>> From Sand Hill Road in the heart of Silicon Valley, it's theCUBE presenting the People First Network, insights from entrepreneurs and tech leaders. >> Everyone, I'm John Furrier with theCUBE. We are here for a special conversation on Sand Hill Road at Mayfield's 50th anniversary, part of their People First Network. I'm here with Jonah Goodhart, co-founder and CEO of Moat, now with Oracle, sold their company in 2017, entrepreneur, serial entrepreneur. Thanks for joining me today. >> Thanks for having me, John, excited to be here. >> So we're talking before you came on camera. You've been an entrepreneur since you were a small kid doing all kinds of hustles and side things. What's happening with you now? Obviously, you sold your company in 2017, part of Oracle. Oracle not known for the entrepreneurial activity, but you brought that company in, still goin' on. Give us an update. >> So I started Moat back in 2010. Like you said in 2017, Oracle decided to make us an offer, and we decided to sell our company. And it's been frankly exciting for me to be part of a company that has a 40-year history in Oracle. To have a company that has played a pretty pivotal role in Silicon Valley. We're sitting here right in the heart of Silicon Valley, and to be a part of a company that I think is... So important to the future development of software and databases and hardware. I think is interesting and exciting. And certainly not the path that I thought I would be on, but I'm excited to be here today. >> It's always nice to have an entrepreneurial success the level you guys had. Great exit, the numbers that was reported almost close to a billion dollars in value to Oracle, sorry, the company you started. But you got a unique journey. You started with your brother. Was in New York. Take us through that journey. What were some of the things that you did? And how did it get started? What was the main drive? >> Sure, so I got to take us back a little bit. So I've been in business with my brother, Noah, for 20 years. So we started a company in the late 1990's when I was an undergrad at Cornell. And the Internet was going crazy. E-commerce companies were going public. And the first of everything was starting, the first Internet credit card, the first of x, y, and z, fill in the blank. And so we decided, sort of haphazardly at the time, that we would start a business. And we started by helping companies acquire customers using the Internet. And so we really built, I think in sort of looking back on it now, it was somewhat of a marketing agency but at the time we were building-- >> What year was that? >> This is '98, '98, '99. >> So sort right in Internet boom. Things are going crazy. >> Things are going crazy. We're in college. We were building email lists. We were essentially trying to figure out how do you tell stories and advertise online, but we didn't know we were doing that. We were just trying to simply make some money. I was working for $5 an hour at the Computer Center in Ithaca, New York at Cornell, and I didn't own a computer. So I'm sitting there. Part of the reason I worked for the Computer Center was 'cause I got 24-hour access to the Internet and to a computer. And so we started our first business there. And things went really well almost out of the gate. So '98, '99, and then 2000 happened. And 2001 happened, and the world changed. Business certainly changed. The so-called sort of bust of a lot of, I think, the ideas that people had. I think people realized that there was going to have to be real business that were built. And eventually those businesses were built in many cases. But I think it didn't happen the way that people expected. And we were certainly surprised by it. We were 21-year-old, I was 21 at the time. My brother was two years older than me. And so we had this business that was going really well, and then we sort of ran off of a cliff. And so were profitable, growing, on top of the world, and then hit a challenge. And it was one of the first business lessons that I really learned back in 2000, 2001, which is that you have to have something that is sticky. That's going to be able to stick around through the tough times. It can't only work when things are going up. It can't only work when people are spending money. And so we learned a lot of lessons about how do you build a long-term sustainable business. In 2002, someone that we had done business with for a couple years called me. And he said, "I'm going to start a new business. "And I think there's an opportunity to build a business "to trade digital advertising and to do it more effectively "and efficiently than has been done to date." This guy said, "I think there's something to be done. "I think now is the time to do it." My brother and I decided to partner with him. We decided to write a check to become his first client and to help him start a company that he started in 2002 called Right Media. Right Media ended up becoming a big success. It was the first big ad exchange. The first platform to trade digital advertising inventory. Yahoo! ended up acquiring the company in 2007. And so we were sort of on our way as entrepreneurs slash now investors, but enter the world of 2008. Once again, the economy changes. The world changes. And we start to think, "Alright, maybe when the market "goes down, when everything crashes, maybe that's the time "to start thinking about starting a new business. "Maybe when competition dries out a little bit "it's the right time to get back into building companies." And so Noah and I, my brother and I, decided, "Alright, let's go start a new business." And we got started with Moat in 2010. And it's been a pretty fun ride. >> And how long did you work on Moat for? How many years? >> So we started in 2010. We spent a year or two trying to figure out what we would do. Really got started in earnest in 2010. Raised, invested the initial amount of money ourselves through myself, and Noah, and our third partner, Mike Walrath, the guy from Right Media. And in 2011, raised the friends and family round. 2012, we're fortunate to get Mayfield to invest. And at that point was when our business really took off. So we ran the company from 2010 to 2012 with zero dollars in revenue. Mayfield invested in us when we had zero dollars in revenue. And things started to go off from there. So from 2012 to 2017 when we sold the company, we built a pretty sizable SaaS business. >> So interesting experiences as to Mayfield, no revenue, that's the way they like it. Like to build businesses. Take a piece of the action. You also did that early on. But I think what's interesting about your story, and I want to get your thoughts on this is that entrepreneurs sometimes they hit a wall and sometimes they can't get back up. You hit multiple kind of market timings. I'll say the bubble crash, 2001-2002 time frame. You mentioned 2008. Seeing transitions is a big part of having that entrepreneurial antenna, if you will, having a feeling for the market, knowing what the wave is, when to start, when to invest, invest in down markets. As you grew from that first venture and you're on top of the world, college, that first crash, how did you figure out the market transition kind of dynamic? What was, did it jump out at you? Was it just scar tissue? What was some of the feelings there? >> Yeah, I mean my view is that so the market changed, and we had all these expectations about our revenue was going to continue to grow forever, and our profits were going to continue to grow forever. And when the market changed and outside dynamics changed our business. This is Colonize. I'm talking about our first company. All of a sudden we went, "Uh oh, what do you now?" And I think it was more having lived through that experience that we said, "Alright, we need to figure out "when we build businesses, how do we build them "to be sort of fool-proof? "Or as much fool-poof as we can be. "How do we have something that's sticky, sustainable, "that can't simply be turned off with the ebb and flow "of the market?" And I think it, for me, taught me something which was you need to build something that's long-lasting. Something that is not driven by market conditions. If your business is driven by external market conditions, that should be a big signal that there's potentially a problem, 'cause if those conditions change you're going to be in a tough spot. And so we decided then and there, "Alright, we need "to really build businesses that are here for the long run." We sat on the board of Right Media, helped start the company, but we didn't operate it. Mike ran this company, and we watched. We watched very closely and carefully, and he did something else that was interesting. It's that he learned how to story tell. He learned how to think about where we were going as a business in Right Media not where we were. And so I combined, with my brother, these two themes. Sustainable, sticky business with storytelling. Think about where you're going not just where you are. And I think as we created Moat, we thought, "Alright, how do you actually turn that "into a long-term business?" And part of the way you do it is by trying to project forward, trying to think, "Alright, not what are we doing today? "But where are we going into the future?" And that really became a critical part of product development, a part of our vision, of where we wanted to be as a business. And I think it was a critical part of our success. >> What can other entrepreneurs learn from that? Because I think I see a lot of entrepreneurs here in Silicon Valley and around the world, now that entrepreneurship's kind of gone global, is they get stuck in with dogma and like, "We got to make this work." And sometimes they might not be self-aware that they might have to just take their head up and look around and get a feel for what's goin' on around them. What's your advice for those guys? >> I think you have to be honest with yourself. You know, as an entrepreneur, in your heart of hearts is what's happening to you real? You know, you should know I think, whether or not what's happening to you is because of some conditions, because of one customer that's doing something that's good or bad, or because of a broader trend or a broader movement. I try to ask questions about not just what does it look like a year from now or two years from now or three years from now? I think about the world ten years from now. What do I know to be the case ten years from now? I think this is something that Jeff Bezos talks about. Which is what do you for sure know is going to be the case with your business ten years from now? If you can plan towards that, you can build something that's sustainable. And so we knew ten years from now marketers are still going to want to reach people. They're still going to want to story tell. They're still going to want to measure how effective it was to actually reach those people. And so we knew that wouldn't change. What might change are the mechanisms. How they reach people, how they story tell, what platforms they do it on, whether it's Facebook or Snapchat or Pinterest or whatever the next new platform is, that may change. But the fact that marketers will need to reach people won't. And so we felt really confident that ten years from now that's going to still be the case. And I felt if you know that then you can build towards this vision and so-- >> Medium and the channels are all going to change all the time, but the stories need to be told. >> That's right, and interestingly, I think that when you start a business you come up with a theme. You come up with a vision. And so for us it was how do marketers tell their stories increasingly in a world that's digital? That's not something that's going to change overnight. And I felt like over the long haul that's not going to change very quickly. Increasingly we're going to be digital consumers, and marketers are going to have to tell their stories. Now the business that we started at Moat in 2010 ended up changing dramatically. We started a crowd-sourced creative marketplace. We ended as a measurement and analytics company. Pretty different place from creative. The vision was still the same. The vision was still about helping companies, marketers, tell their stories in a world that's increasingly digital. And if you look at successful businesses, they tend to have the same vision from when they started. Now the underlying business may change. Hopefully, the underlying business iterates and finds the right path, but the overall, the high level of where you're going ideally doesn't change. And I think that's part of the key to success. >> That's a great point. I think, I always get in a debate here among entrepreneurs and investors. The word pivot versus adjusting. When you have a North Star or a mission, you just got to kind of tack with the wind and make it a tailwind not a headwind versus a full pivot which might be, "Hey, there's no business here. "We have to do something different." Can you talk about the nuances between what a pivot is? And how you find that tailwind, the wind in the sails if you will, for the entrepreneur to hit that vision? >> Yeah, so first of all, any successful business that I've ever seen never starts off how it ends. In other words, there are always iterations that go through. Pick any company that you can think of right now. They've iterated. They've started off with one theme, and they've gone this slight different path. So I would argue that every good business is going to iterate. Now whether you want to call it a pivot or not, I think is more nomenclature or semantics. My view is you're going to iterate. They key is having that North Star. So in ten years, what do we believe to be the case? Forget about what do we believe, what do we know to be the case? What do we know this is going to be the case ten years from now? And if you're right about that then it can qualify as your North Star. By the way, if you don't know ten years from now this is going to be the case then maybe that shouldn't be your North Star. Maybe that shouldn't be the guiding light for your business. Once you get that part right then it almost frees you to be flexible. It frees you to say, "Okay, so if the world's moving "this way or that way, I'm going to adjust." One of the things that I learned from Moat was actually somebody gave me advice early on. They said, "Go have a thousand meetings. "Go have a thousand meetings in your industry, "in your category. "Go meet with every single person in the business." And I did that. It took me probably 18 months, but I went out and met with everyone who would take my meeting. What I learned from that is that in the B2B world we have an advantage. You can talk to your customers. Your customers will literally tell you, "Here are the issues we're having. "Here are the things we're trying to solve for. "If you can help us solve for this, we will pay you money "to provide a service to us to actually solve this problem." And so I learned, "Wow, that's pretty amazing!" If you actually meet with enough people, you get a sense of the market. You get a sense of what people are buying. You get a sense of the trends. As my oldest brother says, "The world kind of slows down "a little bit." Markets move in slow motion when you really get into it. And so if you go out and have a thousand meetings in your industry, you actually learn what's happening in that business. And you can tweak your business accordingly. I walked away with Moat feeling like if you're not in a meeting talking your story, telling your pitch, telling your vision, and they're not nodding their head going, "Yep, yep, yep, 100% on the same page." Then you're not in the right place. >> I love that comment about slowing the game down. Reminds me of baseball batters up there slowing that game down, watch that ball come in, really slow. And I think that's good advice because you want to slow it down. You want to make sure you're kind of capturing the right things that's happening at the right time, not try to go too fast. >> That's right. Things don't happen overnight. I think oftentimes when you're not in the industry, and you just read the headlines, you think, "Oh my God, that's crazy that this thing happened "and that thing happened!" When it's your space, it doesn't move quite that fast. There's work that has to be done. Contracts that have to be put in place. You see it evolving. And so I always tell people when you want to get to know an industry, read every single piece of content there is about the industry, read every article that comes out about it, and take as many meetings as you can possibly take in the space. And it'll slow down. It'll move at a pace that you can kind of go, "Got it! "It feels like if we do this and this then we can actually "start to build a business here." And again, I think there's a bright line test in B2B if you walk into a meeting and you start telling your story, and you're not getting the nods, and you're not getting the, "Yep, yep, yeah, "that's an issue for us." If that's not happening, then you're not in the right space. Doesn't mean your North Star is wrong, but it means you got to iterate a bit. >> You got to find your groove. I want to change gears a little bit and talk about this People First Network concept that I love because you hear, "Mobile first, cloud first." And the notion of people first, we live in a very social world now, you're seeing a lot of stuff happening where we're connected now almost with digital 100%. Everyone's kind of got mobile even in emerging countries you got connections. Yet there's a lot of new dynamics emerging on the social scene and checking around you're well-known for networking. You're known for connecting with people certainly in your area and beyond. And so there's two things I want to get your thoughts on. One is networks. Who to work with. How do I make decisions on? How do you want to spend your time with other entrepreneurs or other peers? And social entrepreneurship, there's a lot of emphasis around mission-driven things. These are people dynamics where you're starting to see the role of the relationships between people start to take a really important role in entrepreneurship not just, "Let's hire and fire fast." Certainly some basic business knowledge that's common sense. But as you're starting to see this next generation of entrepreneurs emerge, there's an eye on social, mission-driven, but spending time with the right people. What's your thoughts on that? >> So first of all, businesses are about people. In the end of the day, you want to do business with people that you like, with people that you trust, with people that you want to hang out with. That was one of the lessons I learned somewhat early on, and I think it's critical. Businesses are not automated. Businesses are about, "Alright, a group of people "come together with a shared idea of what they can do. "And they can hopefully go support a group of other people "who are trying to get their vision done." And so once you realize that, you realize it's about people. You want to build relationships. You want to build connections. You want to figure out, "Alright, how can I help people? "And hopefully with good karma something will happen "in my favor at some point." And so I always operate under the idea that you just try to do good, you try to help people, and hopefully as a result, good things will happen. In terms of social entrepreneurship what I would tell you is that having a mission that you feel deep down inside of you that is not just, "We're going to make money. "And we're going to deliver on behalf of shareholders." Yes, of course that's important. But when you wake up, and you go to work or you get online, you want to feel something for it. You want to feel like, "Alright, this is something "that I feel good about doing." When you do that, when you know that you've done it right, it doesn't feel like work. It doesn't feel like a job. It feels like you want to wake up, and you can't get enough of it. And I think that's when you know you've done something right. So I think the more that we can lead mission-driven businesses, mission-driven lives, the better that will be. In the end of the day, I think that life and business converge. I think in the end of the day when you do it right, it doesn't feel like work, and it doesn't feel like you're working or not working. It just feels like you're trying to do good, you're trying to help other people, and hopefully good things happen. >> Great stuff. The thing I love about digital is you start to see that blending of analog and digital where lives are now part of each other. If you could go back and be 18 and 20 again with all the tools that we have out there now, open-source at a whole new level, you have everyone's connected, what were some of the things that you would do? If you had to go back and talk to your 18-year-old self going into Cornell with your brother, a lot more on the table to play with. Certainly, it's easier to do ventures, easier to come up with ideas, maybe more lean. What are some of the things that you would do if you were in your 20's? >> Yeah, I guess if I went back I would tell myself to make big bets and make them on where you know the future is going to be ten years from now. I think oftentimes, particularly when I was a young entrepreneur, you were living day to day or week to week where you were going, "Alright, we need to get this thing done by this day "so that we can do this tomorrow." And so we need to fly and stay up all night and end up eating and sort of doing things that are not the best sort of health-wise in order just to try to get things done or what you thought would just get things done. I think I would play a longer game, and I would encourage myself to think about, "Alright, what do I know to be the case "ten years from now and how can I focus on that?" If we go back 20 some years, two or three of the biggest companies in the world were really created in Amazon, in Apple, in Google. And I think the opportunity existed back then. So if I could go back to my-- >> You'd buy some Apple stock for sure. (laughs) >> I don't know if I would bought Apple stock, but certainly I would've made longer term bets. What those companies do that I think is phenomenal is they think about where the world's going not where the world is today. >> I think that's great advice. And it's interesting, too. You go back, and you always, everyone has those experiences in life where they would say, "I could've been there "or there." Looking forward is the key. And I think one of the interesting things about your journey is you had the time in college, make some money, put some dough in your pocket. Then you go out and you have some cash. You make an investment. You ride the wave with Right Media, and then you go the venture-backed startup. Talk about the dynamics. Specifically the venture-backed startup, because now the dynamics are changed. I mean, hell, I might go do an ICL and suddenly get subpoenaed if I did that. But you got all kinds of new opportunities to get funded, either to venture capital, either with Mayfield. Different venture architecture there you mentioned, no revenue, but funding to go build it out. What was different about doing a venture-backed startup versus the other ones? >> Yeah, I guess what I would say is first of all we have to step back and realize that when we're in these industries, we have a hard time understanding what they're doing. What venture capitalists do is just what any money manager does. They're doing allocation of capital so that they can get returns for their investors. And so in the end of the day, they're trying to make bets. Now the bets that a venture capital makes are different from someone who's buying public equities for sure, but the same sort of ideals are there which is they want to make bets on the right companies, on the right people so that they can drive profits and returns and hopefully make a difference. In the case of Moat, we were really impressed by Mayfield. We were impressed by the way that they approached the conversation with us, the way that they leaned forward. I tell entrepreneurs when you have venture capitalist meetings if three out of ten of them go well, you're in the Hall of Fame. It's like baseball. Most of the time you're not going to get that perfect chemistry. You're not going to get that feeling where, "Ah, there's something interesting here." The other thing I tell entrepreneurs is if they're not leaning forward, if they're not going, "You know what we could do? "We could do this, this, and this. "I could connect you with so and so. "We could build a business doing this. "You should think about this." If they're not doing that, they're probably not the right fit. I think about it. I'm happily married for many years with four kids. When you meet your spouse you tend to know that that's the right person. If you have to go home and say, "Alright, why don't you "send me some reasons to try to justify "why you might be the right fit for me," maybe that's not the right spouse. I think it's the same thing with venture capitalism. You ultimately want to have chemistry. Again, it comes back to people. And so Mayfield I think does a really good job of thinking about people and putting people first in that conversation. >> And it's also a team environment almost because you want to have a spouse and a venture partner who's going to be there for the good, bad, and the ugly. >> That's right. >> And be there. And that's, I think a lot of people don't get that. They want the valuation, "Oh, I got a better deal." There's no better deal when you look at the long run impact of potentially making the wrong decision. >> One of the first things that Navin Chaddha from Mayfield said to me when I first met with him is he said, "This is going to take you seven to ten years "to build this business." And I thought, "Wow, that sounds like a long time!" >> I'm going to do it in three. >> Yeah, that seems crazy. (John laughing) But he was right, and one of the things that he said to me after they invested and we had gone through a couple quarters of working. I came in and I actually had pretty high expectations of what we could do as a business. I said, "Well, if we really push the accelerator "I think we could do this number instead of this number." And he said, "Relax. "We have plenty of time. "Don't try to knock it out of the park, "and you'll make mistakes if you do that. "Just try to deliver on the numbers that you think "you can deliver realistically. "And focus on building the business." And he was right. Having that approach is smart. It's not about, "Can I make this work next quarter?" It's about, "Can I make this work over the long run?" And I learned a lot in that process. >> Well, Jonah, I really appreciate the conversation. You're an inspiration to a lot of entrepreneurs out there. And congratulations on all your great success. I guess the question is what's next for you? You got that ten year vision. What's going to happen in the next ten years? Which wave will you be riding? >> Well, I think, increasingly, we're going to live in a connected society where data is information, and data is knowledge. And I think for me I'm excited about a future world where will we use more or less data to make decisions. I think more. Will we make smarter decisions over time? Hopefully smarter decisions over time. Will we be able to catch diseases earlier? I think so. Will we be able to leave longer lives? I think so. And so some of those things end up being themes-- (no audio) >> Great, Jonah Goodhart, at Oracle now, first a founder, entrepreneur, serial entrepreneur, here as part of theCUBE's People First Network series. I'm John Furrier. Thanks for watching. (upbeat electronic music)

>> From theCUBE studios in Palo Alto in Boston, bringing you data-driven insights from the cube and ETR, this is Breaking Analysis with Dave Vellante. >> Organizations have considerable room to improve their performance without making expensive changes to their talent, their structure, or their fundamental business model. You don't need a slew of consultants to tell you what to do. You already know. What you need is to immediately ratchet up expectations, energy, urgency, and intensity. You have to fight mediocrity every step of the way. Amp it up and the results will follow. This is the fundamental premise of a hard-hitting new book written by Frank Slootman, CEO of Snowflake, and published earlier this year. It's called "Amp It Up, Leading for Hypergrowth "by Raising Expectations, Increasing Urgency, "and Elevating Intensity." Hello and welcome to this week's Wikibon CUBE Insights, powered by ETR. At Snowflake Summit last month, I was asked to interview Frank on stage about his new book. I've read it several times. And if you haven't read it, you should. Even if you have read it, in this Breaking Analysis, we'll dig deeper into the book and share some clarifying insights and nuances directly from Slootman himself from my one-on-one conversation with him. My first question to Slootman was why do you write this book? Okay, it's kind of a common throwaway question. And how the heck did you find time to do it? It's fairly well-known that a few years ago, Slootman put up a post on LinkedIn with the title Amp It Up. It generated so much buzz and so many requests for Frank's time that he decided that the best way to efficiently scale and share his thoughts on how to create high-performing companies and organizations was to publish a book. Now, he wrote the book during the pandemic. And I joked that they must not have Netflix in Montana where he resides. In a pretty funny moment, he said that writing the book was easier than promoting it. Take a listen. >> Denise, our CMO, you know, she just made sure that this process wasn't going to. It was more work for me to promote this book with all these damn podcasts and other crap, than actually writing the book, you know. And after a while, I was like I'm not doing another podcast. >> Now, the book gives a lot of interesting background information on Slootman's career and what he learned at various companies that he led and participated in. Now, I'm not going to go into most of that today, which is why you should read the book yourself. But Slootman, he's become somewhat of a business hero to many people, myself included. Leaders like Frank, Scott McNealy, Jayshree Ullal, and my old boss, Pat McGovern at IDG, have inspired me over the years. And each has applied his or her own approach to building cultures and companies. Now, when Slootman first took over the reins at Snowflake, I published a Breaking Analysis talking about Snowflake and what we could expect from the company now that Slootman and CFO Mike Scarpelli were back together. In that post, buried toward the end, I referenced the playbook that Frank used at Data Domain and ServiceNow, two companies that I followed quite closely as an analyst, and how it would be applied at Snowflake, that playbook if you will. Frank reached out to me afterwards and said something to the effect of, "I don't use playbooks. "I am a situational leader. "Playbooks, you know, they work in football games. "But in the military, they teach you "situational leadership." Pretty interesting learning moment for me. So I asked Frank on the stage about this. Here's what he said. >> The older you get, the more experience that you have, the more you become a prisoner of your own background because you sort of think in terms of what you know as opposed to, you know, getting outside of what you know and trying to sort of look at things like a five-year-old that has never seen this before. And then how would you, you know, deal with it? And I really try to force myself into I've never seen this before and how do I think about it? Because at least they're very different, you know, interpretations. And be open-minded, just really avoid that rinse and repeat mentality. And you know, I've brought people in from who have worked with me before. Some of them come with me from company to company. And they were falling prey to, you know, rinse and repeat. I would just literally go like that's not what we want. >> So think about that for a moment. I mean, imagine coming in to lead a new company and forcing yourself and your people to forget what they know that works and has worked in the past, put that aside and assess the current situation with an open mind, essentially start over. Now, that doesn't mean you don't apply what has worked in the past. Slootman talked to me about bringing back Scarpelli and the synergistic relationship that they have and how they build cultures and the no BS and hard truth mentality they bring to companies. But he bristles when people ask him, "What type of CEO are you?" He says, "Do we have to put a label on it? "It really depends on the situation." Now, one of the other really hard-hitting parts of the book was the way Frank deals with who to keep and who to let go. He uses the Volkswagen tagline of drivers wanted. He says in his book, in companies there are passengers and there are drivers, and we want drivers. He said, "You have to figure out really quickly "who the drivers are and basically throw the wrong people "off the bus, keep the right people, bring in new people "that fit the culture and put them "in the right seats on the bus." Now, these are not easy decisions to make. But as it pertains to getting rid of people, I'm reminded of the movie "Moneyball." Art Howe, the