crawl, walk, run journey for sure. It started with the partnership of UiPath and iOpex. We had an innovation lab. They came, they set up a proof of concept. Proof of concept was successful. I was then asked to build out an automation program for the T-mobile enterprise. Not having any experience within automation as we had discussed before usually you have automation within the title. We leaned heavily on our partners iOpex being main critical partner in that evolution. And so iOpex came in and helped us build that center of excellence and really helped us put that support team together so that we could be successful as we moved forward. Now, when we had both of those in place, we were able to go to the businesses and find opportunities and showcase what automation was all about. The problem is we were so green is that, you know, we'd go and we'd look at an opportunity, but that opportunity we'd deliver and then our pipeline would be empty and we'd have to go look for other opportunities. So we really had to present and get that executive sponsorship of automation for the enterprise. And I'm going to do a few shoutouts here. Giao Duong, John Lowe and our CIO Brian King, were critical in giving us what we needed to be successful. They gave us the expertise, the funds to do what we needed to, to build out this program. We utilized iOpex, UiPath to really get that expertise in place. And today, our pipeline, we have about 300,000 manual hours of labor savings that we'll deploy by the end of the year. That's a huge success. And that's where we're at right now. The run part of it is going to be, I'll wait. >> Wait. No, it's okay. So you went, you went from hunting to fishing in a barrel? >> Absolutely. Absolutely. So the, our next is focused on citizen development, building out that citizen development program, where we will be partnering with UiPath and iOpex to get that in place. And once we have that in place I feel like we're going to be ready to run and we'll see that program just kick off. But like I said before, 300,000 hours of savings in the first year of that program. That's incredible. And we're a large company and we'll, I mean we're just starting so it's going to be fun. >> So many questions. So Naga, is the COE where people typically start or is it sometimes a grassroot effort and then the COE comes later? How do you typically recommend approaching it? >> I think the fact that we started very small there was a clear mandate that we have to take a very strategic approach while we are solving a tactical problem to show that automation is the future and you need to solve using automation, right? And we not only looked at it just from a task automation standpoint, we were starting to look at it from a process, entire end to end process automation. And when we started looking at it, though we were tactically automating it, COE naturally fell in place. So, which means you need to evangelize this across multiple departments. So when you have to have, when you have to have evangelize across multiple departments, what is very important is you need to have the pod leaders identified let's say if you have to go to different departments it is somebody from John's team who's very capable of navigating through different departments' problem statements and how when you, when you navigate it you can rightly evangelize what is the benefit. And when it comes to benefit, right? You need to look at it from both the angles of operation excellence and what is it going to do from a growth standpoint of solving a future problem. So somebody internally within T-Mobile we were able to use very nice, you know John's team, you know, the COE naturally fell in place. All of them were at some point in time doing automation. And slowly it was a path that they took to evangelize and we were able to piggyback and scale it bigger. >> So in the world we're in, whether you're talking about cloud services that are created by hyper scale cloud providers or automation platforms from UiPath, between those shiny toys and what we want to accomplish with them in the world of business and everything else there are organizations like iOpex and you and John are working together to figure out which projects need to be done in a strategic, from a strategic viewpoint but you're also addressing them tactically. I'm curious, >> Yeah. >> How does that business model from an iOpex perspective work do you have people embedded at T-Mobile that are working with John and his folks to identify the next things to automate? Is it a, is it, where is the push and where is the pull coming from in terms of, okay now what do we do next? Because look, let's be frank, in the, from a business perspective, iOpex wants to do as much as it can a value for T-mobile because that's what, that's the business they're in. But, so tell me about that push pull between the two of you. Does that make sense? Yeah, So I'll say real fast that, yeah iOpex is actually part of the T-mobile team. They are embedded. >> Nicholson: Okay. >> We work with them daily. >> Nicholson: Okay. >> Right. They had the expertise