>> live from Boston, Massachusetts. It's the you covering your red hat some twenty nineteen brought to you by bread hat. >> Welcome back to our continuing live coverage here, read. Had summat. Twenty nineteen. You're watching Cube. I'm John Wallis along with stewed minimum. Nice to have you here with us as we head toward the homestretch. Day three of our three days of coverage here on the Q. We're now joined by a couple of guys who they put on their traveling shoes to get here, both hailing from Sydney, Australia. Gilman, pull a Matisse who's a senior innovation lead at Optimise and Vasily Check Culkin, who's a principal software architect, also adopted, which is the second largest mobile phone service provider in Australia. Gentlemen, thanks for being with us. Thanks, fiving. It's a long way to come, right? >> Yes, it is, but it's very worst trip. >> Excellent. Well, you're both on the keynote stage this morning. We'LL talk about that in just a little bit for folks who might not be familiar with obvious once you tell us a little bit about your footprint in Australia and what brings you here to talk about red hat and open >> shift well as you mentioned the obvious is a leading telco in Australia way are lucky that we own our infrastructure, which makes it a fantastic place As software engineers or infrastructure engineers working a CZ, we can develop new products and new solutions or innovate. It was in this network. Um all roles for the city and I adopted is essentially to identify new opportunities to innovate within our networks. We use our core I sets to innovate, but not on ly Just do this research and development also execute on this way. Call this a bit of an applied innovation where a ninety we would work really hard in in taking it, Teo to realise come but live writing on Colossus. >> So we're having a lot of stories with customers about transformation and telecommunications is one that's fascinating to look at because, you know, you work on software, you know, when I think back to tell Comet was, you know, fiber and towers and you know, physical implementation. But, you know, software, such a large part of what's going on. You tell us some of the changes going on and you know what's impacting your role in Annapolis? >> Uh, it's it's impacting all. Tell CAS actually, but yes, kill Cosa Switching from this old mine set off just fathers just hours. And this is Dan movements and five hundred Carmen, which is driving a lot of changes. People start thinking about social network functions and how we can dip alone on edge. How we can help our customers and developers to collaborate on next features how we can leverage although technologists and a state we have. >> I think if you think of software defined network and they moved to naturalization, you can now think of this. Australia is a big country that so you can not think of this entire infrastructure is being virtualized and could be made available for Also use a CZ well, so it's really changing that sense that it's not closed anymore and you can open to new cases. >> You know, you bring up it. Just a point about the pure geography of Australia. Huge country. Twenty five million people. No way would jealous here in the States, you had twenty five just, you know, in the Boston New York area. Probably I would think somewhere around there, but house that factor and just in terms of your operations in general that you do have nine million subscribers spread out over so much geography on dure trying to deliver the state of the art circuit service. Just, >> I said I couldn't take this one. So in terms of distance that there is an important impact. But what Today we were talking about phone calls. Video is essentially managing infrastructure, and you know, it's such a large country as its challenges. But it's something we're getting very good at a CZ. We pushing very hard to be present in regional Australia so you can sink of this beautiful landscape in getting five of there being a challenge, but with challenges that they did. The luck that comes with this is that we get to a parade, a scaled network, maybe not with the scale of subscribers that you have in any US, but we're the same challenges. So when it comes to innovation way, get the opportunities to way find you. >> So in the keynote, there was a lot of residents in the audience when you, you know, talked about breaking the language barrier. Maybe, you know, go in share with our audience here, just a tidbit as to what you were talking about. How that works from a technology standpoint. Roll >> out from technology. A point off you telephone you're stuck is it's complex thing. And if you want to integrate directly this telephone system directly with a phone call, it's our job. Okay, I did it. It's tough we did it. I'm never getting so. And the software developers what we tend to do when the get some complex things to solve. We obstructed away, and for us it was off the solution. We need to obstruct away all this complex ing all complex signaling nadiya handling and a very simple way off getting additional voice services within phone call. It's additional challenges like distance, and you can't just kind of older in the cloud because we need to be close to the customer. Otherwise, it will be very, very but quality. Always what and yeah, and it's opens availability toe innovate further, we can bring more services, not only voice, translation and transcription, but just think about it. You got your voice. We can help you. We can like new exciting services on plain old. >> So we had translate today and that we were here to talk about the technology may also the culture changed around. If on network becomes more open. And if we have these opportunities to live rage this network to try to build new products on DH, there are plenty of products that way. Also working on that are based on this idea that waken build products like people build APS to build a napkin, a smartphone or you need this environment way can expose the network in the same digital environment on DH. Translation is very interesting because it's emotional. If you think of communication, language can be a barrier. The a. D that we digitize the phone call and that we can then let build products or or engineer products that break barriers is very exciting. And so this is where we pick the specific use case for for the keynote today, Aziz, you mentioned before it has a emotional showing it, >> but there was if I got it right and police correct me if I didn't, um, you were engaged in a real time phone call right now and then if we pretended that one of you spoke one language, one of you spoke another. There was an immediate translation from English to French, French to English. And the call was being transcribed in real time as well. So it could be used another medium, right? I want to use it in, you know, e mails or other communications text, whatever. So you were stockpiling all this capability right in through the transcription, but doing real time voice translation. >> Take the venue, We idea. So things like translation is something that Microsoft, for example, does really well and many club companies to really well, the value we add is to move from having an adult translation request conditions like this to Russian, to integrating this in in one of the most natural communication channel, which is person to person. Phone