manager of the Oakland As, he refused to play Scott Hatteberg at first base. So the GM, Billy Bean played by Brad Pitt says to Peter Brand who was played by Jonah Hill, "You have to fire Carlos Pena." Don't learn how to fire people. Billy Bean says, "Just keep it quick. "Tell him he's been traded and that's it." So I asked Frank, "Okay, I get it. "Like the movie, when you have the wrong person "on the bus, you just have to make the decision, "be straightforward, and do it." But I asked him, "What if you're on the fence? "What if you're not completely sure if this person "is a driver or a passenger, if he or she "should be on the bus or not on the bus? "How do you handle that?" Listen to what he said. >> I have a very simple way to break ties. And when there's doubt, there's no doubt, okay? >> When there's doubt, there's no doubt. Slootman's philosophy is you have to be emphatic and have high conviction. You know, back to the baseball analogy, if you're thinking about taking the pitcher out of the game, take 'em out. Confrontation is the single hardest thing in business according to Slootman but you have to be intellectually honest and do what's best for the organization, period. Okay, so wow, that may sound harsh but that's how Slootman approaches it, very Belichickian if you will. But how can you amp it up on a daily basis? What's the approach that Slootman takes? We got into this conversation with a discussion about MBOs, management by objective. Slootman in his book says he's killed MBOs at every company he's led. And I asked him to explain why. His rationale was that individual MBOs invariably end up in a discussion about relief of the MBO if the person is not hitting his or her targets. And that detracts from the organizational alignment. He said at Snowflake everyone gets paid the same way, from the execs on down. It's a key way he creates focus and energy in an organization, by creating alignment, urgency, and putting more resources into the most important things. This is especially hard, Slootman says, as the organization gets bigger. But if you do approach it this way, everything gets easier. The cadence changes, the tempo accelerates, and it works. Now, and to emphasize that point, he said the following. Play the clip. >> Every meeting that you have, every email, every encounter in the hallway, whatever it is, is an opportunity to amp things up. That's why I use that title. But do you take that opportunity? >> And according to Slootman, if you don't take that opportunity, if you're not in the moment, amping it up, then you're thinking about your golf game or the tennis match that's going on this weekend or being out on your boat. And to the point, this approach is not for everyone. You're either built for it or you're not. But if you can bring people into the organization that can handle this type of dynamic, it creates energy. It becomes fun. Everything moves faster. The conversations are exciting. They're inspiring. And it becomes addictive. Now let's talk about priorities. I said to Frank that for me anyway, his book was an uncomfortable read. And he was somewhat surprised by that. "Really," he said. I said, "Yeah. "I mean, it was an easy read but uncomfortable "because over my career, I've managed thousands of people, "not tens of thousands but thousands, "enough to have to take this stuff very seriously." And I found myself throughout the book, oh, you know, on the one hand saying to myself, "Oh, I got that right, good job, Dave." And then other times, I was thinking to myself, "Oh wow, I probably need to rethink that. "I need to amp it up on that front." And the point is to Frank's leadership philosophy, there's no one correct way to approach all situations. You have to figure it out for yourself. But the one thing in the book that I found the hardest was Slootman challenged the reader. If you had to drop everything and focus on one thing, just one thing, for the rest of the year, what would that one thing be? Think about that for a moment. Were you able to come up with that one thing? What would happen to all the other things on your priority list? Are they all necessary? If so, how would you delegate those? Do you have someone in your organization who can take those off your plate? What would happen if you only focused on that one thing? These are hard questions. But Slootman really forces you to think about them and do that mental exercise. Look at Frank's body language in this screenshot. Imagine going into a management meeting with Frank and being prepared to share all the things you're working on that you're so proud of and all the priorities you have for the coming year. Listen to Frank in this clip and tell me it doesn't really make you think. >> I've been in, you know, on other boards and stuff. And I got a PowerPoint back from the CEO and there's like 15 things. They're our priorities for the year. I'm like you got 15, you got none, right? It's like you just can't decide, you know, what's important. So I'll tell you everything because I just can't figure out. And the thing is it's very hard to just say one thing. But it's really the mental exercise that matters. >> Going through that mental exercise is really important according to Slootman. Let's have a conversation about what really matters at this point in time. Why does it need to happen? And does it take priority over other things? Slootman says you have to pull apart the hairball and drive extraordinary clarity. You could be wrong, he says. And he admits he's been wrong on many things before. He, like everyone, is fearful of being wrong. But if you don't have the conversation according to Slootman, you're already defeated. And one of the most important things Slootman emphasizes in the book is execution. He said that's one of the reasons he wrote "Amp It Up." In our discussion, he referenced Pat Gelsinger, his former boss, who bought Data Domain when he was working for Joe Tucci at EMC. Listen to Frank describe the interaction with Gelsinger. >> Well, one of my prior bosses, you know, Pat Gelsinger, when they acquired Data Domain through EMC, Pat was CEO of Intel. And he quoted Andy Grove as saying, 'cause he was Intel for a long time when he was younger man. And he said no strategy is better than its execution, which if I find one of the most brilliant things. >> Now, before you go changing your strategy, says Slootman, you have to eliminate execution as a potential point of failure. All too often, he says, Silicon Valley wants to change strategy without really understanding whether the execution is right. All too often companies don't consider that maybe the product isn't that great. They will frequently, for example, make a change to sales leadership without questioning whether or not there's a product fit. According to Slootman, you have to drive hardcore intellectual honesty. And as uncomfortable as that may be, it's incredibly important and powerful. Okay, one of the other contrarian points in the book was whether or not to have a customer success department. Slootman says this became really fashionable in Silicon Valley with the SaaS craze. Everyone was following and pattern matching the lead of salesforce.com. He says he's eliminated the customer service department at every company he's led which had a customer success department. Listen to Frank Slootman in his own words talk about the customer success department. >> I view the whole company as a customer success function. Okay, I'm customer success, you know. I said it in my presentation yesterday. We're a customer-first organization. I don't need a department. >> Now, he went on to say that sales owns the commercial relationship with the customer. Engineering owns the technical relationship. And oh, by the way, he always puts support inside of the engineering department because engineering has to back up support. And rather than having a separate department for customer success, he focuses on making sure that the existing departments are functioning properly. Slootman also has always been big on net promoter score, NPS. And Snowflake's is very high at 72. And according to Slootman, it's not just the product. It's the people that drive that type of loyalty. Now, Slootman stresses amping up the big things and even the little things too. He told a story about someone who came into his office to ask his opinion about a tee shirt. And he turned it around on her and said, "Well, what do you think?" And she said, "Well, it's okay." So Frank made the point by flipping the situation. Why are you coming to me with something that's just okay? If we're going to do something, let's do it. Let's do it all out. Let's do it right and get excited about it, not just check the box and get something off your desk. Amp it up, all aspects of our business. Listen to Slootman talk about Steve Jobs and the relevance of demanding excellence and shunning mediocrity. >> He was incredibly intolerant of anything that he didn't think of as great. You know, he was immediately done with it and with the person. You know, I'm not that aggressive, you know, in that way. I'm a little bit nicer, you know, about it. But I still, you know, I don't want to give into expediency and mediocrity. I just don't, I'm just going to fight it, you know, every step of the way. >> Now, that story was about a little thing like some swag. But Slootman talked about some big things too. And one of the major ways Snowflake was making big, sweeping changes to amp up its business was reorganizing its go-to-market around industries like financial services, media, and healthcare. Here's some ETR data that shows Snowflake's net score or spending momentum for key industry segments over time. The red dotted line at 40% is an indicator of highly elevated spending momentum. And you can see for the key areas shown, Snowflake is well above that level. And we cut this data where responses were greater, the response numbers were greater than 15. So not huge ends but large enough to have meaning. Most were in the 20s. Now, it's relatively uncommon to see a company that's having the success of Snowflake make this kind of non-trivial change in the middle of steep S-curve growth. Why did they make this move? Well, I think it's because Snowflake realizes that its data cloud is going to increasingly have industry diversity and unique value by industry, that ecosystems and data marketplaces are forming around industries. So the more industry affinity Snowflake can create, the stronger its moat will be. It also aligns with how the largest and most prominent global system integrators, global SIs, go to market. This is important because as companies are transforming, they are radically changing their data architecture, how they think about data, how they approach data as a competitive advantage, and they're looking at data as specifically a monetization opportunity. So having industry expertise and knowledge and aligning with those customer objectives is going to serve Snowflake and its ecosystems well in my view. Slootman even said he joined the board of Instacart not because he needed another board seat but because he wanted to get out of his comfort zone and expose himself to other industries as a way to learn. So look, we're just barely scratching the surface of Slootman's book and I've pulled some highlights from our conversation. There's so much more that I can share just even from our conversation. And I will as the opportunity arises. But for now, I'll just give you the kind of bumper sticker of "Amp It Up." Raise your standards by taking every opportunity, every interaction, to increase your intensity. Get your people aligned and moving in the same direction. If it's the wrong direction, figure it out and course correct quickly. Prioritize and sharpen your focus on things that will really make a difference. If you do these things and increase the urgency in your organization, you'll naturally pick up the pace and accelerate your company. Do these things and you'll be able to transform, better identify adjacent opportunities and go attack them, and create a lasting and meaningful experience for your employees, customers, and partners. Okay, that's it for today. Thanks for watching. And thank you to Alex Myerson who's on production and he manages the podcast for Breaking Analysis. Kristin Martin and Cheryl Knight help get the word out on social and in our newsletters. And Rob Hove is our EIC over at Silicon Angle who does some wonderful and tremendous editing. Thank you all. Remember, all these episodes are available as podcasts. Wherever you listen, just search Breaking Analysis podcast. I publish each week on wikibon.com and siliconangle.com. And you can email me at david.vellante@siliconangle.com or DM me @dvellante or comment on my LinkedIn posts. And please do check out etr.ai for the best survey data in enterprise tech. This is Dave Vellante for theCUBE Insights, powered by ETR. Thanks for watching. Be well. And we'll see you next time on Breaking Analysis. (upbeat music)

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle. Welcome to the cubes event. Virtual event. Cuban Cloud. I'm John for your host. We're here talking to all the thought leaders getting all the stories around Cloud What's going on this year and next today, Tomorrow and the future. We gotta featured startup here. Jonah Clipper, who is the CEO and founder of Stack Hawks. Developing security software for developers to have them put security baked in from the beginning. Johnny, thanks for coming on and being featured. Start up here is part of our Cuban cloud. Thanks for joining. >>Thanks so much for having me, John. >>So one of our themes this year is obviously Cloud natives gone mainstream. The pandemic has shown that. You know, a lot of things have to be modern. Modern applications, the emerald all they talked about modern applications. Infrastructure is code. Reinvent, um is here. They're talking about the next gen enterprise. Their public cloud. Now you've got hybrid cloud. Now you've got multi cloud. But for developers, you just wanna be building security baked in and they don't care where the infrastructure is. So this is the big trend. Like to get your thoughts on that. But before we jump in, tell us about Stack Hawk What you guys do your founded in 2019. Tell us about your company and what Your mission is >>Awesome. Yeah, our mission is to put application security in the hands of software developers so that they can find and fix upset books before they deployed a production. And we do that through a dynamic application scanning capability. Uh, that's deployable via docker, so engineers can run it locally. They can run it in C I C. D. On every single PR or merge and find bugs in the process of delivering software rather than after it's been production. >>So everyone's talking about shift left, shift left for >>security. What does >>that mean? Uh, these days. And what if some of the hurdles that people are struggling with because all I hear is shift left shift left from, like I mean, what does What does that actually mean? Now, Can you take us through your >>view? Yes, and we use the phrase a lot, and I and I know it can feel a little confusing or overused. Probably. Um, When I think of shift left, I think of that Mobius that we all look at all of the time, Um, and how we deliver and, like, plan, write code, deliver software and then manage it. Monitor it right like that entire Dev ops workflow. And today, when we think about where security lives, it either is a blocker to deploying production. Or most commonly, it lives long after code has been deployed to production. And there's a security team constantly playing catch up, trying to ensure that the development team whose job is to deliver value to their customers quickly, right, deploy as fast as we can, as many great customer facing features, um there, then, looking at it months after software has been deployed and then hurrying and trying to assess where the bugs are. And, um, trying to get that information back to software developers so that they can fix those issues. Shifting left to me means software engineers are finding those bugs as their writing code or in the CIA CD pipeline long before code has been deployed to production. >>And so you guys attack that problem right there so they don't have to ship the code and then come back and fix it again. Or where we forgot what the hell is going on. That point in time some Q 18 gets it. Is that the kind of problem that that's out there? Is that the main pain point? >>Yeah, absolutely. I mean a lot of the way software, specifically software like ours and dynamic applications scanning works is a security team or a pen tester. Maybe, is assessing applications for security vulnerability these, um, veteran prod that's normally where these tools are run and they throw them back over the wall, you know, interrupting sprints and interrupting the developer workflow. So there's a ton of context switching, which is super expensive, and it's very disruptive to the business to not know about those issues before they're in prod. And they're also higher risk issues because they're in fraud s. So you have to be able to see a >>wrong flywheel. Basically, it's like you have a penetration test is okay. I want to do ship this app. Pen test comes back, okay? We gotta fix the bug, interrupts the cycle. They're not coding there in fire drill mode. And then it's a chaotic death spiral at that point, >>right? Or nothing gets done. God, how did >>you What was the vision? How did you get here? What? How did you start? The company's woke up one morning. Seven started a security company. And how did what was the journey? What got you here? >>Sure. Thanks. I've been building software for software engineers since 2010. So the first startup I worked for was very much about making it easy for software engineers to deploy and manage applications super efficiently on any cloud provider. And we did programmatic updates to those applications and could even move them from cloud to cloud. And so that was sort of cutting my teeth and technology and really understanding the developer experience. Then I was a VP of product at a company called Victor Ops. We were purchased by spunk in 2018. But that product was really about empowering software engineers to manage their own code in production. So instead of having a network operations center right who sat in front of screens and was waiting for something to go wrong and would then just end up dialing there, you know, just this middle man trying to dial to find the person who wrote the software so that they can fix it. We made that way more efficient and could just route issues to software engineers. And so that was a very dev ops focused company in terms of, um, improving meantime to know and meantime to resolve by putting up time in the hands of software engineers where it didn't used to live there before it lived in a more traditional operations type of role. But we deploy software way too quickly and way too frequently to production to assume that another human can just sit there and know how to fix it, because the problems aren't repeatable, right? So So I've been living in the space for a long time, and I would go to conferences and people would say, Well, I love for, you know, we have these digital transformation initiatives and I'm in the security team and I don't feel like I'm part of this. I don't know. I don't know how to insert myself in this process. And so I started doing a lot of research about, um, how we can shift this left. And I was actually doing some research about penetration testing at the time, Um, and found just a ton of opportunity, a ton of problems, right that exist with security and how we do it today. So I really think of this company as a Dev Ops first Company, and it just so happens to be that we're taking security, and we're making it, um, just part of the the application testing framework, right? We're testing for security bugs, just like we would test for any other kind of bucks. >>That's an awesome vision of other great great history there. And thanks for sharing that. I think one of the things that I think this ties into that we have been reporting aggressively on is the movement to Dev Stack Up, Dev, Ops Dev SEC Ops. And you know, just doing an interview with the guy who stood up space force and big space conversation and were essentially riffing on the idea that they have to get modern. It's government, but they got to do more commercial. They're using open source. But the key thing was everything. Software defined. And so, as you move into suffer defined, then they say we want security baked in from the beginning and This is the big kind of like sea level conversation. Bake it in from the beginning, but it's not that easy. And this is where I think it's interesting where you start to think, uh, Dev ops for security because security is broken. So this is a huge trend. It sounds easy to say it baked security in whether it's an i o T edge or multi cloud. There's >>a lot >>of work there. What should people understand when they hear that kind of platitude of? I just baked security and it's really easy. It's not. It's not trivial. What's your thoughts on >>that? It isn't trivial. And in my opinion, there aren't a lot of tools on the market that actually make that very easy. You know, there are some you've had sneak on this program and they're doing an excellent job, really speaking to the developer and being part of that modern software delivery workflow. Um, but because a lot of tools were built to run in production, it makes it really difficult to bake them in from the beginning. And so, you know, I think there are several goals here. One is you make the tooling work so that it works for the software engineer and their workflow. And and there's some different values that we have to consider when its foreign engineer versus when it's for a security person, right? Limit the noise, make it as easy as possible. Um, make sure that we only show the most critical things that are worth an engineer. Stopping what they're doing in terms of building business value and going back and fixing that bugs and then create a way to discuss in triage other issues later outside of the development. Workflow. So you really have to have a lot of empathy and understanding for how software is built and how software engineers behave, I think, in order to get this right. So it's not easy. Um, but we're here and other tools air here. Thio support companies in doing that. >>What's the competitive strategy for you guys going forward? Because there's a big sea change. Now I see an inflection point. Obviously, Cove it highlights. It's not the main reason, but Cloud native has proven it's now gone mainstream kubernetes. You're seeing the big movement there. You're seeing scale be a huge issue. Software defined operations are now being discussed. So I think it's It's a simple moment for this kind of solution. How are you guys going to compete? What's what's the winning strategy? How are you guys gonna compete to win? >>Yeah, so there's two pieces to that one is getting the technology right and making sure that it is a product that developers love. And we put a ton of effort into that because when a software engineer says, Hey, I'd love to use the security product, right? CSOs around the world are going to be like, Yes, please. Did a software engineer just ask me, You have the security product. Thank you, Right. We're here to make it so easy for them and get the tech right. And then the other piece, in terms of being competitive, is the business model. There were something like, I don't You would know better than me, but I think the data point I last saw was like 1300 venture backed security companies since 2012 focused on selling to see SOS and Fortune 2000 companies. It is a mess. It's so noisy, nobody can figure out what anybody actually does. What we have done is said no, we're going to take a modern business model approach to security. So you know, it's a SAS platform that makes it super easy for a software engineer or anybody on the team to try and buy the software. So 14 day trial. You don't have to talk to anybody if you don't want Thio Awesome support to make sure that people can get on boarded and with our on boarding flow, we've seen that our customers go from signing up to first successful scan of their platform or whatever app they chose to scan in a knave ridge of about 10 minutes. The fastest is eight, right? So it's about delivering value to our customers really quickly. And there aren't many companies insecurity on the market today. That do that? >>You know, you mentioned pen test earlier. I I hear that word. Nice shit. And, like, pen test penetration test, as it's called, um, Sock reports. I mean, these are things that are kind of like I got to do that again. I know these people are doing things that are gonna be automated, but one of the things that cloud native has proven as be killer app is integrations because when you build a modern app, it has to integrate with someone else. So there you need these kind of pen tests. You gotta have this kind of code review. And as code, um, is part of, say, a purpose built device where it's an I o T. Edge updates have toe happen. So you need mawr automation. You need more scale around both updating software to, ah, purpose built device or for integration. What's your thoughts in reaction to that? Because this is a riel software challenge from a customer standpoint, because there are too many tools out there and every see so that I talk to says, I just want to get rid of half the tools consolidate down around my clouds that I'm working through my environment and b'more developer oriented, not just purchasing stuff. So you have all this going on? What's your reaction to that? You got the you know, the integration and you've got the software updates on purpose built devices. >>Yeah, I mean, we I make a joke a little bit. That security land is like, you know, acronyms. Dio there are so many types of security that you could choose to implement. And they all have a home and different use cases that are certainly valuable toe organizations. Um, what we like to focus on and what we think is interesting and dynamic application scanning is because it's been hard toe automate dynamic application for especially for modern applications. I think a lot of companies have ignored theon pertuan ity Thio really invest in this capability and what's cool about dynamic. And you were mentioning pen testing. Is that because it's actively attacking your app? It when you get a successful test, it's like a It's like a successful negative test. It's that the test executed, which means that bug is present in your code. And so there's a lot less false positives than in other types of scanning or assessment technologies. Not to say there isn't a home for them. There's a lot of we could we could spend a whole hour kind of breaking down all the different types of bugs that the different tools confined. Um, but we think that if you want to get started developer first, you know there's a lot of great technologies. Pick a couple or one right pick stack hawk pick, sneak and just get started and put it in your developer workflow. So integrations are super important. Um, we have integrations with every C I C. D provider, making it easy to scan your code on every merge or release. And then we also have workflow integrations for software engineers associated with where they want to be doing work and how they want to be interrupted or told about an issue. So, you know, we're very early to market, but right out of the gate, we made sure that we had a slack integration so that scans are running. Or as we're finding new things, it's populating in a specific slack channel for those engineers who work on that part of the app and you're a integration right. If we find issues, we can quickly make tickets and route them and make sure that the right people are working on those issues. Eso That's how I think about sort of the integration piece and just getting started. It's like you can't tackle the whole like every accurate, um, at once like pick something that helps you get started and then continue to build out your program, as you have success. >>A lot of these tools can they get in the hands of developers, and then you kind of win their trust by having functionality. Uh, certainly a winning strategy we've seen. You know, Splunk, you mentioned where you worked for Data Dog and very other tools out there just get started easily. If it's good, it will be used. So I love that strategy. Question. I wanna ask you mentioned Dr earlier. Um, they got a real popular environment, but that speaks to the open source area. How do you see the role of open source playing with you guys? Is that gonna be part of your community outreach? Does the feed into the product? Could you share your vision on how stack hawks engaging and playing an open source? >>Yeah, absolutely. Um So when we started this company, my co founders and I, we sat down and said here, What are the problems? Okay, the world doesn't need a better scanner, right? If you walk the floor of, ah, security, uh, conference. It's like our tool finds a million things and someone else is. My tool finds a million and five things. Right, And that's how they're competing on value. It's really about making it easy to use and put in the pipeline. So we decided not to roll. Our own scanner were based on an open source capability called Zap the Set Attack Proxy. Uh, it is the most the world's most downloaded application scanner. And, uh, actually we just hired the founder of Zap to join the Stack Hawk team, and we're really excited to continue to invest in the open source community. There is a ton of opportunity to grow and sort of galvanize that community. And then the work that we do with our customers and the feedback that we get about the bugs we find if there, ah, false positive or this one's commonly risk accepted, we can go back to the community, which were already doing and saying, Hey, ditch this rule, Nobody likes it or we need to improve this test. Um, so it's a really nice relationship that we have, and we are looking forward to continuing to grow that >>great stuff. You guys are hot. Start of love. The software on security angle again def sec. Cox is gonna be It's gonna be really popular. Can you talk about some of the customer success is What's the What's the feedback from customers? Can you share some of the use cases that you guys are participating in where you're winning? You mentioned developers love it and try It can just give us a couple of use cases and examples. >>Yeah. Ah, few things. Um ah, lot of our customers are already selling on the notion. Like before we even went to G A right. They told all of their customers that they scan for security bugs with every single release. So in really critical, uh, industry is like fintech, right. It's really important that their customers trust that they're taking security seriously, which everybody says they dio. But they show it to their customers by saying here, every single deploy I can show you if there were any new security bugs released with that deploy. So that's really awesome. Other things We've heard our, uh, people being able to deploy really quickly thio the Salesforce marketplace, right? Like if they have toe have a scan to prove that that they can sell on Salesforce, they do that really rapidly. Eso all of that's going really well with our customers. >>How would I wanna How would I be a customer if I was interested in, um, using Stack Hawks say we have some software we wanna stand up, and, uh, it's super grade. And so Amazon Microsoft Marketplace Stairs Force They'll have requirements or say I want to do a deal with an integration they don't want. They want to make sure there's no nothing wrong with the code. This seems to be a common use case. How doe I if I was a customer, get involved or just download software? Um, what's the What's the procurement? What's the consumption side of it looked like, >>Yeah, you just go to Stockholm dot com and you create an account. If you'd like to get started that way so you can have a 14 day free trial. We have extremely extensive documentation, so it's really easy to get set up that way. You should have some familiarity. Or grab a software engineer who has familiarity with a couple of things. So one is how to use Docker, right? So Docker is, ah, deployment mechanism for the scanner. We do that so you can run it anywhere that you would like to, and we don't have to do things like pierce firewalls or other protective measures that you've instrumented on your production environment. You just run it, um, wherever you like in your system. So locally, C I c d So docker is an important thing to understand the way we configure our scanner is through a, um, a file. So if you are getting a scan today, either your security team is doing it or you have a pen tester doing it. Um, the whole like getting ready for that engagement takes a lot of time because the people who are running the tests don't know how the software was built. So the way we think about this is, just ask them. So you just fill out a Yamil file with parameters that tell the scanner what to dio tell it how to authenticate and not log out. Um, feed us an A p. I speak if you want, so weaken super efficiently, scan your app and you can be up and running really quickly, and then that's it. You can work with our team at any time if you need help, and then we have a really efficient procurement process >>in my experience some of the pen tests of firms out there, is it? It's like the house keeping seal of approval. You get it once and then you gotta go back again. Software change, new things come in. And it's like, Wait a minute, what's the new pen test? And then you to write a check or engaged to have enough meeting? I mean, this is the problem. I mean, too many meetings. Do you >>guys solve that problem? Do >>you solve that problem? >>We solve a piece of that problem. So I think you know, part of how I talk about our company is this idea that we live in a world where we deploy software every single day. Yet it seems reasonable that once a year or twice a year, we go get a pen test where human runs readily available, open source software on our product and gives us a like, quite literal. Pdf of issues on. It's like this is so intellectually dishonest, like we deploy all of the time. So here's the thing. Pen tests are important and everybody should do them. But that should not be the introduction to these issues that are also easy to automate and find in your system. So the way we think about how we work with pen testers is, um, run, stack hawk or zapped right in an automated fashion on your system, and then give that, give the configuration and give the most recent results to your pen tester and say, Go find the hard stuff. You shouldn't be cutting checks for $30,000 to a pen tester or something that you could easily meet in your flare up. Klein. You could write the checks for finding finding the hard stuff that's much more difficult to automate. >>I totally agree. Final question. Business model Once I get in, is it a service software and services? A monthly fee? How do you guys make money? >>Yep, it is software as a service, it is. A monthly fee were early to market. So I'm not going to pretend that we have perfectly cracked the pricing. Um, but the way that we think about this is this is a team product for software engineers and for, you know, informed constituents, right? You want a product person in the product. You want a security person in the product? Um, and we also want to incent you to scan your APS And the most modern fashion, which is scanning the smallest amount of http that lives in your app, like in a micro services architecture because it makes a lot easier, is easy to isolate the problems where they live and to fix those issues really quickly. So we bundle team and for a UPS and then we scale within, uh, companies as they add more team. So pen users. 10 APS is 3 99 a month. And as you add software engineers and more applications, we scale within your company that way. >>Awesome. So if you're successful, you pay more, but doesn't matter. You already succeeded, and that's the benefit of by As you go Great stuff. Final question. One more thing. Your vision of the future. What are the biggest challenges you see in the next 24 months? Plus beyond, um, that you're trying to attack? That's a preferred future that you see evolving. What's the vision? >>Yeah, you've touched on this a couple of times in this interview with uh being remote, and the way that we need to build software already has been modernizing, and I feel like every company has a digital transformation initiative, but it has toe happen faster. And along with that, we have to figure out how Thio protect and secure these Moderna Gail. The most important thing that we do the hearts and minds of our support engineers and make it really easy for them to use security capabilities and then continue to growth in the organization. And that's not an easy thing tied off. It's easy change, a different way of being security. But I think we have to get their, uh, in order to prepare the security, uh, in these rapidly deployed and developed applications that our customers expect. >>Awesome. Jodi Clippers, CEO and founder of Stack Hawk. Thank you for coming on. I really appreciate it. Thanks for spending the time featured Startup is part of our Cuban cloud. I'm Sean for your host with silicon angle to Cube. Thanks for watching