they're passing along the expertise to our full-time employees. And so it's like we're all one team. So that should answer that one for sure there. >> Absolutely. Let me add one more point to it. See if, you know, I think with respect to T-Mobile I would say it's a little bit of a special case for us. Why I say that is, when we started the whole conversation of we need to drive automation with you there was a natural way to get embedded, you know as part of their team. Normally what happens is a team, a COE team works and say I will do the discovery and you guys can come and do the solution design. That was not the case, right? I think it was such a strategic investment that T-Mobile made on us, right? We were part of the discovery team. So, which means that we were able to take all the best practices that we learned from outside and openness to accept and start looking at it what's in it for us for the larger good that made us to get to what we call it as building a solution factory for T-Mobile. >> Vellante: I got a lot of questions. >> John: Yeah. >> John, you mentioned your CIO and a couple of other constituents. >> Yes. >> What part of the organization were they from? They helped you with funding, >> Yep. >> And maybe sort of gave you a catalyst. How did this all get funded? If I, if you could, Cause a lot of people ask me well how do I fund this thing? Does it fund itself? Do I do, is it an IT driven initiative line of business? >> So those executives were from the IT team. >> Vellante: Okay. For sure. But a lot of our programs start from grassroots ground up and you know a lot of vendors say, hey, you need it from the top down. This was a perfect example of getting it from the top down. We were working it, it was fine, but it wouldn't have taken off if we didn't have, you know, Brian King and John Lowe providing us that executive sponsorship, going to their peers and telling them about the program and giving us the opportunity to showcase what automation can do. >> How do you choose, I got so many questions I'm going to go rapid fire. How do you choose your automation priorities? Is it process driven? Is it data led? What's the right approach? >> I think it's a combination, right? One fundamentally guiding principle that we always look at is let it not be a task automation, right? Task automation solves a particular problem, but maybe you know, if you start looking at it from a bigger, you need to start looking at it from process angle. And when it comes to process, right? There are a lot of things that gets executed in the systems of record, in the form of workflow. And there's a lot of things that gets executed outside the systems of record, which is in people's mind. That's when data comes in, right? So let's say you use process mining tool of UiPath, you will get to know that there is a bottleneck in a particular process because it's cluttered somewhere. But you also have to look at why is this clutter happening, and you need to start collecting data. So a combination of a data science as well as a process science blends together. And that's when you'll start deciding, hey this is repetitive in nature, this is going to scale, this is an optimization problem. And then you build a scorecard and that scorecard naturally drives the, you know decision making process. Hey, it's going to drive operation excellence problem for me or is it going to be a true business benefit of driving growth? >> So I was going to ask you how you visualize it. You visualize it through, I guess, understanding of the organization, anecdotal comments, research digging, peeling the onion, and then you do some kind of scorecard like approach and say, okay these are the high, high opportunity areas. Okay. So combination. Got it. How about change management? Because Dave, you and I were talking about this before, big organizations that I know they have IT, they got an application portfolio. That application portfolio the applications have dependencies on each other. And then they have a process portfolio that is also related. So any change in process ripples through the applications. Any change in application affects other applications and affects processes. So how do you handle change management? >> So we actually have a change management team and we make sure that before we go forward with anything it's communicated what changes would be in place. And this change management team also does communications broadly for any of our applications, not just automation. So they partner close with iOpex, with our development teams on opportunities that are going out. You want to add anything? >> Yeah. So when it comes to change management, right? Well, John is front-ending all the changes relating to apps and stuff like that by having a steering committee, what really is the proactive thing that we end up doing is right when a bot goes live, there is a life support that we provide for the entire bot that's gone live. And the fundamentally core principle for that entire support to work good is you start looking at what's the benefit that the bot is giving more than that