call is a perfect place to start, because if there is one place where you're going to a language barrier as phone calls global, you can call anywhere in the world. This's pretty exciting environment. >> Oh, I thought so. I mean, >> you know, it's fascinating to think kind of history of telecommunications. It's well, you know, every country has their own, you know, system. But there needs to be that interconnection so that you know, today I don't think about whether you know I'm calling across the street across the country or across the globe. It takes care of that boy. If I could just plug into some of the available services on INDU translation, you know, right you're goingto bring Bring the world a little bit closer together. >> And the phone. Nichole's of Quintus, You don't sign up to brand, so you do sign up to a telescope. But this is regardless of your device. You can establish a phone call on used the services. I >> know some teenagers I'd like to have their conversations translated for May. Really helpful. >> You can build it a cz. Well, >> can you do work on that? Good. I'll have to think about it. What about five g And what is that doing for you? Just from a purely technical standpoint, the opportunities that you see coming with that I know rollouts. Probably still year or twenty four months away from taking place. I don't know what the Australia rollout is compared to the U. S. But in terms of what that speed is going to do for you, what kinds of possibilities you think the ceiling exist? I >> must after very developed. I'm thinking, like from Pew Software Development Point of view. Excuse me. Perfect opportunity to be connect customers with developers on an edge on a on your network. Andi, it's all the world later NCIS and bend with and you can do fascinating thing on edge ofthe network I raise that sings real time Rachael here at the open to reality five g will enable it and we'LL keep thiss development and improve speed off this stuff. And I'm looking forward to have all of this available not only for me as I'm looking for Loker, I don't want it close the opening network we're opening Tell Kal Toh the cool world off wonderful software development and it's fascinating >> The Savages. Also, if you think of five, you gotta think about momentum. There is this momentum that we have now to improve our networks, and it's not entirely just five g. We've got network function visualizations. We've got Coyote, and that momentum is very interesting because as we improve our network, it becomes more digital and especially mentioned as it becomes more digital. It's more open and enables new opportunities for enterprise customers off for startups to innovate in this environment. >> Okay, so my understanding from what you talked about and, you know, this is built on open shift, you know, what's the importance? You know, why Open shift and what is that enable for your business and ultimately your customers? >> This is actually something way quite proud off. When we started this journey in this software engineering space, it's inclined narrative. It's only natural to build functions in containers, but there was There was effectively that gap between building new applications in the current state of a network that has a a very different approach of operation. So, communities, where's the right tool for us? But when you operate a carrier network, you need strong support and you need Teo. You need to have a very firm Acela's because you don't drop phone calls. This is very important minute communication, and this is where we had a fantastic relationship is really to find a way to operationalize thiss deployment. >> Ricardo wasn't only like operating this thing way worked hand in hand last few years, they've helped a lot this designing systems like best practices. We learned a lot off each other and it was fantastic journey way really enjoyed working on this. It's extremely professional team, >> No, in from a timing perspective Oh, our journey came together a same time, as read it started seeing telcos has being where the next big thing or the next something to very much start focusing on. >> So so what's your next big thing? We're talking about five G and what that's going to open up, and we've read a lot about it here in the States. But from your perspective, you know what? What is that going to enable? What kind of services? Because for G's already, you know, blowing everybody's mind in some respects, right with the data capabilities there imaging transactions, those kinds of things, but five g your thought, I think, >> previews. Innovation cycles things three G for G Always came, came in with a pre pre baked benefits, often speeds with five minutes a little. My opinion is a little bit different. What's happening? What we're doing is is an example of this is in a V that you have a new environment and important environment where new things can happen and so you're going to see this as Oppen versus closed what it means is that the next big thing is not necessarily five year. And Evie. Next big thing is what software developers will make of this environment. And that might be a start up. Or they could be enterprised could bring you cooperate, right? And we are very much very much open to start conversation with anyone that would like to make use of this. He's >> got the next big thing. That was God the next big thing yet, Right, gentlemen, thank you for making the long trip. I know not just to see us, but we do appreciate your carving out some time for us. Good job this morning. And, uh, good luck down the road. >> Thank you for having us. >> Thank you. Thank you. Back with more live from Boston. You're watching the Cuban. You're watching coverage from Red Hat Summit twenty nineteen

>> live from Boston, Massachusetts. It's the queue covering your red hat. Some twenty nineteen lots. You buy bread >> and good morning. Welcome to Beantown, Boston, Massachusetts to Mina Mons Hometown by the police Town of residents. John Wallis was stupid from here on the Q. Bert had summit and stew for you. Good to see you here. And a home game. >> Yeah, John, Thanks so much. Nice. You know, Boston, The Cube loves Boston. The B C E C is actually where the first cube event was way back in twenty ten. And we wish there were more conferences here in Boston. Gorgeous weather here in the spring. Ah, little chilly at night with the wind coming off the water, but really good. Here is the sixth year we've had the Cube here, right? Had some in my fifth year at the show. Great energy. And, you know, thirty four billion reasons why people are spending a lot of time keeping a close eye on. Let's just know. Yeah, >> jump right in thirty four billion dollar deal. I am red hatt gotta prove by doj uh, here in the States. But there's still some hurdles that they have to get over in order for that to come to fruition, Maybe later this year. That's the expectation. But just your thoughts right now about about that synergy about that opportunity that that we think is about to have. >> Yeah, so? So right, let's get this piece out of the way. Because here at the conference, we're talking about Red Hat. The acquisition has not completed. So while the CEO of IBM you know Jenny will be up on stage tonight along with, you know, Jim White Hirsi over at Hat and Sakina della, you know, flying in from Seattle, where you might