from the cube studios in palo alto in boston connecting with thought leaders all around the world this is a cube conversation welcome to the cube lisa martin here i'm having the opportunity to speak with one of dell technologies customers joining me from all the way down under in melbourne australia is kevin pritchard the head of it and business systems from janna investment advisors hi kevin nice to have you on the program thanks lisa a pleasure to be here so tell us about jonah investments who you guys are what you do all the types of data that you're dealing with jana is uh an asset consultant uh we consult to what we call in australia the superannuation industry which is the equivalent of your 401 k our clients are the actual funds themselves the pension funds we advise on both the accumulation and then the pension stage of those to those funds we have under advice across all our clients approximately 500 billion aud so that's a significant responsibility our decisions our research our recommendations probably affects between two to three out of five australians retirement outcomes all right so business critical data kevin i imagine there's compliance requirements not just in australia but if you're doing business with any clients in the americas or in uh europe primarily our markets australia but the regulatory overlays that we and our clients face into are significant and growing the superannuation sector in australia is now at around three trillion dollars it's a significant amount of money i think it's the second or third largest in the world um don't quote me on that but it's a significant amount of money so let's talk about data as a business critical asset and also from a brand reputation perspective talk to me about your it environment how you were managing data before and what some of the challenges were that you wanted to resolve i've been with jana for 14 years and in that time the demands and the complexity of our environment have increased we have to address a growing accumulation of business critical data our data forms our ip it's the core of our advice and it's not just what we're doing today it's what we've done five years ago 10 years ago it has to be there for ready reference it's a critical business asset i like how you said it's really your data is really your ip so talk to me about your it environment before on-prem cloud virtualize what does that landscape look like so we run a a data center we have a it's it's a more economical footprint but nevertheless it's the core of what we do as a business on a day-to-day some data we can't put in the cloud the regulatory overlays really don't permit it and privacy and you know we can better protect in a data center uh we we occupy a space in a dedicated space in a tier 4 data center in australia but that said we are increasingly moving into cloud now the cloud is super important to us it's but it's not easy to migrate into people just say oh let's just go to the cloud you really do have to think about things you have to think about how it's implemented you have to think about data security uh they're very good the cloud providers but it's all care no responsibility it ultimately comes back to you but the the nexus between cloud and on-prem is something that you have to think about and if i'm thinking about backup and dr and i can think of it from a number of perspectives you know it's not just backing up in case we've got failure of hardware but it's about cyber security it's about protection from things like air gapping ensuring um you know that your backups are actually aware of the malware for example uh we've we've had incidents uh and i'm sure the u.s had as well in australia where organizations have found six months down the track that their backups have been compromised we can't afford to do that our regulators our clients i myself have to give assurances to our clients that we're resilient that we're meeting the increasingly stringent benchmarks in your case study i was reading about uh really jonah was on a quest to become more data driven and also it sounded to me like the board was heavily invested and had a vested interest in data protection talk to me about how dell technologies is helping you meet some of those goals becoming more data driven and enabling you to ensure to your cfo et cetera the board that our data is secure yeah as i was saying [Music] at the beginning of this journey i would have thought back up how hard can it be right you you take a backup it's a tape it's a disc you put it into a secure repository something somewhere offside you have a problem you phone someone up they bring it take back and you restore those days have gone and when you really look into it it's a very specialist area how do you back up data especially the size of the data that we have how do you restore it in a timely manner how do you protect it against as i'm saying compromise you need to test it you need easy ways to test it it's complex now when i looked at this problem three years ago i think well okay we're no longer part of a big bank um we've got to stand on our own feet what's the best solution do you research the market um i i've worked with dell for a long time and they're in the mix in the end dell offered the best solution and they showed that they had the understanding of my environment and more broadly where industry is going so that data protection mix of products between the the visibility the dashboards and what happens in the cloud in terms of testing your workloads that are up there because testing is something that my board really really insists upon we have a an annual testing program it runs the full 12 months where we're testing various aspects of uh recovery so talk to me about you're talking about the complexity of a person in the beginning i thought back up in recovery how how difficult can that be you talked about the complexity though and as we talked about with with probably i would say increasing scrutiny from a regulations perspective aboard the cfo how did dell technologies how did power protect actually help you simplify because i actually saw a quote from you in your case study about it being easy help us understand how that was possible yeah you've always got to be careful using the word easy but let's take that perspective from what it would be if it wasn't easy so our prior solution was essentially relying on the dis backup multi-volume disk backup that was stored by a suitable company now i was looking at the dell uh the power protect data protect dashboard the other day and i was surprised we have 27 terabytes of data stored in the cloud which is sent up there daily i get a report card each day it's all green thankfully i can see that on average you know the change the delta of what the data we store on particular servers is on average around seven to ten percent a day those statistics are really important and uh and the deduplication compression ratios you know 97 98 are outstanding um that is really helpful so the point i was trying to make in my previous comments is that visibility is very important that's where it gets easy because i don't have to rely on an expert who's sitting over there he may be in or out telling me what's the status of where we are in day-to-day backup it's it's a critical part of bau it's a pretty critical part of data protection and our clients are greatly comforted by it absolutely when you were describing your previous environment i thought wow one of the things you probably you couldn't have had is complete visibility let alone maybe even good visibility so now with the dell uh power protect series can you look through like a single pane of glass management and see all the backups on file servers virtual machines all of that iep that you talked about that's core to the business uh the short answer is yes now there was another part of our previous setup where we used you what would be classical we had a warm site and we would replicate data one of the problems with that is i didn't know if replication was occurring i didn't know if you know if i if i had had a and we haven't but if we had a ransomware attack then it infects the server and it actually it replicates to your secondary side there was no air gap air gap your backup protected these old solutions of running a you know for an organization outside the the expanding the maintenance required to run a secondary side are just too much one of the things that sounds like you now have is confidence that what you're protecting with dell is in fact protected it's secure and you talked about ransomware a second ago and now in the age of kobe i read the other day that there's a ransomware attack happens every 11 seconds phishing is getting more personal and more sophisticated so that's a big challenge now that sounds like you've got a pretty resilient infrastructure that i i'm going to speak for you gives you the confidence that you're in a pretty good situation with respect to ensuring that that data is indeed safe i have a great deal more confidence and i'm being cautious and cynical i'm you'd never want to say 100. all right because the backup gods will frown upon you but i'm now more confident i can provide my c-suite i can provide the board with a ready snapshot view of where we stand are there any issues um not just cost effectiveness but the visibility of what's going on and look i i was absolutely surprised that an organization outside had 27 terabytes of data that's a lot of data for someone outside and that's important because really at the end of the day this boils down to brand reputation the ability to guarantee to the regulators your clients that all of the data that you talked about it's a lot for a company of your size is indeed secure and protected and that you can as you said you have pretty strong confidence i agree with you saying 100 is always one of those challenging kind of areas to be in but but i think from from a business outcomes perspective this isn't just about protecting the data that's sitting on file servers and virtual machines this is protecting and helping to reinforce the reputation of the brand of janna yes reputation our reputation is so important and we need to ensure to to guarantee to our clients that we stand head and shoulders above i've had funds come to me we we do our uh audits they've come in they've looked at our processes procedures you are miles ahead of us you put us to shame what's your advice to those folks who are coming in saying what you're doing kevin is putting us to shame you say here's how i would advise you to modernize your environment what's your advice well backup is no longer in d i's just look at the bcp and the dr thing it's no longer just about anticipating a hardware failure hub is very reliable but it can still fail network failure malware and malware is increasingly something we have to protect again that your your database is must be insured so you've got to think about it what's the best strategy and that and so you start with those primary objectives standing vms up in the cloud is you know you've got to understand cloud environments so seek good advice really research and and go for the solution that really offers hide the complexity if you can because at least if you guys make sure you can have someone over there that does all the the cloud stuff someone over there that knows all the hardware and then they can all get into a room and we can but most companies now are looking for that single pane of glass and you if you plan right and size your requirements then you you'll be okay in that respect and and it is an endorsement to dell [Music] um implementation phase well they're very good through the through the investigation phase their proposals were very very sound the um the costings the financial benefits were all laid out for me i was able to take a very firm recommendation to my board and we were able to secure that funding and then the implementation kevin that's great advice do do your due diligence and i'm sure now in this very dynamic different world that you're in you're in a much better position than you would have been had this not been able to be moved forward under your leadership we thank you so much for joining us on thecube today and sharing the successes that you're having at janna pleasure for kevin pritchard i'm lisa martin you're watching the cube

>>from around the globe. It's the Cube with digital coverage of workplace next made possible by Hewlett Packard Enterprise. >>Okay. Hey, we're coming to the end of our session here at workplace next. This is a really exciting part where you get to meet the experts. Now, if you're watching live, you actually can go in and speak to the experts directly. If you're seeing this on demand, you'll be ableto see what was said. You won't be able to, of course, interact live. So again, we call this segment, meet the experts, and we're gonna allow you Thio. Speak directly with them. You could click on that link and go into those individual rooms. Very excited. First introduced Jonah S. Tebow, who is a solution engineering manager at Aruba. He's an expert in wireless Is this area is going to see massive changes in the coming years. Jonah, can you tell people what to expect in your meet the expert session? >>You sure today we'll talk about how you can deal with working remotely how you can connect from home and be connected and reach all your resources in the office. Like actually, if you were in the office eso put me on a resource from a point, Next office will be here on actually >>questions. Awesome. Okay, so if you wanna talk Tiuna directly, just click on his room link and go have at it. Next. I want to introduce you Toe Lin Neese. Now Lynn is an HP fellow and chief technologist for the i o. T advisory practice at HBs Point next services. Now I'm here to tell you an HP fellow has not only achieved this status by being a leading technologist, I might even say exceptional technologist. But these individuals are visionaries and the edge of the i o. T. Is one of these areas that has mind bending potential. Lynn, thanks for being here. What can people expect from your meet the expert session? Okay, so in our meet the expert session, we're gonna be talking about some of the critical issues that we're seeing with our customers Honestly, in this whole back to work scenario and how they're tangling with the major strategic issues associated with how long is covert gonna last? How do they deal with business continuity? So very importantly, we've had dozens of engagements and some of the issues that air profound are things like privacy. How do I How do I provide social distancing? How toe provide, contact tracing and use technology toe automate some of that while at the same time preserving privacy Extremely interesting, extremely compelling right now for many of our customers. That's great, then, and you think about things like business Resiliency totally changed our thinking on privacy as well. So if you wanna talkto Lynn, we set up these little cube rooms for you. So click on Lin's link and go into his room and chat away. Now I'd like to introduce Mark White. Mark is, ah, platforms architect, and he focuses on the critical elements of a digital workplace. Now, this has become increasingly important since the pandemic and the entire work from home Pivot Mark, please set up what you're going to talk about and discuss in your meat the experts breakout session. >>Yeah, thanks. Day. So today we're gonna talk about how technologies can help provide remote access to these critical and secure resources. But wherever your work needs to be done, so the pandemic has changed how people work and people have to work remotely, so we'll look at how these technologies can also satisfy the very specialized requirements of power. Uses all power applications in your organization. >>That's critical, right? I might have. Resource is into the office that I may not have access to. And now, you guys, we're gonna talk about how to provide those. That's fantastic. Okay, so you know the drill. By now, we've set up these these little drill down rooms, these cube rooms. So if you wanna talk to mark, click on that link and have a chat. Okay? Now I'm gonna introduce you to Peter Menzel. Peter leads the digital workplace practice within HP ES point next services. He's got an amazing perspective on how remote workers can not only stay productive. I mean, that's really important, but also some of the other really important factors that organizations need to think about and consider when taking care of their employees that are working remotely. Peter, would you kindly share what you'll be discussing today in your meet the expert session? >>Yes. So delighted to be reviewed today, Dave. Great. Great. Thanks for the intro. And I'll meet the expert sessions. We're going to cover a lot of subjects around remote work In fact, our focus will be how do we help people work from any location at any time? We're gonna take a look at some of the challenges or additional challenges that customers have faced in 2020 on the need to move towards a smart working environment. You hear from some of our experts. We'll talk through some of the solutions and offerings that we have in this space, and then we'll close at the session, focusing on how technology can have a really big impact on the way we drive productivity and innovation in our jobs on in our organizations today. >>That's great. Looking forward to that. Thank you, Peter. And thanks to our experts, you know, the timing of this workplace next event is actually really good, because in March we just had to react. Now we have some timeto sit back and think about how we really wanna architect the workforce for the future. But so now it's your turn. So jump in to the meet the expert sessions and ask your questions. Have a great rest of your day

>>from around the globe. It's the Cube with digital coverage of next level network experience event brought to you by Info blocks Hi ups to Minuteman and welcome to the Cube's coverage of the info blocks virtual event. Digging into the next level networking experience. I'm here with John Furrier, who is the host of the event. John. We've been talking about next level networking for for a few years now. Everything's multi cloud cloud native SAS adoption, really transforming the way that we have to think about networking. Tell us a little bit about this event. >>So as you know, yeah, again go back years from when member VM Ware bought in a sexual like Okay, you know that's going to change the game software to find networking. And we love that. We were all riffing on program ability. You saw the Dev Ops trajectory hitting networking. We would say that's where the action is on this event really kind of speaks to Info Blocks as a company which is really well known for DNS. I mean, they had cricket. Liu Stuart Bailey, that really kind of the pioneers in DNS and security have constantly been adding innovation to it, but DNS is one of those things where it's kind of like not thought about, but it runs everywhere, runs the web. It is critical infrastructure and, you know D HCP. We all know what that is. We have a home router, and then he got I p address management. These have been traditionally different things for enterprises, and everyone has it. They got to deal with it. And it's really, ultimately the location and how things resolved and connect. So you know, it really becomes a foundational opportunity to figure out where the access is not only a remote access, but security. So we had a great bunch of guests looking at looking at the info blocks. Next level networking, because they bought, had an acquisition, a Cube alumni snap route recently, and this caught our attention because they were doing Cloud Native. And one of the guests we had was Glenn Sullivan. He was the founder of Snap Route. He was the the guy who did all the Siri work for Apple. So this guy knows large scale of those cloud native We had kuna Sunni, who's the runs? Corporate development in all of the products for info blocks. He kind of went into the strategy of how they're taking the I won't say boring DNs, but the critical infrastructure of DNS and how they're extending the functionality with an abstraction layer around D D I, which is DNS DCP and management. And then we had some great guests on there. We had a Craig Sanderson from info blocks. He's on there. You'll hear from him. He talked about the security and then finally a customer who's running a big school district who, with Covert 19 exposes all these challenges around what has been called the borderless enterprise. So really, next level is that, you know, how do you deal with all this stuff? And that's been a big issue. So we're gonna unpack all that in this virtual event. We have four great interviews, and so it's going to be a great program. >>Yeah, John, as you said it to some of those foundational pieces of how network is done, a lot of times runs, you know, under the radar, something you don't need to think about. But all of these changes, as we said, you know my data. My network is now highly distributed, especially I would expect that the impact of the global pandemic and work from home are really causing even more of these challenges and to think about distributed infrastructure even more. So what are some of the themes we should be looking for here? How much of them kind of tie into what we've been talking about the last couple of years in some of these cloud native worlds? >>That's great questions to I'll get into some of the themes of the program, but you brought up the covert 19 again. We've been talking about this in our reporting. You've been doing a ton of interviews following all your your stuff as well as well as all of our team. Covert 19 really exposes the aspect of critical infrastructure, and to me it's like it's the It's the great I o T experiment happening in real time. It's forcing companies saying, Hey, the work. The future of work is about workplace. The location is now home workforce. Are the people emotional? They want ease of use. They want a different experience. They're all not in the office workloads and work flows. All of them have the common word working it so I think over 19 exposes this what I call I o t experiment because everyone is now borderless. It changes the game and really puts the pressure on security network access. And ultimately, you know, the bad guys are out there so you could have someone a teacher at home or a worker at home, and they get some malware attack and they're not sophisticated, zoom or whatever they're using for tools. All that's changed and they're vulnerable. So this brings up a huge networking challenge from whether even VP ends or even relevant or not to everything. So, to me, that is a huge point. You're gonna hear that throughout the commentary that that's kind of teased out. But the real things about innovation around the cloud you're gonna hear info blocks and they're experts talk about what they're doing and how they see cloud scale and cloud native integrating into an older paradigm like DNS. And to me, that's the That's the evolution of this DD I concept. That's an abstraction layer that creates innovation opportunities but also takes away a lot of the complexities around managing all the DNS things out there and again, that's the access of the network. It's a it's a place of truth is really kind of low level, but it's really foundational. So to me, that's the main theme. And customers want ease of use into it, whether they're at home or not, and replacing the old ways to putting a box out there. That's the way it was, DNs DNs. People would manage it all. Now they want to have it provisioned, managed a manage service cloud Native Cloud operations because it's only gonna get has to get that way. >>Yeah, it's interesting, John. You know, we watched the whole wave of software defined impact networking. I think of a company like Info blocks. They've been around for decades. They're dominant in the space is that they play in. Traditionally, it would have been an appliance that you thought of for their environment you talked about. They now have the snapper out acquisition as part of what they're doing. So it just what should we be looking for? What are they really the main point? That Info Box wants to bring people together for this next level networking experience? >>Well, Glenn Sullivan was one of my favorite discussions, and he's been on. He's a cube alumni and he's so smart. He came again from Apple. He knows that he knows what large scale looks like. Snap route was really early and was one of those technologies that just, you know, it has the core DNs built in kubernetes built in. They were doing some pretty aggressive, I would call it for lack of a better word kubernetes on bare metal. They were doing stuff, but really super cool kubernetes you combine that with DNS and info blocks actually has the core DNs that's actually in every kubernetes of in the CN CF. So everything that comes out of the CN CF from a core DNS standpoint is info blocks. So yeah, they're definitely relevant in the whole CNC of Cloud Native foundation, effort around cloud native. And as that scales just micro services, you're gonna have to have this new abstraction layer and also be compatible with automation. So that's, um, we didn't go into the weeds on that, but that was essentially the head room for all the different conversations roles of cloud native and open source technologies enabling borderless enterprises because you got to have the operation side and you got to have the program ability. So you start to get into the true dev ops that we used to riff on all the time. You know, move fast, break stuff to don't break anything. Right? So ops, ops and Dev have to come together. This is where the winners and losers of networking will be determined. You gotta provide the enablement for developers, but you gotta provide the stability of an operational checklist. >>Yeah, John, I guess the last question I want to ask you before we get to the guests, You know, that operational change, You know, we saw for so many years it was, Oh, all the networking people, they're going to have to learn to code up weight. Dev ops is actually gonna spreading the information around. And maybe I won't need a particular networking team. But we understand when things go wrong, you've gotta have somebody with the expertise that could be able to dig in. What are you know, who should be listening to this? What are some of those organizational implications for what you're talking about with info blocks? >>That's a great point. I mean, the biggest challenge that I see in all this entire digital transformation as it starts to get down into the cloud native world is, most people are asking the wrong questions. They don't even know what they're talking about When it comes down to trying to compare an apple to an orange, they're really kind of disconnected on language. You got server people in networking. We know that they have different languages, and working together is key. When you think about something like DNS, that's a technical. That's an operator that's an I t person, that someone who's running critical infrastructure. But when you start to think about the security aspect of it, it's a CSO conversation. So what I'm seeing come out of this that's critical, is when you start to get into this cloud native world. You have more stakeholders in the value proposition of all this and with covert 19. As I pointed out, you know you got hacks and you got security. So when you talk with security, that's up and down the organization. That's the CSO down to the teams themselves. We have about automation horizontally scaling with Dev ops. That's multiple teams, so you have an integration kind of stakeholders. You know DNS servers, all networking. All these people have to kind of come together. So the people who should watch this are the people who are concerned about scaling the modern enterprise, which is borderless, which is code word for multiple access points and multiple connection points. R i o t um, how do you make that work? And that's the real challenge. So it's kind of like an I t a person who wants to figure out where the puck will be so they could be there when it's there and skate to where the puck is, as we say, and and the CSO of the senior people have to understand that DNS cannot be overlooked because whether it's a managed service. So So Cloudflare had a huge out into the DNS. Setting DNS takes down everything. So it's ah, it's the most fertile ground and the most targeted ground for attacks, and that is well understood. So getting the right questions in place foundational we had to set up the modern enterprise, and then that's going to be a construct for the cloud native architecture and ultimately the developer environment. So yeah, it's a topic that's kind of nerdy with DNS, But it has implications across digital transformation. >>Jonah expecting lots of conversations around security and automation how they tie into all of the modern and modernization themes. Absolutely some pieces that shouldn't be left behind. All right, John Ferrier, Thanks so much for helping us kick off. Really interested. Make sure to stick with us off to listen to all the guest interviews here that John has done the info blocks. Next level networking experience. Instrument, man. And thank you for watching the Cube. Yeah, yeah, yeah, yeah, yeah, yeah.