when a bot fails. Right? Why is the bot failing? Is it because the systems of records on which the bot is running? Is it that is failing? Or the inputs that is coming to the systems of record the data format, is it changing or the bot logic is failed? And once we set up a constant monitoring about that we were able to throw insights into the change management team saying that the bot failed because of various reasons. And that kind of compliments the whole change management process. And we get earlier notifications saying, hey there's going to be changes. So which means we go proactively look at, hey, okay fair enough, this systems of records, this data is going to change. Can we test this out in staging before you hit the production? So that way the change becomes a smoother process. >> And how quickly can you diagnose that? Is it hours, minutes, days, weeks, months? >> So, >> Vellante: Depends. >> It's a very subjective question. Right. If we know the pattern early then the SWAT team quickly gets into it and figure out how we could stop something, you know, stop the bot from failing. The moment the bot fails, you know, you need to basically look at how the business is going to going to get affected. But we try to do as much as we could. >> So Naga, I'm going to put you on the spot here. >> Please. >> As a partner of UiPath, this question of platform versus product. In order to scale and survive and thrive into the future UiPath needs to be able to demonstrate that it's more than a tool set, but instead a platform. What's your view on that in general? What differentiates a platform from a product? Does it matter to your organization whether UiPath moves in the direction of platform or not? >> I think, it is, it's undoubtedly platform, right? And a platform in my mind will constantly evolve. And once you think about it as a platform you will end up having a lot of plug and place. If you look at the way UiPath is evolving it is evolving as a platform. It used to be attended bot and unattended bot and plugged with Orchestrator. And if you look at it, the problem of solving the up chain and the down chain naturally came in process mining, task capture, made it up chain, a platform that solves the up chain. And then it slowly evolved into, hey I'm actually doing business process automation. Why could I not do test automation with the same skillset? So a platform will try to look at what is that, you know I've got in myself and how can I reuse across the enterprise? I think that is deeply embedded in the UiPath culture. And that's the kind of platform that, you know anybody like a system integrator like us, we do not have to multi-skill people. You just have to skill in one and you can interchange. That I would say is a good approach. >> So John, what's the future look like? What's the organization's appetite for automation? You know, is there an all you could eat kind of enterprise license approach? >> John: Yeah, so we are enterprise license. >> You are? Okay. >> So, and iOpex helped us move to the cloud so we can move quickly. That was definitely a benefit. The future of it, I would say citizen development is going to be key. Like I want citizen development within every business organization. I want them to be able to discover, deploy, you know, and and just use us, the center of excellence as support as needed. The appetite's there. Every group has automation within their goals or KPIs right? So it's there. We just need to be able to get in front of 'em. It's a large company. So I'm, '23 is going to be huge for us. >> Another fantastic story. I love that UiPath brings the customers to theCUBE. So thank you guys for telling your story. Congratulations on all your success. Good luck in the future. >> Yeah. Thank you. >> All right. Okay. Thank you for watching. This is Dave Vellante for Dave Nicholson UiPath FORWARD5. The bots are running around Dave. We're going to have to get one of the bots to come up here and show people a lot of fun at FORWARD. We're here in Vegas, right back, right after this short break.

>> Narrator: Live from San Francisco, it's theCUBE! Covering Red Hat Summit 2018. Brought to you by Red Hat. >> Hello and welcome back to theCUBE's exclusive coverage here in live in San Francisco, California, for Red Hat Summit 2018. I'm John Furrier, with John Troyer my co-host analyst this week he's the co-founder of TechReckoning Avisory Community Development Firm, of course I'm the co-host of theCUBE, and this is Harry Mower, Senior Director of Red Hat Developer Group within Red Hat. He handles all the outward community work, also making sure everyone's up to speed, educated, has all the tools. Of course, thanks for coming and joining on theCUBE today. Appreciate you coming on. >> Thanks for having me again. >> Obviously developer community is your customers. They're your users, Open Source is winning. Everything's done out in the open. That's your job, is to bring, funnel things and goods to the community. >> Harry: Yes. >> Take a minute to explain, what you do and what's going on with your role in the community for the Red Hat