get your name yesterday. So you know, at least two of those three your Cuba Lem's. So we'LL get Jenny on one of these days. But, you know, this is a big acquisition, the largest software acquisition ever, and third largest acquisition in tech history. Now we watched the first biggest tech acquisition in history, which was Del buying AMC just a couple of years ago. And this is not the normal. Okay? Hey, we announced it and you know, it closed quietly in a few months. So as you mentioned, DOJ approved it. There's a few more government agencies Europe needs to go through. You never know what China might ask to come in here, but, you know, really, at the core if you look at it, you know, IBM and Red Hat have worked together for decades. You know, we wrote a lot about this when the announcement happened. You know, IBM is no stranger to open source. IBM is no stranger to the clinics and the areas where Red Hat has been growing and expanded too. You see, IBM, they're so communities, you know, super hot space. If you look, you know, Red hat is they're they're open shift platform, which is what Red Hat does for cloud. Native Development has over a thousand customers. They're adding between one hundred one hundred fifty a quarter is what they talk about publicly. We're gonna have some of those customers on this week. So huge area. That multi cloud hybrid cloud world absolutely is where it's at. We did four days of broadcast from IBM. Think earlier this year in San Francisco. And, you know, once again, Jim white hairs and Jenny were on stage together. They're talking about where they've been working together for a long time. and just, you know, some things will change, but from IBM standpoint, they said, Look, you know, the day after this closes, you know, Red Hat doesn't go away. That had just announced new branding, and everybody's like, Well, why are they changing their branding? You know, when you know IBM is taking over and the answer was, Look, Red Hat's going to stay as a standalone entity. IBM says they're not going to have a single lay off, not even HR consolidation, at least in the beginning. We understand, you know, give me your stuff to work out some of these pieces, but there are ears. They will work together. I look at it. John is like the core. What is the biggest piece of IBM's business is services. That Army of services, both from IBM and all of their Esai partners and everybody they worked with Khun really supercharge and help scale some of the environment that red hats doing so really interesting. Expect them to talk a little bit about it. Red hat is way more transparent than your average company. They had an analyst event like a week or two after it happened, and I was really surprised how much they would tell us and that we could talk about publicly. As I said, just cause I've seen so many acquisitions happen, including some you know, mega ones in the past. And we know how little usually you talk about until it it's done and it's signed. And, you know, the bankers and lawyers have been paid all their fees. >> Let me ask you, you raise an interesting point. Um, you know that there are some different approaches, obviously, between IBM redhead, just in terms of their institutional legacies in terms of processes. Red hat. You mentioned very transparent organization. Open source. Right. So we're all about the rebrand. They come out, you know, the drop shadow, man, They got the hat. What's that cultural mix going to be like? Can they truly run independently? Yeah, they're a big piece. So And if your IBM can you let that run on its own? >> So, John, that is the question most of us have. So, you know, I've worked with Red Hat for coming up on twenty years now, you know, Remember when Lennox was just this mess of colonel dot organ. So much changes that red hat came and gave, you know, adult supervision to help move that forward on. The thing I I wrote about is what Red Hat is really, really good at. If you look at the core, there do is managing that chaos and change on the industry. If you look how many changes happen, toe Lennox, you know every you know, day, week, month and they package all that together and they test all that same thing in Kou Burnett is the same thing in so many different spaces where that open source world is just frenetic and changing. So they're really geared for today's industry. You talk what's the only constant in our industry? John is it is changed. IBM, on the other hand, is like, you know, over one hundred years old, and I tried and true, you know, Big Blue. You know, I ibm is this, you know, the big tanker, you know, it's not like they turn on a dime and you know, rapid pace of change. You think of IBM, you think of innovation. You think of, you know, trust. You think of all the innovations that have come out over the century. Plus do there and absolutely there is a little bit of impeded mismatch there and we'LL see So if ibm Khun truly let them do their own thing and not kind of merged suit groups and take over where the inertia of a larger group can slow things down I hope it will be successful But they're definitely our concerns And time will tell we'll see But you know analytics front You know, they just announced this morning Rehl eight Red hat enterprise linen, you know, just got announced and definitely something will be spent a lot of time So >> let's just jump in a relative Look again, We're gonna hear a little bit later on. We have several folks coming on board to talk aboutthe availability. Now what? What do you see from the outside? Looking at that. What is it going to allow you or us to do that? Seven Didn't know. Where did they improve? Is that on the automation side? Is it being maybe more attentive, Teo Hybrid environment or just What is it about? Really? That makes that special? >> Yes. So you know, first of all, you know these things take a while in the nice thing about being open sources. We've had transparency. If you wanted to know it was going to be in relate. You just look in the Colonel and and it's all out there. They've been working on this since twenty thirteen. Well, seven came out back in June of twenty fourteen. This has been a number of years in the mix. You know, security. The new, like crypto policy is a big piece that that's in their thie bullets that I got when I got the pre briefing on, It was, you know, faster and easier Deploy faster on boarding for non lennox users on, you know, seamless nondestructive migration from earlier versions of rail. So that's one of the things they really want to focus on is that it needs to be predictable, and I need to be able to move from one version the other. If you look at the cloud world, you know, when you don't go asking customers say, Hey, what version of Azure a ws are you running on your running on the latest and greatest? But if you look at traditional shrink wrap software, it was well, what virginity running? Well, I'm running in minus two and Why is that? Because I have to get it. I have to test it out. And then I, you know, find a time that I'm gonna roll that out, work it in my environment. So there is stability and understanding of the release cycle. My understanding is that they're going to do major releases every three years and minor releases every six months. So that cadence a little bit more like the cloud. And as I said, getting from one version a rail to