>>live from Washington, D. C. It's the Cube covering Bumi World >>19 Do you buy movie? >>Welcome to the Cube of Leader in live tech coverage on Lisa Martin John for years with me were a Bumi World in d. C this year Excited to have there could be four really chatty people in this segment warning you now we've got Mandy Dollar while the cmo abou me Anibal Corker s V p of sales guys welcome thistles been in Austin. This is day one of the main event partner event started yesterday Partner Summit One of the things that is always very resonant with Bhumi events as you get this sense of collaboration with your partners with your customers and it's very symbiotic. So some of the numbers that came out today I wanted to kind of geek out on numbers because last boom, the world was on the 11 months ago, and I think the numbers we were talking about where 7500 customers adding five new a day. Now it's over 9000 in over 80 countries. Your partner program is blowing up 580 partners, incredible growth. And Chris McNab told Jonah me earlier today. This event? Actually, no, he said in the keynote five x What? It was the first event. Wow. You guys all look very refreshed for being this busy facade. Mandy, talk to us about what's going on. Abou me from your perspective. The new branding is really cool to have that represent what booby is delivering. We're at a >>growth trajectory and we had to refresh our brand to put a new face on this business so we could accelerate our growth. This is a whole new boo me to the world. When I stood up, it sails kick off earlier this year. In February, we reposition the company and focused ourselves on selling solutions. And as a part of that strategy, to start to amplify this brand to really become more of a known entity in the market, it was time for us to polish the brand up. You know, we had tremendous product market fit for many years. We just forgot to tell the world. So when I came on board, I can't keep a secret. Here I am Brandy. Look and feel. Lots of new customer stories. We're accelerating outcomes. >>Very clean. Logo queen branding. What's the brand promise. Where do you want to take the brand? What's next? Where's this going? Take us through the vision. >>Great question. The vision for the business Is that why we exist? We went through and, you know, we deliver a connected business experience that the real reason why we exist is to accelerate business outcomes for our customers. That is our vision, all right. We're connecting and unifying everything in a ditch. Digital ecosystem. The world has gone digital. No longer is software eating the world digital. Is the new game in town gloomy as well. Poised to go do that? That is the vision. And it's all about the customer and sharing their stories and the winds that they have worthy, enabling technology that drives that outcome faster and better than anybody else >>we had on earlier the founder of Bumi sharing early successes, Lisa asked him the background behind all started, and he said, we made a big bet and self aware Founder said We got lucky and he got lucky. Made a big bet on cloud. Now you guys have 9000 customers. Last year, your number one number one priority was customer success equation then the keynote again this year. You guys are crazy about customer outcomes. What >>is >>that mean? You hear customer success equation? What is the equation? Because the math equation isn't like, is it? What? What is the formula? >>Well, I think it entails a couple of key things. It starts with the product right, and it doing exactly what people are looking for it to do. And the reality is most people come in and they have an idea that they want to do X, and they really end up doing X plus y Times E. And and that becomes that's a big part of it. So getting to understand the platform and then showing them, you know that we really care about their success, that in fact it's either win, win relationship or lose lose, we have to make them successful. We have a tremendous muscle when it comes to customer success and our support efforts and those types of things. So just making sure that they're on the right journey, that they're leveraging the platform that's doing what they wanted to do. And again, we're seeing so many customers come back in now because of that and thinking that they can solve so many more problems than what they originally anticipate >>talking on our opening around. Um, you're successful business model like you talk more about that. But in contrast to what we've been reporting on our sites and silken angle in the Cube is Wall Street sees we work pulled their I p o uber, all these big companies, they buy market share, get a position, and then they try to crank the monetization. They're not being looked upon favorably right now, because that entails extracts from the customer. You guys are more on the other side, the Cloud SAS model, which is provide value if you need more, buy more, lower price fits increased. That's an Amazon like flywheel. Yeah, So you guys are on the positive side of the SAS formula as you have that first you guys agree with that's happening. But what do you say to customers who is booming? Because now you're you have leverage software business. Yeah, we have the professional service is what does this mean for customers? >>We'll get I would say that what it means is that they can come in and solve a problem so much faster than they ever thought they could solve it before. They're thinking they want to go on a journey. Everyone talks about the journey right, and it all. It comes in about 1000 different shapes and sizes. And with Bumi having a layer like this to be able to connect, what you need to connect when you need to connect it, how you need to connect it, that's and doing that in such in a fashion that no one ever really thought. And again. You said you had Rick Nucci and in the Founder where they thought I just talked to a minute ago. And I always say he was talking about how he was listening to some of the customers success stories. And I looked at him. I said You didn't think they were ever going to do all this stuff, that they could do all these things And he said, You know what? We didn't anticipate. It really didn't and so getting them to do that. But the key, to be honest, a big part of our growth, although we're acquiring lots of new logo. Certainly, as you mentioned, let's new customers a huge part of our growth is that again people are going, man. OK, I I brought in a new SAS application service now, or something like that. Okay, that's good. But I've got all these FTP problems and I've got this database issue and I need to be able to leverage this existing on Premiere P. And now I'm going to work Day and I have to be able to, and it's just it's just we see them just starting to get very creative about how they're leveraging the fact >>it's opening up. You say, you know, from a marketing perspective, unlocking potential. But it's really true. I I saw yesterday first and the manifestation of the Bumi fandom. That's rial. I was talking to one of your customers who integrated use integration for a particular opportunity. I thought there might be some, you know? Wow, there's gonna be a lot of data coming out. What can we do with this? And all of the, um, kind of side benefits that came from that they couldn't have predicted. Neither could have Rick Nucci, but how they're able to become even, you know, as a transportation logistics provider, trusted advisors to the carriers and the shippers that work with them. And then they're realizing, Oh, actually what we're doing, you know, under the hood with Bhumi is making a carrier more productive because the workload is less less clicks, etcetera. So it's really it shows the transformation doesn't just stay within your customer, their customers as well. The sort of this snowball effect. It really got that resoundingly yesterday from summer combo, >>where we see the people, the customers figure out if this becomes a common data layer for their monetization journey, right. So now they have control of all this data, no matter where it is and how it's going out in public cloud private clouds, public's ask, whatever it is, and then they now they've got control. They can become creative with the data. Now they can provide new service is to customers and suppliers and partners and internal stakeholders, whatever it might be. And I think that's that's it. Haven't clicked for us a couple years ago, and Mandy has been great about making that really how we send the message and it's really seen takeoff. >>We really speak about transformation, right? That's business processes. That's customer experience. How do you take that data and build upon it using our flow capabilities and take thes wrote processes and start to have them automated in a way that you're driving new customer experiences. Right? Employees on boarding is one that we use internally. We talked about it before our MPs went from a negative. I don't know, two incredibly positive, right? That's what this technology can do. Once you have that data layer in, we become that enabling technology to to go drive these additional >>out. And he has net promoter score for the folks at the jargon that this piece of a good point with the new branding we saw, it resonates. Well, it's gonna create a lot of brand impressions. I know you've done a great job of getting it out there. It's only gonna get better. But you get the brain of pressure. Then I want to know who is booming. If they know Bhumi, who what's the new room? We're gonna be like, What's the plan? How we're going to scale up the messaging? How you gonna take it? The market with the brand, There >>s O. Our core strategic initiatives are really what's on top of mind for Cee Io's right connection is important. That the stuff that will talked about in terms of on Prem and multi hybrid cloud scenarios right modernization, right? Getting stuff off of legacy Fed has a massive opportunity in terms of modernization. We're seeing that already. You know, we were Fed RAM certified in August. We've already got her for stealing the door. Congratulations. A fantastic opportunity on modernization, transformation. The stuff I spoke about customer experience, the one I'm particularly excited about. This is the marketing strategy coming through the innovation layer. We have a quick serve retailer that is now taking facial recognition. When I go through a drive thru triangulating my data with Maya vehicle license plate, making me on the spot loyalty offers and also saying, Oh, Mandy, would you like your regular breath breakfast sandwich Order That is the artist >>or not, you're in a good mood or Rolls Express. Oh, >>yes, >>minutes late today she's going to storm through here, right? Like that level of sentiment analysis based on my voice. The other stuff we heard this morning, right? We're triangulating all of that to go Dr whole new ways of doing business. So that's what I find hard. Your >>ecosystem is a key part of any growth strategy. I have to get the customer equation I loved. Loved the business model. You know, a big fan Disclose that everyone knows that. But be successful. You guys have a challenge. You have to grow the brand. You had to build the ecosystem, build the community with education pieces again. They're these >>air >>real blocking and tackling things. What? You guys, what's your opinion? What do you guys gonna do with that? Give us the playbook. >>We've brought it all together under one brand now, right Community saw this morning the boom Evers. The >>asked 1000 people in that community manager. >>Absolutely. And now we are ready for exponential growth, right? We have a way to game. If I We have a way to certify and train more people are partners. Demand it. There's a skills gap in the market in technology. That's a known fact for many years. So how do we quickly enable intelligence around the Bumi platform and mind trust and share? So that's something that's gonna happen. So we're creating this in waves were creating a viral ality component to our community right, all under the Bumi brand. So it all becomes additive. And that was important for us, as far as a growing up as a business is. Well, we're We're on this fast growth trajectory and everybody's off doing their thing. So I came in and said, All right, guys, let's let's build some cohesion here and that is going to help us as we scale this business >>will. On the sales side, you're gonna get a lot of pull now from the marketing Digital's. A lot of organic stuff goes on digital. We know we do a lot of cubes that we see the data. You guys still get the lead. You got too close sale cycles. This is kind of the business side of it. How's that going? What's that? What's an engagement looked like? How fast do Customs committees that word of mouth they talk to each other? What if some of the dynamics in the field? >>Well, we're seeing some of those times shrink. It's weird. I've been here seven years, so it's, you know, my team then was like 10. Now it's 470 or something, and so we've grown very fast, but it's on. We came in before. It was kind of like a connection deal. Last minute I thought, you know Oh gosh, I got an immigration problem. But now, a couple years later, it started really extending because it became a little more strategic. But now we're starting to see it shrink because people realize they're bringing it in, and they know that it's something that's key to what they have to do. What we're seeing is, is it's it's It's something that all of our partners are partners air so critical to helping us with the journey because we're really still just talking about one little piece of that larger pie. And so they come in and become with Come in with us every single time and we're globalizing as you mentioned all the countries that we're doing this in. But you know, France and Germany, or big efforts for Japan, the Fed those were like four areas. If I could pick that partners and how we're going to those markets >>are credible. Follow up on that. Just as you guys are getting these deals. Whats When does a customer know they have a Bumi opportunity? What is their problems? or a moment Is that a certain use cases? It like, Wow, I got integration problem. Is it integration? Problem called Boo me. What's that? What's the success pattern that you're seeing for the winds? >>You know, I'm gonna go back to the four that we talked about because, you know, part of part of my challenges, the sales leader for seven years was I've said this is the most organic technology I've ever I've ever dealt with. Representative. Because when we walked in, it could go anywhere. People wanted to do Data Analytics. They wanted to solve that TP problem. They wanted to do front. And you heard Olive from Sky. And she's thinking front end customer support stuff. So it really could go anywhere now is always always about managing data and collecting it. But, I mean, it really was. It comes from so many places, and the sale cycle has been, you know, has changed because of it. >>So as the marketing and the brand have evolved since Mandy spent on board, how much are you time? Are you still spending describing? Okay. So Bumi is how much more brand awareness and recognition do you have now? And how is that making the job easier? Because the attention the renewal rate is really high. 97%. >>Yeah, what's actually almost 99% from our field customers, and then we get over AM customers as well, about 97%. So how do we How do we keep the customers >>in terms of brand awareness, all the recognition? How much if you compared to seven years ago, when you were having to say, Well, buoy is now with Chris, McNall said, Hey, there's gonna be 100 different mentions of customer stories at this event alone. How much easier is your job? Enough sense? Because people are now much more aware of Bloomie's capability. >>I think people realize they need. This is what I say to all of our partners and even we're talking Deltek people. Every single customer will invest in this type of technology over the next several years. It might be a very tactical thing to do, but but call it a night pass. Call it a simpler way to connect and manage and access your data. So, yes, we're proud we're over that bridge to say OK, this is what was legitimate I think we're still having conversations about how strategic it is. But again, that's typically an interpretive process. We weigh very rarely come in and say Someone says, Oh, I'm going to replace all of this So it is. It's I'm going to solve this problem And then they go, Oh, all right now And its architects and leaders are going, Oh, well, we could solve all of these other problems that we've had >>Well, and if I may, they say, normally it would have taken me months to do this and you did it in days. Yes, we're interested. So that's that's the value. Proper >>the equation. Accelerate, right? >>Well, they were. The thing that we're observing is that the projects are increasing, not decreasing, and the number of project because they could be little things. That's right. That time to value is the proof points versus the long monolith proposal. It's up and running, and the jet states for months and months. >>Well, you talk about the integrators that we have so many integrators that we work with. We were worried at first years ago. Are we taking their business from them a little bit right? Because they have a lot of folks who are focused on that. But what they found is they're solving problems faster. But they're just doing the time. More problems, right? There's that there's this. Projects are growing. >>What I love about your business model is that the trend that we're covering is it's not I t setting the pace of projects. It's the projects themselves that then dictate to the cloud scale. And so I think you guys are tipping on this new we call Cloud to point out, which is it's completely flipped around anyone. If it's a mission based organization or for profit, there's a project to do something valid. You That's right. I t is just has to support it, not dictate terms. So this is a whole different level of thinking. Having the SAS business model >>well and layer in the usability of the product, right? The interface We go after citizen integrators lines of business. I can go build something for my marketing text back that's powerful, >>and the veterans examples of great one of the key No. Two people have to get done and they make a difference. They create value, >>absolutely speaking of value, this event is five x bigger then it was two years ago. Mandy, congratulations on everything that you guys have done. The voices of your customers are couldn't be stronger. That's the best friend validation that you can get. We're excited to be here. We've had a great day. One can't wait for day two tomorrow. >>Yeah. What are you doing? The product. >>Yes, I do. And more customers as well. We could all live on from sky, for example. Jillian is on. I think candy dot com hopefully is gonna bring in some candy. >>Yes, they well, two ton can. Absolutely. There's candy right back >>here. Awesome, guys. Thank you, Will and Mandy. So much for having the cube here and joining with us today. >>Thank you for your support. It's always great to chat with you about >>our pleasure. See, I told you it's gonna be chatty. John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 2019. Thanks for watching

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by >>Red Hat. >>Okay, welcome back. It runs two cubes. Live coverage of Ansel Fest here in Atlanta, Georgia. I'm John for a host of the Cube with stewed Minutemen. Analysts were looking angle. The Cube are next to guest Tom Anderson and most product owner. Red Hat is part of the sensible platform automation properly announced. And Richard Henshaw, product manager. Guys, welcome to the Cube Way had all the execs on yesterday and some customers all pretty jazzed up about this year, mainly around just the timing of how automation is really hitting the scene and some of the scale that's going on. You guys had big news with the answerable automation platform. New addition to the portfolio. What's the feedback? >>So far, I think the feedback has been super positive. We have customers have come to us. A lot of the last little one said, Hey, we're maturing. We're moving along the automation maturity curve, right, and we have multiple teams coming to us and saying, Hey, can you help us connect this other team? We've had a lot of success doing cloud provisioning or doing network automation were doing security automation. What have you and they're coming to us and saying, Help us give us kind of the story if you will, to be able to connect these other teams in our organization. And so that way I kind of feel the pole for this thing to move from a tool that automates this or that. This task for that task. Too much more of a platform center. >>It seems to be scaling out in terms of what automation is touching these days. And look at the numbers six million plus activations on get Hub versus other projects. So activities high in the community. But this seems to be much more broader. Scope now. Bring more things together. What's the rationale behind? What's the reasoning? What's the strategy? But the main thing is, >>automation is got to that point where it's becoming the skill set that we do. So it was always the focus. You know, I'm a database administrator. I'm assists out, man. I'm a middle where I'm a nap deaf on those people, then would do task inside their job. But now we're going to the point off, actually, anybody that can see apiece. Technology can automate piece technology in the clouds have shown This is the way to go forward with the things what we had. We bring that not just in places where it's being created from scratch, a new How do you bring that into what's existing? Because a lot of our customers have 20 or 30 years like a heritage in the I T estate. How do you do with all of that? You can't just rebuild everything into new as well. So you gotta be ableto automate across both of those areas and try and keep. You know, we say it's administrative efficiency versus organization effectiveness. Now how do I get to the point of the organization? Could be effective, supposed just doing things that make my job easier. And that's what we're gonna bring with applying automation capability that anybody can take advantage of. >>Richard. I actually felt the keynote demo this morning did a nice job of that line that they set it up with is this is this is tools that that all the various roles and teams just get it, and it's not the old traditional okay, I do my piece and set it up and then throw it over the wall. There was that, you know? Oh, I've got the notification and then some feedback loops and, you know, we huddled for something and it gets done rather fast, not magic. It's still when I get a certain piece done. Okay, I need to wait for it's actually be up and running, but you know, you're getting everybody into really a enterprise collaboration, almost with the tool driving those activities together >>on that. And that's why yesterday said that focus on collaboration is the great thing. All teams need to do that to be more successful because you get Maur inclusivity, Maurin puts. But organizations also need to coordinate what activities they're doing because they have rules, regulations, structures and standards they have to apply. Make sure that those people can do things in a way that's guided for them so that they're they're effective at what they're trying to do. >>Okay, I think I'm going to explain what's in the platform first because an engine and tower and there, what else is in there, what's new? What's what our customers is going to see. That's new. That's different >>it's the new components are automation Hope Collections, which is a technology inside answer ball itself. On also Automation Analytics and the casing is that engine and terrorist of the beating heart of the platform. But it's about building the body around the outside. So automation is about discover abilities like, What can we find out? What automation can I do that I'm allowed to do? Um, and let six is about the post activity. So I've automated all these things. I've done all this work well, How did it go? Who did what, who did? How much of what? How well did it work? How much did it failed? Succeeds and then, once you build on that, you don't start to expand out into other areas. So what? KP eyes, How much of what I do is automated versus no automated? You can start to instigate other aspects of business change, then Gamification amongst teams. Who's the Who's the boat? The closest motive here into the strategy input source toe How? >>Find out what's working right, essentially and sharing mechanism to for other groups in terms of knowing what's happening >>and how is my platform performing which areas are performing well, which airs might not be performing well. And then, as we move down the road, kind of how my performing against my peers are other organizations that are automating using the ants will automation platform doing? And am I keeping up on my doing better? That kind of stuff. >>So, Tom, there's a robust community as we was talking about. Their platform feels like it builds on yet to change the dynamic a little bit. When you talk about the automation hub and collections, you've already got a long list of the ecosystem vendors that are participating here. Bring us two through a little bit. What led Thio. You know all these announcements and where you expect, you know, how would this change the dynamics of >>the body? And maybe we'll split up that question. I'll talk a little bit about partners because it's both partners and customers in community here that's been driving us this way. I'll talk a little bit about partners and Rich talk about the customer piece here, which is partners have been traditionally distributing their content there. Ansel automation content through our engine capability. So our engine release cycle, or cadence, has been sort of the limiting factor to how fast they can get content out to their users and what what the collections does is part of the platforms allows us to separate those things. Rich talked about it yesterday in his keynote, having that stable platform. But you having yet having content be able to read fast. And our partners love that idea because they can content. They can develop content, create content, get into their users hands faster. So partners like at five and Microsoft you've seen on stage here are both huge contributors. And they've been part of the pole for us to get to the platform >>from a customer perspective. And the thing I love most about doing this job with the gas of customers is because I was a customer on Guy was danceable customer, and then I came over to this side on Dhe. I now go and see customers. I see what they've done, and I know what that's what I want to do. Or that's what I was trying to do. And she started to see those what people wanted to achieve, and I was said yesterday it is moving away from should I automate. How would we automate Maura? What should I automate? And so we'll start to see how customers are building their capabilities. And there's no there's many different ways people do. This is about different customers, >>you know. What's interesting is you guys have such a great success formula first. Well, congratulations. It's great to see how this is turning into such a wider market, because is not just the niche configuration management. More automation become with cloud to point a whole new wider category. So congratulations. The formula we see with success is good product, community customers adopting and then ecosystem that seems to be the successful former in these kinds of growth growth waves you guys experiencing? What is the partnering with you mentioned? S five Microsoft? Because that, to me, is gonna be a tipping point in a tel sign for you guys because you got the community. You got the customers that check check ecosystem. What's the partner angle? How do they involve? Take us through that. What's going on? They're >>so you're absolutely so you know, kind of platform velocity will be driven by partner adoption and how many things customers can automate on that platform or through that platform and for us I mean, the example was in the demo this morning where they went to the automation hub and they pulled down the F five collection, plugged it into a workflow, and they were automating. What are partners? Experience through their customers is Look, if I'm a customer, I have a multi cloud environment or hybrid cloud environment. I've got automation from AWS. I've got azure automation via more automation. Five. Got Sisko. I've got Palo Alto. I've got all these different automation tools to try and string them together, and the customers are coming and telling those vendors Look, we don't want to use your automation to end this automation tooling that one we want to use Ansel is the common substrate if you will automation substrate across this platform. So that's motivating the partners to come to us and say, Hey, I had I was out five Aspire last week, and they're all in a natural. I mean, it's really impressive to see just how much there in unanswerable and how much they're being driven by their customers when they do Ansell workshops without five, they say the attendance is amazing so they're being pulled by their customers and therefore the partners are coming to us. And that's driving our platform kind of usability across the across the scale. >>Another angle we'll see when we talk to the engineers of the partners that are actually doing the work to work with danceable is that they're seeing is ah, change also in how they it's no longer like an individual customer side individual day center because everything is so much more open and so much more visible. You know there's value in there, making it appealing and easy for their customers to gain advantage of what they're doing. And also the fact that the scales across those customers as well because they have their internal team's doing it, saying the same things and so bringing them to an automation capable, like Ansel have to push. That means that they also gained some of the customers appreciation for them, making it easier to do their tasking collaboration with us and you know, the best collaborations. We've got some more partners, all initiated by customers, saying Hey, I want you to go and get danceable content, >>the customer driving a lot of behavior, the guest system. Correct. On the just another point, we've been hearing a lot of security side separate sector, but cyber security. A lot of customers are building teams internally, Dev teams building their own stacks and then telling the suppliers a support my AP eyes. So now you start to see more of a P I integration point. Is that something that is gonna be something that you guys gonna be doubling down on? What's that? What's the approach there? How does that partner connected scale with the customers? So we've >>been eso Ansel security automation, which is the automation connecting I. P. S. C. P. S that kind of stuff. It is almost a replay of what we did the network automation space. So we saw a need in the network automation space. We feel that we became a catalyst in the community with our partners and our customers and our and our contributors. And after about three years now, Ansel Network automation is a huge piece of our business and adoption curve. We're doing the exactly see the exact same thing in the security automation space compliance. The side over here, we're talking about kind of automating the connections between your firewalls, your threat detection systems and all that kind of stuff. So we're working with a set of partners, whether it's Cisco, whether