customers. >> Sure, so my group really handles three things. It's developer tools, our developer program, and the evangelism work that we do. So if I kind of start from the evangelism work, we've got a great group of evangelists who go out, around the world, kind of spreading the Gospel of Red Hat, so to speak, and they talk a lot about the things that are about to come in the portfolio, specific to developer platforms and tools. Then we try to get them into the program, which gives the developers access to the products that we have today, and information that they need to be successful with them. So it's very much about enterprise developers getting easy access to download and install, and get to Hello World as fast as possible, right? And then we also build tools that are tailored to our platform, so that developers can be successful writing the code once they download-- >> John F: And the goal is ultimately, get more people coding, with Linux, with Red Hat, with Open Source. >> Harry: Yep, it's driving more of, I mean from inwardly facing it's driving more adoption of our products but you know, outward, as the developer being our customer, it's really to make them successful and when I took over this role it was one of the things we needed to do was really focus on who the developer was, you know, there's a lot of different types of developers, and we really do focus on the nine to five developer that works within all of our customers' organizations, right? And predominately those that are doing enterprise jobs are for the most part, but we're starting to branch out with that, but it's really those nine to five developers that we're targeting. >> Got to be exciting for you now because we were just in Copenhagen last week for CubeCon with Kubernetes, you know, front and center, we're super excited about that's defacto formation around Kubernetes, the role of containers that's going on there, really kind of give kind of a fresh view, and a clear view, for the developer, your customer, where things are sitting. So how do you guys take that momentum and drive that home, because that's getting a lot of people excited, and also clarifying kind of what's going on. If you're under the hood, you got some Open Stack, if you're a developer, app develop you've got this, and then you've got orchestration here and you got containers. Kind of the perfect storm, for you guys. >> Harry: Yeah and what we've been trying to distribute in the container space, so one of the things we do we have these kind of 10 big bets that we put on a wall that really drive our product decisions, right? And one of the first, maybe the second one we put on the wall was, everything will be in containers, right? And so we knew that it was important for developers to be able to use containers really easily, but we also knew that it's an implementation detail for them. It's not something that they really need to learn a lot about, but they need to be able to use, so we made an acquisition last year, Code Envy was the company, driving force behind Eclipse J, one of the great features of Eclipse J, a lot of people see it as a web based IDE, but it's also a workspace management system, that allows developers' development environments to be automatically containerized, hosted and run on Open Shift at scale, right? And when we show the demo it's really interesting because people see us coding in a browser and "Oh that's pretty neat", and then at the end of it everyone starts to ask questions about the browser part, and I say, "Yeah, but did you notice we never typed a docker command, never had to learn about a Kubernetes file, it was always containerized right from the very beginning, and now your developers are in that world without having to really learn it". And so that's really a big big thing that we're trying to do with our tools, as we move from classic Eclipse on the desktop to these new web based. >> So simplifying but also reducing things that they normally had to do before. >> Yeah. >> Using steps to kind of. >> Yeah, we want to, people don't like when I say it, I don't want to try make them disappear into the background but what I mean is it's simple and easy to use. We take care of the creative room. >> Now is that, that's OpenShift.io? Is that where people get started with that? >> Actually Eclipse J. >> Okay, Eclipse J, okay. >> So it starts in Eclipse J, and then we take that technology and bring it into io as well. >> Gotcha gotcha, can you take a little bit about io then? You know, the experience there, and what people are doing. >> Sure, yeah so io is a concept product that we released last, well we announced last year at Summit. It's really our vision of what an end to end cloud tooling platform is going to look like. Our bet is that, many of our customers today take a lot of time to customize their integrated tool chains, because of necessity, because someone doesn't offer the fully integrated seamless one today. Many of our customers like their little snowflakes that they built, but I believe over time, that the cost of maintaining that will become something that