the next should be easier and more non disruptive. Ah, a lot of people are going to want manage offerings where they don't really think about this. I have the latest version because that has not just the latest features but the latest security setting, which, of course, is a major piece of my infrastructure today to make sure that if there was some vulnerability released, I can't wait, You know, six or nine months for me to bake that in there. The limits community's always good have done a good job of getting fixes into it. But how fast can I roll that out into my environment is >> something I would assume that's that's a major factor in any consideration right now is is on the security front, because every day we hear about one more problem and these are just small little issues. These these air are could be multi billion dollar problems. But in terms of making products available today, how Muchmore important? How's that security shift? If you could put a percentage on it used to be, you know, axe and now it's X plus. I mean I mean, what kind of considerations are being given? >> You know what I'd say? Used to be that security got great lip service A. Said it was usually top of mind, but often towards bottom of budget. When you talk to administrators and you say, Oh, hey, where's your last security initiative? And that, like I've had that thing sitting on my desk for the last six months and I haven't had a chance to roll that out. I will get to it, but I want to again. If you go to that cloud operating model. If you talk about you know Dev, Ops movement is, I need to bake security into the process. If I'm doing C i D. It's not, I do something and then think about security afterwards. Security needs to be built in from the ground level. A CZ. You know, I I've heard people in the industry. Security is everyone's responsibility, and security must be baked in everywhere. So from the application all the way down to the chipset, we need to be thinking about security along the bar. Mind it is a board level discussion. Any user you talk too, you know, you don't say, Hey, where's the security sitting? Your priorities. You know, it's up there towards the top, if not vey top, because that's the thing that could put us out of business or, you know, definitely ruin careers. If if it doesn't go >> right, so there are there are probably a couple of platforms, every will or pillars. I think you like to call them that. You're looking forward to learning more about this week. I think in terms of red hats work one of those green hybrid cloud infrastructure, and we'LL get to the other to a little bit. But just your thoughts about how they're addressing that with the products that they offered the services they offer and where they're going in that >> Yeah, so look everything for red at start with rail. Everything is built on Lenox, and that's a good thing, because Lennox Endeavor is everywhere. If last year is that Microsoft ignite for the first time. And when you hear them talking a Microsoft talking about how Lennox is the majority of the environment, more than fifty percent of the environment are running linen goto a ws Same thing. All the cloud deployment Lennox is the preferred substrate underneath and Rehl doing very well to live in all those environment. So what we look at is, you know, some people say, is this olynyk show. It's like, well, at the core. Lin IX is the piece of it and relate the latest and greatest substantiation. But everywhere you go, there's going to be Lennox there from doing container ization. If a building on top of it with the the new cloud native models, it's there. And if you talk about how I get from my data center to a multi cloud environment, it's building things like Cooper Netease, which read that of course, uses open shift and you know those ties to eight of us and azure and you know, Google they're all there. So we mention Santina della's on stage tonight at Microsoft build. Yesterday there was announcement of this thing called Kita ke e d A, which has, like as your functions and ties in with open shift and spend a little time squinting it, trying to tease it apart. We've got some guests this week that'LL hopefully give some clarity, but it is. The answer is people today have multiple clouds and they have a lot of different ways they want. They want to do things, and Red has going to make sure that they help bridge the gap and simplify those environments across the board. Two years ago, when we were at the show big announcement about how open shift integrates with a W s so that if I'm using a ws But I want to have things in my environment still leverage some of those services. That was something that that Red had announced. I was, you know, quite impressed a time it was, you know, just last week being at the Del Show, it's V m. Where is the del strategy for how they get you know, A W, S, G, C, P and Azure and, you know, Red Hat does that themselves. Their software company. They live in all these cloud worlds, and therefore, open shift will help you extend from your data center through all of those public cloud environments on DH, you know? Yeah. So it's fascinating >> you've talked about Lennox to we're going to hear a little bit later on to about a fascinating the global economic study, that Red Hat Commission with the I. D. C. Of that talks about this ten trillion dollar impact of Lennox around the globe like to dive into that a little bit later on. >> Yeah, well, it's interesting, you know, it's the line I used is you say, and you say, Oh, well, how much impact is Lennox had? You know? You know, Red hats now, a three billion dollar company. That's good. But I was like, Okay, let's just take Google. You know, no slots of a company. Google underneath. It's not Red Hat Lennox, but Lennox is the foundation. I don't really think that Google could become the global search and advertising powerhouse they were. If it wasn't for Lennox to be able to help them get environment, there's a CZ we always talk with these technologies. You talk about Lennox, you talk about How do you talk about, you know, Cooper Netease? There are companies that will monetize it, but the real value is what business models and creation by. You know, all the enterprise is the service riders in the hyper scales that those technologies help enable. And that's where open source really shines is, you know, the order of magnitude network effect, that open source solutions have that its you say okay, three billion dollars? And is that what ten trillion dollars? It doesn't faze me, doesn't surprise me at all, but because my attention it look it. I'm not trying to trivialize. There's no But, you know, I've been watching clinics for twenty years, and I've seen the ripples of that effect. And if you dig down underneath your often finding it inside, >> I mentioned pillars that you were talking about cloud native development being another. But automation, let's just hit on that real quick before we head off on DH just again, with how that is being, I guess, highlighted. Or that's a central focus at and relate and and what automation? How that's playing in there I guess the new efficiencies they're trying to squeeze out. >> Yes. So? So what we always looked for it shows you're probably the last year is you know, you. How are they getting beyond the buzzwords? Aye, aye. When you talk about automation on