it's Palo Alto, whether it's whether it's resilient by the EMS, resilient and being able to connect and automate the connections between the threat and the response and and all of that kind of >>the same trajectory as the network automation >>Zach. Same trajectory, just runnin the same play and it's working out right now. We're on that kind of early part of that curve, that adoption curve, and we have partners jumping in with us. >>You're talking to customers. We've heard certain stories. You know how I got, you know, 1000 hours of work down to a dozen hours of work there. Is there anything built into the tool today that allows them to kind of generate those those hero stats O. R. Any anything along those lines? >>Talk about analytic committee from yes, >>well, again without any analytic side. I mean, those things starts become possible that one of the things we've been doing is turning on Maur more metrics. And it's actually about mining the data for the customer because Tower gives this great focal point for all the automation that's going on. It's somewhere that everything comes through. So when we export that and then we can we can do that work for all the customers rather than have to duel themselves. Then you start to build those pictures and we start with a few different areas. But as we advance with those and start, see how people use them and start having that conversation customers about what data they want to use and how they want to use it, I think that's gonna be very possible. You know, it's so >>important. E think was laid out here nicely. That automation goes from a tactical solution to more strategic, but more and more how customers can leverage that data and be data driven. That's that's gonna drive them for it. And any good customer examples you have of the outcomes. No, you're talking to a lot of >>PS one from this morning. Yeah, >>so I mean, I'll be Esther up this morning, and I think that the numbers they used in the demo that she's like, you know, last year they did 100,000 from launch to the end of the year. 100,000 changes through their platform on this year so far that in a 1,000,000. So now you know, from my recollection, that's about the same time frame on either side of the year. So that's a pretty impressive acceleration. Side of things. We've had other ones where people have said, You know how many times you were telling some customers yesterday? What used to take eight hours to a D R test with 20 or 30 people in for the weekend now takes 12 minutes for two People on the base is just pushing a few buttons just as they go through and confirm everything worked that that type of you can't get away from that type of change. >>J. P. Morgan example yesterday was pretty compelling. I mean, time savings and people are, I mean, this legit times. I mean, we're talking serious order of magnitude, time savings. So that's awesome. Then I want to ask you guys, Next is we're seeing another pattern in the market where amongst your customer base, where it's the same problem being automated, allover the place so playbooks become kind of key as that starts to happen is that where the insights kind of comes in? Can you help us kind of tie that together? Because if I'm a large enterprise with its I'm decentralized or centralized, are organized problem getting more gear? I'm getting more clouds, game or operations. There's more surface area of stuff and certainly five g I ot is coming around the corner. Mention security. All this is expanding to be much more touchpoints. Automation seems to be the killer app for this automation, those mundane task, but also identifying new things, right? Can you guys comment on that? >>Yeah, so maybe I'll start rich. You could jump in, which is a little bit around, uh, particularly those large accounts where you have these different disparate teams taking a approach to automate something, using Ansel and then be able to repeat or reuse that somewhere else. The organization. So that idea of being for them to be able to curate they're automation content that they've created. Maybe they pulled something down from galaxy. Maybe they've got something from our automation husband. They've made it their own, and now they want to curate that and spread it across the organization to either obviously become more efficient, but also in four standards. That's where automation hub is going to come into play here. Not only will it be a repo for certify content from us and our partners, but it will also be an opportunity for them to curate their own content and share it across the organization. >>Yeah, I think when you tie those two things together and you've got that call discover abilities, I had away go and find what I want. And then the next day, the next day, after you've run the automation, you then got the nerve to say, Well, who's who's using the right corporate approved rolls? Who's using the same set of rolls from the team that builds the standards to make sure you're gonna compliant build again, showing the demo That's just admin has his way of doing it, puts the security baseline application on top and you go, Oh, okay, who's running that security baseline continuously every time. So you can both imposed the the security standards in the way the build works. But you can also validate that everybody is actually doing the security standards. >>You what I find fascinating about what you guys are doing, and I think this is came out clearly yesterday and you guys are talking about it. And some of the community conversations is a social construct here. Going on is that there's a cultural shift where the benefits that you guys are throwing off with the automation is creating a network effect within the companies. So it's not just having a slack channel on texting. The servers are up or down. It's much more of a tighter bond between the stakeholders inside the company's. Because you have people from different geography is you have champions driving change. And there's some solidarity happening between the groups of people, whether they're silo door decentralized. So there's a whole new social network, almost a cultural shift that's happening with the standardization of the substrate. Can you guys comment on this dynamic? Did you see this coming? You planning forward? Are you doubling down on it? >>I think so. And we talk about community right on how important that is. But how did you create that community internally and so ask balls like the catalyst so most teams don't actually need to understand in their current day jobs. Get on all the Dev ops, focus tools or the next generation. Then you bring answer because they want to automate, and suddenly they go. Okay, Now I need to understand source control, and it's honest and version. I need to understand how to get pulls a full request on this and so on and so forth on it changes that provides this off. The catalyst for them to focus on what changed they have to make about how they work, because what they wanted to do was something that requires them to do you no good disciplines and good behaviors that previously there was no motivation or need to do. I think >>Bart for Microsoft hit on that yesterday. You know, if you saw Bart Session but their network engineers having to get familiar with concepts of using automation almost like software development, life cycles right and starting to manage those things in repose. And think of it that way, which is intimidating at first for people who are not used to. But once they're over that kind of humping understand that the answer language itself is simple, and our operations person admin can use it. No problem, >>he said himself. Didn't my network engineers have become network developers. >>It's funny watching and talking to a bunch of customers. They all have their automation journey that they're going through. And I hear the Gamification I'm like, Okay, what if I have certain levels I have to reach in it unlocked capabilities, you know, in the community along the way. Maybe that could build a built in the future. >>Maybe it's swag based, you know, you >>get level C shows that nice work environment when you're not talking about the server's down on some slack channel when you're actually focusing on work. Yeah, so that mean that's the shift. That's what I'm saying, going >>firefighting to being able to >>do for throwing bombs. Yeah, wars. And the guy was going through this >>myself. Now you start a lot of the different team to the deaf teams and the ops teams. And I say it would be nice if these teams don't have to talk to complain about something that hadn't worked. It was Mexican figured it was just like I just like to talk to you because you're my friend. My colleague and I'd like to have a chat because everything's working because it's all automated, so it's consistent. It's repeatable. That's a nice, nice way. It can change the way that people get to interact because it's no longer only phoned me up when something's wrong. I think that absent an interesting dynamic >>on our survey, our customer base in our community before things one of the four things that came up was happier employees. Because if they're getting stuff done and more efficient, they have more time to actually self actualizing their job. That becomes an interesting It's not just a checkbox in some HR manual actually really impact. >>And I kind of think the customers we've heard talk rvs, gentlemen, this morning gave me a lot of the fear initially is, well, I automate myself out of a job, and what we've heard from everybody is that's not absolutely That's not actually true at all. It just allows them to do higher value things that, um or pro >>after that big data, that automation thing. That's ridiculous. >>I didn't use it yesterday. My little Joe Comet with that is when I tried to explain to my father what I do. Andi just said Well, in the 19 seventies, they said that computers you mean we'll do a two day week on? That hasn't come >>true. Trade your beeper and for a phone full of pots. But Richard, Thanks for coming on. Thanks for unpacking the ants. Full automation platforms with features. Congratulations. Great to see the progress. Thank you, Jonah. Everybody will be following you guys to Cuba. Coverage here in Atlanta, First Amendment Stevens for day two of cube coverage after this short break.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back to San Francisco, everybody. My name is David Lantz. I'm here with my co host John Troia. This is Day three of V M World 2019 2 sets. >> This is >> our 10th year at the M. World Cube is the leader in live enterprise tech coverage. Marry on Blondie is here. He's the C m o and chief evangelist that 10 tree by DDN Yes, sir. He's joined by Graham Breezes The Field CTO at 10 Tree also by DDN Recent acquisition jets Great to see you. >> Likewise, as they say, we're back. I like I like to call it a hibernation in the sense that people may have not known where did Ian or 10 Trias and Tension by Dede and, as the name implies, were acquired a year ago at the M World August 31st of 2018. And in the year since, we've been ableto invest in engineering support, my joining the company in marketing to take this solution, we've been able to save thousands of customers millions of man hours and bring it to a larger number of users. Way >> first saw 10 tree, we said, Wow, this is all about simplification. And Jonah Course you remember that when you go back to the early early Dick Cube days of of'em World, very complex storage was a major challenge. 10 Tree was all about simplifying that. Of course, we know DDN as well is the high performance specialist and have worked with those guys for a number of years. But take >> us >> back Married to the original vision of 10 Cherie. Is that original vision still alive? How was it evolved? >> Well, I'd say that it's, ah, number one reason why we're a part of the DD and family of brands because, as, ah, portfolio company, they're looking good. Bring technologies. I'm the marketing guy for our enterprise or virtual ization audience, and the product sets that cover high performance computing have their own audience. So for me, I'm focused on that. Graham's also focused on that, and, uh, really what continues to make us different today is the fact we were designed to learn from the beginning to understand how virtual machines end to end work with infrastructure. And that's really the foundation of what makes us different today. The same thing, right? >> So from the very beginning we were we were built to understand the work clothes that we service in the data center. So and that was virtual machines. We service those on multiple hyper visors today in terms of being able to understand those workloads intrinsically gives us a tremendous capability. Thio place. I owe again understanding that the infrastructure network storage, hyper visor, uh, weaken view that end end in terms of a latent a graph and give customers and insight into the infrastructure how it's performing. I would say that we're actually extending that further ways in terms of additional workload that we're gonna be able to take on later this year. >> So I know a lot >> of storage admits, although I I only play one on >> TV, but, uh, no, consistently >> throughout the years, right? 10 tree user experiences that is the forefront there. And in fact, they they often some people have said, You know what? I really want to get something done. I grab my tent Reeboks and so it can't talk. Maybe some examples of one example of why the user experience how the user experiences differ or why, why it's different. >> I'll start off by saying that I had a chance being new to the company just two weeks to meet a lot of 10 tree users. And prior to taking the job, I talkto us some folks behind the scenes, and they all told me the same thing. But what I was so interested to hear is that if they didn't have 10 tree, they'd otherwise not have the time to do the automation work, the research work, the strategy work or even the firefighting that's vital to their everyday operations. Right? So it's like, of course, I don't need to manage it. If I did, I wouldn't be able to do all these other things. And I think that's it. Rings true right that it's hard to quantify that time savings because people say, 0 1/2 of it. See, that's really not much of the greater scheme of things. I don't know. 1/2 50. Working on strategic program is a huge opportunity. Let's see >> the value of 10 tree to our end users and we've heard from a lot of them this week actually spent a fantastic event hearing from many of our passionate consumers. From the very beginning. We wanted to build a product that ultimately customers care about, and we've seen that this week in droves. But I would say the going back to what they get out of it. It's the values and what they don't have to do, so they don't have to carve up ones. They don't have to carve up volumes. All they have to do is work with the units of infrastructure that air native to their environment, v ems. They deal with everything in their environment from our virtual machine perspective, virtual machines, one thing across the infrastructure. Again, they can add those virtual machines seamlessly. They can add those in seconds they don't have toe size and add anything in terms of how am I gonna divide up the storage coming in a provisional I Oh, how am I going to get the technical pieces right? Uh, they basically just get place v EMS, and we have a very simplistic way to give them Ah, visualization into that because we understand that virtual machine and what it takes to service. It comes right back to them in terms of time savings that are tremendous in terms of that. >> So let's deal with the elephant in the room. So, so 10 tree. We've talked about all the great stuff in the original founding vision. But then I ran into some troubles, right? And so what? How do you deal with that with customers in terms of just their perception of what what occurred you guys did the eye poets, et cetera, take us through how you're making sure customers are cool with you guys. >> I'm naturally, glass is half full kind of guy from previous, uh, times on the Cube. The interesting thing is, not a lot of people actually knew. Maybe we didn't create enough brand recognition in the past for people to even know that there was a transition. There were even some of our customers. And Graham, you can pile on this that because they don't manage the product every day because they don't have to. It's kind of so easy they even for gotten a lot about it on don't spend a lot of time. I'd say that the reason why we are able to continue. Invest today a year after the acquisition is because retaining existing customers was something that was very successful, and to a lot of them, you can add comments. It wasn't easy to switch to something. They could just switch to something else because there's no other product, does these automatic things and provides the predictive modeling that they're used to. So it's like what we switched to so they just kept going, and to them, they've given us a lot of great feedback. Being owned by the largest private storage company on planet Earth has the advantages of strong source of supply. Great Leverett reverse logistics partnerships with suppliers as a bigger company to be able to service them. Long >> trial wasn't broke, so you didn't need to fix it. And you were ableto maintain obviously a large portion of that customer base. And what was this service experience like? And how is that evolving? And what is Dede and bring to the table? >> So, uh, boy DD and brings so many resources in terms of bringing this from the point when they bought us last year. A year ago today, I think we transition with about 40 people in the company. We're up about 200 now, so Ah, serious investment. Obviously, that's ah have been a pretty heavy job in terms of building that thing back up. Uh, service and support we've put all of the resource is the stated goal coming across the acquisition was they have, ah, 10. Tree support tender by DNC would be better than where 10 tree support was. We fought them on >> rate scores, too. So it's hard to go from there. Right? And >> I would say what we've been doing on that today. I mean, in terms of the S L. A's, I think those were as good as they've ever been from that perspective. So we have a big team behind us that are working really hard to make sure that the customer experience is exactly what we want. A 10 tree experience to be >> So big messages at this This show, of course, multi cloud kubernetes solving climate change, fixing the homeless problem in San Francisco. I'm not hearing that from you guys. What's what's your key message to the VM world? >> Well, I personally believe that there's a lot of opportunity to invest in improving operations that are already pretty darn stable, operating these environments, talking to folks here on the floor. These new technologies you're talking about are certainly gonna change the way we deploy things. But there's gonna be a lot of time left Still operating virtualized server infrastructure and accelerating VD I deployments to just operationalized things better. We're hoping that folks choose some new technologies out there. I mean, there's a bill was a lot of hype in past years. About what technology to choose. We're all flash infrastructure, but well, I'd liketo for the say were intelligent infrastructure. We have 10 and 40 get boards were all flash, but that's not what you choose this. You choose this because you're able to take their operations and spend more your time on the apse because you're not messing around with that low level infrastructure. I think that there's a renaissance of, of, of investment and opportunity to innovate in that space into Graham's point about going further up the stack. We now have data database technology that we can show gives database administrators the direct ability to self service their own cloning, their own, staging their own operations, which otherwise would be a complex set of trouble tickets internally to provision the environment. Everyone loves to self service. That's really big. I think our customers love. It's a self service aspect. I see the self service and >> the ability to d'oh again, not have to worry about all the things that they don't have to do in terms of again not having to get into those details. A cz Morrow mentioned in terms of the database side, that's, ah, workload, the workload intelligence that we've already had for virtual machines. We can now service that database object natively. We're going to do sequel server later this year, uh, being ableto again, being able to see where whether or not they've got a host or a network or a storage problem being able to see where those the that unit they're serving, having that inside is tremendously powerful. Also being able the snapshot to be able to clone to be able thio manage and protect that database in a native way. Not having to worry about, you know, going into a console, worrying about the underlying every structure, the ones, the volumes, all the pieces that might people people would have to get involved with maybe moving from, like, production to test and those kinds of things. So it's the simplicity, eyes all the things that you really don't have to do across the getting down in terms of one's the volumes, the sizing exercises one of our customers put it. Best thing. You know, I hear a lot of things back from different customer. If he says the country, the sentry box is the best employee has >> I see that way? Reinvest, Reinvest. I haven't heard a customer yet that talks about reducing staff. Their I t staff is really, really critical. They want to invest up Kai throw buzzword out there, Dev. Ops. You didn't mention that it's all about Dev ops, right? And one thing that's interesting here is were or ah, technology that supports virtual environments and how many software developers use virtual environments to write, test and and basically developed programmes lots and being able to give those developers the ability to create new machines and be very agile in the way they do. Their test of is awesome and in terms of just taking big amounts of data from a nap, if I can circling APP, which is these virtual machines be ableto look at that on the infrastructure and more of her copy data so that I can do stuff with that data. All in the flying virtualization we think of Dev Ops is being very much a cloud thing. I'd say that virtual ization specifically server virtualization is the perfect foundation for Dav ops like functionality. And what we've been able to do is provide that user experience directly to those folks up the stacks of the infrastructure. Guy doesn't have to touch it. I wanted to pull >> a couple of threads together, and I think because we talked about the original vision kind of E m r centric, VM centric multiple hyper visors now multi cloud here in the world. So what >> are you seeing >> in the customers? Is that is it? Is it a multi cloud portfolio? What? What are you seeing your customers going to in the future with both on premise hybrid cloud public. So where does where does 10 tree fit into the storage portfolio? >> And they kind of >> fit all over the map. I think in terms of the most of the customers that we have ultimately have infrastructure on site and in their own control. We do have some that ultimately put those out in places that are quote unquote clouds, if you will, but they're not in the service. Vendor clouds actually have a couple folks, actually, that our cloud providers. So they're building their own clouds to service customers using market. What >> differentiates service is for serving better d our offerings because they can offer something that's very end end for that customer. And so there's more. They monetize it. Yeah, and I think those type of customers, like the more regional provider or more of a specialty service provider rather than the roll your own stuff, I'd say that Generally speaking, folks want tohave a level of abstraction as they go into new architecture's so multi cloud from a past life I wrote a lot about. This is this idea that I don't have to worry about which cloud I'm on to do what I'm doing. I want to be able to do it and then regards of which clouded on it just works. And so I think that our philosophy is how we can continue to move up the stack and provide not US access to our analytics because all that analytic stuff we do in machine learning is available via a P I We have ah v r o plug in and all that sort of stuff to be able allow that to happen. But when we're talking now about APS and how those APS work across multiple, you know, pieces of infrastructure, multiple V EMS, we can now develop build a composite view of what those analytics mean in a way that really now gives them new inside test. So how can I move it over here? Can I move over here? What's gonna happen if I move it over here over there? And I think that's the part that should at least delineate from your average garden variety infrastructure and what we like to call intelligent infrastructure stopping that can, Actually that's doing stuff to be able to give you that data because there's always a way you could do with the long way. Just nobody has time to do with the long way, huh? No. And I would actually say that you >> know what you just touched on, uh, going back to a fundamental 10 tree. Different churches, getting that level of abstraction, right is absolutely the key to what we do. We understand that workload. That virtual machine is the level of abstraction. It's the unit infrastructure within a virtual environment in terms of somebody who's running databases. Databases are the unit of infrastructure that they want to manage. So we line exactly to the fundamental building blocks that they're doing in those containers, certainly moving forward. It's certainly another piece we're looking. We've actually, uh I think for about three years now, we've been looking pretty hard of containers. We've been waiting to see where customers were at. Obviously Of'em were put. Put some things on the map this week in terms of that they were pretty excited about in terms of looking in terms of how we would support. >> Well, it certainly makes it more interesting if you're gonna lean into it with someone like Vienna where behind it. I mean, I still think there are some questions, but I actually like the strategy of because if I understand it correctly of Visa, the sphere admin is going to see the spear. But ah ah, developers going to see kubernetes. So >> yeah, that's kind of cool. And we just want to give people an experience, allows them to self service under the control of the I T department so that they can spend less time on infrastructure. Just the end of the I haven't met a developer that even likes infrastructure. They love to not have to deal with it at all. They only do it out. It assessed even database folks They love infrastructural because they had to think about it. They wanted to avoid the pitfalls of bad infrastructure infrastructures Code is yeah, way we believe in that >> question. Go to market. Uh, you preserve the 10 tree name so that says a lot. What's to go to market like? How are you guys structuring the >> organizational in terms of, ah, parent company perspective or a wholly owned subsidiary of DDN? So 10 tree by DDN our go to market model is channel centric in the sense that still a vast majority of people who procure I t infrastructure prefer to use an integrator or reseller some sort of thing. As far as that goes, what you'll see from us, probably more than you did historically, is more work with some of the folks in the ecosystem. Let's say in the data protection space, we see a rubric as an example, and I think you can talk to some of that scene where historically 10 Tree hadn't really done. It's much collaboration there, but I think now, given the overall stability of the segment and people knowing exactly where value could be added, we have a really cool joint story and you're talking about because your team does that. >> Yeah, so I would certainly say, you know, in terms of go to market Side, we've been very much channel lead. Actually, it's been very interesting to go through this with the channel folks. It's a There's also a couple other pieces I mentioned you mentioned some of the cloud provider. Some of those certainly crossed lines between whether they're MSP is whether they are resellers, especially as we go to our friends across the pond. Maybe that's the VM it'll Barcelona discussion, but some of those were all three, right? So there are customer their service providers there. Ah ah, channel partner if you want terms of a resellers. So, um, it's been pretty interesting from that perspective. I think the thing is a lot of opportunity interview that Certainly, uh, I would say where we're at in terms of, we're trying to very much. Uh, we understand customers have ecosystems. I mean, Marco Mitchem, the backup spaces, right? Uh, customers. We're doing new and different things in there, and they want us to fit into those pieces. Ah, and I'd certainly say in the world that we're in, we're not tryingto go solve and boil the ocean in terms of all the problems ourselves we're trying to figure out are the things that we can bring to the table that make it easier for them to integrate with us And maybe in some new and novel, right, >> So question So what's the number one customer problem that when you guys hear you say, that's our wheelhouse, we're gonna crush the competition. >> I'll let you go first, >> So I'd say, you know, if they have a virtualized environment, I mean, we belong there. Vermin. Actually, somebody said this bed is the best Earlier again. Today in the booze is like, you know, the person who doesn't have entries, a person who doesn't know about 10 tree. If they have a virtual environment, you know, the, uh I would say that this week's been pretty interesting. Lots of customer meetings. So it's been pretty, pretty awesome, getting a lot of things back. But I would say the things that they're asking us to solve our not impossible things. They're looking for evolution's. They're looking for things in terms of better insights in their environment, maybe deeper insights. One of the things we're looking to do with the tremendous amount of data we've got coming back, Um, got almost a million machines coming back to us in terms of auto support data every single night. About 2.3 trillion data points for the last three years, eh? So we're looking to make that data that we've gotten into meaningful consumable information for them. That's actionable. So again, again, what can we see in a virtual environment, not just 10 tree things in terms of storage of those kinds of things, but maybe what patches they have installed that might be affecting a network driver, which might affect the certain configuration and being able to expose and and give them some actionable ways to go take care of those problems. >> All right, we gotta go marry. I'll give you. The last word >> stated simply if you are using virtual, is a Shinto abstract infrastructure. As a wayto accelerate your operations, I run the M where, if you have ah 100 virtual machine, 150 virtual machines, you could really benefit from maybe choosing a different way to do that. Do infrastructure. I can't say the competition doesn't work. Of course, the products work. We just want hope wanted hope that folks could see that doing it differently may produce a different outcome. And different outcomes could be good. >> All right, Mario Graham, Thanks very much for coming to the cubes. Great. Thank you so much. All right. Thank you for watching John Troy a day Volante. We'll be back with our next guest right after this short break. You're watching the cube?