they're not going to like, and that's one of the reasons why we built something like io. It's hosted managed by us, and integrated. >> And what are people using it for? Is this for prototyping, is this, what are people doing on the system? >> Today it's mostly for prototyping, one of the things we did here at this week's Summit is we announced kind of a general availability for Java developer using public repose. Up until this point it's always kind of been experimental. You weren't sure if your data was going to be gone if it was up or down, there's much more stability and kind of a more reliable SLA right now for those types of projects. >> John T: Gotcha, gotcha. Well, I mean, pivoting maybe to the overall developer program, so developers.redhat.com, big announcement yesterday, you reached a million members, congratulations. >> Harry: Thank you very, yeah, thanks a million is what I put in my tweet. It's been a really great journey, I started it three years ago, we consolidated a number of the smaller programs together, so we had a base of about two, 300 ish developers, and we've accelerated that adoption, now we're over a million and growing fast, so it's great. >> What's the priorities as you go on? I mean all of these new tools out there and I was just talking with someone, one of your partners here, we were out at a beer thing last night, got talking and like waterfall's dying in software development but Open Source ethos is going into other areas. Marketing, and so the DevOps concepts are actually being applied to other things. So how are you taking that outreach to the community, so as you take the new Gospel, what techniques do you use? I mean, you're tweeting away, you going in with blogging, content marketing, how are you engaging the content, how are you getting it out in digital? >> Our key thing is the demo, right? So you saw a lot of great demos on stage this week, Burr Sutter on our team did a phenomenal job every day with a set of demos, and we take those demos, those are part of the things we bring to all the other conferences as well, they become the center stage for that, because it's kind of the proof of concept, right? It's the proof of what can be possible, and then we start to build around that. And it helps us show it's possible, it actually helps get our product teams coelest around our idea, they start to build better products, we bring that to customers, and then customer engagement starts early, but that's the key of it. >> I mean demos the ultimate content piece, right? >> It forces everybody to, on the scene-- >> Real demo, not a fake demo. >> And those were all real, that's the thing the demos are so good I think some of them people thought they were fake. I'm like Burr you didn't do a good enough job of like pulling the plug faster, and showing it was real, right? But they're, yes, they're absolutely real demos, real technology working, and that creates a lot of momentum around. >> You guys see any demographics shifts in the developers, obviously there's a new wave of developers coming in, younger certainly, right? You get the older developers that know systems, so you're seeing coexistence of different demographics. Old and young, kind of playing together. >> Yeah, so there's a full spectrum of ages, a full spectrum of diversity, and geography, I mean, it's obvious to everybody that our growing markets are Asia, it's India and China right now. You'll see, you know, Chinese New Year we see a dip in usage in our tools, you know, it's very much, that's where the growth is. Our base right now is still predominately North America and EMIA, but all the growth is obviously Asian and-- >> John T: (mumbles). Harry I wanted to talk about the role of the developer advocate a little bit. It's a relatively new role in the ecosystem, not everybody understands it, I think some companies use a title like that in very different ways, can you talk, it's so important, this peer to peer learning, you know, putting a human face on the company, especially for a company like Red Hat, right? Built from Open Source communities from the ground up. Can you talk a little bit about what is a developer advocate, and am I even getting the title right? But what do they do here at Red Hat? >> Yeah so it's funny, so an evangelist is an advocate, and how do you distinguish the difference? So I spend a lot of time at Microsoft, you know, I think they pioneered a lot of that a long time ago, 10 or 12 years ago, really started doing that, and those ideas have matured, many different philosophies of how you do it. I bring a philosophy here and at work and with Burr, that, you know, it's one thing to preach the Gospel, but the end goal is to get them into Church, right? And eventually get them to, you know, donate, right? So, our evangelists are really out there to convince and you know, get them to adopt. Other models where you're an advocate, it's about funneling, it's almost like a marketing, inbound marketing kind of role, where you're taking feedback from the developers and helping to reshape the product. We do a little bit of that, but