area that that we've really enjoyed digging into is like robotic process automation. How do I take something that was manual? And maybe it was a fish injure? Not great. How can I make it perfectly efficient and use software robots to do that? So where are the places where I know that the amount of change and the scale and the growth that we have that I couldn't just put somebody to keyboard, you know, and have them typing or even a dashboard to be able to monitor and keep up with things? If I don't have the automation and intelligence in the system to manage things, I can't reach the scale and the growth that I need to. So where are you know, real solutions that are helping customers, you know, get over a little bit of the fear of Oh, my gosh, I'm losing a job. Or will this work or will this keep my business running and oh, my gosh, this will actually enabled me to be able to grow work on that security issue if I need to, rather than some of the other pieces and help really allow it agility to meet the requirements of what the business requires to help me move forward. So those are some of the things we kind of look across the shows. So, you know? Yeah. How much do we get? You know, buzzword, Bingo at the show. Where How much do we hear? You know, real customers with real solutions digging in and having, you know, new technologies that a couple of years ago would have had a saying, Wow, that's magic. >> But you say, Oh, my gosh. Yeah, and I don't want gosh right back with more. You're watching to serve the cube with the red had summit. We're in Boston, Massachusetts, that we'll be back with more coverage right after this

>> Livefrom London, England, it's theCUBE, covering .Next Conference Europe 2018. Brought to you by Nutanix. >> Welcome back to London, England. This is theCUBE's exclusive coverage of Nutanix .Next 2018 Europe. My name's Stu Miniman. My cohost for these two days of coverage has been Joep Piscaer. And happy to welcome to the program, two first (mumbles). We're gonna talk about culture and people. To my right is Rukmini Sivaraman, who is the vice president of business operations and chief of staff to the CEO. And sitting next to her is Prabha Krishna, who is the senior vice president of people and places, both of them with Nutanix. Ladies, thank you so much for joining us. >> Thank you. >> Thank you for having us. >> All right so, we've been covering Nutanix for a long time. I've been to every one of the shows. I start out, I guess... Dheeraj talked for a long time about the three Hs. It was humble, hungry, and honest, if I got those right. And more recently, it was with heart. Actually sitting not too far behind us, there's a big booth for heart. So, the culture of the company is something that is tied with the founders. We've watched that growth. I've watched the company go from about 35 people to over 3500 people. So, having those core principles is something that we look at in companies. Why don't we start? If you could both just give quick introduction, what brought you to Nutanix, and what your role is there. >> Sure, I've been at Nutanix a little over 18 months and I started out as an engineer, then went to finance and investment banking of all things, was at Goldman for almost a decade. And Nutanix is a client of Goldman's back form the IPO, and I had heard great things about the company, of course, but wasn't intending to leave Goldman Sachs. But when I got introduced to Dheeraj, there was so much that was compelling about the company, the disruption, the category-defining, category-creating kind of position that the company had. And more importantly, I think, where we were going, which was just phenomenal. it was ambitious, it was bold. And I think for me, it's always been about the people. We spend a lot of time at work and it's really important to feel that connection to the people. And that was really important 'cause I had to pick up and move from New York City to the Bay Area to make this move. And we can talk more about this, but to me the people were, like I said, ambitious, but they were also grounded. And I see it and after being at Nutanix now, it's phenomenal how truly humble the people are and that's always struck me as a great combination. You want ambition and challenging problems to solve, but you also want humility and people that you can relate to. So that's really what got me to Nutanix. >> Please. >> Yeah so, I've actually been following Nutanix for quite a while. It's a company that addresses a space that's very underserved and has created a suite of products that's nothing short of amazing for our customers, entirely focused on our customer base. But for me, the most interesting thing was, it's a company that is as right-brained as it is left-brained. I've actually spent 19 years of my career in engineering and made a career switch into the people side. And it's one of the few companies where that fit is almost perfect. And once I met our founder and our CEO, Dheeraj, this became even more obvious. So. I'm actually very happy to be here. I've been here for about four months now, and it's already very clearly the beginning of a very, very exciting journey. >> Yeah, interesting, both of you kind of making those shifts. Talk a little bit about that, talk about... People from outside of Silicon Valley, always, it's like, "Oh, there's the one where they have the playground "and free meals and free drinks." And it's like, "Yeah, that's because you do the analysis "and if they'll work 18 hours a day, "if we can keep them there, "maybe even put a cot in the office, that's good." I haven't seen cots in the office when I go to Nutanix, but hey are really nice offices. And even on the east coast, we're tartin' to change and see some of those things there. Maybe give us a little bit of insight as to that culture. And Nutanix is much more than just Silicon Valley based now. >> That's right. So we are truly a global organization. And we decided very early on that we wanted to be a global organization, but we're also thinking local. All right, so we do have multiple offices within the US, in Durham and Seattle and other places, but we're also truly global. Our Bangalore office, in India we have a big presence. And so for us what that means is there's people from different perspectives and background. But ultimately, it's our sort of, like you said, the four values, but also our culture principles that we've qualified fairly recently that bind us. And that really help us move forward in the same direction and pointing that same direction, and growing the same way. So that has been a phenomenal to see and it's one that I think we've very deliberately qualified more recently. It's sort of the how, how do we behave that embodies those four values that you talked about. >> So Prabha, so you're a new hire, right? >> Yes. >> You haven't been with Nutanix as much. So while we're talking on the subject, what's your personal experience coming into Nutanix? Is it true what you're talking about? How does it work in real life, in practice? >> No, absolutely. All companies state a culture. All companies, I think, in this day and age at least and definitely in Silicon Valley, are very clear about having a specific culture. But the key, as far as I'm concerned, and the strength of a company is how they live and breathe their culture every single day, in every