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston. Everybody watching the Cube, the leader and on the ground tech coverage money was David wanted here with my co host. A student of John for is also in the house. This is active FiOS data driven 19 conference. They're second year, John. Her stick is here is the co founder and CEO of on shape John. Thanks for coming in the Cube. Great to have you great to be here. So love the cofounder. I always ask your father. Why did you start the company? Well, we found it on shape because >> we saw an opportunity to improve how every product on Earth gets developed. Let people who develop products do it faster, B'more, innovative, and do it through a new generation software platform based in the cloud. That's our vision for on shape, That's why. Okay, >> so that's great. You start with the widened. The what is just new generation software capabilities to build the great products visualized actually create >> way took the power of cloud web and mobile and used it to re implement a lot of the classic tools for product development. Three d cad Data management Workflow Bill of Materials. He's may not mean anything to you, but they mean a lot to product developers, and we believe by by moving in the cloud by rethinking them for the cloud we can give people capabilities they've never had before. >> John, bring us in tight a little bit. So you know, I think I've heard a lot the last few years. It's like, Well, I could just do everything a simulation computer simulation. We can have all these models. They could make their three D printings changing the way I build prototypes. So what's kind of state of the state and in your fields? So >> the state of the Art R field is to model product in three dimensions in the computer before you build it for lots of reasons. For simulation for three D printing, you have to have a CAD model to do it, to see how it'll look, how parts fit together, how much it will cost. Really, every product today is built twice. First, it's built in the computer in three dimensions, is a digital model, then it's built in the real world, and what we're trying to do is make those three D modeling and data management collaboration tools to take them to a whole nother level to turbo charge it, if you will, so that teams can can work together even if they're distribute around the world. They work faster. They don't have to pay a tax to install and Karen feed for these systems. You're very complicated, a whole bunch of other benefits. So we talk about the cloud model >> you're talking about a sass model, a subscription model of different customer experience, all of the above, all of the above. Yeah, it's definitely a sass model we do on Ly SAS Way >> hosted and, uh, Amazon. Eight of us were all in with Amazon. It's a it's a subscription model, and we provide a much better, much more modern, better, more productive experience for the user CIA disrupting the traditional >> cad business. Is that Is that right? I mean more than cat cat Plus because there's no such thing as a cad company anymore. We're essentially disrupting the systems that we built because I've been in this business 30 38 years now. I've been doing this. I feel like I'm about half done. Really, really talking about >> your career. Way to start out. Well, I grew up in Chicago. I went to M I t and majored in mechanical engineering and knew howto program computers. And I go to get an internship in 1981 and they say computers, mechanical injury. You need to work on CAD. And I haven't stopped since, you know, because Because we're not done, you know, still still working here. You would >> have me, right? You can't let your weight go dynamic way before we get off on the M I t. Thing you were part of, you know, quite well known group. And Emmet tell us a little bit >> about what you're talking about. The American society of Mechanical Engineer >> has may I was actually an officer and and as any I know your great great events, but the number 21 comes to >> mind you're talking about the MIT blackjack team? Yes, I was, ah, player on the MIT blackjack team, and it's the team featured in movies, TV shows and all that. Yeah, very exciting thing to be doing while I was working at the cath lab is a grad student, you know, doing pursuing my legitimate career. There is also also, uh, playing blackjack. Okay, so you got to add some color to that. So where is the goal of the M I T. Blackjack team? What did you guys do? The goal of the M I t blackjack team was honestly, to make money using legal means of skill to Teo obtain an edge playing blackjack. And that's what we did using. Guess what? The theme of data which ties into this data driven conference and what active Eo is doing. I wish we had some of the data tools of today. I wish we had those 30 years ago. We could have We could have done even more, but it really was to win money through skill. Okay, so So you you weren't wired. Is that right? I mean, it was all sort of No, at the time, you could not use a computer in the casino. Legally, it was illegal to use a computer, so we didn't use it. We use the computer to train ourselves to analyze data. To give a systems is very common. But in the casino itself, we were just operating with good old, you know, good. This computer. Okay. And this computer would what you would you would you would count cards you would try to predict using your yeah, count cards and predict in card. Very good observation there. Card counting is really essentially prediction. In a sense, it's knowing when the remaining cards to be dealt are favorable to the player. That's the goal card counting and other systems we used. We had some proprietary systems to that were very, very not very well known. But it was all about knowing when you had an edge and when you did betting a lot of money and when you didn't betting less double doubling down on high probability situations, so on, So did that proceed Or did that catalyze like, you know, four decks, eight decks, 12 12 decks or if they were already multiple decks. So I don't think we drove them to have more decks. But we did our team. Really. Some of the systems are team Pioneer did drive some changes in the game, which are somewhat subtle. I could get into it, you know, I don't know how much time we have that they were minor changes that our team drove. The multiple decks were already are already well established. By the time my team came up, how did you guys do you know it was your record? I like to say we won millions of dollars during the time I was associated with the team and pretty pretty consistently won. We didn't win every day or every weekend, but we'd run a project for, say, six months at a time. We called it a bank kind of like a fund, if you will, into no six months periods we never lost. We always won something, sometimes quite a bit, where it was part of your data model understanding of certain casinos where there's certain casinos that were more friendly to your methodology. Yes, certain casinos have either differences in rules or, more commonly, differences in what I just call conditions like, for instance, obviously there's a lot of people betting a lot of money. It's easier to blend in, and that's a good thing for us. It could be there there. Their aggressiveness about trying to find card counters right would vary from casino to casino, those kinds of factors and occasionally minor rule variations to help us out. So you're very welcome at because he knows is that well, I once that welcome, I've actually been been Bardet many facilities tell us about that. Well, you get, you get barred, you get usually quite politely asked toe leave by some big guy, sometimes a big person, but sometimes just just honestly, people who like you will just come over and say, Hey, John, we'd rather you not play blackjack here, you know that. You know, we only played in very upstanding professional kind of facilities, but still, the message was clear. You know, you're not welcome here in Las Vegas. They're allowed to bar you from the premises with no reason given in Las Vegas. It's just the law there in Atlantic City. That was not the law. But in Vegas they could bar you and just say you're not welcome. If you come back, we'll arrest you for trespassing. Yeah, And you really think you said everything you did was legal? You know, we kind of gaming the system, I guess through, you know, displaying well probabilities and playing well. But this interesting soothe casinos. Khun, rig the system, right? They could never lose, but the >> players has ever get a bet against the House. >> How did >> you did you at all apply that experience? Your affinity to data to you know, Let's fast forward to where you are now, so I think I learned a lot of lessons playing blackjack that apply to my career and design software tools. It's solid works my old company and now death. So System, who acquired solid words and nowt on shape I learned about data and rigor, could be very powerful tools to win. I learned that even when everyone you know will tell you you can't win, you still can win. You know that a lot of people told me Black Jack would never work. A lot of people told me solid works. We never worked. A lot of people told me on shape would be impossible to build. And you know, you learn that you can win even when other people tell you, Can't you learn that in the long run is a long time? People usually think of what you know, Black Jack. You have to play thousands of hands to really see the edge come out. So I've learned that in business sometimes. You know, sometimes you'll see something happened. You just say, Just stay the course. Everything's gonna work out, right? I've seen that happen. >> Well, they say in business oftentimes, if people tell you it's impossible, you're probably looking at a >> good thing to work on. Yeah. So what's made it? What? What? What was made it ostensibly impossible. How did you overcome that challenge? You mean, >> uh, on >> shape? Come on, Shake. A lot of people thought that that using cloud based tools to build all the product development tools people need would be impossible. Our software tools in product development were modeling three D objects to the precision of the real world. You know that a laptop computer, a wristwatch, a chair, it has to be perfect. It's an incredibly hard problem. We work with large amounts of data. We work with really complex mathematics, huge computing loads, huge graphic loads, interactive response times. All these things add up to people feeling Oh, well, that would never be possible in the cloud. But we believe the opposite is true. We believe we're going to show the world. And in the future, people say, you know We don't understand how you do it without the cloud because there's so much computing require. >> Yeah, right. It seems you know where we're heavy in the cloud space. And if you were talking about this 10 years ago, I could understand some skepticism in 10 2019. All of those things that you mentioned, if I could spin it up, I could do it faster. I can get the resources I need when I needed a good economics. But that's what the clouds built for, as opposed to having to build out. You know, all of these resource is yourself. So what >> was the what was the big technical challenge? Was it was it? Was it latent? See, was it was tooling. So performance is one of the big technical challenges, As you'd imagine, You know, we deliver with on shape we deliver a full set of tools, including CAD formal release management with work flow. If that makes sense to you. Building materials, configurations, industrial grade used by professional companies, thousands of companies around the world. We do that all in a Web browser on any Mac Windows machine. Chromebook Lennox's computer iPad. I look atyou. I mean, we're using. We run on all these devices where the on ly tools in our industry that will run on all these devices and we do that kind of magic. There's nothing install. I could go and run on shape right here in your browser. You don't need a 40 pound laptop, so no, you don't need a 40 pound laptop you don't need. You don't need to install anything. It runs like the way we took our inspiration from tools like I Work Day and Sales Force and Zen Desk and Nets. Sweet. It's just we have to do three D graphics and heavy duty released management. All these complexities that they didn't necessarily have to do. The other thing that was hard was not only a technical challenge like that, but way had to rethink how workflow would happen, how the tools could be better. We didn't just take the old tools and throw him up in a cloud window, we said, How could we make a better way of doing workflow, release management and collaboration than it's ever been done before? So we had to rethink the user experience in the paradigms of the systems. Well, you know, a lot of talk about the edge and if it's relevant for your business. But there's a lot of concerns about the cloud being able to support the edge. But just listening to you, John, it's It's like, Well, everybody says it's impossible. Maybe it's not impossible, but maybe you can solve the speed of light problem. Any thoughts on that? Well, I think all cloud solutions use edge to some degree. Like if you look at any of the systems. I just mentioned sales for us workday, Google Maps. They're using these devices. I mean, it's it's important that you have a good client device. You have better experience. They don't just do everything in the cloud. They say There, there. To me, they're like a carefully orchestrated symphony that says We'll do these things in the core of the cloud, these things near the engineer, the user, and then these things will do right in the client device. So when you're moving around your Google map or when you're looking this big report and sales force you're using the client to this is what are we have some amazing people on her team, like R. We have the fellow who was CTO of Blade Logic. Robbie Ready. And he explains these concepts to make John Russo from Hey came to us from Verizon. These are people who know about big systems, and they helped me understand how we would distribute these workloads. So there's there's no such thing is something that runs completely in the cloud. It has to send something down. So, uh, talk aboutthe company where you're at, you guys have done several raises. You've got thousands of customers. You maybe want to add a couple of zeros to that over time is what's the aspirations? Yeah, correct. We have 1000. The good news is we have thousands of customer cos designing everything you could imagine. Some things never would everything from drones two. We have a company doing nuclear counter terrorism equipment. Amazing stuff. Way have people doing special purpose electric vehicles. We have toys way, have furniture, everything you'd imagined. So that's very gratifying. You us. But thousands of companies is still a small part of the world. This is a $10,000,000,000 a year market with $100,000,000,000 in market cap and literally millions of users. So we have great aspirations to grow our number of users and to grow our tool set capability. So let's talk to him for a second. So $10,000,000,000 current tam are there. Jason sees emerging with all these things, like three D printing and machine intelligence, that that actually could significantly increase the tam when you break out your binoculars or even your telescope. Yes, there are. Jason sees their increasing the tam through. Like you say, new areas drive us So So obviously someone is doing more additive manufacturing. More generative design. They're goingto have more use for tools like ours. Cos the other thing that I observed, if I can add one, it's my own observations. I think design is becoming a greater component of GDP, if you will, like if you look at how much goods in the world are driven by design value versus a decade or two or when I was a child, you know, I just see this is incredible amount, like products are distinguished by design more and more, and so I think that we'll see growth also through through the growth in design as an element of GDP on >> Jonah. I love that observation actually felt like, you know, my tradition. Engineering education. Yeah, didn't get much. A lot of design thing. It wasn't until I was in industry for years. That had a lot of exposure to that. And it's something that we've seen huge explosion last 10 years. And if you talk about automation versus people, it's like the people that designed that creativity is what's going to drive into the >> absolutely, You know, we just surveyed almost 1000 professionals product development leaders. Honestly, I think we haven't published our results yet, So you're getting it. We're about to publish it online, and we found that top of mind is designed process improvements over any particular technology. Be a machine learning, You know, the machine learning is a school for the product development. How did it manufacturers a tool to develop new products, but ultimately they have to have a great process to be competitive in today's very competitive markets. Well, you've seen the effect of the impact that Apple has had on DH sort of awakening people to know the value of grace. Desire absolutely have to go back to the Sony Walkman. You know what happened when I first saw one, right? That's very interesting design. And then, you know, Dark Ages compared to today, you know, I hate to say it. Not a shot at Sony with Sony Wass was the apple? Yeah, era. And what happened? Did they drop the ball on manufacturing? Was it cost to shoot? No. They lost the design leadership poll position. They lost that ability to create a world in pox. Now it's apple. And it's not just apple. You've got Tesla who has lit up the world with exciting design. You've got Dyson. You know, you've got a lot of companies that air saying, you know, it's all about designing those cos it's not that they're cheaper products, certainly rethinking things, pushing. Yeah, the way you feel when you use these products, the senses. So >> that's what the brand experience is becoming. All right. All right, John, thanks >> so much for coming on. The Cuban sharing your experiences with our audience. Well, thank you for having me. It's been a pleasure, really? Our pleasure. All right, Keep right. Everybody stupid demand. A volonte, John Furry. We've been back active, eo active data driven 19 from Boston. You're watching the Cube. Thanks

>> from San Francisco. It's the Cube covering the M Wear Radio twenty nineteen. Brought to you by the M >> where >> Hi. Welcome to the Cube. Lisa Martin with John Farrier at the fifteenth annual Veum, Where radio, which is there are anti innovation summit. Pleased to welcome back one of the Cube alumni extraordinaire CEO Being where hot girl singer. Hey, Pat. Good morning. >> Good morning. Great to be with you guys today. Thanks >> so much Right to be here. So this this is the fifteenth radio your internal innovation summit that really has been very influential. NPM wears development over the last fifteen or so years About eighteen hundred engineers here. So each year growing Mohr and Mohr interest, excitement cross collaboration with India More talk to us about how this is really worthy of the CEOs. Time to come here. And with this geek fest, >> well, it is, in many ways, just one of these pieces of the VM wear R and D culture is a research and development innovation off site. And it's something, you know, long preceded me. But when I got here, it's like I'm going to keep doing it. Of course we are. You know this is sort of like the party for the top engineers, right? You know, they get to come geek out, share their best ideas, interact with each other. So it's become one of those unique pieces of our of our development culture and ultimately is, I say, bm where well to do two things right, developed great, breakthrough, innovative, disrupt the products and make our customers successful with those products. So everything that we do sort of centers around those two things. And obviously, if the products are great, we don't have that. We know what to do So to us, keeping that culture of innovation and giving our engineers time to really just geek out, see what each others are doing, challenge each other. It's really pretty special. And yeah, it deserves the CEO's time. >> And you've got You just had your sales president's club without top performers. On the sales side, this is the technical version. It hasn't been that organic piece of the VM were culture, engineering, leadership. But you also have acquisitions, just acquired it. Nami. Yes, you've had a few other you cloud health big time moves relationship with a ws azure. The cloud foundation stuff. How is lending it together? Because you have all this organic innovation. I see cloud management, networking, security outside suffer to find data center is playing out. As you you guys had predicted. How does the acquisitions fit into the culture and the radio? >> Well, you know, part of it is when we talked to many of the engineers about the acquisitions, we say, Hey, we do radio. They're like, huh? All right, this is well, it's this opportunity for us to see what everybody is doing interactive that level and good engineers are almost always part of the decision with respect acquisitions. So they just take to it like, you know, fish and water, right? They just jump in, right, start interacting with their peers. And it is such a, you know, open, diverse pool that all of sudden ideas air being a bounced off each other, homogenize challenged and, you know, people seeing how they can connect with people. So tow us. Many of the acquisitions just find us to be so beneficial to how they come into the company. And they quite appreciate it, you know, just getting back from sales club hate sales leaders >> and he was pretty good. I like this, you >> know, for many of those acquisitions. But the engineers, this is even better for you >> guys aren't just buying stuff up. You guys are very specific in your acquisitions. Cloud Health again is a great example. Scene. No air watch going with further back. Why? Bit, Nami, What was so big and important about it, Nami to acquire them? >> Well, you know, we saw a couple of things. One is that, you know, it's a company. They definitely had this ability, this respect. We're poor with the open source community, you know, and being able to cross between open source and enterprise credibility. That's exactly where I am, where seas and wants to be able to position ourselves so they fit exactly into that space. This idea of being able to bring enterprise packages is the cool open source applications space. And we already had a multiple set of marketplace efforts internally where we saw that we needed that ecosystem play for activities so they just snap so perfectly into the middle of that and very much hybrid will take cloud, uh, aspects to it. And as we do for every one of our acquisitions and I personally meet with every CEO before we do the deal Are they going to fit our culture? And you know, there aren't that many of our acquisitions where I have people saying no, no I'll i'll be the executive sponsor for this one. No, no, no, I will, I will. I will be No, no, no, please. I'll do this one. And you know, of course, the fact that it's in Seville, Spain, right? You know, I think I think if you it was just driven by vacation plans. But it's >> all well, of course, Erica Cube alumni. And we have a whole cube alumni thing going on here. There's no emanate work we're doing here just good people of nice. And so >> you're planing the Cube visit to civilly explain. It's >> like love, Teo. Of course, we have international presents. One of the things I always quote from you is Besides, that hybrid cloud reference years ago was a quote. You said I think twenty, twelve or twenty thirteen feet which year it wass seems like yesterday. You said if you're not out on that next wave your driftwood, so I gotta ask you here at radio you got You got all this organic stuff. It's kind of the wave's coming. Is this what wave is? Are you seeing the end? We're riding right now, because business is great. Um, you're pumping on all cylinders. You've kind of gone through your ten years that through the early days of and you got CEO and you know it. Everything's normal life now and you're on a good run. What waiver? You're going to be surfing on the business side of all this stuff behind you. What's what? When is this all fit in? >> Well, you know, one of the things that I think is so critical for us now and particularly with the, you know, the, um, war cloud on eight of us. Go now with the relationships with Azure and IBM. Alibaba are four thousand BC PP partners. So that's, you know, really starting to take off our BM or Cloud Foundation on premise. We have a big customer saying Okay, I get it right. Don't look down the stack. Look up. Rely on you guys to be the infrastructure. Bring that together for the hybrid infrastructure is a service. And to me You know, part of what I'm looking for for this from the conference is putting all those pieces together because our customers don't want to be doing it. They want us to do it, but we have to make it so consumable, so compelling that just sort of like the sphere. Was it our beginning? They just sort of say, the M where your hybrid cloud, That's what I want, right? And be ableto operationalize at a scale. And if we get that really working well for customers, the management, the automation, the security operations of that boy. Now we do have the opportunity to ride the Cuban eighties wife right into me. It really is. We have to straddle those two over the next several years, >> so make you know, super nice party stand, >> that embracing that next major trend, >> which is up on top of the stack program ability. >> Yeah. You know, when the aside describe Coburn at ease and containers, it's like Java was twenty years ago. You know, what was the last major software abstraction that the industry agreed upon? Jonah, It's almost exactly twenty years ago, and it defined middleware abstraction for the last twenty years. Containers Cooper, Netease the next middleware abstraction. And we see Cooper. Nate is becoming the next native a P I that thie VM where infrastructure, STD see will support and will deliver. And we're going to make containers and cue bernetti so seamless with regard to the core bm infrastructure that a customer never needs to decide. >> What impact will this have? I mean, I see you've been involved many ways talked about the Pentium in the Intel side of your career, I'll see and and what that enabled in terms of inflection, point and growth and creation of value. Where do you see this Cooper Netease Abstraction. If this is going to be one of those inflection points as you as you point out, how do you envision the impact to the industry? What's gonna happen? >> We see that Cuban eighties layer impacting down as well as impacting up, and that's why we see it. It's so critical to get it right. You know, it becomes the consumption a p I infrastructure, and we've talked about, you know, infrastructure is code or, you know, a P. I ittle dismiss a displace open stack. As an AP, I becomes the middle, where a pea eye of choice, but also that defines the middle where abstraction of choice. So all of your Web spheres, Web logics, Java communities, they're going to get displaced as well as they are re factored into this automated containerized, the scale out world. That's exactly where we're sitting. And that's another piece of the bit Nami acquisition that we just announce because you know, being ableto package containerized, open source applications packages exactly fits into that strategy as well. And if we do those two things, I think VM where is going to be extraordinarily well positioned for decades to come way past me? >> So let's talk about customers. Here we are at radio twenty, nineteen, fifteen years I mentioned you guys, This is a really competitive event. Engineers want to be here. You probably had well over a thousand projects. Submissions. How do customers one benefit from the innovations that are discussed here at radio, but also how to customers influence some of the projects of the exciting things that engineers want to put together? >> Well, one of the things that we really enjoy about the whole BM where R D community is you know engineers are leaving with customers all the time. We push him out into those places, you know, we selectively bring customers in and have them in Iraq. Tear a radio. We have other mechanisms, like flings, right? Yeah. These open source lightweight things that customers could be giving us code. We could be giving them code. We you regularly, you know, bring them into our campus for, you know, their participation and different advance programs. So it really is a very constant, ongoing and somewhat end and dialogue that we're having weather. That's from an early product concept that we might be seeing for the first time here at Radio Teo Act The part, this patient and beta activities before we roll them out broadly. So it really is having them participate in the end, the end roll of innovation. And sometimes Hey, it sounds like a good idea. And it sort of sucked right when we tried to do it. Other times they're like, Oh, wow, some of these things, really. I've taken off and gain legs while beyond what we would have dreamed of. >> What have you seen that this year's event? Project Wise featured project. Why's that really kind of caught your attention, Like you. That's a really good idea. >> Well, I must admit, I just landed last night, So today is my first day at radios. So I just got back from our sales club, as John mentioned earlier. So I think I'm gonna have to take a buy on that question here because I got to go do my homework here. >> We'LL ask the questions. I have attracted talent, engineering, talent That's also the best of the best elite forces. This is a challenge in the streets of retain talent on engineers. Love to work on a hard problem. I gotta ask you what, Some of the hard problems at the end where is trying to tackle that would attract the elite engineering forces to the company. Because again, you're talking about something really big is going on with software. What are some of the big problems? >> Yeah, well, a couple of them that, you know, I'm pretty focused on for our team, and one is we said, you know, we said it's a software defined data center. Right? Going forward. It's the self driving data center. How do we bring so much telemetry? and automation that we truly are running the data center on customers behalf. And if I, you know, build on the Del Technologies World announcement of'em were cloud on Delhi emcee. You know, we're now managing their on premise data center from our cloud. You know what? If we can put more machine learning a I into the middle of that, it's not just that I wantto do it instead of them. I want to do it dramatically better than they ever could write. Using the greatest algorithms telemetry, learning, etcetera that the infrastructure becomes more reliable, right, it becomes higher performance. It becomes increasingly predicted right of its behavior and adjusting to those things. So the self driving data center's pretty high on the list for us. You know this idea then of a true multi cloud operational plane. We're customers. Just say, Here's there's my working. Would you figure out where to run it here? My policies. Here's the work will take care of it for me today. I was running it on this cloud the afternoon I brought it back on promise, because you it >> sounds easy, >> Cassidy. Right? Wow, If you could do that, its scale But then you say, boy, You know, if I move it around, where does the day to reside? Right, You know, have I met my policies and compliance requirements? So this a multi cloud operational plane is a >> big problem that you're attracting talent Is that distract complexity away and making it easy? >> Yeah, right, R, that's what we do. It's hard. I know. You know some >> of the cool things, you know, the are blockchain All right, you know, also breaking through reside. Describe blockchain. It's like the public private key encryption breakthroughs of forty years ago. But they're still very raw, right? Their performances crappy. You know, they don't scale very well. You have all sorts of issues associated with audit ability and repute, ability of those mechanisms. So those are some of the new problems and then also attacking entirely new new segments like NFI, right? Hey, we're going to build a five g network. That's not reliant on hard work, right? >> Well, when you're out of the quiet here, we're going to come to your office, will go deeper, dive on the business and some of the cool tech stuff, >> and we're just coming up on the M world in a couple of months. I think this will be the cubes tenth time there and any little teasers that you could give us about the world twenty nineteen. >> Well, we certainly hope that, you know, we're able to bring a lot of these club messages together right and have sort of, you know, connected all the dots. Att VM world This year's >> state When you heard it here on the Q first, some exciting announcements coming from BM, where in just a few months at being World twenty nineteen. Pak Gil Senior Seo Thank you so much for joining Jon and me at Radio twenty nineteen. As a pleasure. Always thank you so much. We want to thank you for watching for John Ferrier. I'm Lisa Martin. You're watching the Cube from Vienna, where Radio twenty nineteen and San Francisco. Thanks for watching