it's mostly about understanding what Red Hat has, 'cause when people look at Red Hat they think that's the Linux I used to use, I started in college, right? And for us we're trying to transform that view. >> John F: Huge scope now. >> And that's why we're more of an evangelistic organization. >> I mean Linux falls in the background I mean with cloud. Linux, isn't that what the old people used to like install? Like, it's native now. So again, new opportunities. And Open Shift is a big part of that. >> Yeah and we work hand in hand, there's actually an Open Shift evangelism team that we work hand in hand with, and their job is really more of a workshop style engagement, and get the excitement, bring them to that, and then do the engagements and bring it in. >> John F: What's the bumper sticker to developers? I mean obviously developer's mind sheer is critical. So they got to see the pitch of Linux helps a lot, it's all about the OS, what's the main value proposition to the developers that you guys are trying to have front and center the whole time? >> Harry: For Red Hat specific? >> Yeah yeah. >> It's funny, we just redid all of our marketing about the program, and specifically it's build here, go anywhere. And for two levels, right? With using Red Hat technologies, being part of the Open Source community, you can take those skills and knowledge and go anywhere in your career, right? But also with our technology, you can take that, and you can run it anywhere as well. You can take that technology and run it roll on prem, run it on someone else's cloud, and it really is just, we, you know, we really give the developers a lot of options and possibilities, and when you learn our products and use our products, you can really go anywhere. >> So Harry there's a, I loved how you distinguished at the very beginning of the conversation who the program is for, and that particular role, right? I sit down and I code enterprise products and glue stuff together and build new things, bring new functionality to the market, shit, excuse me, this week has been all about speed to market, right? And that's the developers out there, right? See I get so excited about it. >> That's okay, you can swear. >> (mumbles) >> But you know, there's a lot of shifting roles in IT, and the tech industry, over the last, say, decade or so, you know, do we spec the people who we used to call system mins, do they have to become developers? Open Source contributors also are developers. But it sounds like maybe the roles are clarifying a little bit, other than, you know, an Open Shift operator, you know, doesn't have to be a developer, but does have to be, know about APIs and things, how are you looking at it? >> I don't have too strong an opinion on this, but when I talk to other people and we kind of talk about it, you know the role of the, so we made operations easy enough that developers can do a lot of it, but they can't do all of it, right? And there's still a need for operations people out there, and those roles are a lot around being almost automation developers. Things that you do like an (mumbles) playbook or, you know, what other technology might use, so there is an element of operations people having to start to learn how to do some sort of coding, but it's not the same type of that a normal developer will do. So somehow we're meeting in the middle a little bit. But, I'm so focused on the developer part that I really don't have too strong an opinion. >> Well let us know how we can help, we love your mission, theCUBE is an open community brand, we love to get any kind of content, let us know when your big events are, I certainly want to promote it sir. Open Source is one, it's winning, it's changing and you're starting to see commercialization happen in a nice way, where projects are preserved upstream, people are making great products out of it, so a great opportunity for careers. And building great stuff, I mean new application start-ups, it's all over the place so it's great stuff, so congratulations and thanks for coming on theCUBE. It's theCUBE, out in the open here in the middle of the floor at Moscone West, bringing all the covers from Red Hat Summit 2018. We'll be right back with more after this short break, I'm John Furrier, with John Troyer, we'll be right back. (electronic music)

>> Announcer: Live from San Francisco, it's theCUBE, covering Red Had SUMMIT 2018, brought to you by Red Hat. >> Hello everyone, welcome back. This is theCUBE's exclusive live coverage here in San Francisco at Red Hat SUMMIT 2018. I'm John Furrier with my co-host John Troyer. Our next guest is Arkady Kanevsky, Ph.D, Director Software Development at Dell EMC, Service Provider Business Unit. Thanks for joining us, thanks for coming on. >> Thank you for having me here. >> So we were just talking before we came on, obviously great, we're in the middle of the open here in the hall, in Moscone West. But you guys have a definition of service providers. It's very broad. It's obviously Dell EMC, you guys, Dell's tons of equipment that they sell, providing a lot of the equipment What does