decision, and every action, right. In every difficult balance that they need to meet, that's where the culture really shows up. And at Nutanix, it is... How shall I put it? It's really the core of every single thing we do. It's the core of how we interact. It's the core of how we grow. It's the core of how we recruit, how we define our organizations. And frankly, I have to say, I have been in a lot of organizations and a lot of organizations over time, actually, and particularly as they reach our size... We're a bit at sort of an inflection point, if you will, in terms of size. Our growth has definitely been very, very quick and continues to accelerate. Having that culture being something that we really live is the most important thing. And it is what will allow us to continue to innovate and continue to succeed all over the globe as Rukmini just explained. For me, it's quite extraordinary to see it in action. >> Yeah, that's really interesting because, one, our industry has some challenges hiring. It's finding the right skillset there. If you match that with a culture, what challenge are there? What are you looking for? What is the fit from the outside to match what you're looking for? >> Yeah, I'm happy to address a little bit. So recruiting for us is everything. We want to bring in the best. We wanna bring in the brightest and we wanna bring in folks who really value our culture and our values, who really understand them. And again, are willing to live them every single day. So we do look for great talent all over the planet because great talent exists all over the planet. This is absolutely fundamental to our growth. We are an infrastructure company and we offer, actually, very interesting work for anyone who is interested in the engineering side, who is interested in the sales side, who's interested in market. And for me, the most interesting part in the roles we have, and frankly the most unusual piece if you will, is we offer opportunities to build things from scratch. So, the creative side, the creative mind is really what we encourage. And it shows up in every single aspect of the way we're structured. So, the diversity of thought, the diversity of background, the diversity of... Whether it's gender or location, philosophies, and all of that, is really what we want to bring in and what will allow us to continue to create these products that are quite unique. >> If I may add to that, we talk internally a lot about the founder's mentality. It's a concept, a framework that was developed by Bain & Company and the gist of it is as follows: When you think about great disruptive startups, they're on this rocket ship, accelerating growth. And then they get to a certain size, so they become a little bigger. And they get enjoy the benefits of scale, economies of scale, and that's a good thing. But the best companies take that and then they enjoy those benefits, but they then also don't lose what got them there in the first place, which is the innovation, the ability to disrupt and look around corners, and all of that. So we want the best of both worlds. And in this framework, it's called a scaled insurgent. So you're scaled, but you're still an insurgency. And that is important to us. Folks that can sort of balance the two, really make sure that we are benefiting from one, but also not losing sight of the other. And it's a paradox in many ways and we believe in embracing those paradoxes. And folks who can sort of balance those two would be really a great fit. >> And so, if you're growing that fast, I can imagine that keeping the balance between culture and engineering, and you're growing, that's difficult. How does Nutanix handle that paradox? >> I think it goes back to what Prabha was saying. And for us, culture and the way we behave is like oxygen. So it almost fuels the fire as opposed to the other way around or having to do two things at once. And that's how we've thought about it. And the principles, when we thought about them and conceived them, it was the same idea, which is how can this just be the way we conduct ourselves we treat our customers, we treat each other, we treat our partners? How can it just become the way we do business? And so far, that's worked well for us. >> So one of my favorite culture principles, actually, is comfortable being uncomfortable. And there's a real reason that because given our scale, given the way we wanna grow, and given the fact that we want to preserve that innovative seed at every step, for us, every single day is about balancing opposing forces. Do we invest in the short term? Do we invest in the long term? Do we manage locally? Do we manage more globally? Do we centralize things, do we not? Do we distribute, right? Every single day is about balancing those kinds of things and it's that balance that encourages the creativity in every single one of us. So, the very fact that we've sort of embodied that in a culture principle, really is a very strong indication of what we look for and what we wanna be. >> Right, with the time that we have left, I wondering if you could talk about both at the show and beyond the show, what things Nutanix is doing. Think tech for good, think about the charitable things. Some of speakers I've seen at these shows... Mick Ebeling is one that stood out from a previous show. On talking about tech for good, Dr. Jane Goodall, who I know spoke at a women's lunch event and in the keynote here today, is just so inspiring. As someone that loves science and animals, it was very powerful. You've got the .heart initiatives here. Maybe help for those that don't know here and what else you're doing around the globe and around the year. >> Did you wanna go first? >> Yeah, so giving back is very important for us. It's very fundamental. Gratitude, understanding where we all came from, where we are, and where we wanna go, and not losing ourselves, that's really the key of, I think, any type of success, frankly. So we have an organization around that. It's a very active organization, we all participate. And the company is very much involved in as many different types of charities as possible. It also feeds into the kinds of sourcing that we do when every bring people in. We look for folks who care. We care very much about our people. The amount of attention and the amount of just knowledge and thought that goes into structuring our organization is very much reflective of that sense of giving back and gratitude as well. Our employees are everything and the folks around us who are in need are also everything. It sort of goes together, if you will. So basically to us, it's a hugely, hugely important effort and we'll continue investing in those kinds of things as we go forward. >> I think one thing I would add is as you saw at the end of the closing keynote, I think we announced or shared that thanks to everyone here, really all the folks here, our customers, partners, all of our participants, we were able to collect over 10,000 pounds for .heart and that is phenomenal. We're forever grateful to our community to be able to do things like that. We also partner with organizations like Girls in Tech, which is doing great work on making sure that we are bringing all kinds of talent, as Prabha said, to the table. We believe there's great people everywhere. And so, how do we harness the power of all of those initiatives? >> All