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Okay, welcome back. Everyone's cubes. Live coverage. Day three wrap up of Del Technologies World twenty nineteen Java is Dave a lot. There's too many men on set one. We get set to over there blue set, White said. We got a lot of content. It's been a cube can, in guise of a canon of content firing into the digital sphere. Great gas. We had all the senior executive players Tech athletes. Adele Technology World. Michael Dell, Tom Sweet, Marius Haas, Howard Ally As we've had Pat Kelsey, rco v M were on the key partner in the family. They're of del technology world and we had the clients guys on who do alien where, as well as the laptops and the power machines. Um, we've had the power edge guys on. We talked about Hollywood. It's been a great run, but Dave, it's been ten years Stew. Remember, the first cube event we ever went to was DMC World in Boston. The chowder there he had and that was it wasn't slogan of of the show turning to the private cloud. Yeah, I think that was this Logan cheering to the private cloud that was twenty ten. >> Well, in twenty ten, it was Cloud Cloud Cloud Cloud Cloud twenty nineteen. It's all cloud now. That difference is back then it was like fake cloud and made up cloud and really was no substance to it. We really started to see stew, especially something that we've been talking about for years, which is substantially mimicking the public cloud on Prem. Now I know there are those who would say No, no, no, no, no. And Jessie. Probably in one of those that's not cloud. So there's still that dichotomy is a cloud. >> Well, Dave, if I could jump in on that one of the things that's really interesting is when Veum, where made that partnership with a ws It was the ripple through this ecosystem. Oh, what's that mean for Del you know Veum, wherein Del not working together Well, they set the model and they started rolling out bm where, and they took the learnings that they had. And they're bringing that data center as a service down to the Dell environment. So it's funny I always we always here, you know, eight of us, They're learning from their partners in there listening and everything like that. Well, you know, Dylan Veum where they've been listening, they've been learning to in this, and it brings into a little bit of equilibrium for me, that partnership and right, David, you said, you know that you could be that cloud washing discussion. And today it's, you know, we're talking about stacks that live in eight of us and Google and Microsoft. And now, in, you know, my hosted or service lighter or, you know, my own data center. If that makes sense, >> I mean, if you want to just simplify the high order bit, Dave Cloud. It's simply this Amazon's trying to be enterprised everyone, the enterprise, trying to claw Amazon, right? And so what? The what that basically means is it's all cloud. It's all a distributed computer system. OK, Scott McNealy had it right. The network is the computer. If you look at what's going on here, the traditional enterprise of vendors over decades of business model and technology, you know, had full stack solutions from mainframe many computers to PC the local area networking all cobble together wires it up creates applications, services. All that is completely being decimated by a new way to roll out storage, computing and networking is the same stuff. It's just being configured differently. Throw on massive computer power with Cloud and Moore's Law and Data and A. I U have a changing of the the architecture. But the end of the day the cloud is operating model of distributed computing. If you look at all the theories and pieces of computer science do and networking, all those paradigms are actually playing out in in the clouds. Everything from a IIE. In the eighties and nineties you got distributed networking and computing, but it's all one big computer. And Michael Dell, who was the master of the computer industry building PCs, looks at this. Probably leg. It's one big computer. You got a processor and subsystems. So you know this is what's interesting. Amazon has done that, and if they try to be like the enterprise, like the old way, they could fall into that trap. So if the enterprise stays in the enterprise, they know they're not going out. So I think it's interesting that I see the enterprise trying to like Amazon Amazon trying to get a price. So at the end of the day, whoever could build that system that's scalable the way I think Dell's doing, it's great. I was only scaleable using data for special. So it's a distributed computer. That's all that's going on in the world right now, and it's changing everything. Open source software is there. All that makes it completely different, and it's a huge opportunity. Whoever can crack the code on this, it's in the trillions and trillions of dollars. Total adjustable market >> well, in twenty ten we said that way, noted the gap. There's still a gap between what Amazon could do and what the on Prem guys Khun Dio, we'd argue, is a five years is seven years, maybe ten years, whatever it is. But at the time we said, if you recall, lookit, they got to close the gap. It's got to be good enough for I t to buy into it like we're starting to see that. But my view, it's still not cloud. It doesn't have to scale a cloud, doesn't have the economics cloud. When you peel the onion, it doesn't certainly doesn't have the SAS model and the consumption model of cloud nowhere close yet. Well, and you know, >> here's the drumbeat of innovation that we see from the public cloud. You know where we hit the shot to show this week, the public have allowed providers how many announcements that they probably had. Sure, there was a mega launch of announcements here, but the public lives just that regular cadence of their, you know, Public Cloud. See a CD. We're not quite there yet in this kind of environment, it's still what Amazon would say is. You put this in an environment and it's kind of frozen. Well, it's thought some, and it's now we can get data set. A service consumption model is something we can go. We're shifting in that model. It's easier to update things, but you know, how do I get access to the new features? But we're seeing that blurring of the line. I could start moving services that hybrid nature of the environment. We've talked a few times. We've been digging into that hybrid cloud taxonomy and some of the services to span because it's not public or private. It's now truly that hybrid and multi environment and customers are going to live in. And all of >> the questions Jonah's is good enough to hold serve >> well. I think the reality is is that you go back to twenty ten, the jury in the private cloud and it's enterprises almost ten years to figure out that it's real. And I think in that time frame Amazon is absolutely leveled. Everybody, we call that the tsunami. Microsoft quickly figures out that they got to get Cloud. They come in there, got a fast followers. Second, Google's trying to retool Oracle. I think Mr Bo completely get Ali Baba and IBM in there, so you got the whole cloud game happening. The problem of the enterprises is that there's no growth in terms of old school enterprise other than re consolidate in position for Cloud. My question to you guys is, Is there going to be true? True growth in the classic enterprise business or, well, all this SAS run on clouds. So, yes, if it's multi cloud or even hybrid for the reasons they talk about, that's not a lot of growth compared to what the cloud can offer. So again, I still haven't seen Dave the visibility in my mind that on premises growth is going to be massive compared to cloud. I mean, I think cloud is where Sassen lives. I think that's where the scale lives we have. How much scale can you do with consolidation? We >> are in a prolonged bull market that that started in twenty ten, and it's kind of hunger. In the tenth year of a of a decade of bull market, the enterprise market is cyclical, and it's, you know, at some point you're going to start to see a slowdown cloud. I mean, it's just a tiny little portion of the market is going to continue to gain share cloud can grow in a downturn. The no >> tell Motel pointed out on this, Michael Dell pointed out on the Cubans, as as those lieutenants, the is the consolidation of it is just that is a retooling to be cloud ready operationally. That's where hybrid comes in. So I think that realization has kicked in. But as enterprises aren't like, they're not like Google and Facebook. They're not really that fast, so So they've got to kind of get their act together on premises. That's why I think In the short term, this consolidation and new revitalisation is happening because they're retooling to be cloud ready. That is absolutely happen. But to say that's the massive growth studio >> now looked. It is. Dave pointed out that the way that there is more than the market growth is by gaining market share Share share are areas where Dell and Emcee didn't have large environment. You know, I spent ten years of DMC. I was a networking. I was mostly storage networking, some land connectivity for replication like srd Evan, like today at this show, I talked a lot of the telco people talk to the service of idle talk where the sd whan deny sirrah some of these pieces, they're really starting to do networking. That's the area where that software defined not s the end, but the only in partnership with cos like Big Switch. They're getting into that market, and they have such small market share their that there's huge up uplift to be able to dig into the giant. >> Okay, couple questions. What percent of Dell's ninety one billion today is multi cloud revenue. Great question. Okay, one percent. I mean, very small. Okay. Very small hero. Okay? And is that multi cloud revenue all incremental growth isat going to cannibalize the existing base? These? Well, these are the fundamentals weighs six local market that I'm talking to >> get into this. You led the defense of conversations. We had Tom Speed on the CFO and he nailed us. He said There's multiple levers to shareholder growth. Pay down the debt check. He's got to do that. You love that conversation. Margin expansion. Get the margins up. Use the client business to cover costs. As you said, increased go to market efficiency and leverage. The supply chain that's like their core >> fetrow of cash. And that all >> these. The one thing he said that was mind blowing to me is that no one gets the valuation of how valuable Del Technologies is. They're throwing off close to seven billion dollars in free cash flow free cash flow. Okay, so you can talk margin expansion all you want. That's great, but there got this huge cash flow coming in. You can't go out of business worth winning if you don't run out of cash >> in the market. When the market is good, these guys are it is good a position is anybody, and I would argue better position than anybody. The question on the table that I'm asking is, how long can it last? And if and when the market turns down and markets always cyclical we like again. We're in the tenth year of a bull market. I mean, it's someone >> unprecedented gel can use the war chest of the free cash flow check on these levers that they're talking about here, they're gonna have the leverage to go in during the downturn and then be the cost optimizer for great for customers. So right now, they're gonna be taking their medicine, creating this one common operating environment, which they have an advantage because they have all the puzzle pieces. You A Packer Enterprises doesn't have the gaping holes in the end to end. They can't address us, >> So that is a really good point that you're making now. So then the next question is okay. If and when the downturn turn comes, who's going to take advantage of it, who's going to come out stronger? >> I think Amazon is going to be continued to dominate, and as long as they don't fall into the enterprise trap of trying to be too enterprising, continue to operate their way for enterprises. I think jazz. He's got that covered. I think DEL Technologies is perfectly positioned toe leverage, the cash flow and the thing to do that. I think Cisco's got a great opportunity, and I think that's something that you know. You don't hear a lot of talk about the M where Cisco war happening. But Cisco has a network. They have a developer ecosystem just starting to get revitalized. That's an opportunity. So >> I got thoughts on Cisco, too. But one of things I want to say about Del being able to come out of that stronger. I keep saying I've said this a number of times and asked a lot of questions this week is the PC business is vital for Del. It's almost half the company's revenue. Maybe not quite, but it it's where the company started it. It sucks up a lot of corporate overhead. >> If Hewlett Packard did not spin out HP HP, they would be in the game. I think spinning that out was a huge mistake. I wrote about a publicly took a lot of heat for it, but you know I try to go along with the HPD focus. Del has proven bigger is better. HP has proven that smaller is not as leverage. And if it had the PC that bee have the mojo in gaming had the mojo in the edge, and Dale's got all the leverage to cross pollinate the front end and edge into the back and common cloud operate environment that is going to be an advantage. And that's going to something that will see Well, let me let me >> let me counter what you just said. I agree. You know this this minute. But the autonomy was the big mistake. Once hp autonomy, you know what Meg did was almost a fatal complete. They never should've bought autonomy >> makers. Levi Protector he was. So he was there. >> But she inherited that bag of rocks. And then what you gonna do with it? Okay, so that's why they had to spend out and did create shareholder value. If they had not purchased autonomy, then he would return much better shape, not to split it up. And they would be a much stronger competitor. >> And I share holder Pop. They had a pop on value. People made some cash with long game. I think that >> going toe peon base actually done pretty well for a first year holding a standalone PC company. So, but again, I think Del. With that leverage, assuming pieces, it's going to be really interesting. I don't know much about that market. You were loving that PC conversation, but the whole, you know, the new game or markets and and the new wayto work throwing an edge in there, I don't know is ej PC and edges that >> so the peanut butter. And so the big thing that Michael get the big thing, Michael Dell said on the Cube was We're not a conglomerate were an integrated company. And when you have an integrated company like this, with the tech the tech landscape shifting to their advantage, you have the ability to cross subsidize. So strategy game. Matt Baker was here we'd be talking about OK, I can cross subsidize margin. You've brought it up on the client side. Smaller margins, but it pays a lot of the corporate overhead. Absolutely. Then you got higher margin GMC business was, you know, those margins that's contributing. And so when you have this new configuration. You can cross, subsidize and move and shift, so I think that's a great advantage. I think that's undervalued in the market place. And I think, you know, I think Del stock price is, well, undervalue. Point out the numbers they got VM wear and their question is, What what point is? VM where blink and go All in on del technology stew. Orcas Remember that Gus was gonna partner. You don't think the phone was ringing off the hook in Palo Alto from their parties? What? What's this as your deal? So Vienna. There's gotta be the neutral party. Big problem. The opportunity. >> Well, look, if I'm a traditional historical partner of'Em are, it's not the Azure announcement that has me a little bit concerned because all of them partner with Microsoft to it is how tightly combined. Del and Veum, where are the emcee, always kept them in arms like now they're in the same. It's like Dave. They're blending it. It's like, you know Del, from a market cap standpoint, gets fifty cents on the dollar. VM wears a software company, and they get their multiples. Del is not a software company, but VM where well, people are. Well, if we can win that a little bit, maybe we could get that. >> Marty still Isn't it splendid? No, no, I think the strategy is absolutely right on. You have to go hard with VM wear and use it as a competitive weapon. But, Stuart, your point fifty cents and all, it's actually much worse than that. I mean the numbers. If you take out of'Em, wears the VM wear ownership, you take out the core debt and you look at the market value you're left with, like a billion dollars. Cordell is undervalued. Cordell is worth more than a billion or two billion dollars. Okay, so it's a really cheap way to buy Veum. Where Right that the Tom Sweet nailed this, he said. You know, basically, these company those the streets not used to tech companies having such big debt. But to your point, John, they're throwing off cash. So this company is undervalued, in my view. Now there's some risks associated with that, and that's why the investors of penalizing them for that debt there, penalizing him from Michael's ownership structure. You know, that's what this is, but >> a lack of understanding in my opinion. I think I think you're right. I just think they don't understand. Look at Dale and they think G You don't look a day Ellen Think distributed computing system with software, fill in those gaps and all that extra ten expansion. It's legit. I think they could go after new market opportunities as as a twos to us as the client business. I mean mere trade ins and just that's massive trillions of dollars. It's, I think I think that is huge. But I'm >> a bull. I'm a bull on the value of the company. I know >> guys most important developments. Del technology world. What's the big story that you think is coming out of the show here? >> Well, it's definitely, you know, the VM wear on del I mean, that is the big story, and it's to your point. It's Del basically saying we're going to integrate this. We're going to hard, we're going to go hard and you know Veum wear on Dell is a preferred solution. No doubt that is top for Dell and PacBell Singer said it. Veum wearing eight of us is the first and preferred solution. Those are the two primary vectors. They're going to drive hard and then Oh, yeah, we'Ll listen to customers Whatever else you want Google as you're fine, we're there. But those two vectors, they're going to Dr David >> build on that because we saw the, um we're building out of multi cloud strategy and what we have today is Del is now putting themselves in there as a first class citizen. Before it was like, Oh, we're doing VX rail and Anna sex and, you know, we'LL integrate all these pieces there, but infrastructure, infrastructure, infrastructure now it is. It is multi cloud. We want to see that the big table, >> right, Jeff, Jeff Clarke said, Why are you doing both? Let's just one strategy, one company. It's all one Cash registers that >> saying those heard that before. I think the biggest story to me is something that we've been seeing in the Cuban laud, you know, been Mom. This rant horizontally scaleable operating environment is the land grab and then vertically integrate with data into applications that allow each vertical industry leverage data for the kind of intimate, personalized experiences for user experiences in each industry. With oil and gas public sector, each one has got their own experiences that are unique. Data drives that, but the horizontal and tow an operating model when it's on premises hybrid or multi cloud is a huge land grab. And I think that is a major strategic win for Dell, and I think, as if no one challenges them on this. Dave, if HP doesn't go on, emanate change. If H h p e does not do it em in a complete changeover from strategy and pulling, filling their end to end, I think that going to be really hurting I think there's gonna be a tell sign and we'LL see, See who reacts and challenges Del on this in ten. And I think if they can pull it off without being contested, >> the only thing I would say that the only thing I would say that Jonah's you know, HP, you know very well I mean, they got a lot of loyal customers and is a huge market out there. So it's >> Steve. Look at economic. The economics are shifting in the new world. New use cases, new step function of user experiences. This is this is going to be new user experiences at new economic price points that's a business model. Innovation, loyal customers that's hard to sustain. They'Ll keep some clutching and grabbing, but everyone will move to the better mousetrap in the scenario. So the combination of that stability with software it's just this as a big market. >> So John twenty ten Little Table Back Corner, you know of'em See Dylan Blogger World double set. Beautiful says theatre of present lot of exchange and industry. But the partnership in support of this ecosystem. It's something that helped us along the way. >> You know, when we started doing this, Jeff came on board. The team has been amazing. We have been growing up and getting better every show. Small, incremental improvements here and there has been an amazing production, Amazing team all around us. But the support of the communities do this is has been a co creation project from day one. We love having this conversation's with smart people. Tech athletes make it unique. Make it organic, let the page stuff on on the other literature pieces go well. But here it's about conversations for four and with the community, and I think the community sponsorship has been part of funding mohr of it. You're seeing more cubes soon will be four sets of eight of US four sets of V M World four sets here. Global Partners sets I'm used to What have we missed? >> Yeah, it's phenomenal. You know, we're at a unique time in the industry and honored to be able to help documented with the two of you in the whole team. >> Dave, How it Elias sitting there giving him some kind of a victory lap because we've been doing this for ten years. He's been the one of the co captains of the integration. He says. There's a lot of credit. >> Yeah, Howard has had an amazing career. I I met him like literally decades ago, and he has always taken on the really hard jobs. I mean, that's I think, part of his secret success, because it's like he took on the integration he took on the services business at at AMC U members to when Joe did you say we're a product company? No services company. I was like, Give me services. Take it. >> It's been on the Cube ten years. Dave. He was. He was John away. He was on fire this week. I thought bad. Kelsey was phenomenal. >> Yeah, he's an amazing guest. Tom Tom Suite, You know, very strong moments. >> What's your favorite Cuban? I'LL never forget. Joe Tucci had my little camera out film and Joe Tucci, Anna. One of the sessions is some commentary in the hallway. >> Well, that was twenty ten, one of twenty eleven, I think one of my favorite twenty ten moments I go back to the first time we did. The cue was when you asked Joe Tucci, you know why a storage sexy. Remember that? >> A He never came on >> again. Ah, but that was a mean. If you're right, that was a cube mean all for the next couple of years. Remember, Tom Georges, we have because I'm not touching. That was >> so remember when we were critical of hybrid clouds like twenty, twelve, twenty, thirteen I go, Pat is a hybrid cloud, a halfway house to the final destination of public loud. He goes to a halfway house, three interviews. This was like the whole crowd was like, what just happened? Still favorite moment. >> Oh, gosh is a mean so money here, John. As you said, just such a community, love. You know, the people that we've had on for ten years and then, you know, took us, you know, three or four years to before we had Michael Dell on. Now he's a regular on our program with luminaries we've had on, you know, but yeah, I mean, twenty ten, you know, it's actually my last week working for him. See? So, Dave, thanks for popping me out. It's been a fun ride, and yeah, I mean, it's amazing to be able to talk to this whole community. >> Favorite moment was when we were at eighty bucks our first show. We're like, We still like hell on this. James Hamilton, Andy Jazzy Come on up, Very small show. Now it's a monster, David The Cube has had some good luck. Well, we've been on the right waves, and a lot of a lot of companies have sold their companies. Been part of Q comes when public Unicorns New Channel came on early on. No one understood that company. >> What I'm thrilled about to Jonah's were now a decade, and we're documenting a lot of the big waves. One of one of the most memorable moments for me was when you called me up. That said, Hey, we're doing a dupe world in New York. I got on a plane and went out. I landed in, like, two. Thirty in the morning. You met me. We did to dupe World. Nobody knew what to do was back then it became, like, the hottest thing going. Now nobody talks about her dupe. So we're seeing these waves and the Cube was able to document them. It's really >> a pleasure. The Cube can and we got the Cube studios sooner with cubes Stories with Cube Network too. Cue all the time, guys. Thanks. It's been a pleasure doing business with you here. Del Technologies shot out the letter. Chuck on the team. Sonia. Gabe. Everyone else, Guys. Great job. Excellent set. Good show. Closing down. Del Technologies rose two cubes coverage. Thanks for watching