that, just take a quick second to describe who you guys are targeting, and your role here at Red Hat SUMMIT? >> Sure so we are a small portion within the Dell EMC portfolio and the organization I am in specifically creating a target and a solution for service providers. The service provider, you know the probably best known service providers are telecommunication service providers, AT&T, Verizon, Telestrom, you know all over the world. Very highly regulated areas, and have been around forever, and they are going through the major transformation right now from the 4G to 5G, network age, and so on. But we are also covering the much larger set of the providers. If you can think of the hosted service provider, managed service providers, those are the people who either have as a core of their business, providing the services for their customers. If you can think of the eBay, or Amazon, or Google, they have the services which are, they're running public cloud or not a public cloud for general sense, but for specific purpose which they're delivering, SalesForce, >> Yeah everyone's a service provider. If they're using cloud, they're some sort of service provider right? >> If they're delivering they're volume through the service, then they are the service providers. If you are, you know you have the businesses which are still doing the business the way they were doing before. Banks are not really service providers. They are not them, and yes they communicate with their customers through the portals, but that's not the purpose of their business. >> It's great now in 2018, we are gettin' some clarity on cloud right. We thought maybe it was all into public, now we see that actually there's a lot of use cases for smaller public clouds, hybrid clouds, private clouds depending on peoples needs. I'm curious how the service provider world, specifically like the MSBs, and the telcos of the world, are looking at how, what kinds of clouds they're going to provide, and maybe also how they partner with the bigger clouds. >> So there is a different angle there. So people, a lot of the work being done in a public cloud, initially when they try to do the development of their new application because it's the easiest way for them to do it, but once you hit the next level and you need to deliver it as a service in a special and more regulated environment, where we have certain strict security requirement. You want to protect access to the data. A lot of the time they kind of do the hybrid, go on the hybrid model because it's much more, they have better control of what they're doing. I mean some of the announcement and some of the demos, we showed that today in the keynote today and two days ago, we're clearly demonstrating this kind of approach. So we are partnering with Red Hat over developing the optimized platforms for the development and operation of those applications. All the way from RHEL Linux layer all the way up to OpenShift and beyond? >> All the way, we announced on Monday that we have our seventh joint version of Red Hat OpenStack already bundled. This is the first one where we start providing the workload optimized host, such that customer can choose to optimize from the hardware, to the operating system, to the OpenStack for their specific workload. We have a profile, pre-defined profile for NFE and we have a pre-defined profile for web based application, and of course it's open sourced, and extendible, flexible, and provide what customer expecting for their own use cases. >> How 'about the relationship between Dell, now Dell EMC, now Dell Technologies, and a variety of other things, the relationship with Red Hat. How long, how many years, how deep? How would you describe the relationship time-wise, and just duration, and depth? >> Very happy to, so we start our relationship 18 years ago, in 2001 was the first release of the laptops and the servers with a pre-installed program that on the factory, and Dell, at that time Dell was OEMing that solution for the customers. Over the years since that we started developing more and more solutions for different customer domain. We have HPC based solution, again URL based. We have SAP, we have Oracle, and variety of different Hadoop Open, Hadoop variation of the Hadoop, again on the base RHEL platforms. And most recently the OpenStack over the last five years. At the Dell Technology World last week, we announced all of the OpenShift on bare metal as a joint solution between the two companies. We have the OpenShift on OpenStack which we announced two years ago, still supportable and delivered to our customers. So the goal for us is to provide the flexibility and choices for the customers. >> What's the unique value for customers that you guys bring to the table? What's the unique value with the Red Hat relationship that's the most important? >> So the most important is the robustness of the integrated solutions, and the two companies together standing behind them. So they can go either to Red Hat or to Dell EMC and we together delivering of the solution. It is robust, it is still open and flexible, but it is also