right, those are some great examples. And Prabha, to your point, I think that that individual touch to your employees, that also translates to the customer side. Something I hear from Nutanix customers is despite the fact how large you've grown and how many customers you have, they feel that they get that individual attention. So thank you so much for sharing all of the updates. Wish you both the best of luck in your continued journey. And we wanna thank our community, of course, for tuning in to our coverage. It is truly our pleasure to help document what's happening out in the industry, hopefully be a surrogate for you, to ask the questions that you wanna hear and help you along your journeys. My name's Stu Miniman. My first European cohost who also did a segment in Dutch, Joep Piscaer, Can you goodbye in Dutch for us, Joep? >> (Dutch). >> All right, I'll have to learn that one some time because, unfortunately, my english and speaking numbers in a couple of different languages is where I'm a little bit limited. But once again, thanks for watching. Turn to thecube.net to catch all of the replays from this show as well as all the shows that we will be at. Including, next year, Nutanix will be at Anaheim and the spring and Copenhagen in the fall. And our team look forward to bringing you coverage from both of those. So once again, thank you for watching theCUBE. >> Thank you. (slick electronic music) >> Hi, I'm John Wallis. I've been with theCUBE for a couple years serving as a host here on our broadcast, our flagship broadcast on SiliconANGLE TV. I like to think about the hows and the whys, and the whats of technology. How's it work? Why does it matter? What is it doing for end users? 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>> Live from Las Vegas, it's theCUBE covering AWS re:Invent 2018, brought to you by Amazon Web Services, Intel, and their ecosystem partners. >> And welcome back to Las Vegas. We are live here at AWS re:Invent along with Justin Moore and I'm John Wallis. I know when you travel these days, all you want is, you want it to work, right? >> Yeah. >> We just want to get there. Well, I'll tell you what, Phil Wood from EasyJet wants you to get there as well. As does Matt Leonard from CenturyLink. Gentlemen, glad to have you with us. >> Thanks very much. >> We appreciate it. >> EasyJet, a European-based carrier just north of London, so we're talking about air travel. You are, as we've just recently learned, you are a Catalyst Award winner from CenturyLink, there's a reason for that and that's a point of distinction. So Matt, if you would maybe take us through a little bit about what EasyJet did to earn that distinction. >> Sure, the Catalyst Award is an award that we give out in combination with VMware to kind of highlight customers that are doing new and exciting things with regard to digital transformation. We've been a provider of services and a partner with EasyJet for a long time and they've done some really cool things with regard to services they provide their end customers. And we play a very very small part of that. Two exciting things that are my personal favorites with regard to EasyJet is the Look and Book service. So within the application if you want to book a new trip you normally have to type in the airport that you want to go to, and you have to figure out what's the name of the airport, or the three-digit code. With the EasyJet application you can upload a picture and it has intelligence that's used to figure out that picture and what that landmark is and then what the nearest airport is. So that's pretty exciting. And the second exciting thing within the application >> is a trip in one tap. So you can basically justdial in how much money you want to spend for a trip, hit the Go button, in literally one tap it'll recommend a city, a hotel, and a fun and exciting thing that's happening during that duration of time. So for last minute travelers, my family's certainly one of those, we got a free period of time, one tap it'll tell you where to stay, how to get there with EasyJet and then what's exciting happening within that city. >> So I could put in, I say, I want to spend 300 dollars a ticket, and tap boom, and it'll say you can go to Brussels, you can go to Amsterdam but you can't make it to Dublin this weekend, right? Or whatever. I love that. So what has that done for your business in terms of, on a micro level and a macro level, what's it doing in terms of that interface and what's it mean to your business in general? >> As a business, we're 23 years old, so we started very much like a startup and we kind of came in at low-cost airline bracket. But now what we're renowned for is the convenience, and you've got two examples there where our customers love that because it's a convenient way. They don't have to do lots of searching, they can just take the photograph and they know exactly where they're going to go. And that's really what differentiates us is that convenience and the customer experience that we offer to all of our customers. We have a lot of customers. We have 90 million passengers a year. They come to us because they know not just that we give great value but that experience. So what it's done, it's made us grow. And that's literally how we continue to grow is to expand those customer services and Centurylink have been a part of that journey for over half of our tenure as an airline. >> It sounds like technology is actually right on the edge of driving that value for customers and making things easy. Like just the experience of being able to walk out and take a photo of something and say, I want to go here. I would like to go out and see if I can trick it by taking a photo of the Eiffel Tower out in the back here. >> We'll go and try it out in a bit. >> I'm confident. >> We'll see how it goes. That's making use of a whole bunch of technologies. It's got mobile technology in there, it's got image recognition, it's got machine learning. What else are you seeing at the show here at AWS, what are some of the technologies that you think will drive the next evolution of things, what's going to win you the next award? >> I think one of the things I've really been looking at is around data and around the personalization. So we talked about customer experience but our whole journey of taking a plane, taking a holiday, for example, it's from the moment you book it to the moment you get back. There's so many touch points during that and there's so much data that we can take from that. So I've been really interested in looking at how different organizations and how Amazon have been using data. I also think you can't come to a show like this without looking at machine learning and AI. We're using aspects of that in how we analyze our data, but that's certainly something I think's going to change the airline industry moving forward. >> How important is a partnership with someone like CenturyLink in making sure that you get the best use of these technologies? >> Matt talked about that they have a small part to play but you've got to understand that every single customer, every single search on our website goes through a network. In order for us to connect to our customers, be they booking a flight, be they on a flight, we've got to go through a reliable network. And the way I describe it, it needs to be effortless. It needs to just work. You