>> live from Las Vegas. It's the queue covering Dell Technologies. World twenty nineteen. Brought to you by Dell Technologies and its ecosystem partners. >> The one Welcome to the Special Cube Live coverage here in Las Vegas with Dell Technologies World 2019. I'm John Furrier with Dave Vellante breaking down day one of three days of wall the wall Coverage - 2 Cube sets. Uh, big news today and dropping here. Dell Technology World's series of announcements Cloud ability, unified work spaces and then multi cloud with, uh, watershed announced with Microsoft support for VMware with Azure are guests here theCUBE alumni that Seo, senior leader of'Em Where Sanjay *** and such a great to see you, >> John and Dave always a pleasure to be on your show. >> So before we get into the hard core news around Microsoft because you and Satya have a relationship, you also know Andy Jassy very well. You've been following the Clouds game in a big way, but also as a senior leader in the industry and leading BM where, um, the evolution of the end user computing kind of genre,  that whole area is just completely transformed with mobility and cloud kind of coming together with data and all this new kinds of applications. The modern applications are different. It's changing the game on how end users, employees, normal people use computing because some announcement here on their What's your take on the ever changing role of cloud and user software? >> Yeah, John, I think that our vision , as  you know, it was the first job I came to do at VMware almost six years ago, to run and use a computing. And the vision we had at that time was that you should be able to work at the speed of life, right? You and I happen to be on a plane at the same time  yesterday coming here, we should be able to pick our amps up on our devices. You often have Internet now even up at thirty thousand feet. In the consumer world, you don't lug around your CDs, your music, your movies come to you. So the vision of any app on any device was what we articulated with the digital workspace We. had Apple and Google very well figured out. IOS later on Mac,  Android,  later on chrome . The Microsoft relationship in end use the computing was contentious because we overlapped. They had a product, PMS and in tune. But we always dreamed of a day. I tweeted out this morning that for five and a half years I competed with these guys. It was always my dream to partner with the With Microsoft. Um, you know, a wonderful person, whom I respect there, Brad Anderson. He's a friend, but we were like LeBron and Steph Curry. We were competing against each other. Today everything changed. We are now partners. Uh, Brad and I we're friends, we'll still be friends were actually partners  now why? Because we want to bring the best of the digital workspace solution VMware brings workspace one to the best of what Microsoft brings in Microsoft 365 , active directory, E3 capabilities around E. M. S and into it and combined those together to help customers get the best for any device. Apple, Google and Microsoft that's a game changer. >> Tell about the impact of the real issue of Microsoft on this one point, because is there overlap is their gaps, as Joe Tucci used to say, You can't have any. There's no there's no overlap if you have overlapped. That's not a >> better to have overlapped and seems right. A gaps. >> So where's the gaps? Where this words the overlapping cloud. Next, in the end user world, >> there is a little bit of overlap. But the much bigger picture is the complementarity. We are, for example, not trying to be a directory in the Cloud That's azure active directory, which is the sequel to Active Directory. So if we have an identity access solution that connect to active directory, we're gonna compliment that we've done that already. With Octo. Why not do that? Also inactive Directory Boom that's clear. Ignored. You overlap. Look at the much bigger picture. There's a little bit of overlap between in tune and air Watch capabilities, but that's not the big picture. The big picture is combining workspace one with E. M s. to allow Office 365 customers to get conditional access. That's a game, so I think in any partnership you have to look past, I call it sort of these Berlin Wall moments. If the U. S and Soviet Union will fighting over like East Germany, vs West Germany, you wouldn't have had that Berlin wall moment. You have to look past the overlaps. Look at the much bigger picture and I find the way by which the customer wins. When the customer wins, both sides are happy. >> Tearing down the access wall, letting you get seamless. Access the data. All right, Cloud computing housely Multi cloud announcement was azure something to tell on stage, which was a surprise no one knew was coming. No one was briefed on this. It was kind of the hush hush, the big news Michael Delll, Pat Girl singer and it's nothing to tell up there. Um, Safia did a great job and really shows the commitment of Microsoft with the M wear and Dell Technologies. What is this announcement? First, give us your take an analysis of what they announced. And what does it mean? Impact the customers? >> Yeah, listen, you know, for us, it's a further That's what, like the chess pieces lining up of'Em wars vision that we laid up many years for a hybrid cloud world where it's not all public cloud, it isn't all on premise. It's a mixture. We coined that Tom hybrid loud, and we're beginning to see that realize So we had four thousand cloud providers starting to build a stack on VM, where we announced IBM Cloud and eight of us. And they're very special relationships. But customers, some customers of azure, some of the retailers, for example, like Wal Mart was quoted in the press, released Kroger's and some others so they would ask us, Listen, we're gonna have a way by which we can host BMO Workloads in there. So, through a partnership now with Virtue Stream that's owned by Dell on DH er, we will be able to allow we, um, where were close to run in Virtue Stream. Microsoft will sell that solution as what's called Azure V M, where solutions and customers now get the benefit of GMO workloads being able to migrate there if they want to. Or my great back on the on premise. We want to be the best cloud infrastructure for that multi cloud world. >> So you've got IBM eight of us Google last month, you know, knock down now Azure Ali Baba and trying you. Last November, you announced Ali Baba, but not a solution. Right >> now, it's a very similar solutions of easy solution. There's similar what's announced with IBM and Nash >> So is it like your kids where you loved them all equally or what? You just mentioned it that Microsoft will sell the VM wear on Azure. You actually sell the eight of us, >> so there is a distinction. So let me make that clear because everything on the surface might look similar. We have built a solution that is first and preferred for us. Called were MacLeod on a W s. It's a V m er manage solution where the Cloud Foundation stack compute storage networking runs on a ws bare metal, and V. Ember manages that our reps sell that often lead with that. And that's a solution that's, you know, we announced you were three years ago. It's a very special relationship. We have now customer attraction. We announce some big deals in queue, for that's going great, and we want it even grow faster and listen. Eight of us is number one in the market, but there are the customers who have azure and for customers, one azure very similar. You should think of this A similar to the IBM ah cloud relationship where the V C P. V Partners host VM where, and they sell a solution and we get a subscription revenue result out of that, that's exactly what Microsoft is doing. Our reps will get compensated when they sell at a particular customer, but it's not a solution that's managed by BM. Where >> am I correct? You've announced that I think a twenty million dollars deal last quarter via MacLeod and A W. And that's that's an entire deal. Or is that the video >> was Oh, that was an entirely with a customer who was making a big shift to the cloud. When I talked to that customer about the types of workloads, they said that they're going to move hundreds off their APs okay on premise onto via MacLeod. And it appears, so that's, you know, that's the type of cloud transformation were doing. And now with this announcement, there will be other customers. We gave an example of few that Well, then you're seeing certain verticals that are picking as yours. We want those two also be happy. Our goal is to be the undisputed cloud infrastructure for any cloud, any cloud, any AP any device. >> I want to get your thoughts. I was just in the analysts presentation with Dell technology CFO and looking at the numbers, the performance numbers on the revenue side Don Gabin gap our earnings as well as market share. Dell. That scales because Michael Delll, when we interviewed many years ago when it was all going down, hinted that look at this benefits that scale and not everyone's seeing the obvious that we now know what the Amazon scale winds so scale is a huge advantage. Um, bm Where has scale Amazon's got scale as your Microsoft have scales scales Now the new table stakes just as an industry executive and leader as you look at the mark landscape, it's a having have not world you'd have scale. You don't If you don't have scale, you're either ecosystem partner. You're in a white space. How do companies compete in this market? Sanjay, what's your thoughts on I thinkit's >> Jonah's? You said there is a benefit to scale Dell, now at about ninety billion in revenue, has gone public on their stock prices. Done where Dellvin, since the ideal thing, the leader >> and sir, is that point >> leader in storage leader inclined computing peces with Vienna and many other assets like pivotal leaders and others. So that scale VM, Where about a ten billion dollar company, fifth largest software company doing verywell leader in the softer to find infrastructure leader, then use a computing leader and softer, defined networking. I think you need the combination of scale and speed, uh, just scale on its own. You could become a dinosaur, right? And what's the fear that every big company should have that you become ossified? And I think what we've been able to show the world is that V M wear and L can move with scale and speed. It's like having the combination of an elephant and a cheetah and won and that to me special. And for companies like us that do have scaled, we've to constantly ask ourselves, How do we disrupt ourselves? How do we move faster? How do we partner together? How do we look past these blind spots? How do we pardon with big companies, small companies and the winner is the customer. That's the way we think. And we could keep doing that, you'll say so. For example, five, six years ago, nobody thought of VMware--this is going before Dell or EMC--in the world of networking, quietly with ten thousand customers, a two million dollar run rate, NSX has become the undisputed leader and software-defined networking. So now we've got a combination of server, storage and a networking story and Dell VMware, where that's very strong And that's because we moved with speed and with scale. >> So of course, that came to an acquisition with Nice Sarah. Give us updates on the recent acquisitions. Hep C e o of Vela Cloud. What's happening there? >> Yeah, we've done three. That, I think very exciting to kind of walk through them in chronological order about eighteen months ago was Velo Cloud. We're really excited about that. It's sort of like the name, velocity and cloud fast. Simple Cloud based. It is the best solution. Ston. How do we come to deciding that we went to talk to our partners like t other service providers? They were telling us this is the best solution in town. It connects to the data center story to the cloud story and allows our virtual cloud network to be the best softer. To find out what you can, you have your existing Mpls you might have your land infrastructure but there's nobody who does softer to find when, like Philip, they're excited about that cloud health. We're very excited about that because that brings a multi cloud management like, sort of think of it like an e r P system on top of a w eso azure to allow you to manage your costs and resource What ASAP do it allows you to manage? Resource is for materials world manufacturing world. In this world, you've got resources that are sitting on a ws or azure. Uh, cloud held does it better than anybody else. Hefty. Oh, now takes a Cuban eighty story that we'd already begun with pivotal and with Google is you remember at at PM world two years ago. And that's that because the founders of Cuban eighties left Google and started FTO. So we're bringing that DNA we've become now one of the top two three contributors to communities, and we want to continue to become the de facto platform for containers. If you go to some of the airports in San Francisco, New York, I think Keilani and Heathrow to you'LL see these ads that are called container where okay, where do you think the Ware comes from Vienna, where, OK, and our goal is to make containers as container where you know, come to you from the company that made vmc possible of'Em where So if we popularized PM's, why not also popularised the best enterprise contain a platform? That's what helped you will help us do >> talk about Coburn at ease for a minute because you have an interesting bridge between end user computing and their cloud. The service is micro. Services that are coming on are going to be powering all these APS with either data and or these dynamic services. Cooper, Nettie sees me the heart of that. We've been covering it like a blanket. Um, I'm gonna get your take on how important that is. Because back Nelson, you're setting the keynote at the Emerald last year. Who burn it eases the dial tone. Is Cooper Netease at odds with having a virtual machine or they complimentary? How does that evolving? Is it a hedge? What's the thoughts there? >> Yeah, First off, Listen, I think the world has begun to realize it is a world of containers and V ems. If you looked at the company that's done the most with containers. Google. They run their containers in V EMS in their cloud platform, so it's not one or the other. It's vote. There may be a world where some parts of containers run a bare metal, but the bulk of containers today run and Beyonce And then I would say, Secondly, you know, five. Six years ago, people all thought that Doctor was going to obliterate VM where, But what happened was doctors become a very good container format, but the orchestration layer from that has not become daugher. In fact, Cuban Eddie's is kind of taking a little of the head and steam off Dr Swarm and Dr Enterprise, and it is Cooper Navy took the steam completely away. So Senses Way waited for the right time to embrace containers because the obvious choice initially would have been some part of the doctor stack. We waited as Borg became communities. You know, the story of how that came on Google. We've embraced that big time, and we've stated a very important ball hefty on All these moves are all part of our goal to become the undisputed enterprise container platform, and we think in a multi cloud world that's ours to lose. Who else can do multi cloud better than VM? Where may be the only company that could have done that was Red Hat. Not so much now, inside IBM, I think we have the best chance of doing that relative. Anybody else >> Sanjay was talking about on our intro this morning? Keynote analysis. Talking about the stock price of Dell Technologies, comparing the stock price of'Em where clearly the analysis shows that the end was a big part of the Dell technologies value. How would you summarize what v m where is today? Because on the Kino there was a Bank of America customers. She said she was the CTO ran, she says, Never mind. How we got here is how we go floors the end wars in a similar situation where you've got so much success, you always fighting for that edge. But as you go forward as a company, there's all these new opportunities you outlined some of them. What should people know about the VM? We're going forward. What is the vision in your words? What if what is VM where >> I think packed myself and all of the key people among the twenty five thousand employees of'Em are trying to create the best infrastructure company of all time for twenty one years. Young. OK, and I think we have an opportunity to create an incredible brand. We just have to his use point on the begins show create platforms. The V's fear was a platform. Innocent is a platform workspace. One is a platform V san, and the hyper convert stack of weeks right becomes a platform that we keep doing. That Carbonetti stuff will become a platform. Then you get platforms upon platforms. One platforms you create that foundation. Stone now is released. ADelle. I think it's a better together message. You take VX rail. We should be together. The best option relative to smaller companies like Nutanix If you take, you know Veum Where together with workspace one and laptops now put Microsoft in the next. There's nobody else. They're small companies like Citrix Mobile. I'm trying to do it. We should be better than them in a multi cloud world. They maybe got the companies like Red Hat. We should have bet on them. That said, the end. Where needs toe also have a focus when customers don't have Dale infrastructure. Some people may have HP servers and emcee storage or Dell Silvers and netapp storage or neither. Dellery emcee in that case, usually via where, And that's the way we roll. We want to be relevant to a multi cloud, multi server, multi storage, any hardware, any cloud. Any AP any device >> I got. I gotta go back to the red hat. Calm in a couple of go. I could see you like this side of IBM, right? So So it looks like a two horse race here. I mean, you guys going hard after multi cloud coming at it from infrastructure, IBM coming at it with red hat from a pass layer. I mean, if I were IBM, I had learned from VM where leave it alone, Let it blossom. I mean, we have >> a very good partisan baby. Let me first say that IBM Global Services GTS is one about top sai partners. We do a ton of really good work with them. Uh, I'm software re partner number different areas. Yeah, we do compete with red hat with the part of their portfolios. Relate to contain us. Not with Lennox. Eighty percent plus of their businesses. Lennox, They've got parts of J Boss and Open Stack that I kind of, you know, not doing so well. But we do compete with open ship. That's okay, but we don't know when we can walk and chew gum so we can compete with Red Hat. And yet partner with IBM. That's okay. Way just need to be the best at doing containing platform is better than open shifter. Anybody, anything that red hat has were still partner with IBM. We have to be able to look at a world that's not black and white. And this partnership with Microsoft is a good example. >> It's not a zero sum game, and it's a huge market in its early days. Talk >> about what's up for you now. What's next? What's your main focus? What's your priorities? >> Listen, we're getting ready for VM World now. You know in August we want to continue to build momentum on make many of these solutions platforms. So I tell our sales reps, take the number of customers you have and add a zero behind that. OK, so if you've got ten thousand customers of NSX, how do we get one hundred thousand customers of insects. You have nineteen thousand customers of Visa, which, by the way, significantly head of Nutanix. How do we have make one hundred ninety thousand customers? And we have that base? Because we have V sphere and we have the Delll base. We have other partners. We have, I think, eighty thousand customers off and use of computing tens of millions of devices. How do we make sure that we are workspace? One is on billion. Device is very much possible. That's the vision. >> I think that I think what's resonating for me when I hear you guys, when you hear you talk when we have conversations also in Pat on stage talks about it, the simplification message is a good one and the consistency of operating across multiple environments because it sounds great that if you can achieve that, that's a good thing. How you guys get into how you making it simple to run I T. And consistent operating environment. It's all about keeping the customer in the middle of this. And when we listen to customs, all of these announcements the partnership's when there was eight of us, Microsoft, anything that we've done, it's about keeping the customer first, and the customer is basically guiding up out there. And often when I sit down with customers, I had the privilege of talking hundreds of thousands of them. Many of these CEOs the S and P five hundred I've known for years from S athe of'Em were they'LL Call me or text me. They want us to be a trusted advisor to help them understand where and how they should move in their digital transformation and compared their journey to somebody else's. So when we can bring the best off, for example, of developer and operations infrastructure together, what's called DEV Ops customers are wrestling threw that in there cloud journey when we can bring a multi device world with additional workspace. Customers are wrestling that without journey there, trying to figure out how much they keep on premise how much they move in the cloud. They're thinking about vertical specific applications. All of these places where if there's one lesson I've learned in my last ten twenty years of it has become a trusted advisor to your customers. Lean on them and they will lean on you on when you do that. I mean the beautiful world of technology is there's always stuff to innovate. >> Well, they have to lean on you because they can't mess around with all this infrastructure. They'LL never get their digital transformation game and act together, right? Actually, >>= it's great to see you. We'Ll see you at PM, >> Rollo. Well, well, come on, we gotta talk hoops. All right, All right, All right, big. You're a big warriors fan, right? We're Celtics fan. Would be our dream, for both of you are also Manny's themselves have a privileged to go up against the great Warriors. But what's your prediction this year? I mean, I don't know, and I >> really listen. I love the warriors. It's ah, so in some senses, a little bit of a tougher one. Now the DeMarcus cousins is out for, I don't know, maybe all the playoffs, but I love stuff. I love Katie. I love Clay, you know, and many of those guys is gonna be a couple of guys going free agents, so I want to do >> it again. Joy. Well, last because I don't see anybody stopping a Celtics may be a good final. That would be fun if they don't make it through the rafters, though. That's right. Well, I Leonard, it's tough to make it all right. That sounds great. >> Come on. Sanjay Putin, CEO of BM Wear Inside the Cube, Breaking down his commentary of you on the landscape of the industry and the big news with Microsoft there. Other partner's bringing you all the action here Day one of three days of coverage here in the Cubicle two sets a canon of cube coverage out there. We're back with more after this short break.

>> live from Mountain View, California. It's the queue covering definite create twenty nineteen. Brought to you by Cisco. >> Welcome back to the cave. Lisa Martin with John Barrier on our first day of two days of coverage of Cisco Definite Create twenty nineteen at the Computer History Museum in Mountain View, California. John Eyre. Please welcome to iniquitous and directors solutions, architecture and Devil Box from Liberty Technology. Tony, Welcome. >> How are you? >> Good, thanks for Thanks for having us tell our audience a little bit about liberty technology before we get into the community. What you doing your breakout session? >> Not a problem. The re technology is a company. Where? MSP company down in Griffin, Georgia. And so we handle a lot of a lot of clients are either public sector cities, all different types of all the different verticals. So well. And so do you have a client? A customer out there that needs needs an extra arm into it. We're there for them. >> So your basement of Georgia, Which means that how warm it is in here today Outside should be nothing for you right >> now. Tell me about >> well outside >> now, since there is no humanity I like it back home in few minutes, >> Californians were babies. >> Yeah, Joni, Public Sector. We've done a lot of interviews of public sector folks with their towns and cities, air, ground rules, municipalities, cities, their I t light. And then they don't have the Dev ops expertise, but clouds a perfect fit for them. But they have a lot of certain characters. Whether it's email is very ephemeral. People come and go, So getting people collaborating in these distinct user groups that have different roles and responsibilities is a challenge. How are you guys solving that? Because there's something I know you guys have worked on. There's a challenge that's only Republicans for enterprises do. How do you bring people that are distinct user populations that have an application or roll or use case into a collaborative, horizontally scaleable >> system? We show Be honest way. Go in there and we go in there and we discover as to what they're doing now, what are their pain points? What do they want? Change where they want to go and then we show them the collaboration started. We shone like what makes team's way? Show him all of the, uh, meetings room devices, things like that. And then not just on the collaboration side, but also if there helping with three, six, five their security than Rocky. That's how we bring. That's how we bring collaboration intothe public >> about the Cisco dynamic we've been covering definite create since it started. Definite. Now it's just go live couple years, seeing kind of a new vibe and new mojo going on with that within the Cisco ecosystem of actually coding stuff up, whether it's slinging AP eyes together or creating new ones. New capabilities. How is it changed the delivery in performance of the customers? Because this is not just your old school Cisco networking company. Yeah, they got APS. Things are connected. Date is moving from Point A to point B. All right, but he's kind of integration challenges. Kind of seamless program ability is the core theme here. What's your reaction? Thoughts on all this? >> No. >> Well, first off, this is my first definite create. I've been to other Siskel lives have not been too. Don't think great yet so so far, I'm enjoying this a lot. It's I like the tight niche, the community style of this of this event I'm sorry. Go back, >> Tio. Go live a little creations that are going on here. Very community already. Kind of be open source projects. Yeah, people talking to each other, a lot of hallway conversations. But it's a kind of a new kind of collaborative model that customers are now getting exposed to write. This is something >> new. I mean, it is. It's new, and I'm finding a lot times where a lot of customers and clients they've heard about it, but they don't know yet. So it's our job to actually get them to adopt to it and and also adapt to it as well. So it's almost like how we have our own like community here. For definite. It's almost how can we take that structure and show it to our clients >> and translation involved Kind of kind of taper down the excitement, maybe, or keeping up questions for you people watching that aren't here. A definite what's that? What's the vibe here? Like, what's some of the cools? Things you've seen and heard are something Well, the keynote was >> great either. Was amazing Kino how they actually showed how, especially with the Iraqi had when Mandy went while I was out there talking about from the small campus to the festival and to an actual >> there's a radio >> that was a great use of incredible, especially with like big Stadium and how John McDonough came out and showed about how there was a fight on the field with you. Yet no one saw it, but yet then, when they went through the actual demonstrate, the actual video were like, Oh, yeah, this's amazing how it's almost like it was like the minority report way. You're already >> exactly Dan. Yes, the data out there, >> all that data and they just machine learning A I just watching people, seeing what they're doing, kind of almost like predicting what they're going to do >> and every little bit, actually, a little bit. I agree with you. I thought they did a great job with that, Especially coming off the heels of Coachella and showing how they can enable Cisco enable developers for social folks to set up secure networks of different sizes and also be able to use in real time machine learning a eye to evaluate what's going on the offensive. And that was a very cool, real world example of what they showed. Leveraging machine learning, identifying. There's there's an issue here. There's an altercation. They surprised at a sports event, right? And deploying those. It has a lot security, many sports events, though I thought it was all that the security was just casually walking up to fight. That's another thing >> that you would slow >> down. But you don't know what >> you're right. >> And it is so many more etiquette rules now at events, whether it's, you know, hate crimes or just, you know, just violent language fights. Also, everyone sees those that write that events. But this actual now, surveillance tech out there. You know, you could tell the guys that how many beers he's had kicks in, You know, >> we're gonna have something where they can actually check out someone like Heat signature. They can't tell how >> much he's going to explode. Is the Red Sox going to blow the lead again? A. Having a good year? Well, you know, they wanted last year Yankee fans, so you would be off the charts now. Philly fans, a whole other story. I don't. Okay. My digress. You've >> got a breakout session. Sorry, John. A lightning session that's tomorrow Any time tomorrow. Tell us the title and what you're going to be talking about. >> Keisha, my title is orchestrate forty five percent. So >> we'LL just read the forty five percent correct Alright, Digging >> again tonight a little >> bit. I have a sly where we was actually Suzy. We actually did a presentation awhile back where she put up a slider, says where she talked about how fifty five percent of partners are creating APS and developing their own naps. So, way of liberty we saw that we were like, OK, what about the other forty five percent? So that's where that the idea came out too. Okay, let's I'll do a talk about how we orchestrate forty, forty five, forty five percent. So entails What I'm doing with that is that we actually have a platform called Consulate. Where there were that platform has the ability to integrate with multiple business processes. So we're connecting. We're integrating with connect allies with Iraqi doing eight about and so that I have it where that there'll be a trigger or Web hook from one my rocky cameras like emotion which will trigger which will create a ticket and connect allies so they can help out some help tasks service desk and then that which will also they get thrown into teams and click on the ticket and then also run commands and grab a snapshot from the camera. The right of the team's six teams >> fell by the Iraqi for a minute because we get a lot of hearing a lot of buzz about Muraki. It's not just wireless. It's not just what you might think it is, it seems to be connected tissue you meant. There's a great demo that added to she's showing around. They are with looking at network configuration. We're obviously to be connecting all of this together. What's your view on this? What's that? >> I for one, I love muraki. I run Rocky at home, so five the viol. Although the wireless is switching cameras and just that, it's it's one. Really. They have, like their own room platform that connects has all their devices connecting into the dashboard, and you could do so much with it that they're actually they're open up Now. The eyes, the web hooks this so much things that you can actually integrate with it. It's it's great, and it's the analytics that you get from it. >> And this is what you're talking about really about bringing these teams together through Webb Hooks for AP, eyes in through Morocco, the connected to direct and then allow the APS to be valuable, cross different groups >> very valuable, but then so that then you don't have it on. Engineer doesn't have have to touch different applications or devices. They get it all from one and from that one application, click and go to where you need to get got. >> So we're only on halfway through Day one of your first up that crate. But it sounds like you've already been exposed to so many things that I could see the wheels turning us without anticipating that you're going to be able to bring back to liberty. And that will really help drive. What you guys doing driving forward toward that customer engagement only, eh? Educate >> well, since it is, you know, it's like half day already on day one. There's still so much to see here. There's so much to see about Coyote. There's a bunch of workshops here about form Iraqi and the AP ice, which I want to join in and see what I can take out of that and bring it back. Um, you know, there's a bunch of stuff get on. So I want to gather all that and just be a sponge and then bring it back to liberty and say, Hey, this is what we can do. How can they fit into our business model? >> Awesome. Well, Tony, thank you so much for stopping by and talking with Jonah me on the program this afternoon. We appreciate it. Best of luck in your lightning session tomorrow as well. >> Thank you so much >> for John Ferrier. I'm Lisa Martin. You're watching us on the Cube. Live from Cisco. Definite great. Twenty nineteen. Thanks for watching. >> No.