optimized all the way from hardware to the top layer of the software for their use cases. >> So customers are concerned, obviously we saw Spectre bug, and all this stuff going on with security. Red Hat customers, they're not micro-coders, I mean they have to upgrade. You guys have to take that responsibility at the hardware level, and some great certification, we know that. Going forward as the stacks become robust from, you know down to the chip level, up through applications, well you've got DevOps, you've got all these cool things happening. How are you guys keeping up with the pace to mitigate security risks and continuing the partnership? What's the story of the customer? What should they know about that particular piece? >> So obviously we are taking care of security on multiple layers from the micro-code, as you pointed out, in the solution partnering not only with Red Hat but with Intel and the hardware vendors to ensure that all of the mitigated, mitigation factors are put into place for security. But most importantly we are providing the tooling to make the benching and fixes in automated way without any disruption to the workloads which customer are running. Or minimizing the disruption for the workload so you can do all of your securities updates and for that matter, upgrades of the solution in such a way that you're minimizing the disruption for your customers. >> Okay so security, obviously hugely important. One of the themes of this event has been talking to the IT audience about kind of up-leveling digital, but you can call it digital transformation, but actually bringing more business value, and that's been really well received here as you realize all the demos, faster time to market, more business value, faster time to value. So as you talk with the customers here, and service providers. What are they asking you as a director of the software stack that has to, that you could look at as just the bottom of the stack, but in fact is hugely important to what they're doing. So what are you having to provide from the Dell side to help that acceleration? >> So the most important thing that our customer looking for is partnership. They're looking for us working with Intel, with Red Hat, and with partners specific to their area, to do together integration, and so we can provide the support and lifecyle of the solutions. >> John T: You're part of the rubber hits the road. They buy the unit, and the system, and the software from you. It better be all integrated and work. >> Correct, so again they go on this Oz with Red Hat because they want to have a flexibility so they can add more things, but what they're looking for, especially teleco providers, they would like Oz to partner all the way down to the next level-up with NFE lenders. The people who are providing them virtualized functions, so they can bring that to the solution and have level of confidence and you know peace of mind, that all of those pieces have been integrated together, validated together, and we have a continuous program where we take care of them of the full upgrade and lifecyle of not individual pieces, but the whole thing. >> Once your customers know about your relationship with Red Hat, want to get to the end of the statement, which is really even important. 'Cause I think this is important. We're seeing more and more security go from chip, to the OS, to the application layer. There's going to be more and more of that, and you got to evolve your relationship and technology. >> Yes. >> What should they know about Dell, Dell Technologies, Dell EMC, Dell proper and that's most important for them to understand, what you guys do for customers. >> So one of the most important things to understand, now we are Dell Technology. We have been Dell Technology for about a year and a lot of the integration pieces start being mature and now we can have a joint integrate solution. One of the big piece of the Dell Technology portfolio is RSA. They're probably the oldest and the most established security company in the world. And we are getting more and more integration of their tool sets into various solutions across the board. And that probably is the unique value which we as a Dell Technology can provide because we have individual pieces which are leaders in their specific field and we can put all of those pieces together to have the value to the customers through one place. >> That's exciting, well thanks for coming on and sharing the insight. We love Michael Dell, been a big fan, and Michael's been on theCUBE many times. He listens, he's probably watching right now. Hey Michael, how are you? Sorry I missed Dell EMC World, or Dell World, but John was there with Stu. Great to have you on. We've seen continuous success and a lot of skeptics on that merger, or the mergers, or the whole thing, and Pivotal just went public. Things are happening. >> Definitely, exciting time to live in. >> Yeah, thanks for coming on. More live coverage here in San Francisco at Red Hat SUMMIT 2018. I'm John Furrier, John Troyer, stay with us for more coverage after this short break. (digital music)