mentioned that right at the beginning. But I also think as well for us to exploit technologies like the cloud, which is what we're starting to invest a lot more into, we need a partner who can help us on that journey. So again, that's where CenturyLink and the partnership we've got has been absolutely crucial. The things that we're doing with CenturyLink around making sure that we're only paying for our network for what we use. We're an airline. Our airports are seasonal so kind of traditional networks, what you'll end up doing is paying for bandwidth all year, when in the winter seasons if you're not flying there that's dead money. So it's simple things like that but that makes a huge difference towards my cost base perspective. >> And time of day, I assume that affects that as well? >> Absolutely. I mean, clearly in our summer periods we fly a lot, so time of day during the summer, there's not that many hours we don't fly. >> You get a lot of daylight over there, right? (laughter) >> But certainly in winter where we have our kind of summer destinations, it makes a big big difference. And that's cost we pass on to the customer as well which is massively important. >> What is it about the customer that you don't know? You talked about AI, what that could do for you down the road. How much information, how much data do you think you can extract from the customer to make that experience even better, and what do you need to know about them, and how will CenturyLink help you get there? >> You need to know everything. I mean, we know that we sell a hundred seventy million bacon sandwiches a year. Whether that's useful or not, but we know that. >> There's hungry people. >> That's a lot of bacon. >> It is a lot. But it means that we know the type of food that our customers want to eat, we know the top destinations, even knowing how long between booking a flight and actually flying. So we know from a price perspective and from a making sure our planes are full or making sure we're not overselling our flights. All of that information, there's just a wealth of data that you're getting out there. And it's not just customers. One of the big factors for us is safety. So we use our data now to analyze maintenance. So we have predicted maintenance around when's the right time to put in spare parts but also what's the most efficient time so that we're not disrupting the customer. So actually we may want to bring a maintenance cycle sooner so we can open up more routes for customers to fly when they want to. So it's very hard to answer that question cause every day we're coming up with new ideas or new bits of information that at the time we never thought we needed to know but that actually turns out to be an absolutely crucial part of our offer. >> That's not an unusual thing for most people in a world where there's this much dynamic, this much change going on. So what process do you run through to figure out, where should we be looking to find out the next set of optimizations? Or how do you discover what is the next thing that you should work on, like where does the idea for, maybe we should build this app. Where does that come from? >> I don't think there's one model. I think what's always been at the heart of EasyJet is innovation, and we've always focused on the customer. So we have a great loyalty scheme and our customers are very loyal. We have 75% loyalty with our customers which is phenomenal. We get a lot of feedback and that feedback drives a lot of the ideas that we push forward. So I think it's a mixture of our passion, it's a mixture of our experience, but I'd say that feedback from the customer, that drives a lot of the ideas that we do moving forward. >> From the CenturyLink perspective, you received certification for the MSP designation. >> Yup. >> Working in the travel business, what does that do, or how does that MSP certification translate over to learning about a different industry, to applying different approaches, unique approaches, because it's not one size fits all. They have very, very specific challenges that you're trying to address. >> Yeah, so on a broader sense, our mission with clients like EasyJet and customers interested in the cloud is really to connect, migrate, and then manage their workloads within the cloud. That's really what we're focused on. And there's certainly commonalities within verticals but every customer's different, and really assessing, starting with the customer, and that's a common thing that I think both EasyJet as well as CenturyLink and certainly Amazon have in common, really focused on that customer journey. One of the approaches that we take through a program called CustomerLink is put the customer right in the center of the team and we've applied the Agile methodology to that customer engagement process. So we do a standup meeting once every two weeks, we do sprints once every two weeks. A lot of our customers are part of that board that we use to activate the sprint and to define priorities and what actions are. So really pulling the whole team together across different departments, focusing on the customer first, and in many cases the customer's customer first cause a lot of your priorities are based on what your customers are after, and really making sure that we're working on the right activity in a very lean way, pulling away as much waste as possible that aren't contributing to adding value to the customer journey. >> And then from your side of the fence going forward, you've mentioned four or five general areas, you've said, we could improve here, we could look at this, we could look at that. How do you prioritize and say, okay, let's focus here now and then we'll move on. So if you had to focus now, or for the next twelve months, what would that be on? >> So we've actually just relaunched our strategy. At the heart we are an airline so our priority is about being number one or number two in all the primary airports. We've got to keep that. But we also recognize from the data that the amount of our customers who will book hotels or book further products through some of our partners that's something that we can actually capitalize on. So we're looking more into holidays now. Taking that customer centricity, and how do we make the end-to-end journey for our customers so including travel to and from airport and the whole day. So that's a priority for us. Continue building our customer loyalty. So as much as we pride ourselves on loyalty, we believe there's a lot more you can do. I think the airline loyalty schemes need to be shaken up a little bit more. If you look in the retail sector or things like that they're focusing on different things. It's no longer just the case of air miles. People want speedier boarding, or they want a better experience, better seating arrangements. So we're looking at our loyalty. And then also business. We talk about, we've got really good slots for when we fly planes. And they're slots that are competitive to a business traveler. So that's our three main areas, I would say, are business, holidays, and loyalty. >> Matt, you're going to be in business for a while. I think you're okay. If you could work on legroom, I'm sold. Matt and Phil, thank you for being with us. We appreciate the time. Join us here on theCUBE. You're watching our live coverage from Las Vegas at AWS re:Invent. (electronic music)